Crisis Communication Management Plan

Case Study

“The case of the tainted toilet paper”May 9, 2011

Crisis Management Team:The Stratgizers

Scot WallaceVictoria Streekstra

Nicole MileyBerenice Breuilh

Dan TripoliBonnie Callow

Table of ContentsCrisis Plan ………………………………………. 3-48

CEO Letter ………………………………………. 3-4

Acknowledgment ………………………………… 5-6

Crisis Management Team Members …………….. 7-9

Crisis Management team Contact sheet …………. 10

Crisis Assesment Overview ……………………… 11

Incident Report. ………………………………….. 12

Strategic Communication Map ……..…………… 13-16

Command Center Layout ……………………….. 17

Command Center Summary …………………….. 18

Internal Stakeholders list ………………………… 19

External Stakeholders list ………………………... 20

Audience Analysis Before Crisis ………………… 21-23

KISS Chart ……………………………………….. 24

MEME Chart …………………………………….. 25

Wheel of Crisis ………………………………….. 26

Audience Analysis Chart During Crisis ………... 27-28

Risk Grid ………………………………………. 29

Crisis Assesment (Liklihood) .…………………. 30-31

Post-Crisis Survery …………………………….. 32

Internal Leadership Survey …………………….. 33

Rehersal Dates …………………………………. 34

Training Options ………………………………... 35

Focus on the Problem …………………………… 36

Recomondations for Crisis Response …………… 37

Five Ways to avoid being Misquoted …………… 38

Market Based Management (MBM) Guding Principles 39

Market Based Management Framework ………… 40

Impact on Production ……………………………. 41

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Press Kit …………………………………………………… 49-54

Overveiw of the Crisis ……………………………………. 55-119

Case Presentation Overview ……………………… 56-59

Georgia-Pacific Overview ………………………... 60-61

Assumptions ………………………………………. 62

Rejected Ideas …………………………………….. 63

Clue Overview ……………………………………. 64-65

Incident Reports …………………………………… 66-81

Crisis Log …………………………………………. 82-84

Union Informaiton ………………………………… 85-87

Audience Analysis Round 1 before Crisis ……….. 88-92

AA Round 2 ………………………………………. 93-94

KISS Chart ………………………………………… 95-96

MEME Chart ………………………………………. 97-98

SMCR ……………………………………………… 99-100

Interview with Mike from Georgia-Pacific ……….. 101-104

Core Message and Strategy ……………………….. 105

Tactics ……………………………………………… 106

Third Party Speech ………………………………… 107

Victim Manager Concerns and notes ……………... 108-109

Post Crisis Survey ………………………………… 110-111

Peer Case Study Evaluaiton ………………………. 112-114

Continuuious Improvement ………………………. 115-118

Conclusion ………………………………………… 119

Meeting Agendas ………………………………….. 120-125

100 Facts …………………………………………… 126-133

Works Cited ………………………………………… 134-136

Apendix

Power Point Presentation

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CEO LetterTo the employees of Georgia-Pacific:

When it comes to any organization, it is not a matter of if a crisis will happen it is a matter of when. We know this from the history of our industry and those crises can be almost anything. A crisis can be defined as a singular event or a combination of internal or external, controllable or uncontrollable, observable or unobservable events that affect the reputation and/or integrity of our organization either directly or indirectly. The following pages are the general guidelines, steps and strategies, for Georgia-Pacific to utilize when responding to a number of possible crises. Crisis events are unstable situations in which causes may be by multiple issues including natural disasters, reputation sabotage, personnel problems, financial obstacles, product tampering, and industry-wide concerns. The effects of any crisis are multiplied through media exposure, rumor mills or panic.

As a global corporation, Georgia-Pacific must maintain a level of proactive engagement in maintaining its approach to any potential crises. That is why we have set up a specialized team of individuals at each of the plants called a Crisis Management Team (CMT). Each individual chosen for this team has a specialty that addresses the crisis as it occurs. Each team has a Crisis Communication Plan (CCP) strategically put together with forethought to any potential crisis facility, so we as an organization are ready with a sound plan to take action.

Effective management of a crisis begins immediately and will determine the potential outcome for the organization. Recovery must be organized strategically and implemented in the most effective manner possible. The CCP is only a guideline to help strategically look at the three segments of a crisis: pre-crisis, the crisis itself, and post crisis. This plan does not have all the answers. It is up to the CMT and management staff to address the crisis using the outline of the CCP to make the appropriate decisions to handle specific crises as they are detected.

Each crisis situation is different and will be evaluated by the crisis management team (CMT) they should be contacted as soon as possible. The earlier an event is detected the greater the possibility of lessening the impact.

Included in this plan is:

1. Crisis management team and contact sheet 2. Crisis assessment, including issues identification, likelihood, impact, probability, and where

the issues lie on the risk assessment grid 3. Incident report form 4. Proprietary information 5. Strategic Crisis Map

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6. Stakeholder contact sheet 7. Crisis control center set up and supplies list8. Post-crisis evaluation

The objective of the CMT and CCP is to curb the potential harmful effects of the organization in any crisis. The strategy in this CCP will be employed by the CMT in the event of crises to accomplish these objectives as efficiently and effectively as possible.

Serving those who serve others,

Scot Wallace Chief Executive Officer, Georgia-Pacific

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Acknowledgements

We, the members of Georgia – Pacific crisis management team have created this crisis management plan as a guide in the event a crisis may occur. As members of the crisis management team we are prepared to execute and modify this plan as necessary due to the nature of the crisis. We acknowledge and are fully aware of how to execute this plan in the event of a crisis. As the crisis management team we will endure the following to provide high quality products in a responsible business manner to earn the trust and respect of our employees, consumers, partners, and neighbors.

_______________________________________

Scot WallaceChief Executive Office & Attorney

_______________________________________

Victoria StreekstraChief Communication Officer

_______________________________________

Nicole MileyPublic Affairs Officer

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We, the members of Georgia – Pacific crisis management team have created this crisis management plan as a guide in the event a crisis may occur. As members of the crisis management team we are prepared to execute and modify this plan as necessary due to the nature of the crisis. We acknowledge and are fully aware of how to execute this plan in the event of a crisis. As the crisis management team we will endure the following to provide high quality products in a responsible business manner to earn the trust and respect of our employees, consumers, partners, and neighbors.

_______________________________________

Berenice BreuilhPresident of Facilities and Operations

_______________________________________

Dan TripoliHuman Resources & Employee Advocate

_______________________________________

Bonnie CallowPresident of Victim Management

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Crisis Management Team

Scot WallaceChief Executive Officer and Attorney

Scot Wallace is the Chief Executive Officer and Attorney for Georgia-Pacific for the past five years. In addition, he has worked with our parent company Koch Industries for several years and really knows Georgia-Pacific’s Modern Business Management guiding principles to fulfill a successful company. His innovative ideas have helped maintain the success of the Georgia-Pacific as well as ensure the safety, reliability and approval of all Georgia-Pacific supporters and employees.

Victoria StreekstraChief Communication Officer

Victoria Streekstra is the Chief Communication Officer for Georgia-Pacific. She has a great understanding on how to communicate orally and has written memo’s through our internal and external channels. She handles many tasks at once and always provides a great explanation for her responses that deal with GP.

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Nicole MileyPublic Affairs Officer

Nicole Miley is the Public Affairs Officer for Georgia-Pacific. She is a benefit to the company with her relative knowledge and practice representing Georgia-Pacific’s industry for a number of years. She is aware of GP’s reputation and maintains this image throughout all media channels that are affiliated with the GP’s name.

Berenice BreuilhPresident of Facilities and Operations

Berenice Breuilh is the President of Facilities and Operations for Georgia-Pacific. She provides Georgia-Pacific with constructive direction and advices other members. Her responsibilities involve planning, supervising and coordinating operations to optimize GP’s efficiency.

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Dan TripoliHuman Resources & Employee Advocate

Dan Tripoli is the Human Resources and Employee Advocate for Georgia-Pacific. Dan provides an equal opportunity for his employees and prospective candidates in the best of both worlds - a great place to work and a great place to live. He creates value for our customers and our company by recruiting the best talent around. Our guiding MBM principle provides a structure that enables employees to contribute to their fullest extent in abilities while appreciating the value of diversity in an atmosphere of modesty, honesty and respect.

Bonnie CallowPresident of Victim Management

Bonnie Callow is the President of Victim Management for Georgia-Pacific. Bonnie brings credible experience to GP’s company as she has served on a number of respectable safety departments including first responder, police, and military medicinal careers. Safety is the top priority for Bonnie and her task force before GP will help enforce that all employees and consumers will be protected.

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Crisis Management Team Contact Sheet

Scot Wallace Victoria StreekstraChief Executive Officer & Attorney Chief Communication OfficerCell Phone: 920-883-7691 Cell Phone: (920) 296-8323Home Phone: 920-469-0351Text or Call: Both Text or Call: BothEmail: wallsk30@uwgb.edu Email: strevl27@uwgb.edu

Nicole Miley Berenice Breuilh Public Affairs Officer President of Facilities and OperationsCell Phone: (920) 904-7079 Cell Phone: (920) 530-6023Text or Call: Both Text or Call: TextEmail: milenl19@uwgb.edu Email: berenicebreuilh@hotmail.fr

Dan Tripoli Bonnie CallowHuman Resources & Employee Advocate President of Victim ManagementCell Phone: (414) 238-4423 Cell Phone: (906) 914-8168Text or Call: Both Text or Call: Call only Email: tripda27@uwgb.edu Email: mailto:callowdl@yahoo.com

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Crisis Assessment Overview

To prepare for an actual crisis, we have created a way to assess a possible crisis at Georgia- Pacific. We have looked at the probable risks by assessing the likelihood and impact of these risks and how they relate to the company.

We have created a crises strategic option chart to help guide us through a crisis. Crises are different in nature. Therefore, this chart will help to guide us through a crisis. Due to the fact that each crisis is different, we will utilize different action plans based upon the individual crisis we are facing.

Our Crisis Management Team members are required to attend a weekend conference twice a year. They will also be responsible for participating in a video conference once a month. This will allow for the CMT members to share information that they find through their scanning and monitoring practices.

In order to help detect a crisis as early as possible we will utilize Incident Report Forms. These forms will be given to each Crisis Management Team member. CMT members will fill out the forms whenever they find information that may be relevant to an upcoming crisis. The forms will be kept on file in order to help with future crisis.

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Georgia-Pacific Incident Report

Location where Incident Occurred: ___________________________________

Date of Incident: _____________________________ Time: ___________________

Name(s) of those involved: ___________________ ______________________

___________________ ______________________

Description of incident: 

Results of incident:

 

What actions were taken after the incident, (who was notified):

What areas were shutdown?

What is the current danger level?

Corrective measures taken or recommended: 

Additional comments or observations:

Investigated by: ____________________________________ Date: ____________

Reviewed by: ______________________________________ Date: ____________ 

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Strategic Communication MapThis worksheet should walk the Crisis Management Team (CMT) and management staff through any possible crises from the beginning to the resolution. In the event of a crisis, the CMT members must remember the importance of thinking strategically and communicating professionally. This worksheet will serve as a guide for strategic thinking by all CMT members.(4 pages total in the Strategic Communication Map)

Nature of the Crisis / Signal Detection:

Interior - _________________ Exterior - __________________ Weather - __________________

Crisis dimensionsHow bad is it?

Identify Issues:Assess the situation.

Evaluate the impact. What are the issues? What outside relationships do we have to support us? History (what happened before and how was it handled?) What are the risks?

- Possible scenarios.- Rules of thumb to follow.

CMT Checklist: (Check off as completed) Label crisis Crisis log started Control center set up

KISS Chart MEME Chart Audience Analysis

Audience Analysis: What audiences are involved/affected by the crisis? Determine response timing. Prioritize audience. Public Perception of credibility. Is a response warranted? Which risk quadrant does the crisis fall in? Which risk quadrant do we want it in?

(Page 2)

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People to be notified via Phone and Intranet: Crisis Management Team (CMT) CEO Corporate Office Upper Management

Incident Report FormCopies sent out to:

CMT team Upper Management Corporate office in Atlanta

Decide on Objective: - Prevent - Inform through expert opinion - Minimize the concern - Persuade Publics

- Lessen the negative - Educate

Strategic Options Available

Defensive Accommodative

Develop A Core Message - this should be the core message to all audiences and the channels to be used. It may vary but the core should be the same.

Decide communication channels / Define agenda for channels Decide on what channels to use. Decide how they are to be used. Decide when they are to be used.

If there is a press conference we need to have in place what is: Our Objective - Film or photos that can support our position The format of the speaking event - Pres releases with any relevant information Talking points included Props needed to support our position - Location and facilities available for press

Business Strategy: ________________________________

___________________________________

___________________________________

Communication Strategy: What are our communication goals? ___________________________________

________________________________ ___________________________________

________________________________ ___________________________________

Tactics: ___________________________________

___________________________________

_______________________________ ___________________________________

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Attach Denial Excuse Justification Ingratiation Corrective Full Corrective Full Accuser Action ApologyWeak Crisis Strong Crisis Responsibility Responsibility

* Corrective action may or may not mean you are responsible

How will we evaluate our effectiveness? ___________________________________

________________________________ ___________________________________

________________________________ ___________________________________

Are the values of the organization reflected in our strategy? Are the values of the organization reflected in our message? Is it practical? Is it ethical?

Release Press Kit to the media

Set times and dates for release of messages through selected channels Interior Audiences Exterior Audiences

Inform interior stakeholders (Management staff, Employees) Copy attachment to communication worksheet

Inform external stakeholders (Govt. agencies for compliance, suppliers, distributors) Copy attachment to communication worksheet

Deliver messages to exterior stakeholders Make a statement Q&A

Evaluate all communication channels for effectiveness Collect all relevant data to crisis Set a time and date for the Crisis Management team to review Send out survey to interior audiences Collect surveys Evaluate the surveys collected through the CMT Conduct internal audit if necessary CMT sets a time and date to report findings to the executive management staff including

the corporate office in on a video conferenceo If the issue is on the corporate level the video conference will take place to inform

and confirm actions to plant management in all locations.

Be sure the crisis has run its course and follow through with any promise of communication with internal and external audiences.

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Post Crisis Evaluation Sheet

After the crisis is over start the post crisis evaluation

Collect crisis records Crisis log Crisis communication worksheet Incident reports

Survey stakeholders Decide who will be included Decide when the survey is going to be distributed and returned

Collect media information News clips Video clips if possible Internet

Conduct interviews with key personnel Decide who will be included Decide location and time to wrap up Focus points

Shape memories Internally Externally

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Command Center Layout

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Command Center SummaryCrisis Command Center

Our group has chosen the Mauthe Center as our primary "Crisis Command Center"; with the Cofrin Library being our alternative work site. The reason we choose the Mauthe Center as our main meeting area is that Scot Wallace, the CEO of Georgia-Pacific, has full right of entry to the center; allowing our CMT access whenever it is deemed necessary. Other key determining factors that led us to utilize this facility were that it provided us with all the key essentials that we needed to conduct our CMT meeting in the event of an actual crisis. For visual purposes, we have condensed some of the different areas of the Mauthe Center into one room. In a real life situation we would have access to all of the areas housed within the facility which include:

Fully equipped kitchen Restroom facilities Large conference room Computer equipment Phones, fax, copying machines, dry erase boards, projectors, and office supplies

With the key components in place, our group can receive information from outside sources and transmit facts and figures to appropriate Georgia-Pacific Company Corporate personnel and any main stakeholders who may be directly affected by a crisis.

Contingency Plan:

In the event that the Mauthe Center is not available we intend to utilize the Cofrin Library - assembling within a group gathering room. Even though this area has restricted hours, it will provide us with the bare basics, and can accommodate our CMT members. To take this one step further, we do have an extended contingency plan to meet at the CEO of Georgia-Pacific's home in the extreme event that the Cofrin Library was also not available or closed.

Addresses:

Primary Location: Mauthe Center Emergency Location University of Wisconsin Green Bay Scot Wallace, CEO - (Residence) Green Bay, WI 54302 586 Franz Ave.

Green Bay, WI 54302Secondary Location: Cofrin Library University of Wisconsin Green Bay 2420 Nicolet Drive Green Bay, WI 54302

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Internal Stakeholder Contact Sheet Stakeholder Contact Information:

Corporate Information:

Georgia-Pacific Headquarters GP Professional ProductsGeorgia-Pacific LLC Tel: 800-284-5347133 Peachtree Street Atlanta, GA 30303 Consumer ProductsTel: (404) 652-4000 Tel: 800-283-5547

Georgia-Pacific Management:

James Hannan, CEO and PresidentMike E. Adams, Senior Vice President- SourcingBrandon Bennett, President-Containerboard and KraftPatrick Boushka, President-GP CelluloseJulie Brehm, Senior Vice President-Human ResourcesTerry Cinotte, President-PackagingTye Darland, Senior Vice President-General CounselDominique Deschamps, President & Managing Director-EMEA Away-from-Home BusinessWilliam F. Donahue, President-GP Professional Food Services SolutionsCurley M. Dossman Jr., President-Georgia Pacific FoundationSean R. Fallmann, President-North American Consumer BusinessChristian Fischer, Executive Vice President-PackagingMarc Forman, President- GP HarmonPaul Frederickson- Senior Vice President- North American Consumer Products ManufacturingWilliam A. Frerking, Vice President and Chief Sustainability OfficerTarek Hallaba-President-EMEA Consumer BusinessRoger J. Hilarides, Senior Vice President-Compliance, Ethics and EHSW. Wesley Jones, Senior Vice President-Operations Excellence and ComplianceMark Luetters, President-Wood ProductsDavid Park, Senior Vice President- Strategy and Business DevelopmentBrent Paugh, President-Georgia-Pacific GypsumRandal Robison, Senior Vice President-Chief Information OfficerWilliam D. Sleeper, President-Georgia-Pacific Professional, Washroom and Wiper SolutionsMichael F. Tuchalski, Senior Vice President-Cellulose and Containerboard ManufacturingRick Urschel, President-ChemicalKathleen A. Walters, Executive Vice President-Global Consumer ProductsSheila M. Weidman, Senior Vice President-Communications, Government and Public AffairsTyler Woolson, Senior Vice President-Chief Financial Officer

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External Stakeholder Contact SheetLocal Government Information:

Emergency 911

Non-Emergency Emergency Numbers:

Police: (920) 448-3200 Fire Department: (920) 448-3280

U.S. Coast Guard: (920) 435-7042

Government Compliance Agencies Contact Information:

Environmental Protection AgencyAriel Rios Building1200 Pennsylvania Avenue, N.W.Washington, DC 20460Tel: (202) 272-0167

OSHA:Occupational Safety & Health Administration200 Constitution AvenueWashington, D.C. 20210Tel: 1-800-321-OSHA

International:U.S. Department of LaborOSHA Coordinator for International AffairsOccupational Safety & Health Administration - Room N3641200 Constitution AvenueWashington, D.C. 20210

State of Wisconsin: Department of CommercePhone #: (920) 492-5600

City of Green Bay, Wisconsin:James J. Schmitt100 N Jefferson St.Green Bay, WI 54301Tel: (920)448-3005 Fax: (920) 448-3081

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AudiencesBefore the Crisis

How group will be affected?

What do group members know or think they know?

Concerns or resistance points?

What are the channel preferences?

Communication Objectives

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C-Level and Upper Management

- Handle panic within the plant and possibly outside. - Flow of information will be fast paced - Are they prepared- What are they missing?

- They know what is happening in their plant. -Believe that they have a grasp on any situation.They have the right people in place to handle any issue.

-Fast paceMisinformation-Bad communication-Use of the Right words - Documentation- Flow of information- Choose the right person to speak

- Face to face - Group meetings - Phone calls - E-mail - Video conference - Photographs or video to forward - Webcast - Voice mail - Intranet

- Address issue- Communicate effectively to stakeholders- Keep track of the issue- Resolve the issue- Have feedback loop so issue does not happen again- Be accurate

Employees Supervisors

-Start a rumor mill within the employees and families

-Company may not be looking out for them individually long term-Seniority takes priority

-Loosing Jobs -Safety -Is the company looking out for me the employee?

-Small group meetings with area managers.Intranet

-Calm concerns -Tell the truth-Don’t beat around the bush

Owners / Investors

-Want to know what is happening and that the management staff are working on the solution.

-The management team that they hired will do their best

-Investment dollars

-Phone call to the CEO and then he will contact the rest of the owners and investors letting them know what is happening and what Mgmt. is doing

-Let them know what is happening and what management are doing about it

Unions-Concern for members -Concern for amount of members

-They have control over union members

-Loosing jobs, employee positions

-Face to face with mgmt. then group meeting-Intranet

-Keep open lines of communication

Media -They will want -Need -Deadlines are -Twitter We want to

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TVRadioNewspaper BloggersSocial MediaInternet News

to jump onto any story right away

background info-May speculate on what has happened

critical -Want all access

-Facebook-Phone-Face to face -E-mail-Group news conference

share information with you but we also need to address the issue so bare with us.We will designate a person who will be your contact.

Customers Direct supplyDirect buy

-If there is a shut down where are they going to get product

-There are many different plants that could be back up

-Buyer could go somewhere else to make purchases

-Phone call-Face to face meetings-E-mail

-Calm fears and let them know that they are handling the issue

Consumers/Community Members

-Concern for safety

-Just what the media tells them

-If direct. Can they trust the org. after this? -Depending on how media handles the issue.

-News Media -They want qualified information and not excuses-What is the org. doing about the issue?

Logistics Trucking Storage Suppliers

-Concern for future business

-Past history -Health of the company

-Usual work will be interrupted -Billing may change by amount sent or purchased

-Phone -E-mail

-Let them know what is happening and we will let them know if we can use their help somehow-Please work with us as we go through this.

Government Agencies DNR OSHA EPA ICC Interstate Commerce Commission

EEOC Equal Employment Opportunity Commission

-Want compliance within regulations-Look to support companies and employees

-They think they are doing the best for the employees and the business through regulation

-They will want a systematic format to address any issue within the company-Keep within compliance -Keep good relationship

-Phone call -Face to face -Small group meeting

-The org. knows the regulations, we are keeping within compliance.

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Government Local Regional State National International

-Ready for most emergencies, can call for support from other communities if needed.

-Part of the community -Expect that the org. will have the best interest of the employees at hand if possible but it is a business

-Local jobs consumers / community members safety

-Face to face -Phone call -Conference call

-What support do you need from this org. -Who is involved-How did it happen-Where did it happen-When did it happen-Chemicals / factors involved

Safety Officials Police FireHazmat Coast Guard State Department Homeland security

-Ready for most emergencies, can call on other agencies if needed.

-What chemicals or materials are on site-How to handle specific crises through general training

-Preparedness for catastrophic issue-Information being passed on right away as to who, what , when and where

-Phone call -Face to face -Small group meeting

-What support do you need -Who is involved-How did it happen-Where did it happen-When did it happen-Missing or hurt-Chemicals / factors involved

Environmentalists Green Peace

-Could be angryDisappointed Or will be depending on the situation

-If it is an environmental issue then by setting up a computer conference with some of them may lower the volume of complaints

-No direct impact on the company decisions for environmental impact. History of not being good to the environment.

-Computer conference -E-mail-Blog-Social media -Media

-Is it polluting the environment?-What are you doing to clean it up?-How long will it take?-When are you going to start?

KISS Chart

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AudienceAffected

Audience 1

Audience 2

Audience 3

Audience 4

Audience Affected

What do we Know or think we know?

What can we Infer?

What do we want to

say?

What do we not want to

say?

So What?What is the

Impact?

The kiss chart will be filled in as the audiences are chosen to address. This is the tool to support us in deciding who will be most affected by the action being taken.

Test Messages Resonates with the (A)

particular audience

Is it Memorable

Provides Identity

Links to Org. goals

Makes sense of confusing Information

Bang for the Buck

Message 1 Put an X in the box as we select

X X X

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Audience 4

Message 2

X X X X X XMessage 3

X X X XMessage 4 X X

MEME Chart

Clampitt, Communicating for Managerial Effectiveness

The MEME chart will provide us with a tool to decide what message will be the strongest for each of our audiences and each of our messages while still staying to a core message. This tool allows us the opportunity to think deeply about each of our messages and how it will affect our audiences. We need to keep in mind that giving the media complete control over our message is very cost effective but not controllable. Once we give them the message they can spin it in any way they want. To control our message we must also pay for advertising of some kind, either that be traditional media or social media.

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Natural:Fire

TornadoHurricane

Power OutageFlood

Earthquake

Financial:Embezzlement

Lay-offsLosing a VendorLosing a Buyer

Tax EvasionMonetary Shortfalls

Cyber AttackRecession

External:ProtestingLawsuitsRumors

Customer Complaints

InternalLoss of Private Documents

Internal LeaksCommunication Breakdowns

Disgruntled EmployeesTop Management Leaving

Hostile TakeoverKidnapping

Plant:Death of Injury

Machinery BreakdownUnion Strikes

Chemical ReactionContaminationPlant Repairs

Shipping ProblemsReceiving Problems

Safety FailuresVandalism

Wheel Of Crisis

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AudiencesConcerns

Perceived Responsibility

Power(Leverage)

Legitimacy(Value driven)

Willingness (Desire for

action) Upper ManagementCEO President Vice Presidents C-Level Management

-Reputation management

-Employee safety-Issue management -Risk assessment -Cost-Communication -Return to normal

business

Very High Very High Very High

Employees Supervisors Skilled And Unskilled labor

-Safety -Communication -Company solvency

Low Low High

Owners / Investors

-Company reputation management

-Cost-Return to normal

business-Profitability

Low High Depends on the desired outcome

Unions Teamsters / Labor

How it effects jobs Low Low Depends on the desired outcome

Customers Direct buyDirect supply

Will they be able to follow through on orders?

Low Low High

Media TVRadioNewspaper Bloggers Social Media Internet News

-Get the story out -Try and be accurate

High Very High High

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Audiences Analysis During the Crisis

Community Members

-Is there any concern for outside the plant

-Will it mean loss of jobs and opportunity for employment?

Low Low -Depends on the desired outcome

Government Agencies DNR OSHA EPA ICC Interstate Commerce Commission

EEOC Equal Employment Opportunity Commission

-Compliance -Safety of employees

and outside community

Low Very High -Very High-Compliance is

the issue-It does not

matter if it is possible, it just needs to be in compliance

Government LocalRegional StateNational International

-Safety of employees and outside community.

Low Medium depending on the crisis

-Safety is always high but if jobs are lost then important to everyone

Logistics Trucking Storage Suppliers

-How will it affect this business

Could be high or low

High -High

Safety Officials Police FireHazmatCoast GuardState Department Homeland Security

-Safety of employees and outside community.

-Do we have the manpower and tools to handle crisis?

High to contain the crisis within the plant but outside of that it would be low unless it involves safety

Depends on the crisis

-Depending on the desired outcome it could be high or low

Risk Grid

38Non-ObservableMachinery Breakdown

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Controllabl Non-Controllable

Observable

Fire

Tornad

Hurrican

Power Outage

Flood

Embezzlement

Lay-

Losing a

Losing a Buyer

Tax

Monetary Shortfalls

Death or Injury

Union Strikes

Chemical

Contaminatio

Plan Shipping Problems

Receiving

Safety Failures

Loss of Private

Internal Leaks

Communication

Disgruntled Employees

Top Management Exodus

Protestin

Lawsuits

Rumo

Customer

Earthquake

Vandalis

Hostile Takeover

Cyber Attack

Crisis Assessment- Likelihood of CrisisDue to the fact that Georgia-Pacific is such a large company, it can be impacted in many different ways as a result of a crisis. The crisis that could occur may be either internal or external, controllable or uncontrollable. Georgia-Pacific could be affected in many ways including: financially, internally, or damage to reputation.

We have divided our possible crisis into five potential areas:

1) Natural-natural disasters2) Plant related-machinery breakdown, shipping/receiving problems, death or injury3) Internal Problems-loss of documents, leaks, disgruntled employees4) External Problems-protesting, lawsuits, rumors5) Financial related-embezzlement, lay-offs, tax evasion

We then took each category and looked at the crisis within to determine the likelihood and impact. In doing so, we can conclude which crisis may be the most difficult to deal with. By taking the likelihood and multiplying it by impact, it allows us to come up with a predetermined potential of any given crisis.

Natural Crisis Likelihood (L) Impact(I) Potential (LxI)Fire 4 7 28Tornado 1 6 6Hurricane 1 6 6Power Outage 3 4 12Flood 2 5 10Earthquake 1 6 6

Plant Crisis Likelihood (L) Impact (I) Potential (LxI)Death or Injury 8 2 16Machinery Breakdown 5 5 25Union Strikes 5 2 10Chemical Reaction 3 6 18Contamination 1 6 6Plant Repairs 6 5 30Shipping Problems 3 7 21Receiving Problems 3 7 21Safety Failures 2 5 10Vandalism 6 3 18

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Internal Crisis Likelihood (L) Impact (I) Potential (LxI)Loss of Private Documents 2 8 16Internal Leaks 2 7 14Communication Breakdowns 8 3 24Disgruntled Employees 3 5 15Management Changes 5 5 25Hostile Takeover 2 6 12Cyber Attack 5 6 30Kidnapping 1 6 6

External Crisis Likelihood (L) Impact (I) Potential (LxI)Protesting 3 2 6Lawsuits 4 4 16Rumors 6 5 30Customer Complaints 3 4 12

Financial Crisis Likelihood (L) Impact (I) Potential (LxI)Embezzlement 2 7 14Lay-offs 5 5 25Losing a Vendor 3 3 9Losing a Buyer 3 3 9Tax Evasion 2 6 12Monetary Shortfalls 2 7 14

Risk Grid

Our initial step was to take the possible crisis’s that we brainstormed and placed them into the risk analysis grid. In doing so, we can observe the controllability of a given crisis. While working through a crisis our objective is to move it so that it becomes more observable and controllable. When a crisis is observable it gives individuals a sense of controllability; thereby making them feel more comfortable with a given situation.

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Post-Crisis SurveyAt Georgia Pacific we emphasis "Continuous Improvement"; it is part of our company culture. Evaluation of an internal or external crisis at, or surrounding, our plant is essential by not only our Crisis Management Team but our employees as well. Valuable feedback can not only help GP to make improvements on areas that need to be addressed, but will also provide information noting our successes and how we can build on them as we move forward together.

In order to accomplish this we need to: Examine records. Assess effectiveness from actions taken.

__________________________________________________________

On a scale of 1-10: 1 being lowest and 10 being highest, please rate the following:

How did we handle the crisis as a company?

1 2 3 4 5 6 7 8 9 10

How was the communication within the company?

1 2 3 4 5 6 7 8 9 10

What could we do to avoid this crisis again?

What would we do different next time?

As a company, what did we do affectively?

As a company, what still needs work?

What did we learn from this crisis?

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Internal Leadership Post-Crisis SurveyAt Georgia Pacific we emphasis "continuous improvement"; it is part of our company culture. Evaluation of an internal or external crisis at, or surrounding, our plant is essential by not only our Crisis Management Team but our employees as well. Valuable feedback can not only help GP to make improvements on areas that need to be addressed, but will also provide information noting our successes and how we can build on them as we move forward together. _____________________________________________________________________________________

What did we learn?

What were the phases of the crisis?

Assess effectiveness from actions taken.

Examine records.

Could this crisis have been avoided?

As a group, what did we do effectively?

The post crisis is very important for any issue since the actions taken will need to be measured and quantified in order to implement if necessary again in the future. Our approach to this plan is to invest the time before the crisis where time is going to be at a premium. The dividend repaid in the end will be a more effective use of our time and materials to return to normal for Georgia-Pacific and our customers.

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Rehearsal Dates

Crisis Management Team:

The members of the Crisis Management Team will meet at the Georgia-Pacific Headquarters in Atlanta Georgia twice a year. They will meet for a weekend. The first meeting will take place at the end of April and the second meeting will take place at the end of September. These meetings will be utilized to make changes to the current crisis plan. The members will also be responsible for video conferencing three times a year. This will allow them to talk about the scanning of the organization and will help in early detection of a crisis.

Plants:

Each plant will have drills twice a year in order to deal with any possible crisis in the plant. This would include a natural disaster, fire, or injury. This will allow workers to be prepared if these events were to happen.

Spokesperson Training:

The company spokesperson as well as fill-in spokesperson will undergo communication training. They will attend a communication seminar once a year. They will also undergo classes in Crisis Communication. This will prepare them for helping the CMT handle the crisis. It will also help them when it is time for them to address the public by being prepared to handle the tough questions.

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Training Options for Crisis Management

Level 1 - Orientation Seminar: An overview of the crisis management process. The crisis team review roles, procedures, policies, and equipment.

Level 2 - Drill: A supervised exercise that test one crisis management function, such as employee notification or evacuation.

Level 3 - Tabletop: A guided analysis of a crisis situation. A facilitator leads the tem through a discussion of what they would do in a particular crisis situation. This exercises does not have the time pressures of a real crisis.

Level 4 - Functional Exercise: A simulated interactive exercise. It can be done in a large meeting room. It tests the complete crisis management system and unfolds in real time to create crisis pressures. The Crisis Management Team will need to interact and coordinate with the groups it would encounter in a crisis, such as the first responders. A Crisis Management Team should conduct one functional exercise a year.

Level 5 - Full-Scale Exercise: The simulation of a real crisis as closely as possible. People are on site and in the field. The actual equipment and people that would be used in a situation are deployed. There will be simulated injuries as well. Full-scale exercises are time consuming and expensive, so they should only be done every few years.

As levels increase so does the level of complexity.

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Focus on the Problem

By establishing what can and will be talked about during the first Crisis Management meeting we establish what can and cannot be talked about. Therefore we focus on the issue instead of non-relevant issues that will not get us to our desired outcome. This model helps us to become focused if we divert from our task.

Are we talking within the circle?

Complaints Dissent

Gossip

Issues out of our control Problems at work

Fear Competition

Promotion

Credibility Past issues

Personal Issues

Problems with no solutions Issues not tied to the crisis

Clampitt, Communicating for Managerial Effectiveness

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Purpose-Directed Energy

Evaluation Solve legitimate problems Refine mutual expectations Crisis management Action

o Pre-crisiso Crisis event o Post crisis

Define expectations Reputation management Stakeholder communication Victim management Risk Assessment One voice/one message

Recommendations for Crisis Response Selections Provide instructional information to all victims or potential victims in the form of a

warning and directions for protecting themselves from harm.

Provide adjusting information to victims by expressing concern for them and providing corrective action when possible.

Providing instructional and adjustment information is enough of a response for victim crises with no crisis history or unfavorable prior reputation.

Use diminishment strategies for accident crises when there is no crisis history or unfavorable prior history or reputation.

Use rebuilding strategies for accident crises when there is a crisis history or unfavorable prior reputation.

Use rebuilding strategies for any preventable crisis.

Use denial strategies in rumor crises.

Use denial strategies in challenges when the challenge is unwarranted.

Use corrective action (adjusting information) in challenges when other stakeholders are likely to support the challenge.

Use reinforcing strategies as supplements to the other response strategies.

Victim response strategy should only be used with the victim cluster.

Be consistent, do not mix denial strategies with either the diminishment or rebuilding strategies.

Diminishment and rebuilding strategies can be used in combination with one another.

Never Lie or tell half truths.

Follow up with promises of information and response.

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Five Ways to Avoid Being Misquoted

Training tools for spokesperson

Ever find yourself frustrated after being misquoted? Although you can never be sure a reporter will quote you correctly, you may have more control than you think. To avoid being misquoted in the future, use these five techniques from Brad Phillips, President of Phillips Media Relations and author of the Mr. Media Training Blog.  

1. Give them the facts. “The more you say, the more you stray.” Many spokespeople are misquoted because they give the reporter too much information. Providing a brief fact sheet for the reporter before the interview allows you to tell reporters what the story means. This helps ensure that your quote will include your interpretation of the facts, instead of facts devoid of context.

2. Slow down. When giving a phone interview, listen for the sound of typing on the other end of the line, which means something you said has interested the reporter. This is your cue to slow down and repeat what you’ve said to ensure the reporter has had time to capture every word. The same technique can be used during an in-person interview. When you notice the reporter scribbling notes, be sure to slow down and repeat your point.

3. Proofread your emails. Some reporters will allow interviewees to answer questions over e-mail. Before responding, be sure to have a colleague check your response for underlying meanings and certain phrases that can be taken out of context. Although e-mail interviews are useful occasionally, relying on them too often will not help build a long-term relationship with reporters like phone or in-person interviews can.

4. Ask a reporter to repeat what you said. Even though reporters are not obligated to read your quotes back to you, many of them will. To help ensure accuracy, ask the reporter to read back your quotes during the interview, not after. If you aren’t comfortable with the way you stated something, the reporter will usually change it if the information was factually inaccurate. Offering to help the reporter fact-check the completed story is also an option.

5. Record the interview. Recording interviews with reporters can at times create a mistrustful relationship with a well-intentioned reporter. If you know the interview is likely to be controversial however, recording the interview can help. Always reveal your intent to record the interview in advance, since many states require you to notify the other party.

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Market Based Management Guiding Principles

01 Integrity - Conduct all affairs lawfully and with integrity.

02 Compliance - Strive for 10,000% compliance, with 100% of employees fully complying 100% of the time. Ensure excellence in environmental, safety, and all other areas of compliance. Stop, think and ask.

03 Value Creation - Crate real long term value by economic means. Understand, develop, and apply MBM to achieve superior results. Eliminate waste.

04 Principled Entrepreneurship - Demonstrate the sense of urgency, discipline, accountability, judgment, initiative, economic and critical thinking skills, and the risk-taking mentality necessary to generate the greatest contribution to the company.

05 Customer Focus - Understand and develop relationships with customers to profitably anticipate and satisfy their needs.

06 Knowledge - Seek and use the best knowledge and proactively share your knowledge while embracing a challenge process. Measure profitability wherever practical.

07 Change - Embrace change. Envision what could be, challenge the status quo, and drive creative destruction.

08 Humility - Practice humility and intellectual honesty. Constantly seek to understand and constructively deal with reality to create real value and achieve personal improvement.

09 Respect - Treat others with dignity, respect, honesty, and sensitivity. Appreciate the value of diversity. Encourage and practice teamwork.

10 Fulfillment - Produce results that create value to realize your full potential and find fulfillment in your work.

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Market Based Management R

MBM Framework

Georgia-Pacific R

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Market Human Action

Subjective Value

Freedom

Property Rights

Norms of Behavior

Rule of Law

Voluntary Exchange

Real Value Creation

Price

Profit and Loss

Competition

Comparative Advantage

Experimental Discovery

Creative Destruction

Spontaneous Order

MBM Results Tools

Vision

Virtue and

Talents

Opportunities that leverage our capabilities are identified and captured to generate superior earnings. Assets valued more by other are sold. Waist is eliminated.

Vision StatementCompetitive analysis and StrategyValue chain analysis Decision making framework

The right people with the right values and the skills are working in the right jobs.

MBM Guiding PrinciplesCompliance processCode of conduct Leader expectationsSelection processPerformance development plan

Knowledge Process

Value is created for customers and the company by acquiring, sharing, vetting, and applying knowledge and measuring key business drivers.

Challenge process Economic thinkingCost-Value-Price trianglePerformance measures(Business and individual)Continuous improvement processesAudit processesDiscovery Newsletter and DiscoveryNet

Decision Rights

Appropriate authorities with clear and measurable accountability are in place, allowing people with the best knowledge to make decisions.

RR&EAuthorities (amount and type)Performance reviewsDecision making process

IncentivesThe right talent is attracted, motivated and retained.

Non-financial incentivesPay for performance

-Base-Benefit Packages-Bonuses-Long term incentive plans

Impact of Crisis on Productivity

Post Crisis An effective communication strategy will seek to minimize both the depth and duration of the loss in time and production.

High

Low

Past Future Time

Stages of Reaction to Change:

Stage 1 – Denial and isolationStage 2 – AngerStage 3 – BargainingStage 4 – DepressionStage 5 – Acceptance

Every person who is involved with the crisis will go through some kind of change and experience some level of each of these stages. It is important to know this and understand that victims can be anyone who is associated with the crisis.

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Pro

du

ctiv

ity

CrisisIntroduced

Clampitt, Communicating for Managerial Effectiveness

Public Relations Kit Georgia-Pacific Public Relations:

4600 Northeast Expy Atlanta, GA 30340 (770) 448-9440 www.gp.com

Cover Letter

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April 30, 2011

Nicole MileyGeorgia-Pacific Public Affairs (404) 652-4000www.gp.com

Dear ______,If you’re looking for products for your business or home that have an environmental

friendly charm, and a company that builds off excellent morals within their community and employees, look no further Georgia-Pacific has it all. Georgia-Pacific’s accomplishment has largely been impacted on the liveliness and value of life in our communities where we operate and where our employees live. This company strives on nothing but, high-quality products for our consumers, while being environmental friendly, and making life a simple necessity. Due to our bad history in pollution nowadays, this company promotes sustainable practices, reduces greenhouse gasses, improved efficiencies in water and energy use, sustainable forestry, and GP Harmon recycling which recovers and reuses tons of waste paper. Lastly, diversity is a key component of our business model, embracing the individual perspectives of our employees and building on our shared values is what helps us achieve one vision. Georgia-Pacific's philosophy of embracing different perspectives, experiences, and thoughts is essential to creating value for our customers and sustaining a competitive advantage in the marketplace.

As, a private manufacturer and marketer of tissue, packaging, paper, pulp, and building products and related chemicals, we are always looking for improvements and new innovations for our products locally and nationally. Additional resources can be found at www.gp.com, www.kochind.com, and www.foxrivercleanup.com

Thank you,

Nicole Miley

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News Release

April 30, 2011

Nicole MileyGeorgia-Pacific Public Affairs (404) 652-4000www.gp.com

Better Practices, Better Planet, 2020Continues Legacy of Forest Products Industry Leadership in Sustainability

On March 29, 2011 Georgia-Pacific announced its participation in Better Practices, Better Planet 2020, an initiative of the American Forest & Paper Association that sets the most extensive and quantifiable set of sustainability goals for any major manufacturing industry in the U.S. Jim Hannes, the CEO of Georgia-Pacific, states “The goals of Better Practices, Better Planet 2020 will provide a road map for even greater leadership by our industry toward successful sustainability practices that can provide economic, environmental and social benefits for our customers, our companies, our employees and the communities in which we live.”

Our products are necessary and better the lives of people around this world, which is why our actions as a paper industry to promote our renewed commitment to sustainability are essential to our company, consumers, employees, and the communities surrounding our company. AF&PA’s Better Practices, Better Planet 2020 includes the following sustainability goals:

Increase the paper recovery for recycling rate to exceed 70% by 2020 Improve our industry’s energy efficiency in purchased energy use by at least 10% by 2020; Reduce the intensity of the industry’s greenhouse gas emissions by at least 15% by 2020 A vision for the industry of zero injuries, and progressing toward that vision by further improving

our safety incidence rate by 25% by 2020 Increase the amount of fiber procured from certified forest lands or through certified fiber

sourcing programs in the U.S. by 2020, and work with governments, industry and other stakeholders to promote policies around the globe to reduce illegal logging.

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We will hold our self accountable for achieving these goals by transparently reporting the industry’s progress through an annual report on paper recovery and a biennial Sustainability Report. For more information about AF&PA’s sustainability leadership, including the Better Practices, Better Planet 2020 effort, go to www.afandpa.org/sustainability.

April 30, 2011

Nicloe MileyGeorgia-Pacific Public Affairs (404) 652-4000www.gp.com

Fact Sheet

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Top Executive Leadership: http://www.gp.com/aboutus/executives/index.html

Georgia-Pacific has approximately 300 manufacturing facilities across North America, South America, Europe, Asia, and the Middle East.

Georgia-Pacific has more than 40,000 employees.

CEO and President of Georgia-Pacific: James Hannan.

Georgia-Pacific is one of the world's leading manufacturers of tissue, pulp, paper, packaging, building products, and related chemicals.

A division of the private US conglomerate, Koch Industries.

Georgia-Pacific is the world's largest recycler of paper waste.

Georgia-Pacific is a member of varies environmental friendly programs

Company and facilities are guided by the Market Based Management philosophy which provides every employee with an opportunity to contribute and personally benefit from the value and success that they create

Logo to Be Used:57

We are supplying you with the correct logo to be used in any media outlets. If you have any questions please contact Victoria Streekstra Chief Communication Officer.

Thank you.

Video Clips available through www.gp.com/press

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Part II:Overview of the Crisis Process

April 21. 2011

Crisis Management Team:The Stratgizers

Scot WallaceVictoria Streekstra

Nicole MileyBerenice Breuilh

Dan TripoliBonnie Callow

Case Presentation OverviewOur project involved a crisis case for Georgia-Pacific. Our assignment was to set up a Crisis Management Team (CMT) for any crisis that could arise within this company. We created a crisis management plan to be utilized as a guideline for any possible crisis that would occur over the time of 72 hours. Within that time period, we would receive clues via, text, e-mail, phone, or messages given in person from either Professor Clampitt or his assistant Ashley Cravillion.

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The first clue we received was on April 21, 2011 and then the next clue did not come until April 29, 2011. This caused confusion within our group since the first clue was “third degree burns”. This put us into action of an explosion in the plant that could be a fire or an issue with steam. After speaking with Mike from Georgia-Pacific, we became aware of the fact that steam could be a major factor in the plants. We contacted him initially when we received the clue about tampering and he told us that this was virtually impossible to happen since they tested their products on a regular basis. Also with the security within the plant no one could tamper with product and cause an issue like this.

The next clues, #2 & #3, were about the wives of the CEOs of Georgia-Pacific and other wives being arrested for theft of jewelry in a store in Aspen. The next clue was again about the wives in Aspen but this was about how it was being reported in the National Enquirer reporting the theft and also promoting the idea that people should boycott Georgia-Pacific products.

Clue #4 was about how the Washington Post was reporting that 25 people were hospitalized around the country with third degree burns that occurred in the bathroom. This is where we could see the link between our first clue and the third degree burns. It was confusing to us since we ruled that out earlier and on top of that how could anyone tamper with tissue? We looked at how a person outside the plant could do this and came to the conclusion that it would be impossible since if there was a chemical put on the tissue it would look wet or wrinkled. So we decided that it had to happen within the plant but we still did not know how.

Clue #5 came in and told us that the health department found that all the tissue came from Georgia-Pacific; this meant that we would have to address this issue somehow. At this point we obtained enough information to go through and decide what action was to be taken. Previously, we did not know if the issue was a change in the formula that would alter the chemical makeup of the tissue or if it was some kind of malevolence from inside a plant.

Clues #6 & #7 were more news from the media indicating that the amount of victims were increasing to 38 and an individual was interviewed telling the press that the toilet paper exploded. This could fuel fears from consumers so we had to calm those fears and address the issue but still did not know how it occurred.

Clues #8, 9, 10, 11 all dealt with the press continuing to fan the flames of fear and also national comedians were starting to mention it in their monolog, which made fun of the issue but also brought it to consumers who may have not heard it before.

Clue #12 inside sources told us that the toilet paper contained a highly flammable material.

Clues #13 &14 told us finally who was responsible for the issue. That a college student from NWTC was arrested with the material used in the tampering called Flamboya, a highly volatile substance that was added to the toilet paper in the process of making it. We know now that we needed to blame this person so our customers would not think we are violating their trust but we also needed to take responsibility for cleaning up this issue to gain back the trust of the public.

Clue #15 told us that the USA Today was printing a story that spoke of a mass panic within the public about using toilet paper from Georgia-Pacific and that there was no information on the Georgia-Pacific website as to how to handle the issue.

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Clue #16 was from a blogger who posted a website photo of a toilet on fire asking the public for the perfect caption for the flamethrower toilet in action.

Our final clue as we entered the class – Bloggers post about the flamethrower toilet had over two million hits. Of course this was disturbing but it was also out of our control at that time so we decided not to address it beyond our regular response. Ultimately, we at Georgia-Pacific take this issue seriously and know that some people are going to try to make money off of this kind of incident.

In our presentation we decided who needed to be addressed through our audience analysis chart. For our audience analysis chart we chose to focus on upper management, employees, customers, media, and community members (also include general public). In our chart we choice to focus on concerns, perceived responsibility, power leverage, legitimacy (value driven), and willingness (the desire for action).

Our upper management audiences included; CEO, President, Vice president, and C-level management, we thought their concerns would be reputation management, employee safety, issue management, risk assessment, cost, communication, and return to normal business. Their perceived responsibility was under the very high category, along with power leverage. We believed legitimacy would put the company’s reputation is on the line and they are loyal to the company and what it stands for.

In the willingness category we chose to select very high as the level of impact. Our employee’s audiences concerns would be safety, communication, and the company’s solvency. We decided to place perceived responsibilities and power under the low category, but choices to put high under the willingness to take action section. Under the legitimacy section we decide on that the employees are loyal to the company and what Georgia-Pacific stand for.

Our third audience members were media which included; TV, radio, newspaper, bloggers, social media, and internet news. Our concern for this group is that they need to get the story out and must be accurate. We also, chose to select the category of low under perceived responsibility and power leverage sections. We also discussed the legitimacy would be to value the reporting needed information. Then lastly, we decided that the willingness would fall under the high category.

Our next set our audiences were community members, which is also the general public. Their concerns would be that it could mean a loss of jobs and opportunities for employment in specific communities but that safety was a major concern. They would also, fall under the low category for perceived responsibilities and power leverage. Their legitimacy can affect the overall view of the company through the participation in social media and networking. Their willingness would however depend on the desired outcome.

Our last set of audiences involved our customers which would include; direct buy and direct supply. Their concerns would be on the follow through of orders. Their perceived responsibilities and power leverage would fall under the low category. Their legitimacy would be greatly impacted, so their willingness would be high.

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Our KISS chart which included an audience of Georgia-Pacific employees, consumers/general public, and the media. In our Kiss chart we discussed what we knew or think we knew what we wanted to say, what we didn’t want to say, and what the impact was for each of the audiences. For the Georgia-Pacific employees we would tell them some of the issues but not all of them. We knew that all of our product is scanned by computer and can be tracked when and where it is throughout the process of manufacturing and shipping.

Our primary message was that we cared about the victim and that this was an isolated incident. We would state the history of our safety within our plant and with our products through product checks and that one rogue employee was responsible for these actions. We were looking at increasing the current and safety procedures that we already had and were going to do what we could to prevent this from happening again.

We did not want to say that Georgia-Pacific was to blame for this incident but that we were taking full responsibility to rectify this situation. We would be doing a full recall on all paper products within a specific tracking number that would be demonstrated in the press conference and also in our future advertising to calm the fears of our consumers about this incident.

The impacted of this incident would be that employees would be informed of what is happening and also to maintain high integrity within the company. The consumers would know what specific toilet was paper affected and that they could return any toilet paper for a certificate for a replacement and a second package. That is also why we decided to use the local fire departments as a drop off location as it would be a location that is safe and within every community. This would be accomplished by sending out drop boxes to contain the materials so that the fire department employees would not have to be involved in the collection and use up man-hours within their department. Beyond that we also wanted to let people know that we were going to take care of the materials in question in a responsible way. After the fire departments would collect the rolls of toilet paper, we would send a representative out to the fire stations to pick up the product affected to dispose of properly.

Through our Risk Grid we decided that contamination would fall under the non-controllable region, due to the fact that there is nothing Georgia-Pacific can do when someone contaminates a product without their knowledge. We also, believe contamination would fall under the observable region because everyone is watching Georgia-Pacific’s reaction to the crisis. When the crisis is over we would then like to move contamination to the controlled section as well as leaving contamination under the observable section because Georgia-Pacific is still under the public’s eyes.

It was decided that contamination would have a low likelihood and a medium-high impact. When we first started the crisis plan we had the potential of contamination of being high likelihood, but after talking with Mike Kawleski the Public Affairs Manager for the Broadway facility in Green Bay, WI. He stated that contamination would mostly likely never happen, so we lowered the potential on the likelihood chart. This eventually, led us to false assumption involving contamination in our crisis.

Next, we stated some of our communication objectives in our presentation. We decided that our communication objectives are to: educate and inform our main audiences through this press conference and also ongoing advertising to calm the fears and questions within the general

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public. The second area we needed to address was to contain the rumor mill surfacing Georgia-Pacific and the general public.

We decided that our strategy was to specifically address three categories; product, audiences, and implication. Our first strategy was to deal with product; the main tactic for the product category was to form a recall on the toilet paper that was contaminated by the Flamboya substance. We would know what specific product was affected by the tracking numbers. We also wanted to be sure that our current customer base did not feel cheated so we wanted to not only replace what they purchased but also double their return. So our customers who purchased the affected toilet paper will get the high-quality Angle Soft toilet paper we are known for.

Our second strategy would be dealing with the three audiences we selected earlier. The tactics for communicating with our internal audience would be by using our intranet and also conference calls with upper management and owners. In the memo we would spell out what Georgia-Pacific would be doing to resolve the issue. For our non-employees we will be sending out a personal letter from the CEO to address the incident and how the incident was a onetime issue and that things will be returning to normal as soon as possible, of course if they have any questions to contact the public relations director.

Finally, our last strategy would be dealing with the implication of this issue; our tactics for implication would be shifting the blame off Georgia-Pacific and moving towards the intern under investigation. Also, we would identify the person under investigation once we got all the information from the police. We would then take criminal actions toward them if warranted.

Our final section for our presentation on Georgia-Pacific was our word choice bank. We made two word choice banks; words we did not want to use and, words we specifically wanted to use. The words we wanted to specifically use and focus on were used to defuse the issue, where the words we did not want to use would be words that could be inflammatory. For instance, we could not say victim, tampering, and contamination instead we could use the word those affected, tainted, and incident.

To conclude our presentation we wanted to inform our core audiences so that if they were approached that they would be informed. We wanted to inform our customers and the general public that we would rebuild the communities trust in the company and to express that Georgia-Pacific cares about its customers and victims.

Georgia-Pacific Overview

Georgia Pacific was acquired by Koch Industries on December 23, 2005; they are a privately-held,wholly-owned subsidiary of Koch Industries, Inc. Georgia Pacific employees

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approximately 2,300 associates in Green Bay with their main headquarters being located at 133 Peachtree Street, Atlanta, Georgia 30303. James Hannan (www.gp.com) is the President and CEO of Georgia Pacific which is one of the world’s leading manufacturers and marketers of tissue, packaging, paper, pulp, building products and related chemicals. The company employs 40,000 people at 300 locations in North America, South America and Europe. In addition, Georgia Pacific is one of the largest tissue recycling operations and producers of tissue in the world.

Our familiar North American consumer tissue brands include Quilted Northern®, Angel Soft®, Brawny®, Sparkle®, Soft ’n Gentle®, Mardi Gras®, So-Dri®, and Vanity Fair®, as well as the Dixie® brand of disposable cups, plates and cutlery. Internationally, the company markets both retail and away-from-home consumer products such as bathroom and facial tissue, handkerchiefs, paper towels and tabletop products for foodservice in Europe and other locations. Georgia Pacific's Day Street facility is the birthplace of Quilted Northern® - one of the few 100-year old brands in the United States; celebrating their 100th Anniversary of this product in 2002. In doing so, Green Bay was named the "Tissue Capital of the World".

An industry leader in safety, Georgia-Pacific is the first company to participate in the United States Department of Labor’s Occupational Safety and Health Administration (OSHA) as well as the Voluntary Protection Program (VPP) and the Corporate Pilot. OSHA cited Georgia Pacific's' strong management systems that promote safe and healthful working conditions as a reason for the company’s selection.

Manufacturing pulp and paper is a very energy intensive activity with the papermaking industry being Wisconsin’s largest industrial consumers of energy. With this in mind, did you know that papermakers are also leaders in energy conservation; promoting the use of renewable and waste-source energy resources? Competition in the national and international paper industry is intense. Wisconsin's paper industry is working to assure that it will continue to compete successfully by manufacturing high quality and economically-priced paper products. Georgia Pacific's investments in capital projects and environmental protection are important to the industry's competitive abilities and Wisconsin's economy. The business practice of "reinvestment" in the form of upgrades provides new manufacturing capacity and efficiencies, helping assure a bright future for the paper industry.

Employees at G.P. base their work ethics on integrity and compliance. Principles such as these challenge them to achieve world-class excellence by becoming pro-active. Georgia Pacific employees are constantly finding new and better ways to manufacture products; thereby recognizing and fulfilling the needs of their customers.

Work Culture:

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"To do meaningful work is to contribute - to create value in society" Charles G. Koch

Georgia Pacific's work philosophy is guided by Market Based Management® principles; which provides all employees with the opportunity to contribute while personally benefiting from the value and success that they create.

Commitment to Our Communities:Georgia Pacific’s company strongly believes in making significant contributions that support their neighbors and the environment. Through the Georgia-Pacific Foundation, the company partners with many local and statewide organizations to make investments that improve the quality of life in communities where GP employees live and work. In 2010, the Green Bay Operations employees and GP Foundations invested over $230,000 in local community agencies and programs. To make a meaningful impact, the GP Foundation has four key investment areas which include: Education, Enrichment of Community, Environment and Entrepreneurship. You can learn more about GP’s community involvement and read the company’s social responsibility report at www.gp.com.

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AssumptionsAssumptions we made during the crisis were already discussed. We assumed that this could not happen because of the testing within the plant and also safety precautions that are already being taken to subvert this kind of thing from happening. We also assumed that if we could narrow down the timeline of when the Flamboya was added to the process that we could also narrow down the amount of product that would be affected.

We made the assumption that this is a crisis that would come to an end and eventually we would regain the trust and customer base that we originally had. Through a series of messages that would be disseminated through many channels to reach all audiences. Time would heal this issue but it would take its toll on the employees and customers for a short period.

Long term care for victims is always an issue and we did not address that because there are so many variables. We could have many people with hemorrhoids contacting us and putting the blame on us for this issue when we are not, since this is a regular ailment within our community. It can be taken care of with simple creams and ointments or can be as bad as needing surgery. So we do not have the answer for that right now, this will have to be dealt with through the

attorneys for Georgia-Pacific.

Nothing like this had ever occurred in the paper industry before, so it would be very difficult to address. However we used the case of tainted Tylenol as a basis that what seems impossible now is always very possible.

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Rejected Ideas

Make fun of the incident and play along with a push to minize the issue.

Blame everything on the employee and not take responsibility at all.

Ignore the issue completely and tell people that this could never happen

Just pull the product off the shelf and not deal with consumers

Put the CEO up for questions about his wife.

Use inflamitory words

Not comment on the issue

Try to keep it quiet within a few peopel within the company

Say these things happen.

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Clue overviewDate/Time Clue Effect Reaction4/29/11 11:16 am The wife of Georgia

Pacific CEO along with the wives of two other CEO’s were caught stealing merchandise at a jewelry store.

The National Enquirer published photos of the incident along with how much money each CEO made.

Make a “no comment” about the incident and attack the National Enquirer’s reputation.

4/30/11 1:05 pm A health department investigation discovered that all 38 people with third degree burns all use toilet paper from Georgia-Pacific

Public Trust in Georgia Pacific toilet paper is in jeopardy.

To do an in-depth internal investigation to find out if there is a correlation between the burns and Georgia Pacific product.

4/30/11 1:27 pm Rumors on Blogs have reported that flammable bathroom episodes have been connected to Georgia-Pacific toilet paper.

These rumors only add to the public’s perception that Georgia Pacific toilet paper is dangerous

Don’t respond directly to rumors, but have a prepared statement for the press who call. No questions will be taken.

4/30/11 3:46 pm & 5/1/11 10:35 am

Ellen DeGeneres & David Letterman made comedic jokes about Georgia Pacific

The comedic jokes give more credence to reports of tainted Georgia Pacific products.

Our response is that this is a serious issue which we don’t find as a laughing matter.

5/1/11 11:30 am Investigators have found that toilet paper contained a highly flammable substance

The findings confirm that Georgia Pacific has a problem with the toilet paper it is producing and selling.

Begin an intense internal evaluation to determine where the products came from and how many products were affected.

5/1/11 2:14 pm Police busted a college student at NWTC purchasing Flamboya the same flammable substance

A suspect in custody gives the authorities and Georgia Pacific a lead to where the tainted products came

Find out how much products were tainted by the intern, if he was acting alone and once that is

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found in Georgia Pacific flammable toilet paper. That student turned out to be Ramga Ramesh’s son, who is a spring intern at Georgia-Pacific.

from and how in depth the incident is.

determined release information to the extent of the situation to our customers.

5/2/11 @ 9:52 am A picture has surfaced  on the internet that shows a toilet bowl with flames come out of it. There is blog set up to "provide the appropriate Georgia-Pacific caption" for the image. One entry so far, "Georgia Pacific's Flamethrower Toilet

This photo not only give people a more concrete negative association to Georgia Pacific products, but keep the incident fresh in the minds of consumers.

Again, reiterate that we do not find this incident humors and the company is doing all it can to bring a resolution to the situation.

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Incident ReportsFor each clue that came in pertaining to our crisis we filled out an Incident Report form. The following is a form for each on the clues that we received. The form categorizes each clue and goes over the clue itself as far as the channel of the clue and what that message was. Each form also looks at whether or not stakeholders need to be contacted about the crisis. We also included a spot to discuss additional information that may be needed before an action can take place.The following are the incident reports filled out at the time received.

Incident Report

CMT Member: Victoria StreekstraDate/Time of Incident: 4-21-11 8:10 amContact: Ashley CravillionChannel of Message: Face to Face Clue #1Message: “third degree burns” This message was attached to an energy drink. It was given to our group when we handed in our CMP.

Action Taken: No action is being taken at this time. Research on third degree burns is being done.Potential Actions: We are looking at burn centers. Potential action will depend on the extent of the incident.

Stakeholders Affected: Stakeholders are not being affected currently. Once more of the situation is learned we will update this.

Primary: Our employees will need to be notified if this is plant related

Secondary: none at this time, investors may need to informed once more information is obtained.

Stakeholders Contacted: Circle one yes/no

Additionally information needed: Circle one yes/no

Media Contacted: Circle one yes/no

Additional Comments: At this time GP is not taking action. We do not have enough information to make an informed decision. Once more information is obtained we will update our action plan. We need to know what happened to cause the burns as well as how many people are affected.

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Incident Report

CMT Member: Scot Wallace Date/Time of Incident: 4-29-11 11:16 amContact: Ashley CravillionChannel of Message: e-mail Clue #2Message: The wives of the CEO’s from Nike, Georgia-Pacific, and Nabisco went on a shopping spree in Aspen Colorado and were all caught on camera stealing merchandise from a jewelry store.

Clue #2

Action Taken: No action taken

Potential Actions: This is a personal matter of the husbands and families of each of these CEO’s.Contact the authorities in Aspen to get information for our CEO.

Stakeholders Affected: Stakeholders are not being affected currently. Once more of the situation is learned we will update this.

Primary: CEO of Georgia-Pacific

Secondary: none at this time

Stakeholders Contacted: Circle one yes/no

Additionally information needed: Circle one yes/no

Media Contacted: Circle one yes/no

Additional Comments: At this time GP is not taking action. We do not have enough information to make an informed decision. Furthermore this is a personal matter between the CEO’s and their families and the authorities. It does not affect Georgia-Pacific directly.

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Incident Report

CMT Member: Nicole MilleyDate/Time of Incident: 4-29-11 1:24pmContact: Ashley CravillionChannel of Message: e-mail Clue #3

• Message The National Enquirer has printed a picture of the three wives with the stolen jewelry in their hands.  Below is a picture of the CEO’s from Nike, Georgia Pacific and Nabisco with a caption stating, “Don’t these husbands earn enough already.”  All the salaries of the men are listed next to their pictures

Action Taken: No action taken

Potential Actions: This is a personal matter of the husbands and families of each of these CEO’s.Contact the authorities in Aspen to get information for our CEO.

Stakeholders Affected: Stakeholders are not being affected currently. Once more of the situation is learned we will update this.

Primary: CEO of Georgia-Pacific

Secondary: none at this time

Stakeholders Contacted: Circle one yes/no

Additionally information needed: Circle one yes/no

Media Contacted: Circle one yes/no

Additional Comments: At this time GP is not taking action. We do not have enough information to make an informed decision. Furthermore this is a personal matter between the CEO’s and their families and the authorities. It does not affect Georgia-Pacific directly.

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Incident Report

CMT Member: Dan TripoliDate/Time of Incident: 4-30-11 11:56 amContact: Ashley CravillionChannel of Message: email message Clue #4Message:

The Washington Post reports that 25 people have been hospitalized around the United States with third degree burns that occurred in the bathroom

Action Taken: Investigation into the investigation from the health department.

Potential Actions: Press Release along with assurances of an investigation into the cause of the third degree burns.

Stakeholders Affected: if allegations prove to be true would impact all primary stakeholders

Primary: Ceo and top management along with individual plant managers.

Secondary: media, buyers, consumers

Stakeholders Contacted: Circle one yes/no

Additionally information needed: Circle one yes/no

Media Contacted: Circle one yes/no

Additional Comments:

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Incident Report

CMT Member: Victoria StreekstraDate/Time of Incident: 4-30-11 11:55 amContact: Ashley Cravillion Clue #5Channel of Message: email messageMessage:

A Health Department investigation discovered that all 25 people with third degree burns all use toilet paper from Georgia Pacific.

Action Taken: Investigation into the investigation from the health department.

Potential Actions: Press Release about the low likelihood that contamination resulting in third degree burns could happen

Stakeholders Affected: if allegations prove to be true would impact all primary stakeholders

Primary: Ceo and top management. Plant management

Secondary: media, buyers, consumers

Stakeholders Contacted: Circle one yes/no

Additionally information needed: Circle one yes/no

Media Contacted: Circle one yes/no

Additional Comments: GP uses only fresh products. The likelihood of the contamination being from a GP product is low. Additional clues may reveal some sort of product tampering?

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Incident Report

CMT Member: Berenice BreliulhDate/Time of Incident: 4-30-11 1:05 pmContact: Ashley CravillionChannel of Message: email Clue #6Message:

An on-line blog from the Washington Post updated the number of bathroom burn victims, which has increased to 38 in just two days.Action Taken: Express concern for the victims and assure the public all that can be done is being done.

Potential Actions: Have the CEO make a public appearance to show that Georgia Pacific cares and is doing all it can.

Stakeholders Affected: Internal memos should be sent to make sure that employees understand what is happening. There may be a need for a press release.

Primary: The company reputation is on the line. Employees might question safety procedures of the company as a whole.

Secondary: Consumers may fear their safety when using GP products. They may boycott GP products until their sense of security with the products is restored.

Stakeholders Contacted: Circle one yes/no

Additionally information needed: Circle one yes/no

Media Contacted: Circle one yes/no

Additional Comments:

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Incident Report

CMT Member: Victoria StreekstraDate/Time of Incident: 4-30-11 1:15 pmContact: Ashley CravillionChannel of Message: Phone call (voicemail) Clue #7Message:

A CBS news interview with one burn victim states that the fire erupted when the man threw his cigarette into toilet on top of the toilet paper.

Action Taken: ??? He threw a cigarette in the toilet. He could have had used a chemical to recently to clean his toilet that caused the fire.

Potential Actions: Press release expressing empathy for the burn victim but not taking blame for the incident involving this burn victim.

Stakeholders Affected: Internal memos should be sent to make sure that employees understand what is happening. There may be a need for a press release.

Primary: The company reputation is on the line. Employees might question safety procedures of the company as a whole.

Secondary: Consumers may fear their safety when using GP products. They may boycott GP products until their sense of security with the products is restored.

Stakeholders Contacted: Circle one yes/no

Additionally information needed: Circle one yes/no

Media Contacted: Circle one yes/no

Additional Comments: What are the circumstances of the other burn victims. How many of them have burns from a fire that started in the toilet. Did this man clean his toilet recently? Is it a chemical and not the GP made toilet paper that caused the fire? To what extent are the burns of the victims?

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Incident Report

CMT Member: Scot Wallace Date/Time of Incident: 4-30-11 1:27 pmContact: Ashley CravillionChannel of Message: phone call Clue #8

M Message: Rumors on Blogs have reported that flammable bathroom episodes have been connected to Georgia-Pacific. Stories are being spread into the public limelight.

Action Taken: Check out the rumors and who is spreading them on the internet

Potential Actions: Get in front of this in the public eye

Stakeholders Affected:

Primary: Georgia-Pacific, Owners, employees,

Secondary: customers, suppliers, store owners

Stakeholders Contacted: Circle one yes/no

Additionally information needed: Circle one yes/no

Media Contacted: Circle one yes/no

Additional Comments: Media will have to be addressed

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Incident Report

CMT Member: Dan TripoliDate/Time of Incident: 4-30-11 3:46 pmpContact: Ashley CravillionChannel of Message: email message Clue #9Message:

Ellen DeGeneres made a comical remark about the mysterious flammable toilet paper on her show.

Action Taken: No immediate action taken, we’re trying to resolve the problem and are choosing not to respond to comedic remarks.

Potential Actions: We won’t respond to this particular comment, but will address all question in a press conference that will be shortcoming.

Stakeholders Affected: There’s no affect by this comment alone.

Stakeholders Contacted: Circle one yes/no

Additionally information needed: Circle one yes/no

Media Contacted: Circle one yes/no

Additional Comments:

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Incident Report

CMT Member: Scot Wallace Date/Time of Incident: 5/1/11 @ 10:05 amContact: Ashley CravillionChannel of Message: E-mail Clue #10Message: Clue #9Consumer reports state that trace amounts of charcoal lighter fluid were found in the bathroom tissue.  They also found that users of this bathroom tissue had an increased probability of developing hemorrhoids.

Action Taken: Meeting to discuss the action to be taken Potential Actions: Discover where the issues happened if it was within our company or if it was a product tampering issue

Stakeholders Affected: Stakeholders Contacted: Circle one yes/no

Additionally information needed: Circle one yes/no

Media Contacted: Circle one yes/no

Additional Comments:

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Incident Report

CMT Member: Victoria StreekstraDate/Time of Incident: 5-1-11 10:35 amContact: Ashley CravillionChannel of Message: Email Clue #11Message: David Lettermen has been making fun of Georgia Pacific and gave a top 10 list of why consumers shouldn’t use their products.

Action Taken:

No action. Letterman often makes fun of companies that are going through crisis. Many people do not take it seriously

Potential Actions:PR, Maybe a commercial about GP safety?

Stakeholders Affected: Not really affected by this

Primary: CEO may want to make a statement

Secondary: Could do some sort of counter piece for consumers about GP’s quality products

Stakeholders Contacted: Circle one yes/no

Additionally information needed: Circle one yes/no

Media Contacted: Circle one yes/no

Additional Comments: GP has a history of quality products. Maybe pushing our quality image is a way of dealing with this. None of the clues thus far say anything about it being GP products specifically that are causing the burns. Can we use this somehow??

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Incident Report

CMT Member: Nicole MileyDate/Time of Incident: 5/1/11 11:26 am Contact: Ashley Cravillion Channel of Message: E-mail Clue #12Message: Investigators have found that the toilet paper contained a highly flammable substance.

Action Taken: Take all toilet paper affected by the flammable substance off shelf

Potential Actions: Find lot numbers that were affected by the flammable substance

Stakeholders Affected: Both

Primary:

Secondary:

Stakeholders Contacted: Circle one yes/no

Additionally information needed: Circle one yes/no

Media Contacted: Circle one yes/no

Additional Comments: Need to find all lot numbers containing the flammable substance, also find a way to dispose of affected product.

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Incident Report

CMT Member: Bonnie CallowDate/Time of Incident: 5/1/11 @1:06pmContact: Ashley CravillionChannel of Message: phone call Clue 13Message: Police busted a college student at NWTC purchasing Flamboya the same flammable substance found in Georgia Pacific flammable toilet paper.

Clue #13

Action Taken: None, waiting for more information to come out. Potential Actions: If this correlates to the burning toilet paper, releasing information to the press will occur.

Stakeholders Affected: GP employees and ownersStakeholders Contacted: Circle one yes/no

Additionally information needed: Circle one yes/no

Media Contacted: Circle one yes/no

Additional Comments: We will wait and see where the situation takes us.

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Incident Report

CMT Member: Dan TripoliDate/Time of Incident: 5/1/11 @2:14 pmContact: Ashley CravillionChannel of Message: E-Mail Clue #14Message: The college student in police custody is Ramga Ramesh’s son, who is a spring intern at Georgia-Pacific.

Clue #14

Action Taken: Checking all the items Ramga Ramesh had contract with and seeing how much damage he caused. Potential Actions: If he did widespread damage to Georgia Pacfic products a recall may have to ensure.

Stakeholders Affected: GP employees, owners, and customersStakeholders Contacted: Circle one yes/no

Additionally information needed: Circle one yes/no

Media Contacted: Circle one yes/no

Additional Comments: We will wait for an internal investigation into the facts before we comment publically.

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Incident Report

CMT Member: Victoria StreekstraDate/Time of Incident: 5/1/11 10:35pmContact: Professor ClampittChannel of Message: Phone Conversation Clue #15Message: USA Today ran an article that states that the public is in “mass panic” over how to dispose of the flammable toilet paper and that there is no information from GP on their website.

Clue #15

Action Taken: Our website has been updated with information regarding disposing of the suspect product

Potential Actions: Place an advertisement in newspapers stating how to dispose of suspect product

Stakeholders Affected:

Primary: Internal-IT Dept-notify them with updates for the website

Secondary: Consumers-need this very important information

Stakeholders Contacted: Circle one yes/no

Additionally information needed: Circle one yes/no

Media Contacted: Circle one yes/no

Additional Comments: Working to make sure that the public is not in mass panic. We will need to make sure that they have all relevant information that they need when it comes to the suspect product. It will need to be discussed how this information will be given to the public.

Incident Report84

CMT Member: Scot Wallace Date/Time of Incident: 5/2/11 @9:52 amContact: Professor ClampittChannel of Message: e-mail Bonus Clue #16Message: A picture has surfaced on the internet that shows a toilet bowl with flames come out of it. There is blog set up to "provide the appropriate Georgia-Pacific caption" for the image. One entry so far, "Georgia Pacific's Flamethrower Toilet Paper in Action".

Bonus: Clue #16

Action Taken: None Potential Actions:

Stakeholders Affected: GP employees and ownersStakeholders Contacted: Circle one yes/no

Additionally information needed: Circle one yes/no

Media Contacted: Circle one yes/no

Additional Comments: This is uncontrollable and we will not address this issue

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Crisis Log

Date Clues Received

4/21/11 • Clue #1

• Third Degree Burns

• 8:05 am

4/29/11 • Clue #2

• The wives of the CEO’s from Nike, Georgia-Pacific, and Nabisco went on a shopping spree in Aspen Colorado and were all caught on camera stealing merchandise from a jewelry store

• @ 11:16 am

4/29/11 • Clue # 3

• The National Enquirer has printed a picture of the three wives with the stolen jewelry in their hands.  Below is a picture of the CEO’s from Nike, Georgia Pacific and Nabisco with a caption stating, “Don’t these husbands earn enough already.”  All the salaries of the men are listed next to their pictures

• @ 1:44 pm

4/30/11 • Clue # 4

• The Washington Post reports that 25 people have been hospitalized around the United States with third degree burns that occurred in the bathroom.

• @11:55 am

4/30/11 • Clue # 5

• A health department investigation discovered that all 25 people with third degree burns all use toilet paper from Georgia-Pacific

• @ 11:56 am

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4/30/11 • Clue # 6

• An on-line blog from the Washington Post updated the number of bathroom burn victims, which has increased to 38 in just two days.

• @1:05 pm

4/30/11 • Clue # 7

• A CBS news interview with one burn victim states that the fire erupted when the man threw his cigarette into toilet on top of the toilet paper.

• @1:15 pm

4/30/11 • Clue # 8

• Rumors on Blogs have reported that flammable bathroom episodes have been connected to Georgia-Pacific. Stories are being spread into the public limelight.

• @1:27 pm

4/30/11 • Clue # 9

• Ellen Degeneres made a comical remark about the mysterious flammable toilet paper on her show

• @3:46 pm

5/1/11 • Clue # 10

• Consumer Reports state that trace amounts of charcoal lighter fluid were found in the bathroom tissue.  They also found that users of this bathroom tissue had an increased probability of developing hemorrhoids.

• @10:05 am

5/1/11 • Clue # 11

• David Lettermen has been making fun of Georgia Pacific and gave a top 10 list of why consumers shouldn’t use their products.

• @10:35 am

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5/1/11 • Clue # 12

• Investigators have found that toilet paper contained a highly flammable substance

• @ 11:30 am

5/1/11 • Clue # 13

• Police busted a college student at NWTC purchasing Flamboya the same flammable substance found in Georgia Pacific flammable toilet paper.

• @ 1:06 pm

5/1/11 • Clue # 14

• The college student in police custody is Ramga Ramesh’s son, who is a spring intern at Georgia-Pacific

• @ 2:14 pm

5/1/11 • Clue # 15

• USA Today ran an article that states that the public is in “mass panic” over how to dispose of the flammable toilet paper and that there is no information from GP on their website

• @ 10:35 pm

5/2/11 Bonus Clue # 16

A picture has surfaced  on the internet that shows a toilet bowl with flames come out of it. There is blog set up to "provide the appropriate Georgia-Pacific caption" for the image. One entry so far, "Georgia Pacific's Flamethrower Toilet Paper in Action". 

@ 9:52 am

5/3/11 Final clue before entering class to give presentation

The blog that has the flaming toilet has hit two million hits

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Information on United Steel Workers Union at

Georgia Pacific

Georgia Pacific (GP) has one plant located in Green Bay that is unionized and represented by the United Steelworkers. GP's main plant located on Broadway is a non-union plant while their Day Street plant is unionized.

At the Day Street plant in Green Bay, local union leaders along with the USW (United Steel Workers-Locals 213 and 327) Union represent workers employed at GP in District 9; Daniel Flippo is the Director of this district. District 9 is part of a larger conference known as the GP Union Conference. This conference represents GP employees represented by the USW and other unions throughout the United States. Workers included are GP associates employed in paper mills, converters, box shops, plywood and wood products.

Background:

The United Steel Workers are 1.2 million strong, including active and retired members from local as well as global locations. The people that the USW represent are quite diverse; not only do they represent steelworkers but they also represent: nurses, rubber workers, metal workers, Harley Davidson, taxi drivers, banks, oil refineries, grocery stores, utility companies, forestry, chemical plants, electricians, miners and pharmaceutical employees to name a few.

USW has more than 1,800 local unions throughout Canada, the United States, as well as the Caribbean; with membership open to all. United Steelworkers include men and women of all ethnic backgrounds who join together in their local unions to bargain for a better working package. Some of what they could be bargaining for include: job security, healthier and safer work place, enhanced benefits, and an end to unfair treatment.

Philosophy:

USW's philosophy is that, "This is our Union, an organization fighting to improve wages, benefits, and working conditions; to ensure justice an dignity on the job; and to create a social movement to better the lives of all working people.

Obligations:

USW's Union officers are directly responsible to the membership; with their principle being "one member, one vote"; applying to all voting no matter what it is in regards to.

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What union contracts do for their members:

When we think of union contracts we automatically think of wage increases, which is one area that is addressed, but there are other contract components that are also reviewed. Along with wages Union representatives review their contracts for benefits such as: pensions, health insurance, and vacations. In addition, they also look to secure equal treatment on the jobs and provide for a procedural bridge which can help in resolving differences between company supervision and management. An example of this would be a grievance procedure that settles disputes on their merits not based on favoritism. To keep on top of things, each year thousands of USW members are trained by the Union in different skill sets; some of which include expertise in: research, economics, public policy, legal services, health and safety, and communications.

Job Security:

One primary benefit resulting from a labor agreement within an employee's workplace is to provide job security for its employees. The representatives of USW work hard to obtain the best possible labor agreement for all. The alternative of working for a non-union workplace is that an employer may terminate an employee without reason. According to U.S. labor law, non-union workplaces employ "at-will" employees.

USW views on Trade and Manufacturing:

According to the USW, the American manufacturing workers have been placed in a competitive disadvantage within the global economy as a result of poor trade, tax and dollar policies, and the health care crisis. Some key measures that the USW would like to see addressed are: fair trade policies that result in a reduction of the U.S. trade deficit and revised tax laws which will eliminate incentives for corporations to relocate their companies overseas. Additionally, the USW want to see those that do be penalized for relocating.

Ultimately, the USW Union supports legislation that will penalize corporations that relocate

overseas in order to avoid taxes and deny those that do future government contracts. "Buy American" needs to be brought back to the forefront of American manufacturing.

Strike potential at Georgia Pacific:

On Friday, April 8th our group met with Mike Kawleski, Human Resource Director for Georgia Pacific 's Green Bay facilities. During our interview with Mr. Kawleski we asked him if he thought a union strike by the USW was a high threat for their USW unionized Day Street facility. His response was that he felt the threat of a union strike was extremely minimal. After a slight

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delay in his response, he mentioned that he couldn't even think of a reason why the employees would even consider striking. In his words, "they get paid extremely well". Nothing was mentioned about GP benefits as far as health insurance and vacation, but we can only assume that the company is fair in providing competitive benefits for all their employees in addition to extremely competitive wages.

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Audience Analysis

This was our original list of all our audiences. We wanted to start asking questions for each of these groups because we wanted to be ready for any possible crisis. Later we would group a couple of our audiences to make it simpler to be able to read and categorize.

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Audiences How group will be affected?

What do group members know or think they know?

Concerns or resistance points?

What are the channel preferences?

Communication Objectives

C-Level and Upper Management

- Handle panic within the plant and possibly outside. - Flow of information will be fast paced - Are they prepared- What are they missing?

- They know what is happening in their plant. -Believe that they have a grasp on any situation.They have the right people in place to handle any issue.

-Fast paceMisinformation-Bad communication-Use of the Right words - Documentation- Flow of information- Choose the right person to speak

- Face to face - Group meetings - Phone calls - E-mail - Video conference - Photographs or video to forward - Webcast - Voice mail - Intranet

- Address issue- Communicate effectively to stakeholders- Keep track of the issue- Resolve the issue- Have feedback loop so issue does not happen again- Be accurate

Employees Supervisors

-Start a rumor mill within the employees and families

-Company may not be looking out for them individually long term-Seniority takes priority

-Loosing Jobs -Safety -Is the company looking out for me the employee?

-Small group meetings with area managers.Intranet

-Calm concerns -Tell the truth-Don’t beat around the bush

Owners / Investors

-Want to know what is happening and that the management staff are working on the solution.

-The management team that they hired will do their best

-Investment dollars

-Phone call to the CEO and then he will contact the rest of the owners and investors letting them know what is happening and what Mgmt. is doing

-Let them know what is happening and what management are doing about it

Unions-Concern for members -Concern for

-They have control over union members

-Loosing jobs, employee positions

-Face to face with mgmt. then group

-Keep open lines of communication

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amount of members

meeting-Intranet

Media TVRadioNewspaper BloggersSocial MediaInternet News

-They will want to jump onto any story right away

-Need background info-May speculate on what has happened

-Deadlines are critical -Want all access

-Twitter-Facebook-Phone-Face to face -E-mail-Group news conference

We want to share information with you but we also need to address the issue so bare with us.We will designate a person who will be your contact.

Customers Direct supplyDirect buy

-If there is a shut down where are they going to get product

-There are many different plants that could be back up

-Buyer could go somewhere else to make purchases

-Phone call-Face to face meetings-E-mail

-Calm fears and let them know that they are handling the issue

Consumers/Community Members

-Concern for safety

-Just what the media tells them

-If direct. Can they trust the org. after this? -Depending on how media handles the issue.

-News Media -They want qualified information and not excuses-What is the org. doing about the issue?

Logistics Trucking Storage Suppliers

-Concern for future business

-Past history -Health of the company

-Usual work will be interrupted -Billing may change by amount sent or purchased

-Phone -E-mail

-Let them know what is happening and we will let them know if we can use their help somehow-Please work with us as we go through this.

Government Agencies DNR OSHA EPA

-Want compliance within regulations-Look to support

-They think they are doing the best for the employees and the business through

-They will want a systematic format to address any issue within the

-Phone call -Face to face -Small group meeting

-The org. knows the regulations, we are keeping within compliance.

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ICC Interstate Commerce Commission

EEOC Equal Employment Opportunity Commission

companies and employees

regulation company-Keep within compliance -Keep good relationship

Government Local Regional State National International

-Ready for most emergencies, can call for support from other communities if needed.

-Part of the community -Expect that the org. will have the best interest of the employees at hand if possible but it is a business

-Local jobs consumers / community members safety

-Face to face -Phone call -Conference call

-What support do you need from this org. -Who is involved-How did it happen-Where did it happen-When did it happen-Chemicals / factors involved

Safety Officials Police FireHazmat Coast Guard State Department Homeland security

-Ready for most emergencies, can call on other agencies if needed.

-What chemicals or materials are on site-How to handle specific crises through general training

-Preparedness for catastrophic issue-Information being passed on right away as to who, what , when and where

-Phone call -Face to face -Small group meeting

-What support do you need -Who is involved-How did it happen-Where did it happen-When did it happen-Missing or hurt-Chemicals / factors involved

Environmentalists Green Peace

-Could be angryDisappointed Or will be depending on the situation

-If it is an environmental issue then by setting up a computer conference with some of them

-No direct impact on the company decisions for environmental impact. History of not

-Computer conference -E-mail-Blog-Social media -Media

-Is it polluting the environment?-What are you doing to clean it up?-How long will it take?

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may lower the volume of complaints

being good to the environment.

-When are you going to start?

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Audiences Concerns Perceived Responsibility

Power(Leverage)

Legitimacy(Value driven)

Willingness (Desire for

action) Upper Management CEO President Vice Presidents C-Level management

-Reputation management-Employee safety-Issue management -Risk assessment -Cost-Communication -Return to normal business

Very High Very High Very High

Employees Supervisors Skilled And Unskilled labor

-Safety -Communication -Company solvency

Low Low High

Owners / Investors

-Company reputation management-Cost-Return to normal business-Profitability

Low High Depends on the desired outcome

UnionsTeamsters / Labor

How it effects jobs Low Low Depends on the desired outcome

Customers Direct buy Direct supply

Will they be able to follow through on orders?

Low Low High

Media TV Radio Newspaper Bloggers Social Media Internet News

-Get the story out -Try and be accurate

- High -Very High -High

Community Members

-Is there any concern for outside the plant -Will it mean loss of jobs and opportunity

-Low -Low -Depends on the desired outcome

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for employment?Logistics Trucking Storage Suppliers

-How will it effect this business

-Could be high or low

-High -High

Government Agencies DNR OSHA EPA ICC Interstate Commerce Commission

EEOC Equal Employment Opportunity Commission

-Compliance -Safety of employees and outside community

-Low -Very High -Very High-Compliance is the issue-It does not matter if it is possible, it just needs to be in compliance

Government Local Regional State National International

-Safety of employees and outside community.

Low Medium depending on the crisis

Safety is always high but if jobs are lost then important to everyone

Safety Officials Police Fire Hazmat Coast Guard State Department Homeland Security

-Safety of employees and outside community.-Do we have the manpower and tools to handle crisis?

High to contain the crisis within the plant but outside of that it would be low unless it involves safety

Depends on the crisis

Depending on the desired outcome it could be high or low

Environmentalists Green Peace

Pollution control Over water and air

Very low low Depends on the crisis and the aftermath

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Explanation of KISS Chart

The KISS (Know, Infer, Say, not Say, So what) chart was the most pivotal part of our project, outside the crisis plan itself. When we were putting together the plan we thought that we would not be using a KISS chart for the simple fact that it would be un-necessary. We expected to use a MEME Chart instead because the message would be the most important element of how we were going to communicate to our selected audiences. However as our project evolved it was necessary to nail down the clues and decide on what outcome, strategy and tactics that we wanted to use. Because the information was coming in on a staggered basis this made speculation very rampant within the group and it became more and more difficult to control and make decisions. We eventually decided to layout the cards with all the information taped to a wall and could see that we had the start of our KISS chart because we could see what we Knew, What we could Infer, and what we wanted to say and the outcomes we wanted to achieve which is the So what.

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KISS Chart

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We are to blame. We are doing a full

recall on all paper products that are being manuf. By Georgia-Pacific

We will take care of everything

Victims are on their own now

We take no responsibility

Employees are informed

Build pride in the company

We were not to blame but we did take responsibility

Procedures will change since this occurred

We care about victims Isolated incident History of safety Product checks One rogue employee Safety procedures put in

place to eliminate this from happening again

So What?What is the

impact?

What do we want to say? What do we not want to say?

Georgia-Pacific Employees

AudienceAnalysis

Consumers / General Public

Media

We care about victims Isolated incident History of safety Product checks One Rogue employee Safety procedures put in

place to eliminate this from happening again.

We take no responsibility

We are to blame. We are doing a full

recall on all paper products that are being manuf. By Georgia-Pacific

We will take care of everything

Victims are on their own now

Rebuild company trust

Georgia-Pacific was not to blame but they did take responsibility

Georgia-Pacific cares about its customers

G.P. cares about victims

We care about victims Isolated incident History of safety Product checks One Rogue employee Safety procedures put in

place to eliminate this from happening again

We take no responsibility

We are to blame. We are doing a full

recall on all paper products that are being manuf. By Georgia-Pacific

We will take care of everything

Victims are on their own now

Rebuild company trust

Georgia-Pacific was not to blame but they did take responsibility

Georgia-Pacific cares about its customers

G.P. cares about victims

MEME Chart

Test Messages Resonates with the (A)

particular audience

Is it Memorable

Provides Identity

Links to Org. goals

Makes sense of confusing Information

Bang for the Buck

Isolated incident

X X X X

Responsible for solving this issue X X X X X X

Taking us to a resolution X X X X

Creating a place where no one can get hurt

X X

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Explanation of MEME chart

The MEME chart was also a pivotal part of our plan. We needed to apply a specific core message to our audiences that would resonate and further our agenda. We could not do that without looking at some key outcomes we wanted to accomplish. #1 was that we wanted to take responsibility for rectifying this situation but not take blame. #2 It was decided that we would make up a chart to keep from using specific words and connotations that would enflame the audiences we were trying to communicate with. We had three basic audiences that we had to deal with were the employees of Georgia-Pacific including the C-level employees and workers. The second audience was the consumer/general public who were hearing of terrible products that were injuring people and we had to stop that rumor mill by supplying education and information. The third group we wanted to target was the media and that was because we would use them to communicate our message. That is why the core message would be so important. We would not be able to control the message, when it would go out to the public and how it would be projected or received. This is always an issue when we are using the media to push out information but in cases such as this, it can also be the most effective.

Clampitt, Communicating for Managerial Effectiveness

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Message ChoicesTerminology - Evidence

Theme - Complexity Stories - Professionalism

Facts and figures - Timing

Channel / Technology OptionsNetworking - E-mail

Phone - Face to faceComputer Conference - Intranet

Internet - Web pageFormal presentations - Hotline

Video conference- BlogsPower Point - Social Media

Webcasts

Receiver CharacteristicsChannel Access- Location

Age- ValuesEducation level - Interest level

Beliefs

Sender

SMRC Model

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Explanation of the SMCR Model

The SMCR Model is important because we want to have a list of options available to us in a system that can show how we are going to communicate our message to our audiences. This will be important to use as a vehicle to transport the messages to our audiences on a systematic basis.

The traditional model is set up in the order of: Sender, Message, Channel, and Receiver. However in this case we needed to change that to Message, Channel, Receiver and then sender because it was more important to address everything ahead of the sender. In this case the sender was the least important of the entire model. This is a model from Communicating for Managerial Effectiveness, Phillip G. Clampitt.

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Interview with Mike Kawleski

On Friday, May 8th, 2011 our group met with Mike Kawleski, the Public Affairs Manager at Georgia-Pacific, to gather information regarding the measures their company takes in the event of a crisis. Even though Mr. Kawleski is a relatively new hire to Georgia-Pacific, within the last six months, it is obvious that he is quite a seasoned veteran when it comes to the business world. Our interview was quite robust covering many areas involving the GP facilities. Here is what we found:

Initial findings:

Georgia-Pacific is privately owned by Charles Koch and his brothers; with their corporate office being located in Atlanta, Georgia. Seeing that they are privately owned, they don't have any kind of annual corporate financial report for public viewing or distribution. Their main facility in Green Bay, on Broadway, is a non-union plant while their Day Street plant is unionized and is represented by the United Steel Workers.

What was interesting is that Georgia Pacific doesn't have an official mission statement. Mike stated to us that the company philosophy is based on "providing value to employees and customers". Owner Charles G. Koch is quoted as saying, "To do meaningful work is to contribute - to create value in society"; which is part of Georgia-Pacific’s work culture.

Operation Principles:

Georgia-Pacific is guided by the Market Based Management (MBM) philosophy which focuses on 10 guiding principles: integrity, compliance, value creation, principled entrepreneurship, customer focus, knowledge, change, humility, respect, and fulfillment. A formal diagram of this is included in the Press Kit designed for Georgia-Pacific. Georgia-Pacific believes in holistic values with employees holding each other accountable.

Crisis Categories:

Mike has indicated to us that there are three potential crises categories at GP.

1) Local Incident: No significant impact beyond facility.Action: Local crisis management plan activated.

2) Corporate Crisis: Actual or potential fatality; hospitalization of employees, injury to contractors or visitors, and hazard to community.Action: Crisis management plan activated; crisis hotline called ASAP.

3) Corporate Disaster: Damage to corporate HQ operations, key operating facilities, business systems, product tampering, and loss of key executives.

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Action: Crisis hotline called immediately, company president activates crisis management plan.

Individuals who are responsible for communicating with the owners and investors are the corporate office individuals of the Law and Communications Departments. The Vice President of each plant would contact the corporate office or Charles Koch directly.

Mike stated that his responsibilities as the Public Affairs Manager is to deal directly with the local media to ensure that a consistent message is being delivered. The corporate office in Atlanta provides him with a list of talking points - areas that he can talk about and those that he should completely avoid.

Mike made it clear that how you react to a crisis is situational. Obviously, depending on each unique situation additional steps may need to be taken. Such as: obtaining medical aid for injured person(s), containing the cause of the emergency, dealing with fire, police, and government departments, notifying employees families of crisis situations, and obtaining legal and communications assistance.

Georgia-Pacific has a toll-free crisis hotline that is staffed 24/7 by a Corporate Communications specialist in Atlanta who is available to provide any support needed.

Plant Safety:

Georgia-Pacific prepares themselves for potential crises by conducting "mock training" sessions. If a crisis, or security issue, is taking place within the plant the company utilizes an in-house alarm system; alerting all employees. Other means of in plant contact include: wireless radio system, cell phones, email, intranet, bulletin boards, and other electronic signage. Head count for evacuation is done by electronic monitoring of employee and visitor badges. After evacuation has taken place each plant has a designated meeting place for employees to gather. Each facility operates under the same crisis plan with safety being handled through the safety department at each plant. Security issues at Georgia-Pacific are handled through the Human Resource Department.

We asked Mike what he would define as the top crises at Georgia-Pacific. Without hesitating, Mike stated that death is number one. According to Mike the safety of their employees and others is always at the forefront. With that being said, death is always the number one concern followed by injuries. Mike states that at Georgia-Pacific people are always first.

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Ultimately, we poised the question to Mike - what do they have in place for a post crisis evaluation plan. His response was that Georgia-Pacific utilizes a feedback loop known as "PDCA".

Plan - define and document objectives, scope, standards, and requirements Do - provide adequate resources to meet objectives Check - develop and document techniques to measure progress in obtaining objectives Adjust - ensure that there is practice to review effectiveness of procedures and adjust

objectives and procedures

Even though they feel PostCrisis Evaluation is important it currently is not being applied.

Environmental Stewards:

Georgia-Pacific considers themselves to be environmental stewards by participating in recycling practices within their facilities. At their Broadway and Day Street facility they have on-site waste water treatment systems that recycle storm and waste water. Some of the wastewater treatment sludge from Broadway is sent to a local company where it is transformed into a marketable product. Sludge from their plant is also burned to reduce landfill space consumption and to produce energy. Additional efforts of recycling by employees in house include: recycling of aluminum cans, plastic bottles, batteries, pallets, newspapers, metal and other materials.

Union Strikes:

As a group, we obtained limited information regarding any past strikes at Georgia-Pacific or any indication that strikes are likely to occur in the future. When we poised the question to Mike about the likely hood of strikes occurring at Georgia-Pacific he appeared to be taken back a little. He then responded by saying that, "strikes are not an issue, since our employees get paid extremely well". As a group, we took this to also mean that their benefit package was also quite generous giving the employees no apparent reason to strike.

Addressing the Media:

In the event of an extreme crisis there is the likely hood that a press conference will be conducted. In situations like these Mike has commented on the "Cardinal Rule", which is never to address questions that the press may ask by saying - no comment.

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Mike provided us with three guidelines on how to deal with the media in crisis situations.

1. Be accessible2. Be honest3. If you make a promise to follow-up or follow through with something you need to

DO IT!

Interview Summary:

Overall, as a group we felt that this was quite a productive interview. Not only was Mike a pleasure to talk to but he was also extremely knowledgeable and more than willing to obtain additional information for us that required further research. We intend on following up our interview with a thank you note to Mr. Kawleski for taking time out of his busy schedule to not only meet with us but provide us with valuable information about Georgia-Pacific.

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Core Message

The core message that we wanted to get across was that Georgia Pacific has an impeccable safety record and this incident was isolated. It was isolated to one plant and one individual. We also wanted to show that we were concerned with victims involved. We showed this concern by reaching out to those involved. We wanted to show that while there was one individual who was involved we still care about the consumers that use our products.

StrategyThe development of our strategy was created as the clues came in. At the beginning we were prepared to create a campaign based upon safety. When the first clue came in we immediately thought of a plant accident or injury. As the clues continued to arrive, the group realized that it was not a plant accident or injury. With contamination of a product it became a external problem instead of an internal problem as would be the case with a plant accident.

Once we had the crisis information complete, we worked to develop out strategy. With contamination, the isolation of the incident is what the group felt to be the most important. Our strategy underlined this concept. The incident was isolated to one plant and one individual. The group wanted to reiterate that Georgia-Pacific has a record of safety. An incident like this has not happened in their history.

We also knew that since the incident could be linked back to a single individual Georgia- Pacific would not directly take the blame for the incident. We would instead show concern for those involved and offer help to them. We made sure that we avoided apologizing or directly coming out and placing blame throughout our tactics.

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TacticsThe first tactic that we utilized was informing our employees. We would issue an internal memo via that intranet. We would work to make sure that all people with the company understand exactly what happened. Additionally, we would make sure that the employees as the plant in question would be notified. They would be told that the safety of the products had been called into question. We would explain how plant operations would be shut down while the overall safety was restored.

We would also issue a press release. This press release would focus on the safety of our company. Georgia Pacific has won an abundance of safety awards over the years. We would also discuss what happened. We would not disclose all the details. The emphasis would be on that a product’s safety has been called into questions regarding its overall safety. It would state that the incident is isolated to one plant and one individual. It would end with the message that it goes against our company culture.

Prior to sending out the press release, we held a press conference. The press conference let people know that we had a problem regarding the safety of a product. We want to use the term “isolated” throughout the press conference. The suspect product was isolated to one plant and one individual. The other piece of information that we needed to get out in the press conference was that we were working to correct the situation. This is being done through the collection of the suspect product.

The final tactic that we developed had to do with the victims. The Georgia Pacific website would be updated with information about how to dispose of the suspect product. It would also have information about our 24-hour support line. The support line would be available for individuals with concerns about having or using our suspect product. The website would also show the products in question. We would have a link that would show all of the codes for the products that may have been tampered with.

Beyond the idea of the press conference we are looking at connecting with the customers to rebuild the trust. So we are looking at a series of videos to be used on the internet on social networking sites and also commercials to be promoted on a national basis since our audiences affected are also throughout the nation. This should take place for a period of not less than 3 weeks or if the bad publicity continued then we will continue with more positive messages to regain our audience. It will be important to keep the core message in front of our audience especially because this is an issue that is kind of taboo and funny to talk about but the issue of people getting hurt is not.

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Data= Representations of reality or the background we did100 facts

Research into news

Information = Data that provide relevant clues or News

Knowledge = The framework for schema for organizing the relationships between pieces of information

Action = Deeds or decisions

made based on knowledge

Feedback

How the DIKA Model works:

We start off with questions of how we want to address each of the levels of the crisis while the crisis is appearing or happening. This is an important part of the process because we want to include a feedback loop within our process.

Data – This is all the information we gathered about Georgia-Pacific (100 facts, current news, history, background on paper manuf., background on Koch Industries).

Information – This is what is happening with Georgia-Pacific in the news right now. Is there anything that is happening in the news that could effect this industry.

Knowledge – This is where our strategy plan pays off because we thought through different scenarios ahead of time and we fill in the blanks to each crisis. This is also where we evaluate the clues as they come in.

Action – The carrying out of the strategy plan. Using the Strategic Plan we plug the Knowledge we received and decide what our overall outcomes, strategies and goals are. From that we exercise our tactics to communicate with stakeholders, manage the risk and take care of the victims.

The Arrow outside the funnel is to be sure that we create a feedback loop to continue the action so we learn from the crisis on what to do next time and how to avoid it next time.

Clampitt, Communicating for Managerial Effectiveness, 2010

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Post-Crisis SurveyAt Georgia Pacific we emphasis "continuous improvement"; it is part of our company culture. Evaluation of an internal or external crisis at, or surrounding, our plant is essential by not only our Crisis Management Team but our employees as well. Valuable feedback can not only help GP to make improvements on areas that need to be addressed, but will also provide information noting our successes and how we can build on them as we move forward together. ____________________________________________________

What did we learn? We need to increase the security on our employees and interns. The impossible can happen Random tests need to be done more often As a company, we need to protect our reputation so as not to lose customers If there are victims as a result of a crisis, we need to demonstrate genuine concern to the

public for all of those affected Don't try to hide information from the press, be upfront and honest when appropriate

What were the phases of the crisis? Reports from Blogs on the internet Outside source (Consumer Reports) testing our product after they hear about the issue National comedians joke about it Confirmation of the effected material from an inside source Suspected intern picked up for questioning and arrested Suspected intern possess flamboya used in the crisis

Assess effectiveness from actions taken. The employees understand what has happened and this will contain the rumor mill Media is getting the word, via press conference, so they can pass it to the consumers and

general public Follow up of investigation is continuing

Examine records. Ongoing for continuous improvement

Could this crisis have been avoided? No, malice by anyone who is a trusted employee is always going to be a threat No, we could put more burden on our security but that is still not the answer What would we do different next time? Address the issue earlier so it does not blow up in the media

As a group, what did we do effectively? Put the plan into motion quickly to address the issue

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Decided what to address and ignore, especially with the media We sent out a core message Increased the return for consumers to improve our image and re-establish trust Research was done earlier so we were prepared Narrowing of the audiences to simplify our action Thought through the issue by using models to discern the actions to take Sought out expert opinions to demonstrate there was no intentional wrong doing on the

part of our company Utilized the media to get important information out to our customers - such as: 24 hour

hot line, website dedicated exclusively to our crisis, and provide lot number information on the suspect toilet paper.

The post crisis is very important for any issue since the actions taken will need to be measured and quantified in order to implement if necessary again in the future. Our approach to this plan is to invest the time before the crisis where time is going to be at a premium. The dividend repaid in the end will be a more effective use of our time and materials to return to normal for Georgia-Pacific and our customers.

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Victim Manager Concerns

As Victim Manager for Georgia-Pacific, it is my job to make sure that all those affected by our current crisis are appropriately taken care of. This includes addressing all of our customers medical needs , therapy, and providing specific outside resources when deemed necessary. Individuals who came in contact with our suspect product and experienced negative effects are above all our number one concern. Georgia-Pacific stands by their motto of "people first"; no matter what.

During our press conference, some of the news media received the impression that there was a lack of concern for those affected. If it may have appeared this way it obviously wasn't by design. I stand by the fact that the press had ample opportunity to ask detailed questions regarding the known individuals who received third degree burns. The press never questioned the severity of the burns nor did they indicate or ask if they could be life threatening. If questions would have arose they would have been addressed; not avoided. As Victim Manager, I maintain that constant contact with the parties that are affected is on-going and will continue as long as there is a need or request for help.

It should also be noted that the reason affected individuals were not brought to the forefront was simply to contain public fear. By discussing the severity of third degree burns and the potential that they could be life threatening would only result in potential mass public panic. At this point in time, Georgia-Pacific is unable to confirm that those who have used our Angel Soft toilet paper will experience long term negative results, if any at all. We welcomed the press conference due to the fact that we could provide important information to the general public quickly by providing key information such as:

24 Hour Hotline Number Website address dedicated specifically to those affected with

o Contact informationo A list of the tracking numbers of affected materials o Directions on ‘what to do with affected materials’

Compensation in the form of double coupons for those who purchased the toilet paper but no longer wish to use it.

Disposal sites

From a product standpoint, Georgia-Pacific is working diligently to contain the suspect product by recalling all known lot numbers to be involved. In addition, our research and development teams (R&D) are working overtime to test our products to make sure that are consumer safe before resuming production.

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As for those affected, I have been in contact with each and every one monitoring their progress and making the necessary arrangements to provide all medical care and outside services that will aid them in their full recovery. This care will continue for as long as necessary until full recovery has been reached both mentally and physically. We will never dismiss the concerns of our customers who have been affected as a result of this isolated situation.

Of course our customers are our number one priority and we want to take care of them first but we also have to limit our response or we will also leave Georgia-Pacific open to legal issues. So we decided to address the issue but also not blow it out of proportion and leave ourselves open to possible abuse from people who are saying they are suffering from our product and they are just trying to take advantage.

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Speech for third party testimonial

Thank you Victoria,

Good morning, my name is Chris Eve and I am the Senior Vice President of Tissue Magazine, an independent provider for the global tissue business.

I am here as an independent observer to support and state that Georgia-Pacific is a leader in the tissue manufacturing industry.

From our experience working with them within the tissue industry we know that they really care about the people who work for them, and they care about the people within their communities. This is confirmed through the many community programs they are involved in and support worldwide.

As a third party observer I would just like assure consumers that, if anyone can rectify and mend this issue it would be the people at Georgia-Pacific.

Now I am going to pass it back to Victoria on how they are going to handle this issue.

Victoria

We wanted to have a third party calm the fears of consumers since the only thing they were hearing are jokes and panic about tissue paper exploding and hurting people. The first choice was to have someone from the government as a third party but this is not realistic. So our next bet is to include someone from the industry that does not have a stake in the company but does have a stake in the outcome of the industry. That is why we chose Chris Eve the Senior Vice President of Tissue Magazine. We wanted to keep it short and to the point without sounding like the endorsement were a paid advertisement. We found Tissue Magazine as a trade magazine to be a credible outside source and they would also be interested in the outcome for this case since it has never happened before.

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Peer Case Study Evaluation Form Summary

Georgia-Pacific - 25 peer responses

Professional Style - Presenters are expected to look and act professionally. Presentations are to be interesting,

creative, and adapted to the audience.

Average Rating Speakers spoke with credibility 9.1Presenters effectively handled the defense of their ideas 8.7Presentation was well organized 9.0

Comments: Speaker number one had something in her mouth which should have been disposed of Good job switching speakers during the Press Conference During presentation portion there was a case of conflicting ideas between group members Great idea to bring Scot in as an outside expert and Bonnie as Victim Manager Bonnie was great at staying calm in the role of Victim Manager Great demonstration with the toilet paper - very effective Knowledgeable on topic - good job answering questions Nice background power point for Press Conference Victoria - great job with Q & A during Press Conference Speaking parts were split up very well - almost "no" "um's" Word choice slide was good Should have put toilet paper lot numbers on power point Speakers spoke well - very confident Victoria - volume was a bit loud; need to slow down Scot and Bonnie - good speaking Try to read less off notes - little eye contact Speakers defended their ideas

Application of Principles - Content in the presentation must be related to class principles, concepts, and

models.

Average Rating off all three categories =Group made effective use of class principles, models and theories 9.3Group offered proof to back up their arguments 8.7Group properly researched the topic 9.2

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Comments: Topic well researched Word choice slides very neat Answered questions well Kiss Chart / Risk Grid What was your core message? Great job utilizing Scot as an outside expert Principles and models well used Nice charts Nice job with Victim Manager and visual information indentifying product

Analytical Soundness - Goals of the presentation should be stated and the approach should meet the congruency

test.

Average rating Group properly analyzed the problem and defined the actual problem 9.0Group articulated a well-developed strategy with appropriate tactics and clearly linked the problem analysis, strategy and tactics 88Group clearly examined the implications of their analysis and ideas 8.8

Comments: Good graphs and charts Good job defining the strategies and tactics Like your word choice slides Be more specific about strategy's Great tactics but could have been utilized more Core message not clear Did not clearly define the problem with the toilet paper until the question was asked Good use of Hotline for a tactic Liked the website, 24 Hour Hotline, and Fire Department disposal service Coupons good idea Strategy divided into three categories made it easier to understand - great job Showed great care and concern for customers Within Press Conference maybe note that one individual caused the problem Distance yourself as a company from employee involved in crisis Great job with euphemisms Good job speaking with someone at the plant

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Overall - Overall the group and project was professionally presented, analytically sound and based

on class principles 8.5

Average rating of overall presentation:Comments:

Overall good job Lack of message in Press Conference Terrible eye contact Good power point information; clean and easy to read Do not read answers to questions - no credibility Very interesting case Word choices was a good slide Nice job showing concern and repeating that concern Refrain from repeating clues as they were noted in the Press Conference Liked the use of a visual -Hot Line and double coupons Very well organized Press Conference Very good presentation "Isolated Incident" was great idea to use Speakers seemed very credible and well prepared in research and answering questions

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Continuous ImprovementAs a group we decided that each member would write a piece about their own personal growth from this project. Each member put together a short explanation of what they have learned and gained from this project.

Scot Wallace

I learned that it is easy for me to make judgments on people based on how I work and how I expect to get things done. I learned that I need to relax a little because others may not be catching on as quickly as I would like. This is especially true when the pressure is on or a deadline is near. I really do not like procrastination because it makes me miss the details that I have learned to pay attention to.

I learned that expectations of people are not always the same and this includes communication. I wanted more communication within the group along with Bonnie and the rest of the group thought it was already too much. Where’s the balance, I am not sure.

I have learned that I can let go of what I believe is right. Instead of fighting within the group I am learning to let it go. Now I understand that as the group grows together each of us (especially the ones who have the leadership bug) can learn how to stop trying to be right no matter what and just see how things are working and surrender to the idea that someone else may just have the right answer. In this group I fought for what I thought was right but then I also surrendered to the idea that if I was out voted that I would go with what they wanted so we could all at least have a say. Working with this group I made a conscious effort to exercise this muscle. It was not as important that I won as it was that I was heard.

As with any group I have discovered that I can give people a chance to work hard and go the extra mile like I do. I get frustrated with people who just put in their time and show up. I am not sure how to handle that yet besides doing the project myself or with other strong players and that is not acceptable to me, but I would really like to figure out how to remedy that beyond owning the business and booting out the people who do not perform. The problem with this kind of system is that everyone is on edge all the time, including myself and that is counterproductive to me.

Most of all I learned that I love a deep thinking dive into the realm of Communication. This is not but kissing because I really do love it or I would not have spent the time on our project that I did.

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Nicole Miley

While participating in my second case I realized that you need to have every detail drilled out. In doing so, I realized that you can never research too much on a specific topic; it only helps you out in the long run. I also, learned how to analyze a KISS chart more thoroughly for the second case. I felt that the KISS chart really helped us figure out our strategies and tactics for our crisis case. Lastly, I realized how important it is to work as a team and depend on others to really put all their effort in this project. If not every team member did, we would have never been as successful as we were.

Dan Tripoli

On a personal level, I feel that I’ve grown from this project by learning new strategies such as Kiss Chart and audience analysis and how beneficial they’re to communicating a message to an audience. I have never had to prepare and develop a research plan never the less a crisis plan on this magnitude before, but over the course of the past weeks and especially the last 34.5 years I have begun to feel more confident in myself. This project was very beneficial as it gave myself and my group the ability to work together to solve a crisis using what we learned in the textbook along with group work.

Bonnie Callow

If I were to compare this group case with our first I could honestly say that the second case was quite overwhelming. Many of the tools that we used in the second case were also utilized within the first; therefore we could draw on established models and principles. The hard part was not being given a defined task, as a group we spend many more countless hours doing extensive research to cover the "what if". As a result of this, some of our research was never used to tackle the ultimate crisis.

What I felt was a "jump start" for our group occurred when we interviewed Mr. Mike Kawleski, Public Affairs Manager, for Georgia Pacific. Mike provided our group with invaluable insight into the paper industry and their daily operations. From the information he provided, we could make some assumptions as to what our crisis case could likely be and what it potentially wouldn't be.

The hardest part for me, and maybe others, was trying to find the cut-off point which signaled the need to move in a different research direction. Also, when do you discard clues and refrain from researching them. Utilizing the Mauthe Center worked out well for this group. Scot showed us how to maximize the wall space to layout our project which helped from a visual

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perspective. In order for our group to successfully complete this project we needed to meet twice a week and from there continuously stay on top of assigned group tasks.

This group was quite unique in the fact that leadership roles continuously fluctuated. People who weren't initially "Lions" within our group began to assume this role, while some of the established "Lions" began to retreat and focused more on brainstorming and creativity - which was essential for the success of our project. Witnessing this transformation was a positive experience as some individuals stepped out of their comfort zones for the good of the group. Unfortunately, not all group members contributed equally to our project, which left a few doing the bulk of the work while others just coasted. I'm not saying that everyone should excel in computer skills or even writing for that matter, but at this stage of the game I would expect everyone to have opinions and be able to communicate them effectively and freely without being instructed to do so.

Life is a learning experience and we should all know that, as students, we shouldn't frown upon making our mistakes in the classroom. Our greatest accomplishments should take fruit when we come to realize that we have the tools to avoid mistakes in the "real world" - or at least minimize them.

My biggest "bang for the buck" was watching Victoria and Scot evolve within this group and become comfortable with different roles - personal growth at its finest. For myself personally, the ability to continuously multi-task took on a new meaning. Being one who tends to utilize the gift of gab, I found the KISS Chart and word choices to be extremely helpful. Our word choices can make or break a company quickly therefore it is imperative that we pay close attention to what comes out of our mouths. Stop, think and then speak is the wisest strategy.

Berenice Breuilh

This project made me remember a lot my internship as a press officer during the split of Accor’s group. In that crisis situation, everybody had to be available and ready to receive the clues. I was sometimes frustrated because I have the feeling that I couldn’t always be as useful as I wanted to be because it took sometimes time to me to understand some challenges (because of the language). And when a crisis team needs to be reactive, it doesn’t have time go slowly, especially in that kind of situation. Furthermore, this project makes me remember very strongly how important it is to anticipate any kind of event and how much it is important to take into account every type of media’s reaction in order to avoid the most possible or even to stop the crisis situation.

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Victoria Streekstra

I learned a lot from this project. It was a very involved project compared to other projects that I have been a part of. The thing that I probably will take the most from this project is my ability to assert myself. There were times when group members had varying opinions and instead of backing down and giving up on my ideas, I stood up and fought for them. I think that this is something that I have not always done in past group work.

As a group we worked really well together. We also did a good job of managing conflict within the group. With this project it became essential to deal with conflict head and so that we could move on the next task in a quick manner. If we would have spent time arguing about things we would not have been able to complete the high quality project that we have done.

Another thing that I learned from this project was time management. Being in crisis, you need to manage your time exceptionally well. There is not time to sit and think about little things. Overall, as a group we moved through the process of the crisis at a good pace. We had a few stumbling points, but were able to get over them and on to the next thing quickly.

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ConclusionIn conclusion, there were many key things that helped us to address the crisis and handle it in an effective manner. As a group, we had to create a plan to deal with a possible crisis. The plan we created immensely aided us in handling the crisis when it emerged. Having a plan in place is something that can really lead an organization through a crisis.

The use of models acquired, not only within this class, but others proved to be extremely helpful. The models that we utilized helped us to determine our key audiences, our message, and were instrumental in developing our strategy. We also used many models outside our class and those models will support in the passing of information down to other people that could use this exercise. One of them being the “Are We Talking Within the Circle” model, which helps support the idea that we are keeping on task when a crisis arises.

We worked to develop a way to handle the crisis of there being contamination within one of Georgia-Pacific’s plants. As a group, we did not want to apologize for what happened and assume the blame. We did however want to address our concern for those affected and show that as a company we were working to support and provide help for our consumers. By showing concern we felt that the customers that had been affected would still remain loyal because they would feel as though we genuinely cared about them.

Two key tools we used in this process were the KISS Chart and the Words to Use and Not Use. These were key tools because the KISS Chart helped us decided what he knew and could infer and then what we wanted to say to address each issue as it had arisen. Then the Words to use and Not Use was important because it focused our message and allowed us to use words that would not inflame the process of communication.

Throughout this project we as a team put in a lot of hard work to develop strategies and tactics that would help to solve the crisis that emerged for us. Having the plan to follow and being able to apply models made the overall process flow smoothly.

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Meeting Agendas

Meeting Agenda   First meeting

  Questions for this Thursdays meeting:

Touch base on expectations. o What do you want to get out of this experience?

What are our options if we need to meet for more than an hour twice a week? What does the contact tree look like?

o I call one person and they call the next, and they call the next, etc. How do we keep on task?

o Choose a buzz word to get back to task? Who wants to speak

o When we give our first announcement o and then we can have a second person do the second part of the project showing

our ideas behind our decisions. How are we keeping track of everything?

o e-mail everyone? o One person in charge of everything? o Individuals in charge and then it comes together later?

Who is keeping notes from meetings to include in the final paper? Who is good at putting together the power point? Who is going to compile the audience analysis when we have all our info together?

o Each of us are going to participate in the audience analysis but all our information will be put together into one document and we need one person to do that.

Can someone put together a list of the possible tools we could use? o This would be a list of possible tools from Clampitt’s classes or other classes that

you have taken to include on this project. If we have this we can sift through the tools as we need them.

Writing of what parts of the paper o If we get people to work on one area they can also write about that area when the

final paper is due. Final paper

o Someone will have to put it all together and be sure we have all our appendices included along with a copy for everyone via e-mail.

If we get stuck how do we move forward on something? Vote, Leader decides, Let them fight it out?

As we get these clues who and how does everyone expect to get the info? Who is in charge of calling someone at Georgia Pacific?

o What questions do we want to ask? We will have to wait for some of our project o Who will come up with the questions and will the group need to go through the

questions before? 126

Meeting Agenda March 24, 2011

Exchange instruction manuals if you have them

Look over our 25 facts

Discuses next meeting time/ what we should do for next meeting

I hope you all enjoy your weekend!

Meeting agenda Tuesday March 29 meeting.

Go over past info from class for Bonnie who was missing and catch up Victoria who was not able to make it last week.

History of Georgia-Pacific, acquisitions, partners?

Talk about facts – Anything missing?

Let’s get a list of all the kinds of products that Georgia-Pacific has so we are not caught off guard with an issue with a product we do not know anything about.

Is there a way to find out what partnerships that GP has with other companies?

What did we find out that has been published

Select someone to put it all together into one document from everyone’s information.

What are some of the possible scenarios that could happen?

What is missing?

Should we do more searching on Koch Ind.? Is G.P. a public or private company? Anything else?

Anyone have any other contacts in the paper industry? 127

Meeting agendaTuesday April 5 meeting.

Touch base with everyone on homework

Questions about the document I sent out

Work on brainstorming the AA audiences

Questions for the AA to be done on Thursday

Meeting with GP Mike Kawleski Public Affairs Manager on Friday April 8 at 11:30.

Where are we meeting Who is going How many vehicles do we need?

Meeting agenda for Thursday April 7 at 11:00

What questions do we have for the AA?

Brainstorming session for strategy worksheet

Confirm meeting plans at GP on Friday April 8 at 11:30

Put together questions we want to ask, we may want to have 2-3 questions each, think about things that we do not know from the website or other materials that we have researched.

Examples of questions that I will be asking or looking for information on:

What would be the most credible crises to threaten this org.?

Can we get a listing of the contact information for the top executives?

What kind of crises do you see as being a threat to this org.?

What kind of communication channel do you have in place in case of a crisis?

How often do you practice for a crisis?

What does your company have in place for events that may turn into a crisis event?

Is industrial espionage considered a crisis in your organization?

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Meeting Agenda: Meeting on Tuesday May 3, 2011 after the presentation:

Here is an update regarding the paper: 1) Each member needs to review their research and send it to me.  If it directly related to our crisis include it completely.  If it didn’t directly related try and give an overview of the research.  Please proofread these before sending them out.  If they are not proofread they will be sent back to be fixed.  2) Directions to Individuals:    *Bonnie-Will be summarizing the green sheets and an overview of our continuous improvement. She will be doing a overview about the victim piece.    *Scot-Will be doing write-ups on the KISS chart as well as the MEME chart.    *Victoria-Will be doing a blurb about our core message and developing it further.    *Nicole-Will be doing a write-up on our presentation.  Include a detailed section relating to our strategy and questions.  Also be sure to send a finalized copy of the Press Kit.    *Dan-Will be developing the Assumptions and Rejected Ideas that we used.  Also you will need a crisis log including all the incident reports.        *Bernice-Will be doing the introduction/conclusion for our paper portion.3)  If you have not created an incident report for a clue that you received do so immediately.  These should be sent to Dan first and then he can forward them to me.   *Dan-Send out an email if you have concerns about not receiving these or questions about the log.4) Deadline for this to be done is:  10:00 am Saturday May 7  Everyone needs to have their stuff to be by this point.  The earlier you can get stuff sent out the better.  5)  We will be meeting at 11:00 on Thursday.  This will be to discuss concerns regarding the paper as well as make sure that all parts are being covered.  6) As I start receiving things I will begin putting it together.  I hope to have it sent out by Sun night. 7)  Peer Evaluations need to be done on Tuesday.  They will be stuck into our paper at this time.

Meeting Agenda May 5, 2011

Talk about:

Who is going to fill in the survey?

Layout for peer reviews

Personal growth paragraphs129

Review of victim manger – Defense of myself as to why we didn’t address victims more in the program.

Deadline for all stuff to Victoria is Saturday 12:00

Scot will print on Monday by 3:00 no later

Here is a list broke down by person of what I need from each person.  If you have already sent me stuff ignore what you have sent.   Scott:*MEME Chart and Write-up*Finalized AA Charts and Write-up*Kiss Chart and Write-up*Brief piece about Chris Eve*Additional Tactics Bonnie:*Union Information*CI-summary of green sheets and quick write-up*Piece on victims*Mike write-up Dan:*Collection of Incident Reports*Crisis log*Rejected Ideas*Assumptions*Incident Report Write-up Nicole: *Press Kit (include the initial PR and the new one)*Write-up on PPT*Overview of clues Bernice:*Introduction*Conclusion*Word Usage write-up (what we choose to say/not to say) Victoira:*Development of Core Message*Stategy/Tactics    

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Incident Reports:  These need to be sent to Dan by no later than 9:00 am Tomorrow.  Below is a list of who is responsible for what clues.  If there is a problem let me know.  You need to Put Clue #?  after the channel of the message so that form is numbered and easy to organize.  Make sure that you clue matches the description of the clue in the ppt.   Victoria: #1, #5, #7, #11, #15Scot:  #2, #10, #16Bonnie:  #13Dan:  #4, #8, #14Nicole:  #3, #12Bernice:  #6, #17 Clue #17:  It is reported that there are over 2 million hits on you-tube for the blog of the flaming toilet. Each person is also responsible for a personal growth paragraph.  When sending me stuff try to make sure it is labeled so I don’t have to spend tons of time searching for stuff.  All parts are due by 10:00am Sat May 8.  I will have a final paper out by Sun. night.  If anyone has concerns or comments let me know.  If I think of anything else that needs to be done I will let you guys know.  Again let me know if I am missing anything.

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100 Facts

Georgia Pacific:

Website: http://www.gp.com/index.html

A: Company Overview:(1-14)

Georgia-Pacific is one of the world's leading manufacturers of tissue, pulp, paper, packaging, building products, and related chemicals.

Top Exécutive Leadership: http://www.gp.com/aboutus/executives/index.html They have approximately 300 manufacturing facilities across North America, South

America, and Europe. At Georgia-Pacific, they believe in creating long-term value for their company,

customers and business partners. Employees at G.P. are based on integrity and compliance. These principles challenge

them to achieve world-class excellence by constantly finding new and better ways to manufacture products and support the needs of their customers.

Georgia Pacific’s company strongly believes in making significant contributions that support their neighbors and the environment.

G.P. employees work closely with non-profit organizations to promote growth and sustainability in the community.

GP has more than 40,000 employees. Locations in the U.S. include: Alabama, Arkansas, California, Florida, Georgia, Illinois,

Indiana, Iowa, Kentucky, Louisiana, Massachusetts, Michigan, Mississippi, New Jersey, New York, North Carolina, Ohio, Oklahoma, Oregon, Pennsylvania, South Carolina, Tennessee, Texas, Virginia, Washington, West Virginia, Wisconsin.

Employees represent themselves. GP has 2,800 employees in WI. Headquartered in Atlanta, Georgia-Pacific Address:

Georgia-Pacific LLC133 Peachtree Street, N.E.Atlanta, GA 30303(404) 652-4000

CEO and President: James Hannan.

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GP pays approximately $2.7 million in property taxes Georgia-Pacific creates long-term value by using resources efficiently to provide

innovative products and solutions that meet the needs of their customers and society, while operating in a manner that is environmentally and socially responsible and economically sound.

B: Products:(15-29)

G.P. products included; engineer lumber, fire door components, gypsum board, drywall, lumber, oriented strand board, plywood, and much more!

New Product: EnMotion Automated Touchless Sanitizer Dispenser. Building Products: Blue Ribbon, OSB, Plytanium, ToughRock, DensGlass, and

DensArmor Plus. Chemicals: NITAMIN. Georgia-Pacific Professional: Compact, EnMotion, SmartStock, and PerfectTouch. Consumer Products: Quilted Northern, Angel Soft, Brawny, Sparkle, Vanity Fair®,

Dixie, and Mardi Gras napkins Europe Middle East and Africa (EMEA): Demak’Up, Lotus, and Lotus Professional

Okay. Packaging: Greenshield. Market leading brands include: Lotus, Moltonel, Colhogar, Tenderly, and Delica. Georgia-Pacific’s building and business products has long been among the, nation’s top

suppliers for lumber and building materials for dealers and large do-it-yourself warehouse retailers.

Innovative packaging: The company’s innovative process and supply chain expertise, coupled with its solid business relationships, has made Georgia-Pacific the best and most competitive in the packaging industry.

Cellulose, pulp & paper: Georgia-Pacific Cellulose produces a variety of pulps that are used to manufacture wide-ranging products, including fine writing and printing paper, coffee filters and tea bags, disposable wipes, diapers and feminine hygiene products.

Georgia-Pacific is a leading producer of communication/printing paper; its branded office papers dominate category sales at warehouse clubs and mass retailers.

Many of GP's products are found in hotels, restaurants, airports, malls, hospitals, schools, offices, grocery and discount stores.

Internationally, the company markets both retail and away-from-home consumer products such as bathroom and facial tissue, handkerchiefs, paper towels and tabletop products for foodservice in Europe and other locations.

C: History:(30-52)

1. The company was listed on the New York Stock Exchange from 1949 through 2005, when it was acquired as a wholly owned subsidiary of Koch Industries, Inc., a privately owned company based in Wichita, Kansas.

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2. Georgia-Pacific has grown through expansion and acquisitions to become one of the world's leading manufacturers and marketers of tissue, pulp, paper, packaging, building products and related chemicals.

3. GP was founded in 1927 as a wholesaler of hardwood lumber.4. A division of the private US conglomerate, Koch Industries.5. Koch industries is an American private energy conglomerate based in Wichita, Kansas;

with subsidiaries involved in manufacturing, trading and investments.6. The company acquired its first west coast facility in 1947 and changed its name to

Georgia-Pacific Plywood & Lumber Co. in 1948.7. In 1956 the company changed its name to Georgia-Pacific Corp. In 1957 the company

entered the pulp and paper business by building a Kraft pulp and linerboard mill at Toledo, Oregon.

8. In August 2001, Georgia-Pacific completed the sale of four uncoated paper mills and their associated businesses and assets to Canadian papermaker Domtar for US 1.65 billion dollars.

9. It was announced on November 13, 2005 that Georgia-Pacific would be acquired by Koch Industries. On December 23, 2005, Koch Industries finalized the $21 billion acquisition of Georgia-Pacific. Georgia-Pacific was removed from the NYSE (it had traded under the symbol GP) and shareholders surrendered their shares for about $48/share.

10. GP sells reusable plastic containers all across Europe.11. Georgia Pacific is owned by Koch Inc.12. The paper industry has been in Wisconsin for over 150 years.13. The first paper made in Wisconsin was produced in Milwaukee and was used to publish

the Milwaukee Sentinel & Gazette on March 7, 1848. It would be another three months before President Polk signed legislation enabling Wisconsin to become a state.

14. In 1872, a significant event helped shape what has become Wisconsin’s paper industry. The Keller groundwood process was introduced to the Fox River Valley, enabling papermaking from wood pulp.

15. In 1872, Colonel H. A. Frambach, a Civil War veteran, brought the Keller groundwood process to the Fox River Valley; enabling papermaking from wood pulp. The process was invented in Germany in 1844 when Friedrich Keller experimented by pressing wood sticks against a grindstone and adding water to create small fibers suitable for making paper; this mechanical process is still used today to produce groundwood pulp.

16. The Civil War stimulated a greater demand for newspapers; followed by an era of invention and industrial growth. In 1888, the first paper mill was built on the Wisconsin River.  Central Wisconsin would soon become another intensive area for papermaking.

17. Today, Wisconsin's recycling mills turn 2.59 million tons of wastepaper into new, useful products annually.

18. Manufacturing pulp and paper is a very energy intensive activity - papermakers are Wisconsin’s largest industrial consumers of energy. But, did you know that papermakers also are leaders in energy conservation and the use of renewable and waste-source energy resources?

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19. Papermaking is the largest component of the forest products industry that employs more than 103,000 people. This includes timber producers (loggers and transporters), plus people employed in sawmills and businesses producing lumber, furniture and related products.

20. Competition in the national and international paper is intense. Wisconsin's paper industry is working to assure that it will continue to compete successfully, manufacturing high quality, economically-priced paper products.

21. Its investments in capital projects and environmental protection are important to the industry's competitive abilities and Wisconsin's economy. This "reinvestment" upgrades or provides new manufacturing capacity and efficiencies, helping assure a bright future for the industry.

22. Capital spending in the paper industry is a demonstrated commitment that Wisconsin’s papermakers are taking the necessary steps today to assure that their equipment and facilities are prepared for tomorrow’s challenges and opportunities. It is also a commitment to Wisconsin, ensuring strength in our state’s economy.

23. GP's Broadway Mill, 1919 South Broadway, is the largest tissue recycling mill in the world.

Community and Educational Resources/Foundation:(53-63)

24. While the Georgia-Pacific Foundation has been the mainstay of GP's community investment strategy, the company's local operations have directly supported thousands of grassroots programs and activities through the years.

25. Nationally, through Koch Family Foundations & Philanthropy many communities and organizations have benefited as a result of their generous gifts. From arts to education, youth programs and environment, Koch Family Foundations & Philanthropy supports many good causes.

26. Georgia-Pacific's success has largely depended on the vitality and quality of life in the communities where they operate and where their employees live.

27. Its local efforts include the Georgia-Pacific Bucket Brigade™ program, a partnership between the GP Foundation and the company’s facilities to support local fire departments that need basic supplies and resources to keep their neighborhoods safe.

28. 2006 the Georgia-Pacific Bucket Brigade program was created. Program awards grants totaling nearly $650,000 to fire units in more than 90 communities. Money is used for items such as: turn-out gear, vehicle repairs and water pumps.

29. Georgia Pacific and Social Networking: http://www.gp.com/newsroom/socialnetworks.asp they are on Twitter and Facebook. They also post videos to YouTube.

30. The Georgia Pacific Foundation has been the mainstay of GP's community investment strategy; the company's local operations have directly supported thousands of grassroots programs and activities through the years.

31. Donations to schools: http://sweetwaterreporter.com/content/gp-donates-supplies-local-schools

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32. Through the Georgia-Pacific Foundation, the company partners with many local and statewide organizations to make investments that improve the quality of life in communities where GP employees live and work.

33. To make a meaningful impact, the GP Foundation has four key investment areas -Education, Enrichment of Community, Environment and Entrepreneurship.

34. In 2010, Green Bay Operations employees and GP's local and corporate foundations invested over $230,000 in local community agencies and programs.

Diversity:(64-73)

35. Embracing the individual perspectives of their employees and building on their shared values is what helps them achieve one vision at GP.

36. Diversity is a key component of their business model, their MBM Principles and is put into practice every day at GP.

Here is how they do it:

Individual Perspectives - employees contributing to the fullest extent of their abilities, while appreciating the value of diverse thoughts.

37. Shared Values - attracting and retaining employees that share similar beliefs and principles while conducting all affairs with integrity.

38. One Vision - creating an environment, at all levels of the organization, where different backgrounds, skills, and life experiences are utilized to achieve superior results.

39. Georgia-Pacific's philosophy of embracing different perspectives, experiences and thoughts is essential to creating value for their customers and sustaining a competitive advantage in the marketplace.

40. To leverage the diversity of our employees and business partners. To create long-term value for the company, the customers, and the communities it serves.

41. Georgia-Pacific works to create products that improve people’s lives, to use resources wisely, actively engage in our communities, and contribute to society by being a prosperous business. They call it being sustainable.

42. They start with the three dimensions of sustainability; social, environment, and economic performance. GP strives to find the right balance among these dimensions to help create long-term value for their customers, society and their company.

43. Georgia-Pacific's success has largely depended on the vitality and quality of life in the communities where they operate and where their employees live.

Safety and Environmental Compliance:(74-102)

44. GP is committed to protecting the health and safety of their employees, community and environment.

45. Georgia Pacific is the world's largest recycler of paper waste.46. Of the primary remediation sites - the Fox River in Wisconsin and Kalamazoo River in

Michigan.136

47. Georgia-Pacific is the fifteenth-largest corporate producer of air pollution in the United States. Georgia-Pacific facilities have released more than 22,000,000 pounds of toxic chemicals into the air. Georgia-Pacific has also been linked to some of the United States' worst toxic waste sites.

48. In 2007, the EPA announced legal agreements among itself, Michigan, Georgia-Pacific, and Millennium Holdings (a corporate successor of the Allied Paper Corporation) requiring the companies to clean up an estimated $21,000,000 worth of environmental damage to the Plainwell Impoundment Area. Another settlement required an additional $15,000,000 of environmental work on the Kalamazoo River Superfund Site.

49. Recycling Best Practices Article: http://www.csdecisions.com/2011/03/22/nra-georgia-pacific-collaborate-on-recycling-best-practices/

50. GP strives for 100% compliance with the U.S. Environmental Protection Agency (EPA), state and local government guidelines for the protection of air, quality, water quality and human health.

51. GP uses recycled wastepaper to make their products.52. In 2009 selected lines from Broadway's commercial products earned EcoLogo and

Processed Chlorine Free (PCF) certification.53. GP's EcoSource paper sorting operation diverts waste from public landfills.54. GP uses about 430,000 tons of wastepaper per year to make paper products.55. Broadway recycles storm and wastewater. GP plants on Broadway and Day Street have

an on-site wastewater treatment facility.56. Both mills have become active waterfowl nesting areas; with the staff constructing a

permanent nesting box for peregrine falcons (and endangered species in WI).57. Georgia-Pacific's safety and environmental compliance goal is 10,000 percent; this is

achieved with 100 percent of employees complying 100 % of the time. To help meet this goal, employees receive extensive training and are recognized by the company for their accomplishments.

58. An industry leader in safety, Georgia-Pacific is the first company to participate in the U.S. Department of Labor’s Occupational Safety and Health Administration (OSHA) Voluntary Protection Program (VPP) Corporate Pilot. OSHA cited strong management systems that promote safe and healthful working conditions as a reason for the company’s selection.

59. Power Plant: Daily capacity of 100 MWH of electricity (enough electricity for 250,000 homes)

60. GP participates in the OSHA VPP program, facilities undergo a rigorous evaluation process to demonstrate how their policies and programs maintain excellent health and safety conditions for all employees. Georgia-Pacific has approximately 80 sites recognized by the OSHA VPP program.

61. GP’s Green Bay, Phillips and Sheboygan facilities hold OSHA VPP Star designations for outstanding performance.

62. In 2008, the Green Bay (West Mason Street) and Sheboygan facilities achieved a 0.0 OSHA Incident Rate. In addition, Sheboygan received our CEO’s Safety Excellence Award. This award recognizes their one million work hours, or 24 consecutive months, without a lost workday injury while still maintaining an OSHA total case incidence rate (TCIR) of 0.5 or less. Companywide, 138 Georgia-Pacific facilities worked incident-free in 2008.

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63. In 2009, the cleanup of the Fox River begins.64. The Pollution Prevention Partnership (P3) between the Wisconsin pulp and paper

industry and the Wisconsin Department of Natural Resources (WDNR) is now in its seventh year.

65. P3 is a massive undertaking as it involves 25 firms and 42 facilities. The program is designed to find cost-effective ways to reduce potentially harmful byproducts from the paper industry's manufacturing process. The program encompasses air emissions, wastewater discharges, and solid/hazardous wastes.

66. The Pollution Prevention Partnership, introduced in mid-1993, also includes a unique feature - voluntary reduction goals for seven "target" substances. The target substances are chlorine, chloroform, formaldehyde, hydrogen sulfide, methanol, phosphorus and xylene.

67. P3 is coordinated by the Wisconsin Paper Council, the industry's trade association, in cooperation with the WDNR.

68. Latest data compiled under P3 reveals an impressive record of accomplishment and environmental stewardship.

69. Environmental releases due to the manufacturing process, for example, are down nearly sixty % during the eight-year period, 1992-2000.

70. In 1996, the paper industry introduced a companion program to P3, a sustainable forestry initiative called the Green Guarantee. The Green Guarantee is designed to assure healthy forests not only for today, but for future generations as well. In 1999, the paper industry introduced another new environmental initiative, the "next generation" in pollution prevention - an industry wide Environmental Management System, the WPC EMS.

71. Renewable and recycled (or waste-source) energy resources provide more than 24% of the typical paper company’s “energy mix.”

72. Wisconsin papermakers created a new forestry stewardship program called the Green Guarantee and voluntarily utilize forestry Best Management Practices.

A Look at Our Facilities:(103-112)

73. The Day Street Facility, 500 Day Street, is the birthplace of Quilted Northern, one of the few 100 year old brands in the U.S.

74. Plant utilizes an Automated state-of-the-art High Rise Warehouse (holds 423,000 cases: 8 stories high).

75. Mill celebrated the 100th Anniversary of Quilted Northern in 2002 and Green Bay was named "Tissue Capital of the World".

76. Company and facilities are guided by the Market Based Management philosophy which provides every employee with an opportunity to contribute and personally benefit from the value and success that they create

Green Bay: Day Street consumer products - consumer and private label tissue products are

manufactured at the Green Bay Day Street mill, including Quilted Northern®, Sparkle® and Vanity Fair®.

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Green Bay: Broadway, Ecosource & Mason Street consumer products - consumer and private label

tissue products are manufactured at the Green Bay Broadway mill, including Angel Soft®, Mardi Gras®, So-Dri®, EnMotion™, SoftPull®, Soft ’n Gentle® and a variety of private-label roll towels. Staff groups that support the North America Consumer Products division and the corporation.

Neenah: Technical Center - The Neenah Technical Center develops and tests products for

Georgia-Pacific’s North American Consumer Products division, including retail and commercial tissue, towel products andDixie® brand items.

Oshkosh: Packaging - Oshkosh produces corrugated board that is converted into a variety of

customer specific packaging and custom designed corrugated products, or sold as sheets to other converters. End products are sold to a variety of industrial customers in Wisconsin and Illinois.

Sheboygan: Packaging - Sheboygan converts corrugated materials into a wide variety of customer-

specific corrugated packaging and custom designed corrugated products for industrial customers in Wisconsin and Illinois.

Phillips, WI.: Hardboard, Airlaid Paper, Consumer Products, Airlaid Paper, Business Services,

Technical Center, Corrugated Packaging, Corrugated Packaging, Hardboard - Phillips produces hardboard, tileboard, paneling and industrial products with excellent painting and machining qualities.

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Works Citedwww.GP.com

http://www.nicholas.duke.edu/people/faculty/maguire/env316/forest.htm

Duke University study on the use of wetlands and forest in the south of North America includes survey for the agreement. Landmark study possible change the use of forests in the paper industry.

https://www.greenbiz.com/blog/2010/11/24/partnership-persuasion-nrdc-work-with-georgia-pacific

Article on what GP is doing for forest management in a positive way

http://www.highbeam.com/doc/1G1-54922962.html

Article on how GP is donating to build forests

http://www.homeaid.org/press/27/georgia-pacific-expands-partnership

GP donates 250,000 to promote Green Building

http://ww5.komen.org/ContentSimpleLeft.aspx?id=14446

Fight with Komen fight for the cure of breast cancer continues

http://www.gp.com/center/news/news.asp?NewsID=3914

GP partners up with the Forestry council to promote good forestry

http://www.globenewswire.com/newsroom/news.html?d=113084

Help with homelessness through green buildings

http://www.georgiaencyclopedia.org/nge/Article.jsp?id=h-1839

History of GP140

http://www.prweb.com/releases/2010/04/prweb3884754.htm

Partnership with Pollech paper in 2009 award winning

http://www.prweb.com/search.aspx?search-releases=Georgia-Pacific&x=12&y=11

PRweb.com cutting company lots of paper related reports

http://www.restaurant.org/nra_news_blog/2011/02/national-restaurant-association-georgia-pacific-professional-to-collaborate-on-recycling-best-practices.cfm

National Restaurant association teams up with GP for recycling practices.

http://www.wkow.com/global/story.asp?s=11613113

article on laid off workers

 http://www.kansas.com/2010/10/14/1542160/georgia-pacific-agrees-to-settlement.html

article on contaminated Wisconsin river in Kansas City Kansas

http://www.greenbaypressgazette.com/article/20110324/GPG03/103240533/1247/Georgia-Pacific-Koch-Industries-donate-Japan-relief-efforts

Article on Koch to donate to Japan

http://www.gp.com/greenbay/foxriver.html

More background on GP in Wisconsin

http://www.mesothelioma.com/asbestos-exposure/states/wisconsin/green-bay/

Asbestos in Green Bay article

 http://www.manta.com/c/mmj48gm/georgia-pacific-corp

Manta research

 http://www.highbeam.com/doc/1G1-101876986.html

research info site PR, articles and archives from 6,500 different places

http://www.evri.com/organization/georgia-pacific-0x4e897

More news on environmental issues

http://regulations.justia.com/view/134038/

Labor article 141

http://www.cpbis.gatech.edu/data/mills-online?state=Wisconsin

Listing of all the paper companies in WI

https://owab.uwgb.edu/owa/redir.aspx?C=2266f2a7241444dca03580a133f8ad08&URL=http%3a%2f%2fwww.greenbaypressgazette.com%2farticle%2f20101118%2fGPG0101%2f11180557%2fPublic-meeting-today-Georgia-Pacific-s-proposed-7-million-settlement-Fox-River-PCB-cleanup

7 million dollar clean up program that GP is paying for.

http://www.foxriverwatch.com/paper_industry_politics.html

 Articles on what is going on in the paper industry and corporate profiles of competition.

 

http://www.foxriverwatch.com/georgia-pacific.html

Watchdog group for fox river

Communicating for Managerial Effectiveness, Phillip G. Clampitt, Fourth Edition, 2010

Five ways to avoid being misquoted, Phillips Media Relations and author of the Mr. Media Training Blog.

Ongoing Crisis Communication, W. Timothy Coombs, Second Edition, 2007

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