zpizza Crisis Comm Plan

Running Head: ZPIZZA: CRISIS COMMUNICATION PLAN

Crisis Communication

Plan

20121607 West County Road C

ZPIZZA: CRISIS COMMUNICATION PLAN

Roseville, MN 55113(651) 633-3131

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Table of Contents

OVERVIEW...................................................................................................................................................3

THE IMPORTANCE OF RAPID NOTIFICATION.................................................................................3

CRISIS MANAGER.......................................................................................................................................3

ASSESSING THE SEVERITY OF THE CRISIS / DESCRIPTIONS......................................................4

CORPORATE CRISIS RESPONSE / INITIAL RESPONSE TEAM ACTIVITIES..............................4

ONGOING CRISIS MANAGEMENT / GENERAL STRATEGY...........................................................5

AFTERMATH MANAGEMENT / DOCUMENTATION.....................................................................................5DEBRIEFING................................................................................................................................................5

ADDENDUM A: OPERATION RESPONSE PLANS................................................................................5

NATURAL DISASTER...................................................................................................................................6FOOD SAFETY CRISIS.................................................................................................................................8HEALTH CODE VIOLATION......................................................................................................................10

ADDENDUM B: PREPARING THE STATEMENT FOR THE MEDIA.............................................12

ADDENDUM C: ADDITIONAL RESPONSIBILITIES OF THE CRISIS MANAGER.....................13

CONNECT WITH THE LOCAL GOVERNMENT AGENCIES........................................................................13IF THE ORGANIZATION IS NOT THE CAUSE OF THE CRISIS (E.G., NATURAL DISASTER)........................13PHONE CONTACT LOGS...........................................................................................................................13ASSESSMENT REVIEWS.............................................................................................................................13NEWS MEDIA TOURS................................................................................................................................13INTERNAL COMMUNICATIONS.................................................................................................................13

ADDENDUM D: EMERGENCY CONTACT INFORMATION............................................................14

ADDENDUM E: RECORD OF MEDIA CONTACTS AND EMERGENCY PERSONNEL..............15

ADDENDUM E: CRISIS GO-BOX CHECKLIST...................................................................................16

ADDENDUM F: EMERGENCY EVACUATION FLOOR PLAN.........................................................17

ADDENDUM G: MEDIA POLICIES AND GUIDELINES IN CRISIS SITUATIONS.......................18

GENERAL POLICIES..................................................................................................................................18MEDIA BRIEFINGS....................................................................................................................................19MEDIA INTERVIEWS.................................................................................................................................19PHOTOGRAPHS AND VIDEO......................................................................................................................20AUTHORIZED SPOKESPEOPLE..................................................................................................................20DISCLOSURE OF INFORMATION...............................................................................................................20

ADDENDUM H: MEDIA BRIEFING TIPS.............................................................................................21

ADDENDUM I: RELEASE OF ALL CLAIMS AND INDEMNIFICATION.......................................23

ADDENDUM J: MEDIA CONTACT INFORMATION.........................................................................24

ADDENDUM K: USING SOCIAL MEDIA FOR CRISIS COMMUNICATION................................25

MONITORING WITH SOCIAL MEDIA........................................................................................................25AUTHORIZED SOCIAL MEDIA SPOKESPEOPLE.......................................................................................26EMPLOYEE CONDUCT OF SOCIAL MEDIA USE DURING A CRISIS.........................................................26

ADDENDUM L: CRISIS DEBRIEFING AND EVALUATION QUESTIONS.....................................27

ADDENDUM L: CRISIS DEBRIEFING AND EVALUATION QUESTIONS.....................................27

Addendum M: Crisis Activity Log (Including News Media Calls)...............................................................28

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OverviewKnowing how to deal with potential crises before they happen is important in any business, but especially so in franchises, where a misfortune at one location can cause a chain reaction throughout the entire franchise system. In the event that a crisis should erupt, this plan is designed to help provide Zpizza the resources needed to respond quickly and effectively during a crisis. Its purpose is to provide a framework for the franchise owner and employees that will support a response method to a myriad of crises that could occur. Following this outline will provide timely, accurate information delivered to employees, customers, and other key audiences who will be concerned about the event.

Keep in mind that the most important actions in a crisis are:

Acting quickly to resolve the situation Telling the truth

Being accessible to the press

Showing confidence and compassion

Communicating changes in the situation as quickly as you can

The Importance of Rapid NotificationWhen a crisis occurs, it is crucial for communication to begin immediately and continue throughout in an effort to prevent others from being spokespeople for Zpizza and the crisis, preventing the release of false information. Since time is what will be in the shortest supply, the sooner a crisis is reported, the better is can be managed. Rather than misjudge the potential of a crisis, if the supervisor feels they have an accurate indication of its current or potential severity, they should contact Tony Manning if there is any possibility of escalation.

Success in dealing with a crisis will ultimately hinge on building and maintaining highly effective responses delivered to each key audience. It is essential to offer honest interactions with the news media, local communities, and your customers.

Crisis Manager Franchise owner, Tony Manning, will be in charge of the overall crisis response.

His primary responsibilities will involve interaction with news media, customers and the community, and keeping top management informed.

The nature and scope of the crisis, combined with public concerns being expressed in the locality, will determine what role Tony will play in the response. Tony will be the chief spokesperson in communicating Zpizza’s position regarding the crisis and the actions being taken to resolve it.

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Assessing the Severity of the Crisis / DescriptionsA sudden crisis is considered to be any unexpected, severe business disruption involving your facilities, employees or assets. The following descriptive categories are the accepted criteria to ensure consistency in the assessment of a sudden crisis:

Level 1 can be handled by the on-duty personnel with responsibility for responding to and managing this kind of situation.

Level 2 can be handled by personnel who respond, with support from the supervisor on duty or those who may have to be called in from their homes.

Level 3 requires additional people beyond regular employees who manage emergencies such as the franchise owner, Tony Manning.

Level 4 will affect the business for an extended period of time. This type of crisis requires all available personnel, with assistance from other facilities and the corporate office. Local emergency response agencies will be actively involved. Depending on the severity of the situation, government agencies also may be involved in the response.

Note: The criteria for these categories are broad because what may seem to be Level 1 or Level 2 crisis when it first occurs may quickly escalate to a higher level.

Corporate Crisis Response / Initial Response Team ActivitiesIf a crisis team is dispatched from Zpizza corporate to the site, the team members who arrive initially will meet with Tony Manning to determine the steps needed to stabilize the situation. The discussions will consider the following:

Accident control

Casualties, both internal and external

Employees (and their families) affected by the emergency

Damage to restaurant and business assets

Federal government involvement

Impact on other operations at the site or elsewhere

News media coverage thus far

Involvement of other companies

Outlook for the next several hours

Potential damage

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Reaction and concerns of local community officials

Government agency response

Status of cleanup and repair operations

Ongoing Crisis Management / General StrategyThe goal is to get the crisis under control as quickly and safely as possible so Zpizza can resume normal business operations. The strategy will be to aggressively pursue the recovery plan developed by the crisis manager, Tony Manning, working with local community leaders and government officials as much as practical. Collaboration on recovery with Zpizza corporate will also be necessary in some crises.

Aftermath Management / Documentation Documentation throughout the crisis will be a critical factor in the overall

response effort. In all staff functions, documentation will be crucial in later claims and litigation processes, and may be required by government regulation in some areas.

Procedures for documentation and record keeping are to be carefully followed since they will be one of the measurements of the success of the crisis response and demobilization efforts.

Tony will maintain log sheet with sections for keeping notes of actions taken, phone numbers, checklist, time sheets, expense forms, and other essential information. Employees should be asked to deliver all documentation by the end of each working day to Mr. Manning to allow the log to be maintained on a daily basis.

Debriefing All owners and supervisors will participate in a debriefing within one week of the

crisis being declared under control by Tony Manning and corporate. Each person will be asked to give their candid observations of what was done correctly and where mistakes were made so that adjustments can be made in the crisis response plans.

The format for the debriefing will be determined by Mr. Manning based on the number of employees and outside officials who were involved in the crisis response.

ADDENDUM A: Operation Response PlansWith so many variables involved in crisis situations, it would be impossible to plan an outline for every type of scenario. The following plans are based around the most likely and high level situations to happen to a business. In an event that a crisis happens that does not relate to any of these situations; use the communication guidelines and worksheets from these plans to help lead you through each step.

The great thing about being part of a franchise is that you’re part of a team and far from alone. The bad thing about being part of a franchise is that, should misfortune strike the

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company or a fellow franchisee, you’re directly tied to the brand and not considered an independent entity. Should a crisis happen at another Zpizza location, it is still plausible that you will need to use the crisis communication action plan to help your location recover from the aftermath caused by another.

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Natural Disaster

Addendum A: Natural Disaster Activation Goals

FIRST HOUR

Insure safety of staff and customers. Call emergency personnel if needed.

Tony Manning should be contacted immediately. Zpizza corporate contact Brandi Babb should be contacted and briefed by Tony Manning.

Prepare the response statement for telephone and crisis site inquires from employees, media, and customers.

SECOND HOUR

Begin personally contacting affected employees’ families at home and/or at hospitals.

Contact local emergency response team(s) and government officials.

Be prepared to conduct initial media briefing. Only state –“what you know.”

THIRD HOUR

Begin noncritical notifications (vendors, customers, insurance carriers, ect.)

o Inform/update customers via Facebook and Twitter: Use Twitter and Facebook to provide status updates about the emergency. Be sure to present just the facts—and only facts relevant to your audience. In a disaster response, many organizations begin status updates with “UPDATE:” and stick to disaster-only tweets.

o Alert vendors if deliveries need to be stopped

o Provide first hourly update for the local news media

o Brief corporate and supervisors on the status of the crisis situation

FORTH TO SIXTH HOUR

Follow up with family members of affected employees to ensure they are being kept informed and provided with whatever assistance is appropriate.

Continually assess the situation and adjust the plan.

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COMMUNICATION ONCE CRISIS HAS BEEN DECLAIRED UNDER CONTROL

Update employees

o Inform employees if they still have jobs.

o When and where they should report to work.

o How their duties will change during the disaster.

o What precautions they should take while working during a disaster.

o What they should relay to customers (advise them not to talk to the media).

o If they’ll be paid in the same manner, and if not, when and how they can expect payment.

Customer Communication- Your customers are your most valued asset to your business. They’ll require accurate, timely and apologetic communications, usually via email if possible. Social media is also ideal for connecting with customers. Be sure to include:

o What products or services you won’t be able to provide at the usual times.

o What alternate accommodations they can make.

o Any compensation you plan to make.

o Your progress- but be careful to not mention an estimated time for reopening. Your customers will count on that date and will be disappointed if you do not fulfill your promise.

Vendor Communication

o Inform vendor if Zpizza plans to reopen.

o If the disaster is temporary, inform the vendor if they can delivery the goods to a temporary location.

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Food Safety Crisis

Addendum A: Food Safety CrisisIn the event of a food related illness outbreak, there is great risk of death. It is essential that all customers become aware of the situation and what caused the outbreak. In this event it is important to contact all food safety officials and it may be advised for Zpizza to contact the media directly in an effort to alert the public to prevent serious illness and death. By doing so and being honest, you are going to be more likely to recover your business due to your quick response and open communication. FIRST HOUR

Insure safety of staff and customers. Call emergency personnel if needed.

Stop serving food as well as temporarily close the store.

Tony Manning should be contacted immediately. Zpizza corporate contact Brandi Babb should be contacted and briefed by Tony Manning. Brandi should contact all Zpizza locations to immediately inform them of the situation.

Contact local emergency response team(s) and government officials. Zpizza will need to be inspected.


SECOND HOUR

If applicable, begin personally contacting affected employees’ families at home and/or at hospitals.

If media has not been notified of the situation, contact media and apprise them of the situation. It is crucial to alert the community.


THIRD HOUR


o Inform/update customers via Facebook and Twitter.

o Alert vendors if deliveries need to be stopped.

o Provide first hourly update for the local news media.

o Brief corporate and supervisors on the status of the crisis situation.

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FORTH TO SIXTH HOUR

Follow up with family members of affected employees to ensure they are being kept informed and provided with whatever assistance is appropriate.

Establish if the outbreak can be controlled quickly and if Zpizza can remain open, serving food that doesn’t include the contaminated food.

Continually assess the situation and adjust the plan accordingly.


Update employees

o When they should return back to work.

o What precautions they should take to prevent the outbreak from happening again.


Customer Communication- Your customers are your most valued asset to your business. They’ll require accurate, timely and apologetic communications, usually via email if possible. Social media is also idea for connecting with customers. Be sure to include:


o What alternate accommodations they can make.

o Any compensation you plan to make.

o Assure them of the food safety precautions Zpizza takes to make their food as safe as possible.

o Remind them that Zpizza’s customers are their number one priority, especially their safety.

o Relay your progress- but be careful to not mention an estimated time for reopening. Your customers will count on that date and will be disappointed if you do not fulfill your promise.


o Inform vendors when Zpizza plans to reopen.

o If the outbreak can be controlled quickly, inform the vendor if they can delivery the goods to a different location.

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ZPIZZA: CRISIS COMMUNICATION PLAN 12


Health Code Violation

Addendum A: Health Code ViolationA health violation could easily escalate to a crisis if the violation became known to the media or if a customer decided to take action by posting an upsetting incident they experience due to Zpizza Roseville or one of its officiate franchises to social media. Knowing that Zpizza takes pride in providing their customers with a quality experience, it is essential that they respond with action to solve the health code immediately, followed by communicating to the public an apology and an action plan to increase efforts in the future to prevent any such violation from occurring. FIRST HOUR

Make a judgment call to stop serving food and well as to temporarily close the store depending on the severity of the violation and its effects on serving customers.

Tony Manning should be contacted immediately. Zpizza corporate contact Brandi Babb should be contacted and briefed by Tony Manning.

Contact the health inspector’s office to find out how to best proceed with returning Zpizza back to proper health code and set up an inspection.


SECOND HOUR

Search social media sites for posting about the situation. Set-up a social media key word search program (see addendum K) to keep Zpizza updated on future postings.

If media has not been notified of the situation, contact media and apprise them of the situation. It is better to address the media openly, stating how you plan to solve the situation, than to let your customers and the media talk for you.


THIRD HOUR


o Inform/update customers via Facebook and Twitter. If appropriate, respond to all Facebook and Twitter posts about the situation letting customers know that you are listening to them and are doing your best to solve the situation. Adding an apology is also appropriate. Reaching out directly to customers is the best way to keep them and they are your greatest asset.

o Alert vendors if deliveries need to be stopped.

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o Provide first hourly update for the local news media.

o Brief corporate and supervisors on the status of the crisis situation.

FORTH TO SIXTH HOUR

Continue working with the State Health Inspector to restore Zpizza to health code.

Continue monitoring social media sites.

Decide when it is appropriate to reopen Zpizza.


Update employees

o When they should return back to work.

o What precautions they should take to prevent the health violation from reoccurring- *host a health code training seminar.


Customer Communication- Your customers are your most valued asset to your business. They’ll require accurate, timely and apologetic communications, usually via email and directly on social media sites. Be sure to include:


o Any compensation you plan to make. Depending on the severity, a lost leader may need to be implemented such as a free slice of pizza and a soda to returning customers for x amount of time. Advertise this using email and social media.

o Assure them of the food safety precautions Zpizza takes to make their food extremely safe.

o Remind them that Zpizza’s customers are our number one priority, especially their safety.

o Relay your progress- but be careful to not mention an estimated time for reopening. Your customers will count on that date and will be disappointed if you do not fulfill your promise.


o Inform vendors if there will be a delay in deliveries and when Zpizza plans to reopen.

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ADDENDUM B: Preparing the Statement for the Media

1. Initial Statement. Use the confirmed information gathered from employees and customers to prepare an initial response statement in typed copy ready for distribution as soon as possible. This statement will only state the facts of what is known and has been verified at the time. The statement should also be transmitted to Brandi Babb at Zpizza corporate.

2. Update media briefing.

Prepare an opening statement to present summarizing confirmed facts of the crisis as known thus far and outlining the organization’s current response efforts and action plans.

Provide whatever visual information is available, including maps and charts of the area that has been impacted.

If possible, have an employee video and/or photograph the briefing.

Audio/videotape all briefings and questionnaires, to be transcribed within four hours.

3. Industry Information Provide publicly released information on the crisis and response status to other companies in the industry whose interests may be affected by the crisis.

4. Ongoing Activities

Schedule additional new conferences/news released as appropriate.

Respond to media inquiries as promptly and thoroughly as possible, working to establish Zpizza as a reliable and timely source of information.

Manage news media monitoring to determine the extent and accuracy of coverage. When inaccurate coverage occurs seek correction of the inaccuracies directly from the media center.

Coordinate preparation of print and broadcast media coverage summaries for distribution to Zpizza Corporate.

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ADDENDUM C: Additional Responsibilities of the Crisis Manager

Connect with the Local Government Agencies

Notify the public information officers of local authorities (DES, police, fire) of your presence and availability to receive calls from these authorities and from news media. Give copies of the approved briefing statement to their public information people. Note the names and phone numbers of local officials whom you will need to stay in touch with throughout the crisis.

If the organization is NOT the cause of the crisis (e.g., natural disaster)Anticipate that organizations and government agencies may conduct media relations activities in which your organization may be mentioned. It is important to monitor the information provided at these activities. In those cases:

Attend any press conferences

Offer yourself as a spokesperson in order to position the organization as a credible information source.

Phone Contact LogsDevelop and maintain phone contact logs of news organizations covering the emergency, as well as public information officers at government agencies and other key people who may be sources of information.

Assessment ReviewsIn order to speak knowledgeably to external audiences, participate frequently in over flights and other efforts set up to assess the scope of the crisis. Take every opportunity to visit the area to maintain familiarity with the emergency as it is brought under control and conditions are restored to normal.

News Media ToursCoordinate and oversee crisis site visits by members of the media, ensuring that all members are accompanied by Tony Manning.

Internal CommunicationsKeep ongoing communications with Zpizza corporate, updating them on changing schedules. Record photographs/video of ongoing progress of the crisis.

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ADDENDUM D: Emergency Contact InformationThis list should be reviewed and revised quarterly to ensure it is maintained and up-to-date.

Company & Title Contact Person Phone & Email Date Late Updated

Zpizza Roseville: Franchise Owner

Tony [email protected]

(651) 964-3029

Zpizza Corporate:Emergency Contact

Brandi Babb (949) 375-6318

Zpizza Roseville:Supervisor

Jake Eayrs (651) 491-4256

Roma Foods: Heather Eiynk 1 (320)393-5231

Bix Produce: Bill Fisher (651) 487-8000

Roseville Police Department, Lieutenant

Lorne Rosand (651) 767-0640 24 hour number

Roseville Fire DepartmentFire Chief

Tim O’Neil (651) 792-7009

Roseville City Hall (651) 792-7000

FDA Emergency Contact Number

1 (866) 300-4374

USDA Meat and Poultry Line

1 (888) 674-6854

MN Department of Health http://www.health.state.mn.us/about/faqphones.html

(651) 201-5000

MN Department of Agriculture

(651) 201-6000

MN Attorney General Lori Swanson (651) 296-3353

FEMA 1 (800) 621-3362

OSHAChicago Office

1 (312) 353-2220

EPA Emergency Contact Number 1 (800) 424-8802

Poison Control 1 (800) 222-1222

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ADDENDUM E: Record of Media Contacts and Emergency PersonnelDocument media contacts, PR and communication consultants, video crew members, emergency personnel, and any other non Zpizza employees involved during the handling of the crisis in case follow-up in needed.

Name Company and Title Phone & Email InvolvementDuring Crisis

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ADDENDUM E: Crisis Go-Box ChecklistJust as it is essential for every business to have a first aid kit on hand, it is just as important to have a crisis emergency container readily stocked at all times that is easy to access. The following recommended items should be stored in a plastic container that is easily transportable. It should be visible so that anyone could grab it on the way out of the door in the event of an evacuation.

The Zpizza crisis communication and operations binder A laminated copy of:

Emergency phone numbers Zpizza Corporate phone numbers Zpizza Roseville Employee phone numbers Local radio and television station phone numbers

Employees should have the option of keeping a medication list and medical information kept in a sealed envelope and placed inside a zip lock bag.

Cash and “crisis” credit card (for use only during crisis) Flashlights with extra batteries Office Supplies:

Legal pads Pens and pencils Stapler with extra staples Paper clips Tape Glue White out File Folders Letterhead stationary and envelopes Business cards Post-it notes Address labels Phone message pads 9x12 inch envelopes 4x6 inch cards Trash bags Red evacuation flag to be placed around the door handles to indicate to

staff that it is not safe to enter the building

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ADDENDUM F: Emergency Evacuation Floor Plan

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ADDENDUM G: Media Policies and Guidelines in Crisis Situations

It is important to note that any crisis that could potentially happen at Zpizza or its affiliated franchises will be a significant interest to the news media. The public and our customers have a right to be informed, and it is the duty of Zpizza to see that they get the facts in a timely manor, which is generally done through news media.

Zpizza’s objective is to be as cooperative as possible in providing information on all aspects of the crisis, the impact it has on our customers, and the condition of employees who may have been affected, as long as the information with the emergency response activities, the well-being of employees or the concerns of their families.

General PoliciesIn order to be as fair as possible to all members of the media, the following policies will be adhered to:

All announcements, updates and answers to questions will be provided solely by Tony Manning unless otherwise designated by corporate.

Press releases, photographs, and videotapes will be distributed to the media only at Zpizza or the designated information center.

The schedule for briefings, during which questions will be answered, will be based on the status of the crisis and the availability of Tony Manning to provided updated information.

Information on the crisis will be limited to confirmed facts and a general summary relating to progress since the last briefing. Minor changes will not necessarily be reported if the crisis response personnel considered them to be a normal part of the recovery process. Significant changes will be reported as soon as the officials at the scene have confirmed the data and assessed effects on the prognosis of the emergency.

Reports summarizing the medical condition of any employees affected by the emergency will be the responsibility of the medical team at the hospitals where they have been admitted and will be provided by an authorized spokesperson at that facility. Elaboration on the progress reports will be provided only by an authorized medical spokesperson and not by Zpizza.

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Media Briefings All briefings will be scheduled in advance, with the times based on the priorities

of Tony Manning. Thirty-minute notices will be provided when the crisis is still in critical phase. A briefing schedule for the following day will be posted when the situation has stabilized.

Comments made by Tony Manning during the briefing, as well as the answers to questions, will be recorded and transcribed. All information provided during the briefing will be “on the record.”

No questions will be answered with “no comment.” In an effort to be cooperative with the media any information that has been verified will be provided. Any information not verified will be answered by stating that Zpizza “does not have the answer to that question at this time but will up date you as soon we do.”

TV cameras must be positioned at the rear of the room and in back of viewers and reporters while the briefing is in progress

Media Interviews All interviews with Zpizza officials or employees involved in the crisis must be

scheduled in advance through Tony Manning directly.

In most instances, a minimum of 12 hours will be required for interviews to be scheduled. The only exception will be if major news developments have occurred. In those instances, the scheduling of interviews will be determined by Tony Manning.

Tony Manning or an appointed Zpizza staff member will be present at any individual interview. The interview will be recorded and transcribed to provide written documentation of what was said.

All information will be “on the record,” and there will be no “unidentified sources” for information relating to the crisis. Any source of information is to be identified by name to ensure that the information can be verified if there is a question about its accuracy.

Rumors and/or speculation will undoubtedly occur during the crisis. Zpizza’s policy is not to respond to this information until the facts can be verified. If information is not provided by Tony Manning, or is not disclosed during a scheduled interview or briefing of the media, it will not be considered verified.

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Photographs and Video To minimize disruption during a time of great stress, you should reserve the right

to provide the photography/videotaping at the site of the crisis during the initial hours, using photography and videography made by Zpizza or cameramen appointed by Tony Manning specifically to document the crisis. The results of the work will be made available to the news media through Tony Manning.

If and when news media photographers and TV camera personnel can be allowed into the scene of the crisis, Tony Manning will advise the news media of the restrictions that may have to be placed on their presence at the scene. They should be accompanied by a Zpizza representative and may be asked to leave the scene if they violate the restrictions that were established.

In some instances, a pool arrangement may be set up to provide initial media coverage at the scene. Zpizza will specify the number and types of journalist who can be physically accommodated at the scene and the time they will be allowed to complete their work. The news organizations covering the crisis will determine the pool composition based on those specifications and how the visual and written coverage will be distributed to other news organizations.

If there may be any physical danger to the journalist in the pool while they are at the scene, they will be required to sign a license to enter (hold harness) agreement, which Zpizza will provide before they are allowed to participate (refer to Addendum I: Release of All Claims and Indemnification).

A wide variety of digital images, video, and visual materials should be made available to the media. The media should consult with Tony Manning on what he feels is most appropriate to be used from the materials.

Authorized Spokespeople Tony Manning will be designated for the crisis. No other employee without direct

permission of Mr. Manning may speak on behalf of Zpizza, Roseville and its employees.

Disclosure of Information During the initial phase of the crisis, all news will be released simultaneously at

Zpizza or the information center to ensure timely, consistent distribution of information to members of the media.

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Addendum H: Media Briefing Tips

1. Pause before you answer. Give yourself plenty of time to consider the question and its implications. If you can, think of a way to explain your answer in a visual way that will be understood by television viewers. This is your interview, so take your time in responding to their questions.

2. Keep your answers short, two or three sentences at most. Answer the question in the first sentence. Explain it in the second and third sentences, and that’s all. The more you say, the more you’re likely to regret saying.

3. Don’t speculate. It’s human nature to try to talk your way out of something you are not sure of, especially if you’re nervous—and you will be. If you don’t know the answer, the most intelligent response you can give the media is something along the lines of, “I’m not absolutely sure. Let me check into that and get back to you.”

4. If the question is tough, pause and think. You may know the answer but feel uncomfortable in responding because you’re not sure what you want to say or how you want to say it. That’s the time to pause. Take a few seconds to think your answer through. It may seem like an eternity, but it usually only takes a moment to organize your thoughts.

5. Close every answer with a pleasant smile. A quiet smile gives the reporters—and the public—the impression you’re sure of what you are saying. Another advantage to the smile is that it will be the last thing the TV viewers will see when the tape is edited in the news room.

6. Think of the reporter as a means to an end. They are concerned; they are interested; they actually want to know what’s happening so they can tell the folks back home. You may not like the reporter, or the media in general, but they are the only ones who can help the public grasp what you want them to know about what’s happened. So be patient and tell them in common sense terms that anyone can understand and appreciate.

7. Emphasize and reemphasize the most important points. It is perfectly alright to repeat yourself, especially if these are the most important ideas you want to convey. You need to communicate those ideas in as many ways as possible because you’re never going to be sure what statements or quotes a reporter will use. Take every opportunity to make the important points in different ways—using terms that anyone can relate to.

8. Show compassion. In your remarks, remember to communicate your concerns for those people directly affected by the situation. (e.g. customers, employees, family members, friends) and that you’re “doing everything possible to help them through this difficult time.”

9. Stay on the record. You have no idea what the reporter will use. So don’t give him/her an indication that there may be more to the story than you want to disclose. Going off the record is dangerous because any good reporter will verify that information with other people and pursue that angle, without your having control of the information he/she is obtaining. The key is to know the limits of what you will talk about and stick to them.

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10. The interview is not when the interview is over. Off-the-cuff remarks are a natural tendency after the last question has been asked, but they may well wind up in the story. Remember that the interview is still going on until the reporter is physically gone or has hung up by phone.

11. Record what you are saying. There’s no law against it, and the reporter is likely to be doing the same thing, especially in telephone interviews. Tell him/her you are recording the conversation so you can review it and learn from the experience. By doing this, you are keeping him/her honest and increasing the likelihood your statement will be used accurately and in context.

12. Avoid jargon. Use everyday, normal language. Jargon tends to confuse reporters, and confused reporters leave their readers/listeners/viewers with “glazed over eyes.”

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Addendum I: Release of All Claims and Indemnification

The Undersigned represents and warrants that he/she is a journalist employed by or working as an independent contractor for _______________________________ (News Organization) and is assigned to cover_______________________________ (Assignment). Further, for and in consideration of permission and a license to enter the premises located at: ____________________ for the purpose of reporting with respect to the following incident ___________________________________________________, the undersigned does hereby assume full responsibility for all risks of bodily injury, death or property damage, due to the negligence of release or otherwise while on said premises or related to entry upon said premises and does hereby, for him- or herself, and him or her personal representatives, heirs and next of kin, acknowledge, agree and represent and he or she has, or will immediately on entering any such premises, and will continuously thereafter inspect such premises and all portions of them which he or she enters and with which he or she comes in contact.

The undersigned further warrants that entry on such premises constitutes as acknowledgment that he or she has inspected such premises, and does hereby fully and forever release, acquit, and forever discharge any and all agents, successors, and assigns any and all other parties, form any and all claims, demands, obligations, and liabilities, whether known or unknown, intending but not limited to any claim arising out of personal injury or property damage resulting in the undersigned journalist’s entry on the afore described premises.

The undersigned hereby agrees to indemnify and save and hold harmless the release of each of them from any loss, liability, damage, or cost they may incur due to the presence of the undersigned in or on the premises, or officiating, observing or working or for any purpose participating in the above described incident and whether caused by the negligence of the released or otherwise, The undersigned has read, understands and voluntarily signs the release and waiver of liability and indemnity agreement, and further agrees that no oral representations, statements or inducements apart from the foregoing written agreement have been made. This release is made and entered on this the ___ day of _____________.

______________________________________ ____________________________________________PRINT NAME SIGNATURE

______________________________________ ____________________________________________PRINT NAME SIGNATURE

______________________________________ ____________________________________________PRINT NAME DATE

______________________________________ ____________________________________________PHONE NUMBER OF PERSON TO CONTACT WITNESS SIGNATURE

______________________________________CITY, STATE/POSTAL CODE

______________________________________

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PHONE OF NEXT KIN

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Addendum J: Media Contact Information

Organization Address Phone & Email InvolvementDuring Crisis

WCCO-TVChannel 4

90 S. 11th StreetMinneapolis, MN 55403

(612) [email protected]

WCCO-830 Radio90 S. 11th StreetMinneapolis, MN 55403


KSPT-TVChannel 5

3415 University Ave.Saint Paul, MN 55114


KMSP-TVFox 9 NewsChannel 9

11358 Viking DriveEden Prairie, MN 55344


Kare 11 NewsChannel 11

8811 Olson Memorial Hwy.Mpls, MN 55427


Minnesota Public Radio (MPR)

480 Cedar StreetSaint Paul, MN 55101


News Talk AM 1130Fox News

1600 Utica Ave. S, Suite 400St. Louis Park, MN 55416

(952) 417-3000http://www.twincitiesnewstalk.com

Star Tribune425 Portland Ave SMpls, MN 55488

(612) 673-4414

Pioneer Press345 Cedar Street, St. Paul, MN 55101

(651) 228-5490

Lilly News2515 E. 7 Ave.North St. Paul, MN 55109


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Addendum K: Using Social Media for Crisis Communication

There are several ways social media tools can become an integral part of Zpizza’s crisis management. You can use them to:

Anticipate a potential crisis and avert the crisis before it happens. Monitor what is being said about the crisis. Disseminate critical information in the midst of a crisis.

Social media tools can become a powerful addition to a well-organized crisis management strategy. In a crisis response, many organizations begin status updates with “UPDATE:” and stick to crisis-only tweets.

Monitoring with Social MediaOne of the least expensive but most effective ways to use social media tools is to listen—to monitor what is being said about Zpizza and the crisis in non-media-related realms. You can use social media tools to get alerts when someone tweets about Zpizza in a blog or within a social network. The following are some popular monitoring services that are free or very affordable so that you can minimize as much time here as possible but keep in mind that responding to social media can be a huge key in successful recovery for your business from a crisis.

Tweetbeep (www.tweetbeep.com)You can use this free site to track Twitter mentions of Zpizza and the crisis; or any other keyword, and receive hourly updates. You also can track link mentions of your web site or blog even (if a shortened URL is used through a site such as bit.ly or tinyurl.com.) The company offers a 15-minute alert option, which may prove useful during a crisis where time is of the essence.

Social Mention (www.socialmention.com)This site will send you free daily e-mail alerts about your brand, company name, a person’s name, marketing campaign, competitor or other key words. You can hone your search to include only blogs, social networks, microblogs, bookmarks, comments and more.

Google Comprehensive Alerts (www.google.com./alerts)Google now offers regular alerts for news, blogs, Web, video and groups combined into a comprehensive sweep of mentions by key word.

Keotag (www.keotag.com)searches through search engines, tag generators and social bookmark link generators, looking at a number of social sites, including Twitter, YouTube, Yahoo and Google.

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Authorized Social Media Spokespeople Tony Manning will be designated for the crisis. No other employee without direct

permission of Mr. Manning will use social media to communicate or respond to the public unless otherwise directed by Mr. Manning.

Employee Conduct of Social Media Use during a Crisis Even though Zpizza can not control what employees choose to post on their own

social media sites, employees are requested to refrain from posting about the crisis until information has been released to the media. Posts should remain tasteful and in good heart of the company. We encourage our employees to be advocates for Zpizza outside of the company as long as they use good judgment. Any negative posts made about the company or the crisis that could be detrimental to Zpizza’s business during a crisis will be seen as grounds for dismissal.

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Addendum L: Crisis Debriefing and Evaluation QuestionsThe questions below are designed to provide a basis for debriefing and evaluation Zpizza’s response to the crisis. They are general in nature to stimulate discussion among the debriefing participants.

The debriefing is intended to recreate the incident so that everyone understands the sequence of events and their impact on employees and the organization as a whole, as well as people and agencies outside of the organization. This evaluation is a means to judge the effectiveness and efficiency of Zpizza’s response.

In what ways, if at all, could the crisis have been avoided or reduced in magnitude?

What worked well during the initial crisis response? What did not, causing problems, surprise and/or disappointment?

What little things made a difference in our response? What little things might have made a difference if they had been available?

In what ways, if at all, could we have saved money in our response to this crisis?

How well did our existing operations and communication plans work? What needs to be changed to make them more useful?

What are our assessment of the news media coverage and the impact of the coverage on Zpizza? Employees? Customers? Corporate? Reputation? In what ways, if at all, could we have managed media coverage more effectively?

Who in Zpizza really stood out—positively and negatively—in terms of their contribution to the crisis response? In what ways should these people be recognized and rewarded?

What would we do differently if we had to do it all over again?

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Addendum M: Crisis Activity Log (Including News Media Calls)

Time What was Done/What Happened/Who Called Phone & Email

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DATE_______FILLED OUT BY_____________________________PAGE____OF____

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Documents

zpizza Crisis Comm Plan