California Industrial Hygiene Council Conference December 5, 2006, San Diego

1. Role of Crisis Communications Handling Avian Influenza and Other Workplace Epidemic Crisis Communications Michael Fineman California Industrial Hygiene Council Conference December 5, 2006, San Diego

2. Background of Founder and Agency • Michael Fineman, President • Founded Fineman PR in 1988 • National reputation as a leading crisis counselor: Named One of 22 “Crunch-Time Counselors” Who Should Be on the Speed Dial – PR WEEK • Consumer, Brand PR, tech and Latino/multi-cultural practices • International reach – Member of global IPREX

3. Examples: Including Workplace Crises • Odwalla: E.coli contamination • Fresh Express Farms: product tampering • Packaged Salad Industry: bacteria in bags • Wine Industry: charges of “wine taint” • Pacifica Foundation: (KPFA-FM) shutdown • Annabele’s Candy: foreign matter • Kendall-Jackson: environmental issues • Foster Farms: Avian Influenza, West Nile Virus, bio-security, health and safety issues

5. Foster Farms Case Study – Part 1 • Avian Influenza: A Crisis of Fear • PR tracking begins in 2004 with first outbreak in Asia • High path H5N1 spread from Asia into Europe (2005) • Possible threat of imminent pandemic • American poultry export sales declined overseas • Foster Farms wanted to safeguard its domestic sales, since Exotic Newcastle outbreak caused previous sales decline in U.S. • Decision to challenge misleading media reports • Widespread confusion, rampant misinformation

6. Existing Beliefs (2005)

7. Foster Farms Case Study – Part 2 • Consumer Survey Revealed Extent of Public Misinformation: • 45% believed AI was already in the U.S. - FALSE • 47% believed AI could be transmitted through poultry consumption - FALSE • 48% believed Americans were in serious and imminent danger of being exposed to a deadly strain of AI - FALSE

8. Bottom Line: There was an urgent need to communicate and assure consumers that Foster Farms poultry is protected, as well as to describe stringent bio-security measures already in place.

9. Foster Farms Case Study – Part 3 • Communications Goals: • Correct misleading information from media • Help consumers understand the facts • Prevent a sales decline • Instill consumer confidence in Foster Farms • Key Message Points: • High path H5N1 strain never existed in U.S. • Not possible to get AI from eating properly cooked poultry • Foster Farms products are safe to eat – have not been exposed to H5N1 AI. • Foster Farms flocks heavily protected from AI risk

10. Foster Farms Case Study – Part 4 • Proactive Outreach Plan: • AI facts and background information were placed on two new company Web sites • Consumer and media relations campaign: • Ranch tours, interviews, opinion editorials, B-roll • Foster Farm veterinarians participated on industry and regulatory panels, seminars • Foster Farms held consumer and employee meetings (to enlist ambassadors of business) • Developed a series of strategic “What If” scenarios and contingency response statements • General questions were referred to industry associations and UC Davis AI disease experts

11. Foster Farms Case Study – Part 5 • Rapid Implementation: • Articles secured in local California newspapers • Program expanded to entire West Coast • Outreach went national (USA Today/CNN/LA Times) • Foster Farms activated English and Spanish Q&A Web sites • News releases were distributed announcing the availability of above information • Retailer/foodservice customer materials were produced and circulated

12. Foster Farms AI TV News Coverage Ranch Biosecurity B-Roll Tape Veterinarian Spokesperson KSEE-TV (NBC Fresno) April, 28, 2006 Northwest Cable News April 14, 2006 KXTV (ABC Sacramento) March 13, 2006 KXTV (ABC Sacramento) November 23, 2005 KNTV (NBC Bay Area) November 18, 2005

13. News Report

14. Sample Headlines:

15. Foster Farms Case Study – Part 6 • Results: • Program judged a success by the client, U.S. sales were unaffected • Noticeable change in media perceptions • Positive message points carried in extensive media coverage – shift from widespread alarm, to balanced coverage, to trusted brand doing the right thing. • Foster Farms portrayed as Industry “Leader” for AI preparedness (USA Today: “Poultry Farm Tactics May Thwart Bird Flu”) • Spike in Web site visits, decline in consumer calls • Recognition that U.S. poultry industry was guarding its flocks and ensuring public welfare

16. Foster Farms Case Study – Part 7 • Perception Changes Due to Education and Information: (A leading university conducted a study in 2006 after the media information plan was implemented) • Only 15% felt AI was in already in U.S. (45% thought so before) • 73% now believed AI had not been found in U.S. • Only 15% were very concerned about the spread of AI in U.S. (before, 48% believed they were in serious and imminent danger) • 43% believed that the spread of AI among chickens or farm-raised poultry was “not likely”

17. Workplace Scenarios -1 • Be prepared and ready to communicate: get out in front, with: • Management • All-employees • The media • Other key stakeholders • Enlist support of independent, third-party experts • Engage the senior management team: • Establish plan, keep it current, conduct practice exercises • Develop strategy, messages, priorities, options • Prepare scenarios and trigger points

18. Pandemic Communications Tools • Resources: • Check key national Web sites: USDA, WHO, FDA, CDC, as well as local and state health agency sites • New Jersey Department of Health/Senior Services Influenza Pandemic Plan (See the “Communications” Section) • Sample crisis planning outline and template, go to: (www.finemanpr.com)

19. Summary - 1 Pre-Crisis Planning: • Draft a crisis plan • Form an Emergency Management Team • Utilize independent, third-party expertise and seek input, and partnerships, from outside source (local/state/federal, academia) • Be prepared to communicate openly and honestly • Plan to manage fears, rumors, misconceptions head on • Develop “What If” scenarios, contingency plans, message points, positioning statements as topics arise • Conduct table top exercises • Plan to be responsive to media • Train key spokespersons in handling media, crisis issues

20. Summary - 2 During a Crisis… • To the extent possible… be proactive, not reactive • Implement crisis plan, and modify it for changing conditions, new scenarios • Provide management and technical spokespersons • Address media needs and requests: grant interviews/access, respond to press calls, follow up • Give accurate, factual answers and information • Ensure that actions track closely with public statements • Ensure that messages are credible and “ring true” • Show concern for consumers, the public, stakeholders • Take appropriate measure of responsibility • Have separate plan to move forward with your business

21. Thank You Are There Any Questions?