Preventing problems becoming crises…
Rosyth Royal Dockyard serviced the Polaris carrying nuclear-powered submarines, then the UK’s strategic nuclear deterrent. In the early days following the dockyard’s privatisation a quantity of slightly radioactive water leaked into the dock from one of boats during its refit.
It was a reportable incident even though quickly and safely resolved.
To avoid the incident generating lurid headlines or creating room for a ‘hidden intrigue’ angle weeks or months down the line, Ken advised on an open and upfront approach.
Several journalists who regularly covered events at the dockyard, which was then Scotland’s largest single site employer, were briefed and the proactive frankness made the issue a virtual ‘non-story’. Media coverage was minimal and factual.
The approach also helped establish good relationships with the journalists as they saw that the company understood the type of information they needed and would be straight in their dealings with them.
That paid dividends when, months later, a story broke about an employee of a contractor company deliberately damaging a diesel-electric submarine engine. The trust created again resulted in accurate and minimal coverage.
communicate > engage > mobilise > transform > improve
