Guidance: Global Disaster Communications

Included in the guidance:

• Definition Of A Global Disaster
• Communication Considerations
• Internal Audiences
• Tone Of Voice
• Global Crisis Policy
• Global Social Media Policy
• Questions & Answers

1.0 Definition of a Global Disaster

Often references to crisis management and communication refer to a situation that
has occurred locally or within the network which is closely or directly related to a
Crowe business. In the case of a global disaster, we are referencing a situation that
has occurred outside of our network which has a mass impact across geographies. A
global disaster may not directly relate to a Crowe business.

War and conflict, terrorism, natural disasters such as earthquakes and hurricanes
and a pandemic are all situations which would be considered global disasters.
Global disasters can occur in multiple or single geographies. However, the nature of
the disaster means it has far-reaching impact.

2.0 Communication Considerations

Even though a global disaster may or not have a direct impact on one of the Crowe
member firms, there are various reasons why a member firm may want to have a
dialogue with stakeholders on the topic. A member firm may want to provide support
to its people, a member firm may want to demonstrate its care for the community
affected or a member firm may need to assure clients that business operations are
running as usual.

A global disaster by its nature has a mass impact and may have indirect effects on
member firms’ stakeholders. It is key that a member firm considers the indirect
impact of a global disaster on their stakeholders and if there is any relevant support
or information that they can or should provide in this circumstance.

Member firms’ stakeholders may include:

• their people and their • alumni.
families. • service providers.
• partners. • the community in which they
• other member firms. work.
• the network. • regulators.
• clients. • the media.
• board/council members.

Strictly internal use only 1

 If stakeholder dialogue is necessary, member firms should consider whether multiple
audiences require the same communication message or different. Often, in the case
of global disaster communication, stakeholders will require different information
which is personalised specific to that audience’s needs.

Example: In the event of a disaster, there may be support tools the member
firm wants to offer to its people via the office or virtually, to manage their
concerns and/or wellbeing. The member firm may also need to notify the
regulator that the business is still operational, and procedures are unaffected.

Whether there is a need to communicate with stakeholders or not will be different for
each member firm. Some useful questions to help ascertain whether a dialogue with
stakeholders is needed are:
1. Is there a direct or indirect impact on our people?
2. Is there a direct or indirect impact on any of our stakeholders?
3. Does this event impact the profession the business operates in?
4. Does this event impact the industry the business works in?
5. Does the event impact the community in which the business works?

Members should consider that the impact on stakeholder groups may be personal
and/or professional.

3.0 Internal Audiences:

3.1 Channels:
Member firms may have specific communication channels for internal
audiences which differ from the channels that are appropriate for external
audiences.

Member firms may have the following specific internal communication channels:
• an intranet
• office noticeboard
• staff newsletter
• an office space for in-person communication
• staff App

Specific internal communication channels should be considered for use alongside

other more general communication channels such as email, website, telephone,
and social media. All of which may be appropriate for use in a global disaster
situation.

To understand which channel is most effective, it is key to consider the level of

personalisation that may be needed for the internal audiences as well as the
communication channels’ effectiveness.

Strictly internal use only 2

 Example 1: Publishing time-sensitive information for your people on an
intranet that is used rarely by the member firm is likely to be ineffective.
Whereas pushing out an urgent email with a read receipt will provide clarity
that the information has been read.
Example 2: Providing a highly personalised message to a small group or
individual would be challenging to accomplish via social media. In this case a
telephone call may be more appropriate.

3.2 Messaging
Alongside the communication’s core purpose, member firms should also
consider whether there is a need to remind their internal audiences of the
business’ social media policy. Global disasters often have a personal impact
on people and can create emotive responses. A reminder of the social media
policy and its permissions early is key to ensuring that any response by a
Crowe person is appropriate.

When developing messaging for internal audiences, it is essential that

member firms consider the possibility of the message being shared externally.
Member firms should ensure there is some level of comfort with the
messaging if this should happen. If a member firm is not comfortable with the
internal message being shared intentionally or unintentionally outside of the
business, the messaging should be reviewed and amended.

4.0 Tone of voice:

The network’s core values help to set a guide for the tone of voice appropriate for
use in these difficult situations. We Care and We Share are particularly useful to
focus the narrative in an empathetic and open manner.

The network’s core purpose can also help to provide the correct tone. Trusted
professionals who care about our clients, our people, and a more sustainable society.
The word ‘trusted’ should guide the narrative to ensure the information is reliable and
it is explained with clarity.

The tone of voice used will need to match the channel format used as well as the
audience’s voice.

Example 1: Social media communication is likely to be brief as there are

restrictions on content length. This may impact the formality of the language
used as brevity will be required.

Example 2: Communication to a regulator is likely to be more formal as this

would match the voice they use to communicate with their audiences.

Members should be mindful to ensure the tone of voice used does not compromise
their neutrality on the subject.

Strictly internal use only 3

5.0 Global Crisis Policy
A global disaster may also be a crisis for a member firm. If it is, then guidance from
the Global Crisis Policy should be sought. Members are required to notify the
network of certain types of crises promptly. The Global Crisis Policy can be found
here.

6.0 Global Social Media Policy

The global social media policy provides member firms with guidance on their firms’
social media accounts. It outlines the requirements of member firms and the
restrictions on social media activity. Member firms must position themselves to be
non-partisan in divisive matters not related to their profession, such as war, religion,
and politics.

All member firms are required to have a local social media policy which should align
with the global social media policy. A local social media policy should describe the
requirements of an individual’s account on social media. It is expected that where
there is a clear link to the Crowe brand in the individual’s social media account, any
published content should follow the non-partisan rule.

The Global Social Media Policy can be found here.

7.0 Questions & Answers

Q1: There is no direct impact on our firm’s stakeholders and the indirect impact on
our stakeholder groups is minimal. Should we still communicate with them about this
global disaster?

A1: It is not always necessary to communicate on a global disaster. Communication

when there is little to say or is needless is unlikely to be appreciated. Two useful
questions to consider in this situation is: if I were the stakeholder, would I expect
communication from Crowe on this matter?

Q2: Should the CEO or Managing Partner author the communication?

A2: The most appropriate person should author the communication. It does not have
to be the CEO or Managing Partner. Member firms should consider if this is a
personalised communication or not. If it is, it may be helpful to be sent by someone
the audience is familiar with. For example, if the communication is to the board, then
it may be appropriate to be authored by the Chairperson.

Strictly internal use only 4

 Q3: Is it always necessary to be impartial in global disaster communication even
when it is clear one side is wrong?

A3: Yes. A global disaster must always be communicated in an impartial manner. As

trusted professional advisors, it is essential that we maintain a neutral dialogue to
ensure we do not alienate any of our stakeholders. The role of a professional
services firm in a global disaster is to support those stakeholders in need not to be
divisive.

Q4: How quickly should we communicate?

A4: The timing of communication will depend on different factors. If there is a clear
direct impact to key stakeholders, then swift communication may be required to offer
support and/or information in a timely manner. If the global disaster is still unfolding
and more detail is needed to communicate in a more meaningful way, then it may be
appropriate to wait until more information is available.

For more information on this guidance, please contact Lynda Dupont-Blackshaw,

Global Marketing Director at Crowe Global.

Strictly internal use only 5