Page 121 - Crisis Communication Practical PR Strategies

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1 102 Crisis Communication

1,000 jobs disappeared and Neckermann dismissed another
100. Employees of these firms held several strikes and the
media covered every one of them. These developments
increased sensitivity about the reorganization of the French firm.
Media relations and results
During the closing of some franchise shops there was negative
publicity in the local media. The company wanted to avoid
similar negative publicity during the reorganization and to
achieve this the management in France and The Netherlands
wanted to be transparent in the whole process.
ACA/JES Communicatie was asked to develop a range of
communication tools for the firm to act quickly in case of a crisis.
Together with the French IPREX agency Beau Fixe, an official
statement about the collective redundancies and Q&A docu-
ments were prepared in case of leaks to the media through
employees, the works council or trade unions.
Financial information was prepared for the Centre for Work
and Income (CWI) and the trade unions. The company helped
the redundant personnel by setting up a social plan that all
parties (management, works council and unions) agreed upon.
They prepared a document to inform the employees, which was
open about the financial situation of the firm and the necessity
for the decision. Employees were fully supported on leaving the
firm and in finding new jobs. Affected employees were pleased
with the treatment and press rumours about the reorganization
never materialized.
Given this lack of media interest, ACA/JES and the manage-
ment of the firm decided not to send out any press releases, but
to be prepared to react swiftly if necessary. The works council
was very professional and hired a mediator to mediate between
itself and the management team. This worked really well for all
parties involved. Even when local journalists visited the firm to
cover a story about a prize winner, it did not cross anyone’s mind
to discuss the reorganization with them. There were no strikes.
The closing of the distribution centre eventually took place at
the beginning of December. Shops were closed during 2006.
The results of the reorganization were positive for the company.
Distribution was taken over by Germany and costs were reduced
and distribution was more effective. Affected employees were
helped by the Centre of Work and Income to find new jobs and