Case study - coal mines
Situation: Our client was almost always refused planning permission for a variety of sites throughout the north of England.
Generally the applications were won on appeal, but the company’s reputation in the region was poor – which it believed meant virtually automatic first refusal whatever the merits of the case.
Background: The client operated a number of open cast sites, some of which were coming to the end of their lives. In general none of the forecast problems had materialised at their sites, and people living close by no longer had their initial hostility.
Our role: Our client asked us to ensure that applications were more fairly represented in the public domain and that attempts be made to generate a fairer appraisal of plans by local authorities.
Timescale: Approximately 4 years.
What we did: The first stage was fire fighting, with an application going before a public inquiry within a few weeks of the assignment commencing.
Discussions of the inquiry mechanics revealed that the applicant spoke first. Therefore instead of letting the protest group make the running by alerting the media to the second day, we called a media briefing in a local pub immediately before the inquiry started. Journalists were briefed about the process and given fact sheets.
Although the protesters were present, the media, who also sat through the introductory remarks, gave much more balanced coverage than had previously been the case.
Looking to bring more structure to the process we appraised previous media coverage and determined that an articulate, permanent, spokesman for the company was required.
We interviewed a number of senior management and identified a calm but confidence-inspiring middle manager. He was media trained along with the senior management team who might be called upon in a crisis. It was agreed on the basis of his performance during this training that he would be “Mr Planning” within the company.
Regardless of this however, it was agreed that Bergmans would be the media gateway for the company, thereby ensuring control was exercised at all times. This policy was promulgated, but we also called every switchboard operator at all the company’s locations to ensure they understood the new policy and that they had a personal rapport with us.
Next we carried out a detailed audit of each working site, including visiting each one, to establish local issues and successes. This database of information was henceforth used to generate a steady stream of good news stories in the local media. It also supplied copy for a quarterly newsletter we produced and distributed to identified stakeholders throughout the company’s footprint.
We created a rolling PR programme, based on highlighting community and economic benefits. This included restoration schemes which often resulted in the re-creation of agricultural land of higher quality than before mining started, or nature reserves and reforestation, sometimes with public access.
As a consequence, the company’s association with inevitably bad news was slowly broken and a far more positive picture evolved.
Sub Text: During the course of our work with this client we learned that the company had a long running dispute with British Coal, which had reached an impasse. In conjunction with the company’s lawyers, we identified relevant issues covered by the European Coal and Steel Treaty. We researched the structure within the European Commission responsible for such matters; wrote and submitted a briefing document; and accompanied the company’s team to Brussels on a number of occasions.
Outcome: In due course the European Union came down on the company’s side, enabling it to obtain many millions of pounds in compensation.
We were asked by the client from the outset to help them re-create a level playing field in terms of their planning applications and public perception of the company.
Through painstaking research we identified the problem areas in the process, most of which were a result of our clients’ previous lack of focus on telling their side of the story – and when they did tell it, not telling it early enough.
They had previously been reactive (and were, therefore, seen as defensive) in the area of planning. With our help, they embraced the philosophy of proactive relations with their stakeholders.
The result? Fewer problems, less time spent ‘fighting fires’ – and significantly reduced costs. As a result of the company’s improved reputation for truth and reality, some applications were even approved by local authorities without the need to go to appeal.
Client: Opencast coal mining group
Situation: Our client was almost always refused planning permission for a variety of sites throughout the north of England.
Generally the applications were won on appeal, but the company’s reputation in the region was poor – which it believed meant virtually automatic first refusal whatever the merits of the case.
Background: The client operated a number of open cast sites, some of which were coming to the end of their lives. In general none of the forecast problems had materialised at their sites, and people living close by no longer had their initial hostility.
Our role: Our client asked us to ensure that applications were more fairly represented in the public domain and that attempts be made to generate a fairer appraisal of plans by local authorities.
Timescale: Approximately 4 years.
What we did: The first stage was fire fighting, with an application going before a public inquiry within a few weeks of the assignment commencing.
Discussions of the inquiry mechanics revealed that the applicant spoke first. Therefore instead of letting the protest group make the running by alerting the media to the second day, we called a media briefing in a local pub immediately before the inquiry started. Journalists were briefed about the process and given fact sheets.
Although the protesters were present, the media, who also sat through the introductory remarks, gave much more balanced coverage than had previously been the case.
Looking to bring more structure to the process we appraised previous media coverage and determined that an articulate, permanent, spokesman for the company was required.
We interviewed a number of senior management and identified a calm but confidence-inspiring middle manager. He was media trained along with the senior management team who might be called upon in a crisis. It was agreed on the basis of his performance during this training that he would be “Mr Planning” within the company.
Regardless of this however, it was agreed that Bergmans would be the media gateway for the company, thereby ensuring control was exercised at all times. This policy was promulgated, but we also called every switchboard operator at all the company’s locations to ensure they understood the new policy and that they had a personal rapport with us.
Next we carried out a detailed audit of each working site, including visiting each one, to establish local issues and successes. This database of information was henceforth used to generate a steady stream of good news stories in the local media. It also supplied copy for a quarterly newsletter we produced and distributed to identified stakeholders throughout the company’s footprint.
We created a rolling PR programme, based on highlighting community and economic benefits. This included restoration schemes which often resulted in the re-creation of agricultural land of higher quality than before mining started, or nature reserves and reforestation, sometimes with public access.
As a consequence, the company’s association with inevitably bad news was slowly broken and a far more positive picture evolved.
Sub Text: During the course of our work with this client we learned that the company had a long running dispute with British Coal, which had reached an impasse. In conjunction with the company’s lawyers, we identified relevant issues covered by the European Coal and Steel Treaty. We researched the structure within the European Commission responsible for such matters; wrote and submitted a briefing document; and accompanied the company’s team to Brussels on a number of occasions.
Outcome: In due course the European Union came down on the company’s side, enabling it to obtain many millions of pounds in compensation.
We were asked by the client from the outset to help them re-create a level playing field in terms of their planning applications and public perception of the company.
Through painstaking research we identified the problem areas in the process, most of which were a result of our clients’ previous lack of focus on telling their side of the story – and when they did tell it, not telling it early enough.
They had previously been reactive (and were, therefore, seen as defensive) in the area of planning. With our help, they embraced the philosophy of proactive relations with their stakeholders.
The result? Fewer problems, less time spent ‘fighting fires’ – and significantly reduced costs. As a result of the company’s improved reputation for truth and reality, some applications were even approved by local authorities without the need to go to appeal.