FOR the past few weeks, the coronavirus has swept headlines. Nikkei Asian Review, which is tracking the spread of the new coronavirus, gave the following updates on February 5:
• 9 a.m. The mainland China death toll increased by 65 for Tuesday to 490 all in Hubei province. The number of confirmed cases shot up by 3,887, a record, to 24,324.
• 8:32 a.m. Japan’s health ministry said 10 people on a cruise liner docked off the port of Yokohama have tested positive for the virus.
• 7:30 a.m. Disney says it expects its theme parks in Shanghai and Hong Kong to be shut for two months. The company said it has not seen evidence of the Tokyo Disney operation being impacted by the outbreak.
On January 30, 2020, the World Health Organization (WHO) labeled coronavirus a global health emergency. And from the way face masks are flying off the shelves, and major events are being canceled, the coronavirus has deeply affected our everyday lives.
In an article, The Implications of Coronavirus for Communicators, on prnewsonline.com, Seth Arenstein says that “the virus is now a PR story. It involves internal and external communications, as well as reputation management.”
Similarly, in an article, Coronavirus: Keep Calm and Carry On? on PRWeek, Jonathan Owen says that, “what began as a handful of cases of pneumonia in Wuhan City—in China’s Hubei province—less than a month ago, is now a major health emergency and a critical comms challenge as global, public and private-sector organizations seek to strike the balance between keeping people informed and avoiding panic.”
Owen also quotes the WHO’s comms advice to governments that effective comms and engagement work “builds trust in the response and increases the probability that health advice will be followed. It minimizes and manages rumors, and misunderstandings that undermine responses and may lead to further disease spread.”
With this, even iconic global brands have let the public know about their safety precautions, which in a sense is PR.
Arenstein says that during an Apple earnings call on January 29, CEO Tim Cook said that the company is “conducting temperature checks for [China-based] employees” and “frequently deep-cleaning our stores.” It’s also closed several outlets in China.
He notes that Amazon’s response also emphasized staff.
“We place tremendous value, and focus on the well-being and safety of our employees,” the Amazon official told Business Insider. “Out of an abundance of caution, we are restricting business travel to and from China.”
While Facebook was one of the first companies to make virus-related headlines, restricting nonessential travel to China from January 27, it did not make this directive public. Bloomberg instead got the story.
For some PR pros, there’s no reason to broadcast internal directives. Hannah Patel, the United Kingdom director of the firm Red Lorry Yellow Lorry, recommends that companies avoid “making a proactive comment unless this could directly impact their customers or staff.”
When you determine that you need to comment, she says, “release the facts you have quickly and clearly—making the information as accessible as possible.”
She adds that, “while some media are sensationalizing the issue, our advice is to stick to the facts. Admit what you don’t know, as well as what you do. There’s no room for opinion in situations like this.”
Hinda Mitchell, president and founder of the Inspire PR Group, says that “communicating on public health issues is a balance between transparency, and avoiding unnecessary panic where none is warranted.”
In places where there could be more risk, such as in the travel industry where large groups gather, “straightforward, fact-based communication and links to relevant third-party experts will help assure accuracy,” Mitchell adds.
Arenstein also quotes Matt Yemma, SVP of Peaks Strategies, who says “companies and governments would be wise to learn from the Boeing example [the 737 Max air disasters], and lead the conversation with facts and assurances they are doing everything possible to keep people safe and healthy.”
Owen, on the other hand, quotes some comms experts who spoke to PRWeek. Alex Davies, director at Hanover Health, says that “public agencies need to tackle people’s initial cynicism, and explain why it could be a real health emergency.” And when communicating, “keep it clear, make it tangible and explain the risks.”
Mike Birtwistle, founding partner of Incisive, says that health comms “will need to provide clarity about what is a rapidly evolving situation. Updates should be timely, but must focus on facts rather than speculation.”
Ranjeet Kale, director of comms and stakeholder engagement at South West London and St. George’s Mental Health NHS Trust, has remarked that “with the emergence of any new disease, it is a fine balance that has to be struck by public health communicators. We have to make sure people have access to the facts quickly, while being mindful not to add any underlying anxiety.”
And social media, with its speed and reach, “can be a key tool in sharing fact-based information that can dispel any myths.”
PR Matters is a roundtable column by members of the local chapter of the United Kingdom-based International Public Relations Association, the world’s premier association for senior professionals around the world. Millie F. Dizon, the senior vice president for marketing and communications of SM, is the former local chairman.
We are devoting a special column each month to answer the reader’s questions about public relations. Please send your comments and questions to askipraphil@gmail.com.
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