Recent international events have catapulted the fossil fuel industry into the spotlight – and with that attention comes scrutiny. On a global level, calls to boycott Russian oil and gas have left many scrambling to change internal policies and redirect supply chains. On a federal level, the current administration has oscillated between cutting fossil fuel funding and promising increased production to our allies while both sides of the aisle work to capitalize on current events for political gains. Allegations of price gouging have been met with calls to increase domestic production and bring relief at the pump. No matter which way you look, the energy industry is left to navigate a sensitive series of obstacles.
To start, it's vital for companies to ensure their legal, government affairs and communication teams are in lockstep on messaging and strategy. With all eyes on energy companies, any misstep could spark a communications crisis. For many, this collaboration means bringing in a dedicated team to bridge the gap between traditional marketing or public relations and their government affairs – a team that understands the regulatory process functions as a support system for lobbyists and consultants by building a communications strategy aimed at public opinion and government staffers.
In addition to aligning policy and strategy, your communications experts must have a seat at the decision-making table. In the past, communications teams have been tasked with promoting policies made by senior leadership. Given the sensitive nature of our current political climate, bringing communications into the fold adds an additional perspective – one that represents public opinion, which often shapes stakeholders' actions.
Finally, if you do not have one in place already, now is the time to develop a crisis communications plan. Over the past five years, 69% of companies experienced at least one crisis – factor in current events, and a situation is more than likely. In a crisis, organizations may view communications as part of the crisis management process and seek to manage it consecutively, failing to create a separate process that allows it to take place in tandem. While closely aligned, the crisis communications and management processes must not be allowed to get in each other's way; instead, they must occur concurrently with close coordination and cooperation.
To begin, invite key department managers, executives and board members to sit on a crisis communications committee. These members should represent regulatory, legal and other public-facing departments, like Human Resources. This committee will serve as first responders when a crisis strikes. Your crisis committee's primary responsibility is to triage the immediate response; this includes creating a timeline, designating a spokesperson and determining your audience. Defining your target audience is a crucial first step and will help guide the rest of your strategy, and depending on the nature of your crisis, it may vary from regulators or media to investors or the general public.
Sir Winston Churchill famously said, "Never let a good crisis go to waste." His message is simple but profound: Dramatic change inevitably uncovers fresh insight and points to new opportunities. We are at a defining moment for the fossil fuels industry. How businesses navigate this environment will have ramifications for years to come. Whether proactive or reactive, it's time to make crisis communications a priority.
