Media and Community

Crisis Communication
Planning Template
 Resource Kit: Media

Planning Template Introduction

Acknowledgements i
Letter of Endorsement ii
Why Have a Crisis Communications Plan? iii
Planning Template Overview iv
Developing a Company-Specific Crisis Communications Plan v
Creating a Crisis Communication Team ix

Crisis Communications Planning Template

PLAN OVERVIEW
Plan Review Chart ____________________________________________________________1
Plan Organization ____________________________________________________________2
Plan Instructions _____________________________________________________________2
Plan Review _________________________________________________________________2

QUICK RESPONSE: SEVEN STEPS FOR CRISIS COMMUNICATION

Seven Steps for Crisis Communication ___________________________________________2
STEP 1: Verify the Crisis Situation ______________________________________________3
STEP 2: Notification and Assignments ___________________________________________6
STEP 3: Assess the Communication Crisis Level _________________________________10
STEP 4: Communication Management __________________________________________11
STEP 5: Develop Messages ____________________________________________________12
STEP 6: Approve and Release Messages ________________________________________13
STEP 7: Monitor and Provide Feedback _________________________________________14

Resources
A - RESPONSE
Working with MSHA ________________________________________________________16
Working with Family Members ________________________________________________19
Working with the Media ______________________________________________________21
Media Room Setup Example __________________________________________________23
Using the Web ______________________________________________________________25
Crisis Inquiry Log ___________________________________________________________27
Communication Operations Schedule __________________________________________28
Table of Contents

B – CONTACTS
Subject Matter Experts________________________________________________________29
Industry Experts _____________________________________________________________30
Stakeholders and Resources ___________________________________________________30
Network/Cable Television ____________________________________________________31
National Radio Programs _____________________________________________________33
National Newspapers ________________________________________________________34
Regional NewspapersRegional Wire Services and Syndicates ______________________35
Regional Wire Services and Syndicates _________________________________________36
National News Magazines ____________________________________________________37
Trade Publications ___________________________________________________________38
Local Media _________________________________________________________________39

C - SCENARIOS
Crisis Scenarios List __________________________________________________________40
Scenario Examples ___________________________________________________________43

D - MESSAGING
Message Mapping Steps ______________________________________________________47
Example Audience List _______________________________________________________48
Audience and Questions Worksheet ____________________________________________49
Message Map Worksheet - Example ____________________________________________50
Sample List of General Concerns _______________________________________________51
Sample Message Map ________________________________________________________52
Press Release Template _______________________________________________________53
Fact Sheet Template __________________________________________________________57
Holding Statements __________________________________________________________60
Frequently Asked Questions __________________________________________________67
Industry Facts and Statistics ___________________________________________________69
Message Approval Form ______________________________________________________70
Emergency Internal Audience Notification Chart ________________________________71
Emergency External Audience Notification Chart _______________________________72
Glossary of Terms ___________________________________________________________73

E - MEDIA TIPS
Interacting with the Media ____________________________________________________92
Being at Your Best for an Interview ____________________________________________94
Spokesperson Assignment Sheet _______________________________________________95
Recognizing Traps and Pitfalls ________________________________________________96
Positive and Negative Body Language __________________________________________97
Spokesperson Guidelines _____________________________________________________98
Table of Contents
F - POLICY/PROTOCOL
[Company] Crisis Communication Policy/Protocol ______________________________99
[Company] Media Response Policy/Protocol ___________________________________100
Planning Template Introduction
Acknowledgements

This planning template is based on the research and teachings of Dr. Vincent Covello
and Dr. Tim Tinker, both internationally recognized experts in the field of risk and crisis
communication. The planning template was developed by Widmeyer Communications,
Inc.

Special thanks to Foundation Coal Holdings, Inc. (FCL) for allowing the review, use and
adaptation of pieces of its crisis plan for this planning template; Lone Mountain
Processing, Inc., for allowing the review of its Emergency Response and Crisis
Management Plan; the Mining Safety and Health Administration’s office of public
affairs for input on mining crisis communication planning and response; and to the
National Mining Association’s safety and communications committees and staff
directors, Bruce Watzman and Carol Raulston, for their guidance on this project.

Updates to this template were made in September, 2010, to address additional logistical
and messaging needs. Those additions are highlighted for ease of reference.

i
 Planning Template Introduction

Letter of Endorsement

Dear Colleague:

The National Mining Association (NMA) is pleased to provide this Media and
Community Crisis Communication Planning Template for your use when working with
the media, family members and community in a crisis situation. This planning template
is designed to provide a framework for the development of a company-specific crisis
communication plan that will help your company deliver timely, accurate and effective
messages to your key stakeholder groups and the media in the event of an emergency.

Through researching a variety of mining company plans, as well as communication

strategies from a variety of other organizations, this planning template provides a
comprehensive framework, while at the same time allowing flexibility to be effective
over a range of mining operations and possible scenarios.

NMA also has developed a series of web-based tools as companion pieces to this
template. We hope these materials will be valuable resources as we all work to be
more effective communicators.

Sincerely yours,

Hal Quinn
President and CEO

ii
Planning Template Introduction
Why Have a Crisis Communications Plan?

A crisis communication plan is a vital part of emergency preparedness and response. A

company’s success is dependent, in part, upon its reputation. Having a solid crisis
communication plan, which has been integrated with the crisis management or
operations plan, well-tested and understood and practiced by company employees, can
not only save a company’s reputation, but at times, can also save lives.

From a practical application standpoint, a crisis communications plan does the

following:
 Defines and assigns the crisis team.
 Outlines roles and responsibilities of the crisis team.
 Details steps to take in a crisis event.
 Indicates who to contact, resources that are available and procedures to follow.
 Provides a platform for training, testing and improvement.

Planning Template Overview

The NMA Media and Community Crisis Communication Planning Template is

designed to provide a framework so that mining crisis communication response across
the country is similar, while allowing each mining company to create a plan that is
unique and appropriate to the specifics of the company.

The planning template is divided into two major sections:

1) Crisis Communication Planning Template: An outline of a Crisis Communications

Plan with response information as well as places to insert company-specific
information.

2) Resource Materials: A variety of samples, templates, tips and planning materials to

use in pre-planning, testing and crisis response efforts.

The planning template provides places to insert company-specific names and

information to customize the template to the unique needs of your company.

iii
Planning Template Introduction
Developing a Company-Specific Crisis
Communications Plan

Developing a company-specific crisis communication plan is an important part of

emergency preparation. Here are a few tips to follow as you use this planning template
to create a company-specific crisis communication plan.
1) Length: The main body of a crisis communication plan should be no more than
20-30 pages. Other resources and policies can be included, but should be a
separate section or appendix of the plan.
2) Content: The first pages of a crisis communication plan should clearly outline the
steps the company will take in the event of a crisis, who is responsible for taking
these steps, and how to contact the crisis communication team.
3) Review: The crisis communication plan should be reviewed and approved by
operational and communications staff and should be updated, at a minimum,
twice a year, to verify that the information and protocols are accurate.

In order to develop a crisis communications plan that is company-specific, accurate and

practical, it is important to involve individuals from a variety of disciplines. The best
group of individuals to take on this task is the crisis communications team. By assisting
in the creation of the document (writing/editing/approving), the crisis team has
automatic buy-in and can better understand the steps that need to take place in an
event.

NOTE: When developing a company-specific plan, delete these introductory pages and put the
plan on company letterhead.

iv
Planning Template Introduction

Creating a Title Page

Create a title page for the crisis communications plan. Be sure to include the following:
 Name of company and/or company logo
 Name of document, i.e., Crisis Communications Plan
 Creation date or last date updated

Example:

v
Planning Template Introduction
How to Customize this Template for Your Operation
This template is designed to encourage customization to reflect policies, resources and
plans for individual companies and operations. Worksheets are provided throughout
the template so relevant information can be entered and updated as needed.

Once the information specific to your operation has been entered, you may find the
default table of contents no longer accurately reflects the layout of the document. In a
crisis situation, it is important that the resources section of the template is easily
accessible

That is why NMA has designed this table of contents to be updated in a simple manner
without requiring manual recording and entry of the pages numbers for each section.
Simply right click on the table and select ‘Update field’ from the context menu.

If prompted to select between updating page numbers and the entire table, select
‘Update page numbers only’ to recalculate the correct numbers; if you have added or
removed a section, you should select ‘Update entire table.’ Please see below for a
special note on adding a listing to the table of contents.

vi
Planning Template Introduction
Each of the table sections is independent of the others, so verify that the page numbers
have been updated for each section after making edits.

Adding a listing to the table of contents is a simple process; add new text under the
appropriate section and highlight the new heading, i.e., the text that should appear in
the table of contents, and select Format, Paragraph. From the menu window that
appears, select the ‘Indents and Spacing’ tab and select the ‘Outline level’ to ‘level 1.’

Once this is done, go back to the table of contents and follow the instructions above
using the ‘Update entire table’ option.

vii
Planning Template Introduction
Troubleshooting the Table of Contents (TOC)
Depending on the version of Microsoft Word used to customize this template, problems
may be encountered. There are various steps that can be taken to resolve a problem
with the table of contents. If you do encounter a problem and are unable to resolve it
with the information in this section, please contact NMA at webmaster@nma.org.

The TOC was designed using Word 2002; at the time of this writing there are no known
compatibility issues between recent versions. If you are using a different version and
encounter problems, please report the problem to NMA.

The TOC uses two features of the word program to function: paragraph outline levels
and bookmarks. An outline of the document is available at View, Document Map. The
panel to the left shows a list of all of the paragraphs in the document marked with an
outline level 1 or higher; the text within those sections has an outline level of ‘Body
Text’ and will not appear in the map. The TOC is generated using this document map
and all paragraphs marked as level 1 (higher outline levels will appear as branches
below lower levels in the map and will not be included in the TOC).

If problems are encountered getting a newly added section to appear, check the outline
level for the heading text and check to see if it appears within the document map. If
extra or unwanted text appears within the TOC, check the outline level and document
map for that text and set to ‘Body Text’ if necessary.

Bookmarks are used to separate the content of the Plan into different sections (Plan
Overview, Quick Response, etc.). In order for a new section to appear within the
TOC, it must be added within the bookmark for that section. The easiest way to make
sure new content is within a bookmarked section is to position your cursor just behind
the final period of a paragraph within the section and press ‘Enter’ twice to begin the
new content.

If you encounter any other problems using the TOC, please feel free to contact NMA at
webmaster@nma.org.

viii
Planning Template Introduction
Creating a Crisis Communications Team

The composition of a crisis communications team may vary depending on the size of
the operation, but keep these three roles in mind: operations, communications, and
subject matter expertise.

The ideal team would be comprised of:

 President/CEO
 Public Relations/Communications
 Senior Advisors/Vice Presidents/Department Heads
(called upon depending on the crisis)
o Finance
o Government Relations
o Human Resources
o Investor Relations
o Operations
o Safety
 Legal Counsel/Advisor

Personnel from your operation or company may not be sufficient to handle the
demands placed upon them, particularly in crisis situations involving multi-day rescue
and/or recovery operations or environmental catastrophes. Further, in addition to
federal and state authorities that have statutory responsibilities at your site during a
crisis, elected officials, including the governor and members of your congressional
delegation, may want to play a role in press briefings and/or in meetings with family
members. These possibilities all require coordination and will further tax personnel.

As part of the planning process for creating a crisis communications team, outside
resources that could supplement or fill gaps in the team should be considered and
relationships, either formal or informal, developed as appropriate.

ix
Plan Overview

Plan Review Chart

Plan Revision Name of Reviser Approved By Notes

Date

NOTE: A plan review chart allows you to keep track of when changes were made, who made the
changes, who approved the revisions and any special notes regarding the update.

1
Plan Overview
Plan Organization

The [company] crisis communications plan is divided into three major sections.
1) Quick Response – This section includes the first seven steps to take in a crisis.
2) Resources – Throughout the plan there are references to the Resources section,
which provides more information on various elements of communication crisis
response, templates, checklists and reference materials. The documents within
the Resources section can be clicked on through hyperlinks as they are
referenced in the plan or by the listed page number.
3) Communication Strategy –- This section includes additional [company]
protocols.

Plan Instructions

[Company] will keep a copy of this plan both at the office and offsite. A copy of the plan
will also be maintained offsite both electronically and in paper format. It is the
responsibility of the crisis communication team leader (CCTL) to ensure that a copy of
the plan is available to each team member, other staff and key emergency response
partners for use in the event of a crisis. It is also the responsibility of the CCTL to ensure
that the plan is kept up-to-date and that the team members have read the plan and
understand its contents.

Plan Review

The crisis communication team (CCT) will review this plan on a [monthly/quarterly/
bi-yearly] basis to check that:
 Contact information lists are current.
 New initiatives or identified risks are assessed and included.
 Changes to risk communications policies, practices or procedures are up-to-date.

Changes to the plan will be noted on the Plan Review Chart.

2
Quick Response
Seven Steps for Crisis Communication

Communicating before, during and after a crisis is important – not only when working
with the media, but also with employees, family members and company stakeholders.
The following is a seven-step approach to:
1. Help you understand your communication role in an emergency
2. Follow and support [company] procedures
3. Know what communication actions to take

Depending on the intensity of the situation, it is possible that all of these steps could be
taken within the first three hours of a crisis and then repeated as needed during the
course of the situation.

2
Quick Response

STEP 7: STEP 1:
Monitor and Verify and
Provide Assess the
Feedback Crisis

STEP 6: STEP 2:
Approve and Notification
Release and
Messages Assignments

STEP 5: STEP 3:
Develop Assess the
Messages Comm. Crisis
Level

STEP 4:
Communication
Management

STEP 1: Verify the Crisis Situation

The first step is to determine what has happened (what, when, who, how, why), by
coordinating at the site of the incident and immediately identifying as many facts as
possible:

WHAT happened and where?

WHEN did this happen?
WHO is involved?

3
Quick Response
HOW did it happen?
WHAT is currently being done?
When collecting the data consider the following:
 Do you have all the facts (to the best of your knowledge)
 What other information do you need to put the event into perspective?
 Has the situation been confirmed?
 Was your information source(s) credible?
 Is information consistent from several sources?

In some cases, the media may be alerted to the situation before all of these facts can be
determined. Even if you do not have all of the information yet, it is important to
notify the Crisis Communication Team as well as provide the media with a statement
indicating that the situation is under investigation and that as soon as more
information is available it will be provided. Review the [company] media policy for
more information on how to respond. You can also reference the sample holding
statement in the resource materials section.

See Resources for related documents:

 [Company] Media Policy in section F
 Sample Holding Statement in section D
 Press Release Template in section D

4
Quick Response
Crisis Situations
Each crisis is unique, but there is an opportunity to become familiar with a variety of
scenarios so that a potential crisis can be quickly recognized and addressed.

[Company] has identified a number of scenarios that could adversely impact

operations, financial stability and reputation. These scenarios may include:
 Cave-in
 Chemical spills/leaks
 Civil disturbance
 Community evacuation
 Environmental
 Explosions/Implosions
 Exposures to harmful substances
 Financial improprieties
 Fires
 Injuries/Fatalities
 Natural disasters
 Power failure
 Transportation
 Water in-rush

For a more detailed list of scenarios, see the Crisis Scenarios List.

See Resources for related documents:

 Crisis Scenarios List in section C
 Crisis Scenario Examples in section C

5
Quick Response
STEP 2: Notification and Assignments

As soon as contact has been made with the Mine Safety and Health Administration
(MSHA), the Mine Representative (MR) should contact the Crisis Communications
Team Leader (CCTL).

NOTE: Even if the situation does not seem like it could cause community or media attention, it
is important that the CCTL be informed. Crisis situations can escalate very quickly, and it is
extremely important that the communication team stay up-to-date on the situation.

Communication Notification Steps

1. MR calls MSHA (within 15 minutes of incident) according to operation standard
policy.
2. Mine Representative (MR) should immediately call the CCTL.
3. CCTL will coordinate contacting all members of the Crisis Communications
Team (CCT) (see chart below).
4. A conference call will be scheduled so the MR and CCT members can determine
if there is a communication crisis, and, if so, what communication crisis level it
has reached (see Step 3). The CCT will also determine next steps.

Mine Rep.
(MR) Conference Line
[Insert Crisis line and
call code if needed]

President/ Crisis Comm.

CEO Team Leader
(CCTL)

Assistant**
CCT PR/Media

Legal HR & Operations Senior

Counsel Safety Advisor**

** As needed or available

6
 Quick Response
Crisis Communications Team Assignments
Role/ Primary Alternate
Responsibility Name/Title Name/Title
Crisis Communications Team Leader
 Coordinates [company] communication
response
 Coordinate with MSHA Public Affairs
office
 Oversees message development and
coordinates message with MSHA
 Final approval on all publicly
disseminated information
 Arranges scheduled and emergency
team meetings, works with senior
advisors
 Oversees broad and specific team
functions
 Ensures required resources are available
for team member assigned duties
 Communicates with operational team at
the mine operation and corporate office

Assistant CCT Coordinator

 Assists the team coordinator with
prioritizing duties and handling
inquiries.
 Fulfills all the duties and responsibilities
of the CCTL his/her absence.
 Works in close liaison with the
spokesperson facilitator to ensure
message accuracy.
 Assists with media relations.

Family Liaison
 Establishes, coordinates and initiates
contact with family members to notify
with updates and information as
information becomes available. (NOTE:
Family members should always be informed
before the media. See Working with Family
Members in the Reference Materials.)
 Coordinates MSHA family liaison, clergy
and other special interest groups to assist
in family needs.
 Liaison to CCT and spokesperson about
family concerns, etc.

7
 Quick Response
Role/ Primary Alternate
Responsibility Name/Title Name/Title
 Handles logistical needs (food, lodging,
professional services) of families.
 Works with coordination efforts of clergy
and counseling partners.

NOTE: The Family Liaison team member

should have appropriate training for working
with affected family members. It can be a human
resources professional, but should not be the
CEO or the spokesperson with the media.

Mine Representative (MR)

 Is the communication liaison between
Mine operations and the CCT.
 Keeps CCTL and core decision group
up-to-date on new developments.
 Dedicated to linking operational
response to communications response.
 [Insert specific communication roles as
determined by [company]]

CEO
[Insert specific roles determined by
company, i.e., message approval,
spokesperson, etc.]

Legal Counsel/Advisor
 Legal advice on communications
strategies.
 Legal advice on messaging to victim(s),
family members, media, etc.
 Approved messages before release.

Sr. Advisors (as needed)

 Provide communication input regarding
[area of expertise] (i.e., the senior Human
Resources representative may be called upon
for assistance in a Union Strike situation.)
 [Insert list of senior advisors and the
roles they may play in an emergency]
Spokesperson
 Works with CCT to publicly issue
statements to the media.
 Serves as lead [company] representative

8
 Quick Response
Role/ Primary Alternate
Responsibility Name/Title Name/Title
at press conferences with assistance from
operational staff, state/local agencies,
MSHA, etc.

NOTE: The Spokesperson may be the CEO,

senior advisor, subject matter expert, or CCLT
depending on the situation.

Information Technology Coordinator

 Oversees and coordinates the
technology needs for the situation,
including:
1. Computers/Internet/E-mail
2. Phone Lines
3. Printers/Copiers
4. Fax machines
 Coordinates/Assists with establishing
the technology needs for the media and
family sites.
 [Add additional responsibilities]

Web Site Coordinator

 Coordinates with the CCTL to provide
up-to-date information on the web.
 Monitors Web site comments and
provides updates to the CCT.
 [Add additional responsibilities]

VIP Liaison
 Coordinates communication with VIPs
– mayor, state legislators, governor,
congresspersons, etc.
 Oversees logistics for VIP visits,
location, mine access, etc.
 [Add additional responsibilities]

[Add additional team members and their

responsibilities]

9
Quick Response
STEP 3: Assess the Communication Crisis Level

Based on the level of communication required as listed in the criteria below, determine
the crisis level of the situation.

LEVEL COMMUNICATION CHARACTERISTICS

 Media have immediate and urgent need for
information about the crisis. CEO may need to
4 provide opening statement of empathy/caring.
HIGHLY  One or more groups or individuals express anger
INTENSE or outrage.
 Broadcast and print media appear on-site for live
coverage.
 Crisis causes growing attention from local and
regional media.
 Media contacts non-CCT staff for information
3 about the crisis.
INTENSE  In addition to the media, stakeholders and
community partners are present at site.
 Affected and potentially affected parties threaten
to talk to the media.
 Crisis situation may/may not have occurred; the
situation is attracting slow, but steady media
2 coverage.
MODERATELY  External stakeholders (e.g., MSHA, NMA, State or
INTENSE Fed) receive media inquiries.
 The public at large is aware of the situation/event
but is attracting very little attention.
 Crisis attracts little or no attention.
1
 Pre-event information requests are received.
MINIMALLY
 Public and/or media are virtually unaware of
INTENSE
crisis.

10
Quick Response

STEP 4: Communication Management

Message Management
1. Schedule regular internal communication updates.
2. Schedule regular updates with MSHA Public Affairs.
3. Identify key audiences.
4. Start crisis inquiry log from public and/or media.
5. Select and/or assign spokesperson(s) (site and/or corporate).

Communication Logistics
1. Identify main on-site contact.
2. Establish a location for communications operation center.
3. Address other logistics:
 Set-up a site for the media away from the mine. This step needs to be
taken care of very quickly so that media cannot set-up near the mine –
once they have established a site, it is difficult, if not impossible, to move
them.
 Set up a family/employee site away from the media and the mine.
 Establish a place for VIP visitors.
 Determine if additional/compatible cell phone capability is needed, e.g.,
to enable mine rescue teams from various companies to communicate or if
area has limited cell phone coverage. Many state offices of homeland
security and emergency management will provide satellite towers and cell
phones. A list of those agencies and contact information can be found at
http://www.dhs.gov/files/resources/editorial_0306.shtm

4. Determine crisis site hours of operation and who will be staffing the site.
Note: You will need to have communication staff both onsite and at the corporate
office. The number of individuals at each site per shift depends on staff
availability and the intensity of the crisis situation.

See Resources for related materials:

 Audience List in section D
 Audience and Questions Worksheet in section D
 Communication Operations Schedule in section A
 Crisis Inquiry Log in section A
 Spokesperson Assignment Sheet in section E

11
Quick Response
 Spokesperson Guidelines in section E
 Working with Family Members in section A
 Working with the Media in section A

STEP 5: Develop Messages

Once the crisis level has been determined and factual information to be communicated
has been confirmed, it is time to begin planning a response strategy for communicating
critical information and for responding to potential questions for each audience. During
this step, the Crisis Communications Team should:
 Develop a script for conveying key information points.
 Develop or refer to a list of questions that could be asked by a variety of
audiences (families, media, partner, organizations) about the crisis.
 Modify pre-scripted messages or develop new messages.
 Be prepared to address the company’s or the operation’s record for the relevant
crisis situation, e.g., mine safety, financial integrity, treatment of employees.
 Determine how the company will manage inquiries regarding a CEO’s or other
senior management’s activities that are unrelated to the crisis situation, e.g.,
political activities.
 Identify the best methods for delivery of key messages.
 Monitor crisis and update messages based on the crisis.

See Resources for related materials:

 Audience List in section D
 Audience and Questions Worksheet in section D
 Holding Statement Samples in section D
 Message Mapping Steps in section D
 Message Map Work Sheet in section D

12
Quick Response
STEP 6: Approve and Release Messages

Message Approval
Once messages are developed for each potential audience, all messages that will be
distributed internally to employees and externally to the public, shareholders, the
media, etc., must be approved by the following individuals:
1. Crisis Communication Team Leader (CCTL)
2. Legal Counsel/Advisor
3. Operations Manager [Insert operation title for your company, i.e. director, unit
manager, etc.]
4. Chief Executive Officer (CEO)

Once the legal team and the CEO have reviewed, the CCTL will work with the Crisis
Communications Team (CCT) to make needed changes and finalize for official release.

Message Release
Messages can be released through a variety of means and messengers and at various
time frames, depending on the crisis. In crisis levels 3 or 4, the main statement or
overarching message should come from the CEO and, if deemed appropriate, include a
message of empathy and caring.

Delivering messages to a broad range of people will need to be a team effort as outlined
in the Emergency Notification Charts in Section D. However, ALL messages should be
coordinated with the CCTL and channeled through the approval processes to make
sure that they are in line with the overall messages and approved by [company] for
release.

See Resources for related materials:

 Emergency External Audience Notification Chart in section D
 Emergency Internal Audience Notification Chart in section D
 Holding Statement Samples in section D
 Message Approval Form in section D

13
Quick Response
STEP 7: Monitor and Provide Feedback

During and after the crisis the CCTL will coordinate with the CCT to:

1. Review crisis coverage

 Review media outlets that have inquired about the situation.
 Review media within a designated area of the facility (distance
depends on the nature of the event).
 Review national and business media.
 Conduct regular searches through Internet search sites for key words,
such as the name of the mine, the incident, people involved, etc.
 In some cases you may want to monitor blogs, comment boards or chat
sites to assess community/employee concerns/comments. Keep in
mind the following when reviewing these sites:
1. Although things should be taken seriously, understand that
blogs and comments board can be used simply to “let off
steam.”
2. [Company] or members of the CCT should NEVER respond,
even anonymously, through a blog or chat site. The only
exception is if [company] establishes a comment board specifically to
address concerns and clearly advertises the site for that purpose. Keep
in mind, however, that all communication can be pulled for legal
purposes, so all communication through this site, like all media
communication, should go through official review/approval procedures
before posting.

2. Identify story trends

 What is the main focus for the media?
 Is the focus changing?
 Are there patterns that indicate messages [company] should be
focusing on or responding to?

3. Identify public and key stakeholder issues

 What are the major issues being addressed through the media?
 What questions or concerns are being posed?
 Incorporate lessons learned into crisis plan
 During the crisis and afterward, lessons learned (e.g., what types of
messages are needed, what approach the media takes to a certain type
of story, what the media, public and shareholders are asking, etc.)
should be noted to assist in planning and response for future
situations.

14
Quick Response
NOTE: Solicit feedback from [company] leadership/employees outside of the CCT to assist in
identifying what worked, what didn’t and lessons learned.

15
Resources: A -- Response
Working with MSHA

The mission of the Mine Safety and Health Administration (MSHA) is to administer the
provisions of the Federal Mine Safety and Health Act of 1977 (Mine Act), as amended
by the Mine Improvement and New Emergency Response Act of 2006 (MINER Act),
and to enforce compliance with mandatory safety and health standards as a means to
eliminate fatal accidents; to reduce the frequency and severity of nonfatal accidents; to
minimize health hazards; and to promote improved safety and health conditions in the
Nation's mines. (www.MSHA.gov)

The MINER Act also directed MSHA to serve as liaison to family members during a
mining accident. MSHA’s team of family assistance professionals fulfil this
requirement.

In accordance with national policy, a mining company must report an incident to

MSHA within 15 minutes of the discovery of the situation. Although this requirement is
from an operational/recovery standpoint, it is equally important to begin working with
MSHA from a communication standpoint.

MSHA has recently added to the standard number of vehicles it brings to an accident
site. If an area has already been set aside to accommodate MSHA “tech support,” space
requirements may need to be updated. Every mine site should plan on MSHA bringing
the following vehicles to an accident site:

 Command vehicle (the “Blue Goose”)

 Gas analysis van
 Communications vehicle
 MEU truck

Depending on the nature of the accident, other vehicles (seismic, TV truck, ventilation
van, robotic trailer) will be set up at specific locations on mine property that may be
some distance from the command vehicle.

The following are a few tips when working with MSHA

Before an emergency
1. Make contact with MSHA’s public affairs office and family assistance
representative prior to an emergency. Developing a working relationship
before a crisis happens can make a difference in how well you work together
in an event. Use office or cell numbers or e-mail for non-emergency
communication.

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Name Office Cell Home E-mail
Amy Louviere 202-693-9423 571-215-4497 703-860-6163 louviere.amy@dol.gov
Matthew Faraci 202-693-9406 703-389-9830 faraci.matthew@dol.gov
Main number/Office of Public Affairs: 202-693-4676
Office of the Assistant Secretary: 202-693-9414

2. Discuss with MSHA’s public affairs office and family assistance representative:
 Company communication policy and procedures
 How MSHA and [company] can work together to communicate to the
media, family members, etc.
 Media/Family staging locations
 Scenarios/Media response timelines
 Company spokespersons and family assistance liaison

During an emergency
1. Contact MSHA’s public affairs office directly. Although operational
management will be done through MSHA’s district manager, it is best if the
communication representative from [company] speaks directly with the
MSHA public affairs office to make sure all information is accurate and that
media/public response is coordinated. Use cell or home numbers if needed
during an emergency.
Name Office Cell Home E-mail
Amy Louviere 202-693-9423 571-215-4497 703-860-6163 louviere.amy@dol.gov
Matthew Faraci 202-693-9406 703-389-9830 faraci.matthew@dol.gov
Main number/Office of Public Affairs: 202-693-4676
Office of the Assistant Secretary: 202-693-9414

2. Immediately discuss the following (especially if these items were not discussed
prior to an emergency situation):
 Company communication policy and procedures
 Media/public, family members, etc. communication strategy
 Media/Family staging locations
 Media response timeline
 Company spokespersons and MSHA spokespersons –
roles/responsibilities

After an emergency
1. Debrief and discuss what went well and what didn’t go well with MSHA
public affairs and family assistance.

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2. Working through the pluses and minuses of the communication response
efforts to develop a new and better strategy.

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Working with Family Members

Keeping the family informed about the situation is an essential part of crisis
communications and should be viewed as a priority for the Crisis Communications
Team. Please review the following checklist when working with employees’ family
members.

Logistics
 Establish a site for family members. Location should be:
 Coordinated with MSHA
 Away from the mine operation
 Away from media location
 Easily accessible
 As comfortable as possible

 Coordinate with local not for profit response agencies/organizations to assist with:
 Food
 Beverages (No alcohol)
 Counseling

 Select a facility with:

 Parking
 Toilet facilities
 Comfortable seating
 Private consultation room (if possible)

Communication
 Appoint a family liaison to coordinate family communication and response.
 Liaison should be appropriately trained
 Liaison should be familiar with [company] medical and related benefits and
assistance policies

 Work with MSHA to coordinate family communication.

 Establish protocols for sending updates to family liaison and authenticating updates.
NOTE: Family members should ALWAYS be updated before the media or VIPs.

 Partner with clergy/counsellors to be on-site when making announcements –

especially those involving injury, fatality or uncertainty. However, clergy/
counsellors should never be given the responsibility of conveying information about
the crisis situation to family members. This is the responsibility of MSHA and
[company].

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 When communicating with family members always:

 Make sure information is accurate.
 Coordinate information with MSHA.
 Provide updates to family members before making any announcements to the
media.
 Be prepared to handle/answer difficult questions regarding who was at
fault/who is to blame, compensation, lawsuits, timelines, etc. Anticipate these
questions in advance, develop messages and if approved through the CCTL,
CEO and legal team, provide updates.
NOTE: Family liaisons should ALWAYS check messages through the CCTL before
proceeding.

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Working with the Media

The media play an essential role in informing the community and will do so with or
without your help. Depending on the level and duration of the crisis, especially one
involving the fate of multiple individuals, the number of media representatives can
reach 100 or more on site and numerous other requests for information are likely to be
made by phone or e-mail.

The most important members of the media are local reporters (newspaper, radio and
TV) who will be the main source of information for employees, their families and other
community members. The regional wire service reporter will play a big role in how the
event is covered nationally. As a result, the media communications team should work
most closely with these members of the media.

Scheduled press conferences and released statements are the most efficient and
effective way to brief non-local media. If you need additional assistance with non-
local media, contact your state mining association and/or the National Mining
Association.

Media coverage of recent crisis events in U.S. mining and elsewhere have followed a
similar sequential arc as follows: The nature of the event; rescue efforts (if appropriate);
the record of the operation (safety, financial, etc.); who is at fault (the company,
regulatory officials, etc.); and, more recently, the background and political activities of
the CEO or senior management. The communications team should be prepared to
address all of these story lines—including choosing not to address questions about the
CEO.

When thinking about how you can best work with the media, keep the following in
mind:

Logistics
 Establish a site for the media quickly – or they will establish a place. Location should
be:
 Coordinated with MSHA
 Away from the mine operation
 Away from the family and VIP location
 Easily accessible
 As comfortable as possible

 Select a facility with:

 Comfortable seating
 Parking with enough space for satellite trucks

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Resources: A -- Response
 Private consultation room (if possible)
 Security – have the media check in when they arrive. Be sure they have
appropriate media credentials
 Toilet facilities

 Select a facility capable of accommodating:

 Podium with ability to attach several microphones
 Chairs
 Additional needs to consider:
 Computers/Internet access
 Copy machine and paper
 Electrical outlets
 Electrical power strips
 Fax machine and paper
 Flip charts and black or blue markers
 Masking tape
 Notepaper/Pens
 Telephones (landlines) – especially if cell phones don’t work in that area

Communication
 Appoint a media liaison to address logistics and media needs

 Appoint a media liaison to coordinate family communication and response.

 Work with MSHA to coordinate messages.

 Communicate through press briefings so that all media receive the same information
at the same time.

 If you set a time for a media briefing – keep it! Even if you do not have new
information, it is important to provide the media with an up-to-date statement.

Communication Aids
 Current mine maps

 Graphics depicting the mine/mining operations

 Photographs of the mine

 Fact sheets about the mine, mine production, history, safety record, etc., and names,
titles and job responsibilities or professional qualifications of individuals who will
be briefing the media.

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 Glossary of terms

Media Room Setup Example

AV Screen Status
Briefing Clock Board

Speaker’s Table Status

Map Board

Briefing Room
Status
Board

Copier
Map and fax

Public Information
Officer Work Area

Media Work Area

Copier and fax

Registration Phones/Internet access

and Security

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Using the Web

Importance of Using the Company Web Site

Web sites have become a go-to source for information in times of emergency – not only
for the media, but also for employees, family members and the community at large. The
web allows information to be updated quickly and is a forum for the company’s stance
on the situation.

During an emergency it may be difficult to find time to develop an online format for
emergency information. Developing a “dark site” prior to an emergency can assist in
limiting the amount of work that has to be done in-event.

Developing a Dark Site

A dark site is a Web site that is prepared in advance of an emergency, but is not
viewable on a regular basis. The site can be made readily accessible once a crisis occurs.

A dark site should look similar to the company Web site for brand consistency so that it
can either replace the main page of the company site temporarily or be linked to from
the main site.

The following are a few examples of what type of information can be housed on a dark
site:
 Fact sheets specifically for crisis use
 Company information, history, statistics, safety record, etc.
 Mine maps
 Mine photos
 Mine diagrams
 Placeholder for crisis specific messages
 References to other Web sites that could provide additional information, such as
www.msha.gov and www.nma.org, etc.

Make sure all information is up-to-date before making the site live. During a crisis is the
worst time to have incorrect or outdated information up for public viewing.

NMA Web Site and Generic Dark Site

The National Mining Association (NMA) has developed a generic dark site for use by
NMA member companies in a crisis situation. This site is available if your company
does not have a Web site or does not have the capability to post information on the site
during a crisis situation. To utilize the site to provide basic information to the media,
community or family members and other stakeholders during a crisis event, please go
to http://www.testnma.org/emergency_page.asp and enter the pass code
crisis411nma. Direct those seeking information to www.nma.org. Information may be

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submitted 24-hours/day, seven days a week. Information will be posted by NMA on
the site during normal business hours, Monday through Friday.

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Crisis Inquiry Log

Caller: ____________________________________________________________
 Media  Employee/Family  Public  Board/Shareholder

Date: Time of Call:

Organization:

Phone number:

Fax:

Address:

Inquiry:

Deadline:

Person taking call:

●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●

Reply made by:

Date/Time:

Reply:

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Communication Operations Schedule
NOTE: The example below illustrates a three-member team on an eight-hour rotation with two-
hour overlaps. The number of people may vary depending on the size of the company and the
situation. If communication is happening between the mine operation and corporate, there
should be individuals at both locations for each shift.

NAME 1 a.m. 2 a.m. 3 a.m. 4 a.m. 5 a.m. 6 a.m. 7 a.m. 8 a.m.

Bill Quinn
John Doe
Jane Kane

NAME 9 a.m. 10a.m. 11a.m. 12p.m. 1 p.m. 2 p.m. 3 p.m. 4 p.m.

Jane Kane
Jack Smith

NAME 5 p.m. 6 p.m. 7 p.m. 8 p.m. 9 p.m. 10p.m. 11p.m. 12a.m.

Jack Smith
Bill Quinn

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Resources: B -- Contacts
Subject Matter Experts

Contact
Area of Expertise Name/Title Organization
Information
Office:
Cell:
Mine Safety and
Home:
Health Fax:
E-mail:
Office:
Cell:
Legal/Labor Law Home:
Fax:
E-mail:
Office:
Cell:
Crisis and Risk
Home:
Communications Fax:
E-mail:
Office:
Human Cell:
Resources/Family Home:
Liaison Fax:
E-mail:
Office:
Cell:
CEO and Corp.
Home:
Reputation Fax:
E-mail:
Office:
Cell:
Mine Operations Home:
Fax:
E-mail:
Office:
Cell:
Environmental Home:
Fax:
E-mail:
Office:
Cell:
Security Home:
Fax:
E-mail:

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Resources: B -- Contacts
Industry Experts

Contact
Company Name Title
Information
Office:
Cell:
Mine Health and
Home:
Safety Fax:
E-mail:
Office:
Cell:
Environmental Home:
Fax:
E-mail:
Office:
Cell:
Crisis and Risk
Home:
Communications Fax:
E-mail:
Office:
Cell:
Statistics Home:
Fax:
E-mail:

Stakeholders and Resources

Contact
Company Name Title
Information
Office:
Family Cell:
Assistance/ Home:
Counseling Fax:
E-mail:
Office:
Cell:
Food Service Home:
Fax:
E-mail:
Office:
Emergency IT/ Cell:
Communications Home:
Equipment Fax:
E-mail:

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Resources: B -- Contacts
Contact
Company Name Title
Information
Office:
Cell:
Private Security
Home:
Providers Fax:
E-mail:

Network/Cable Television
ABC News Special Report with Brit Hume:
77 W. 66 St., New York, NY 10023 Special@foxnews.com
Phone: 212-456-7777 FOX Report with Shepard Smith:
General e-mail: netaudr@abc.com Foxreport@foxnews.com
Nightline: nightline@abcnews.com The O'Reilly Factor:
20/20: 2020@abc.com Oreilly@foxnews.com
Hannity & Colmes:
CBS News Hannity@foxnews.com,
524 W. 57 St., New York, NY 10019 Colmes@foxnews.com
Phone: 212-975-4321 On the Record with Greta:
Fax: 212-975-1893 Ontherecord@foxnews.com
Email forms for all CBS news programs
CBS Evening News: NBC
evening@cbsnews.com 30 Rockefeller Plaza, New York, NY
The Early Show: earlyshow@cbs.com 10112
60 Minutes II: 60II@cbsnews.com Phone: 212-664-4444
48 Hours: 48hours@cbsnews.com Fax: 212-664-4426
Face the Nation: ftn@cbsnews.com List of Email addresses for all NBC
news programs
CNN NBC Nightly News with Tom Brokaw:
One CNN Center, Box 105366, Atlanta, nightly@nbc.com
GA 30303-5366 NBC News' Today: today@nbc.com
Phone: 404-827-1500 Dateline NBC: dateline@nbc.com
Fax: 404-827-1906
Email forms for all CNN news MSNBC
programs One MSNBC Plaza
Secaucus, NJ 07094
Fox News Channel Phone: 201-583-5000
1211 Ave. of the Americas Fax: 201-583-5453
New York, NY 10036
Phone: 212-301-3000 CNBC
Fax: 212-301-4229 2200 Fletcher Ave.
comments@foxnews.com Fort Lee, NJ 07024
List of Email addresses for all Fox News Phone: 201-585-2622
Channel programs Fax: 201-583-5453

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Resources: B -- Contacts
List of Email addresses for all MSNBC
news programs
Hardball with Chris Matthews:
hardball@msnbc.com
MSNBC Reports with Joe Scarborough:
msnbcreports@msnbc.com

PBS
1320 Braddock Place, Alexandria, VA
22314
Phone: 703-739-5000
Fax: 703-739-8458
The NewsHour with Jim Lehrer:
newshour@pbs.org

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Resources: B -- Contacts
National Radio Programs

33
Resources: B -- Contacts
National Public Radio
635 Massachusetts Ave. NW, Washington, DC 20001-3753
Phone: 202-513-2000
Fax: 202-513-3329
E-mail: Jeffrey Dvorkin, Ombudsman: ombudsman@npr.org
All Things Considered: atc@npr.org
Morning Edition: morning@npr.org
Talk Of The Nation: totn@npr.org
List of Email addresses for all NPR news programs

The Rush Limbaugh Show

1270 Avenue of the Americas, NY 10020
Phone: 800-282-2882
Fax: 212-563-9166
E-mail: rush@eibnet.com

Sean Hannity Show

E-mail: Phil Boyce, Program Director phil.boyce@abc.com

National Newspapers
The New York Times 200 Liberty St., New York, NY 10281
229 W. 43rd St., New York, NY 10036 Phone: 212-416-2000
Phone: 212-556-1234 Fax: 212-416-2658
Fax: 212-556-3690 Letters to the Editor: wsj.ltrs@wsj.com
D.C. Bureau phone: 202-862-0300 Comment on News Articles:
Letters to the Editor (for publication): wsjcontact@dowjones.com
letters@nytimes.com
Write to the news editors: The Washington Post
nytnews@nytimes.com 1150 15th St., NW, Washington, DC
New York Times Contact Information 20071
by Department Phone: 202-334-6000
How to Contact New York Times Fax: 202-334-5269
Reporters and Editors Letters to the Editor:
letters@washpost.com
USA Today Ombudsman:
7950 Jones Branch Dr., McLean, VA ombudsman@washpost.com
22108 Contact Washington Post Writers and
Phone: 800-872-0001 or 703-854-3400 Editors
Fax: 703-854-2165
Letters to the Editor:
editor@usatoday.com
Give feedback to USA Today

The Wall Street Journal

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Resources: B -- Contacts
Regional Newspapers

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Resources: B -- Contacts
Regional Wire Services and Syndicates
Associated Press Reuters
50 Rockefeller Plaza, New York, NY Three Times Square
10020 New York, NY 10036
Phone: 212-621-1500 Telephone: 646-223-4000
Fax: 212-621-7523 Reuters Editorial Feedback
General Questions and Comments:
info@ap.org United Press International
Partial Contact Information for the 1510 H Street, NW
Associated Press by Department and Washington, DC 20005
Bureau Telephone: 202.898.8000
FAX: 202.898.8057
Bloomberg Comment and Tips: tips@upi.com
731 Lexington Ave
New York, NY
Phone: 212-617-2300
Fax: 917-369-5000
Regional office contact information can
be found here

Dow Jones Newswires

335 Madison Ave., 18th floor
New York, NY 10036
Phone: 201-938-5400
Fax: 201-938-5600
General Questions and Comments:
newswires@dowjones.com
Regional office contact information can
be found here

The McClatchy Company

2100 Q Street
Sacramento, CA 95816-6899
Phone: 916-321-1855
General Questions and Comments
contact Peter Tira at
ptira@mcclatchy.com

Scripps Howard News Service

1090 Vermont Ave N.W., Suite 1000
Washington, DC 20005
Phone: 202-408-1484
Fax: 202-408-2062
Department editors can be found here

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Resources: B -- Contacts
National News Magazines
Newsweek
251 W 57th Street, New York, NY 10019
Phone: 212-445-4000
Fax: 212-445-5068
Letters to the Editor: letters@newsweek.com

Time
Time & Life Bldg., Rockefeller Center, New York, NY 10020
Phone: 212-522-1212
Fax: 212-522-0323
Letters to the Editor letters@time.com

U.S. News & World Report

1050 Thomas Jefferson St., Washington, DC 20007
Phone: 202-955-2000
Fax: 202-955-2049
Letters to the Editor letters@usnews.com

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Resources: B -- Contacts
Trade Publications
Air Daily E&MJ
Mike Ball Steve Fiscor
1700 K Street NW, Ste. 1202 (904) 721-2915 (p)
Washington, DC 20006 (904) 721-2930 (f)
202-349-2873 (p) sfiscor@mining-media.com
mball@argusmediagroup.com
MineWeb
Argus Coal Daily and Coal Weekly Dorothy Kosich
Chris Newman 1695 Wilbur Place
(202) 349-2876 (p) Reno, NV 89509
(202) 872-8045 (f) (775) 323-0207 (p)
chris.newman@argusmediagroup.com dorothykosich@sbcglobal.net

Argus Media, Inc. Platt's

Molly Christian Charlotte Wright
1012 14th St. NW, Ste. 1500 1200 G Street, N.W., 10th Floor
Washington, DC 20005 Washington, DC 20005
202-349-2883 (p) (202) 383-2190 (p)
202-872-8045 (f) (202) 383-2187 (f)
molly.christian@argusmediagroup.com charlotte_wright@platts.com

Coal Leader
Barbara Altizer
222 Sunny Hills Drive
Cedar Bluff, VA 24609-9075 Other Industry
(276) 964-6363 (p) Publications
barb@netscope.net
NMA Mining Week
Coal News
Luke Popovich
Bill Reid
106 Tamarack Street 101 Constitution Avenue, N.W.
Bluefield, WV 24701-4573 Suite 500 East
(304) 327-6777 (p) Washington, DC 20001
(304) 327-6777 (f) (202) 463-2620 (p)
billreid007@comcast.net (202) 463-2666 (f)
lpopovich@nma.org
Coal USA
Angie Bahr
editorial@coalusamagazine.com

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Resources: B -- Contacts
Local Media
NOTE: INSERT DAILY/WEEKLY NEWSPAPERS, TELEVISION AND TALK RADIO
STATIONS FOR THE AREAS SURROUNDING MINE SITES. THESE CAN ALSO BE IN
AN EXCEL FILE AND REFERENCED ON THIS PAGE.

EXAMPLE:
DISTRICT OF COLUMBIA TV STATIONS

ABC network
 Washington: WJLA (Ch. 7)
CBS network
 Washington: WUSA (Ch. 9)
Fox network
 Washington: WTTG (Ch. 5)
NBC network
 Washington: WRC (Ch. 4)
PBS network
 Washington: WETA (Ch. 26)
My Network TV
 Washington: WDCA (Ch. 20)
CW network
 Washington: WBDC (Ch. 50)

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Resources: C -- Scenarios
Crisis Scenarios List
An important part of crisis communications planning is to assess practices and/or features of your
operations that could be involved in a crisis situation. Put a check mark if you have identified resources
and experts to address each scenario. Write N/A or remove from the list if it does not apply to your
operation.
Scenario Subcategories Resources Experts
Cave-in Highwall failure/slip
Structural (building)
Surface excavation
Surface subsidence
Underground
Chemical Containment of spill
spills/leaks Off-site/on-site
Oil spills
Ruptured gas main
Storage capabilities
Civil disturbance Bomb threat
Extortion
Kidnap
Protest
Sabotage
Strike
Community Planned
evacuation Unplanned
Environmental Activists
Air pollution
Soil pollution
Waste material
(disposal problem)
Water pollution

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Resources: C -- Scenarios

Scenario Subcategories Resources Experts

Explosions/ Blasting agents
implosions Chemicals
Dust
Gas line
Nitrogen
Petroleum
Exposures Biological
Chemical
Disease
Heat/cold
Noise
Radiation
Vibration
Financial
improprieties
Fires Bushfires
Community
Plant and surface
Underground
Vehicle
Injuries Critical
Fatal
On-site
Multiple

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Resources: C -- Scenarios

Scenario Subcategories Resources Experts

Natural disasters Earthquake
Flooding
Landslide
Mudslide
Ruptured dam
Severe storm
Tornado
Power failure Communication failure
Electrical blackout
Gas shortage
Sabotage
Water shortage
Transportation Airplane accident
Automobile accident
Boat/shipping accident
Hazardous materials
Train accident
Water in-rush Bulkheads
Exploration drill hole
Fractured ground
Pillar failure
Ruptured dam
Tailings
Unplanned holing of old
workings
Water main failure

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Scenario Examples

Environmental: Impoundment Break

Event Communication Considerations

 Environmental affects
o Wildlife injury/death
 Land animals
 Fish
o Air
o Vegetation destroyed
o Soil contamination
o Water contamination
 Drinking water
 Lakes, streams, etc.
 Human affects
o Injury
 Employee
 Community
o Loss of Life
 Employee
 Community
 Property damage

Additional Communication Considerations

 Safety records
 Operation records
 Past similar events – at operation, sister operation or near-by competing
operation

Affected Audiences
 Community
 Employees
 Tribal properties
 Schools/Children

Other Audiences to Consider

 Environmental groups
 Government
o Local

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Resources: C -- Scenarios
o State
o Federal

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Explosion: Loss of Life
Event Communication Considerations
 Human affects
o Injury
 Employee
 Community
o Loss of Life
 Employee
 Community
 Environmental affects
o Air
o Soil contamination
o Water contamination
 Property damage

Additional Communication Considerations

 Safety records
 Operation records
 Past similar events – at operation, sister operation or near-by competing
operation

Affected Audiences
 Employees
 Family Members
 Community

Other Audiences to Consider

 Government
o Local
o State
o Federal

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Civil Disturbance: Protest

Event Communication Considerations

 Human affects
o Injury
 Employee
 Community
o Loss of Life
 Employee
 Community
 Property affects
o Destruction of facilities of equipment
o Disruption of operations

Note: In most cases, local authorities have the responsibility to address and/or remove protestors.
Employees, vendors and contractors should not attempt to remove demonstrators.

Additional Communication Considerations

 Past similar events – at operation, sister operation or near-by competing
operation

Affected Audiences
 Employees
 Community
 Shareholders

Other Audiences to Consider

 Government
o Local
o State
o Federal

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Message Mapping Steps

Definition
A message map provides an organized, prioritized repository of the information
available to convey and support the messages the public needs to hear, understand and
remember. Message maps also structure information essential for responding to public
concerns.

Developing Message Maps

Developing the messages that will be released to the public is very important. Here are
seven steps to follow when developing your crisis message maps:

Step 1 – Identify stakeholders: Stakeholders are interested, affected or influential

parties that would be or are currently affected by the situation.

Step 2 – Identify concerns: Develop a complete list of specific concerns for each
important stakeholder group.

Step 3 – Identify underlying general concerns: Analyze all concerns to identify

common sets of underlying general concerns. Most high concern issues are associated
with no more than 15 to 25 primary underlying general concerns. Note: This should be
done as time allows – initial messages or holding statements may need to be made
before this step can take place.

Step 4 – Develop key messages: Messages should be in response to each stakeholder

question, concern or perception. Initial messages should address top of mind concerns,
i.e., employees’ safety/wellbeing, what is being done at the mine site, etc.

Step 5 – Develop supporting facts and proofs for each key message: Supporting facts
provide the continuity and details needed to support the key message. Key messages
should have no more than three supporting facts.

Step 6 – Conduct systematic message testing: Message testing should done by subject
matter experts not directly involved in the original message mapping process to
validate the accuracy of technical information. In a crisis, this will need to be done very
quickly. Sharing and testing messages with partners ensures message consistency and
coordination.

Step 7 – Plan for delivery: Prepare for the message maps’ delivery by a trained
spokesperson or through the appropriate communication channels.

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Example Audience List

Audience
Board Members

Employees – Mine Site

Internal Employees – Corporate, Sister Mines

Families

Senior Advisors

Clergy

Customers

Elected Officials

Industry and Trade Associations

Local and State Fire/EMS

Media: Local, Regional and National

Mine Safety and Health Administration (MSHA)

External
National Mining Association (NMA)

Office of Surface Mining (OSM)

Partners – Police, Fire, Emergency Management Services, etc.

Public

Shareholders (current and potential)

State Coal/Mining Association

Transportation

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Audience and Questions Worksheet

Audience Questions

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Message Map Worksheet - Example

Scenario: Leak at impoundment

Stakeholder: Members of the local community
Concern: Safety of drinking water
KEY MESSAGE 1 KEY MESSAGE 2 KEY MESSAGE 3

Safe drinking water being We apologize for any

Working to control a
provided to the concern on inconvenience
possible leak.
community. caused by the situation.

Support Point 1.1 Support Point 2.1 Support Point 3.1

Arranged for potable We immediately notified Using information from

water supplies. authorities. monitoring wells.

Support Point 1.2 Support Point 2.2 Support Point 3.2

Worked with the local

We’ll continue to Working with local
water authorities to
provide information. authorities.
provide drinking water.

Support Point 1.3 Support Point 2.3 Support Point 3.3

Will continue to provide We immediately

Additional information
drinking water until examined the
available from the town.
extent of leak determined. surrounding area.

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Sample List of General Concerns

1. Health
2. Safety
3. Ecological/Environmental
4. Economic
5. Quality of Life
6. Equity/Fairness
7. Cultural/Symbolic
8. Legal/Regulatory
9. Basic Informational – Who, What, Where, When, Why, How
10. Openness/Transparency/Access to Information
11. Accountability
12. Options/Alternatives
13. Control
14. Effects on Children/Future Generations
15. Irreversibility
16. Ethics/Morality
17. Unfamiliarity
18. Changes in the Status Quo
19. Voluntariness
20. Benefits
21. Expertise
22. Honesty
23. Listening/Caring/Empathy
24. Trust

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Sample Message Map

Scenario:
Stakeholder:
Concern:

KEY MESSAGE 1 KEY MESSAGE 2 KEY MESSAGE 3

Support Point 1.1 Support Point 2.1 Support Point 3.1

Support Point 1.2 Support Point 2.2 Support Point 3.2

Support Point 1.3 Support Point 2.3 Support Point 3.3

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Press Release Template

FOR IMMEDIATE RELEASE

Contact Name: ______________________________

Contact Phone Number: ______________________
Contact Email Address: _______________________

Headline
One sentence, 7-10 words, that describes the major point of the release:

City __________________________, (Date)

Message of Empathy/Caring (if appropriate):

Main Paragraph
Quickly answers the Who, What, Where, When and Why of the story:

Who (which mine) is affected:

What is going on:

Where is this taking place:

When did this occur:
Why is this important:

(more)

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Quote (key points can be made within quotes)

From a pre-determined spokesperson. Quote should say what actions

[company] is taking, telling people what actions they should be taking, or
voicing compassion and concern.

Name of Spokesperson:
Spokesperson’s title:
Quote:

Key Message 1:

Supporting Point 1.1:

Supporting Point 1.2:

Supporting Point 1.3: _______________________________________________

__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
(more)

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Key Message 2:

Supporting Point 2.1:

Supporting Point 2.2:

Supporting Point 2.3:

Key Message 3:

Supporting Point 3.1:

Supporting Point 3.2: _______________________________________________

__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
(more)

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Supporting Point 3.3: _______________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________

More Information
Fore more information, contact:

[Name of Company and/or Operation]

Phone Number:
Web site:
Other ways to get information:

###

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Fact Sheet Template

Incident or Scenario: ______________________________________________

__________________________________________________________________
__________________________________________________________________
Question: _________________________________________________________
__________________________________________________________________
__________________________________________________________________
Key Message 1:

Supporting Point 1.1:

Supporting Point 1.2:

Supporting Point 1.3: _______________________________________________

__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
(more)

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Key Message 2:

Supporting Point 2.1:

Supporting Point 2.2:

Supporting Point 2.3:

Key Message 3:

Supporting Point 3.1:

Supporting Point 3.2: _______________________________________________

__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
(more)

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Supporting Point 3.3: _______________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
How can I get more information?
[Name of Company and/or Operation]
Phone Number: __________________________________________________
Web site: _________________________________________________________
Other ways to get information: ____________________________________

###

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Holding Statements

HOLDING STATEMENT

For Immediate Release

Contact:
[NAME]
[TITLE]
[PHONE NUMBER]
[E-Mail]

[INCIDENT] AT [COMPANY NAME]’s MINE

The following statement was issued today by the [Name of Company]:

[Location, e.g., Elko, Nev.]: At approximately [time] there was what is currently being
investigated as a (Brief general description – fire, rock burst, etc.) at [Mine Name,
Location].

We are working to determine (damage, injuries, etc.). At this time we have confirmed
that [General information that is FOR CERTAIN, i.e., one person was injured and is
currently being treated, etc. DELETE THIS SECTION IF NO CONFIRMED INFO IS
AVAILABLE.] The safety and well-being of our employees, contractors and neighbors is
our first priority [expression of compassion/concern if appropriate].

As more information is available we will be providing updates through [web site

address] and regular media briefings.

Note for Media: Media briefings will be held at [Location] at [Time – specific time, or
general, i.e., every hour on the hour, etc.].

###

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HOLDING STATEMENT: EMPATHY STATEMENT

For Immediate Release

Contact:
[NAME]
[TITLE]
[PHONE NUMBER]
[E-Mail]

[Incident] at [Name of Mine]

The following statement was released today by [Name, title and name of operation] following the
[short description of incident, e.g., explosion, flooding] at the mine:

[Location]: “We understand the concerns, fears and questions you may have about the
[incident – cave in, accident, etc.] that took place [time frame – this morning, afternoon,
today, yesterday, etc.]. Our thoughts and prayers are with our employees and their
families.

“At this time we are doing everything we can to [action: determine what happened,
conduct a rescue operation, etc.].

“The safety and well-being of our [those effected: employees, employees’ families,
community/neighbors] is our first priority.

“As more information is available, we will be providing updates through [Web site
address] and regular media briefings. “

Note for Media: Media briefings will be held at [Location] at [Time – specific time, or
general, i.e., every hour on the hour, etc.].

###

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HOLDING STATEMENT: ENVIRONMENTAL DAMAGE
For Immediate Release
Contact:
[NAME]
[TITLE]
[PHONE NUMBER]
[E-Mail]

POTABLE WATER BEING PROVIDED TO [NAME OF TOWN] RESIDENTS

FOLLOWING DETECTION OF IMPOUNDMENT LEAK

[Location]: The [Name of mine] Mine is providing potable drinking water to residents
of [Town, State] following detection of a leak in the mine’s [area of leak, e.g. waste
water treatment impoundment]. “To ensure a reliable source of drinking water to town
residents, [Name of mine] mine arranged with local water authorities for potable water
supplies until the extent of the leak has been determined,” [Name and title of mine
official, either mine manager of environmental director] reported today.

At approximately [time of day], [brief description of event, e.g., monitoring wells at the
mine detected a leak in the area of the main surface impoundment used to treat waste
water from mining operations]. An immediate examination of the surrounding area
indicated possible seepage into [name of water way], which is a source of drinking
water for the town.

Local authorities were immediately notified, and at approximately [time of day]

arrangements were made with [source of water] to truck water to local residents.

“We are in the process of [what action is being taken, e.g., searching for the source,
controlling the leak, etc.] and will continue to monitor the situation. We apologize to
our neighbors for any concern or inconvenience this may have caused them,” [Name of
operation’s official] said.

Additional information will be provided on the mine’s Web site: [Web site URL]

Note to the media: Additional information will be provided by [town and/or mine]
tomorrow at [time].

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HOLDING STATEMENTS (SAMPLE PRESS RELEASES):

MISSING EMPLOYEE (PROGRESSION OF EVENTS)

For Immediate Release

Contact:
[NAME]
[TITLE]
[PHONE NUMBER]
[E-Mail]

EMPLOYEE AT [NAME OF OPERATION] MINE IS MISSING; RESCUE EFFORTS

UNDERWAY

[Location]: An employee at the [Name of Operation] Mine is missing, and the

[Operation’s, State’s or other] rescue teams are leading the search for the missing miner,
[Name of missing employee, age and job title].

At approximately [Time, day and date] the [Name of Operation] notified the Mine
Safety and Health Administration (MSHA) and the [State, if appropriate] Department of
Mine Safety that a possible mine emergency involving ground subsidence had occurred
at 7:30 a.m. Immediately following the incident, it was determined that [Name of
missing employee] was missing. All other employees working in the area were safely
evacuated.

“We’re committed to a safe rescue operation and to returning [Name of employee] to

his family and friends,” [Name of mine manager, title and name of operation] Mine said
today.

The [Name of operation] Mine and MSHA will provide additional information as it
becomes available.

Note to media: Additional information will be provided at [time] today.

###

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For Immediate Release

Contact:
[NAME]
[TITLE]
[PHONE NUMBER]
[E-Mail]

LOCATION OF MISSING [NAME OF OPERATION] MINER DETERMINED;

RESCUE PERSONNEL ENTER INCIDENT AREA

[Location]: [Name of operation] miner missing since early this morning, has been
located approximately [location, e.g., 500 feet into the mine] the [Name of operation]
mine, and mine rescue personnel, who are currently working to bring him to the
surface, report that [Name of employee] is injured, but responding to questions.

[Name of employee and brief description of event that led to missing status.] Rescue
teams were gathered once it was determined that one member was missing from the
[number]-person team that was working in the area. The remaining workers were
uninjured.

Federal and state mine safety agencies and rescue teams from the [Where rescue teams
are based] are assisting in the rescue effort.

Note to Media: Additional information will be provided at [time].

###

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For Immediate Release

Contact:
[NAME]
[TITLE]
[PHONE NUMBER]
[E-Mail]

MISSING [NAME OF OPERATION] MINER [HOW DISPATCHED] TO [NAME]

HOSPITAL

[Location]: [Name], missing [Name of operation] Mine employee, was found at [Time
and date], and [how dispatched, e.g., by ambulance, airlifted] to the [Name] Hospital at
approximately [time], following his rescue by mine rescue team members from the
[where rescue teams were from]. He is now receiving treatment at the hospital, and
members of his immediate family are with him.

[Name of employee and length of tenure] at the mine, was injured earlier today when
[brief description of incident]. [Number] other members of the team working in the
area safely left the mine..

Immediately following the incident, which occurred at approximately [time and

day/date], mine rescue personnel and federal and state mine safety agencies were
notified of a possible emergency at the mine. Mine Safety and Health Administration
(MSHA) and rescue personnel determined at approximately [time] today that it was
safe to enter the area in which the event had occurred, and [name] was found at
approximately [time], successfully removed from area and subsequently transported to
the regional hospital.

“Our thoughts and prayers are with [first name of employee] and his family as he is
receiving medical treatment. He is a valued member of our team, and we’re all pulling
for a speedy recovery. We also appreciate the hard work and expertise of all those
involved in today’s rescue effort,” [Name, title of mine manager] said today. “Safe
mining is our number one priority at [Name of operation], and today’s incident causes
us to re-double our efforts and commitment.”

A complete investigation of the event is being conducted by MSHA and the [Name of
State, if appropriate] Department of Mine Safety.

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###
SAMPLE PRESS STATEMENT: MINE FATALITY

For Immediate Release

Contact:
[NAME]
[TITLE]
[PHONE NUMBER]
[E-Mail]

[COMPANY NAME] EXTENDS CONDOLENCES TO FAMILY OF FATALLY

INJURED EMPLOYEE

[Location]: “Our thoughts and prayers are with the family of [Name of employee], who
was fatally injured today at the [Name of company and operation name] Mine. [First
name of employee] was a valuable member of our team, and we will miss him,” [Name
and title of a senior person at company, e.g., operations manager] said today.

[Last name of employee] was fatally injured [approximate time of day, e.g., this
morning] while [brief description of event, e.g., performing a routine preventative
maintenance procedure in the mine’s maintenance shop. During the procedure, Jones
was trapped between the truck cab and a wall in the maintenance shop.] [Description
of assistance provided on site, e.g., CPR was started on site], and [Last name of
employee] was transported by [how transported and to where], where he [any steps
taken at hospital, e.g., underwent surgery and later] was pronounced dead.

The Mine Safety and Health Administration (MSHA) was immediately notified of the
incident, and will conduct a thorough investigation. “All of us hope to learn from
MSHA’s work and our own analysis of this tragic event so we can make the necessary
modifications to reach our goal of zero accidents and fatalities,” [Last name of company
official] added.

[Last name], has served [a length of tenure] at the mine. He is survived by his
[description of survivors].

###

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Frequently Asked Questions

1. What happened?
2. What went wrong?
3. What caused this?
4. Did you have any prior indication that there was a problem?
5. How many casualties/injuries? What are their names?
6. Who is in charge of the rescue effort?
7. How serious are the injuries?
8. When did this happen?
9. How was the incident discovered, by whom and when?
10. When was the Mine Safety and Health Administration (MSHA) notified?
11. What state and local authorities have been notified and when?
12. Where are the injured/dead?
13. How do you know the location of the injured/dead?
14. Who discovered them and when?
15. What is being done to rescue dead and injured?
16. Has anything like this happened at the mine before?
17. When was the last fatality/serious injury at the mine?
18. Where were the dead/injured taken?
19. Who is assisting the families?
20. What have the families been told?
21. How many others were working in the area/in the mine at the time of the
incident?
22. How many escaped and where are they?
23. What are the chances for survival of those trapped in the mine?
24. What is the air quality in the mine? Will it sustain life and for how long?
25. How much air supply do the trapped/injured miners have?
26. Have you been able to communicate with the trapped/injured?
27. How long will it take to reach them?
28. When was this area of the mine last inspected? What did the mine inspector
find?
29. Who is involved in the rescue effort? How many people?
30. What equipment is being used to contact/rescue injured/trapped miners?
31. What is the safety record at the mine?
32. Has the mine been shut down? For how long?
33. What is happening to other miners while the mine is shut down?
34. How experienced were the miners that were injured/killed?
35. What have they been trained to do in a situation like this?
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36. How much is the rescue effort costing? Who is paying for it?

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Industry Facts and Statistics

The following are links to statistical information NMA compiles on the mining industry
and its impact on the American economy.

Statistics Listing
Statistical information on the mining industry, including:

 Safety Statistics
 Coal Producer Survey
 Facts About Coal
 Facts About Minerals
 Fast Facts
 Gold and Silver Statistics
 Mining Employment Statistics
 Mining Equipment Statistics

State Statistics
State mining statistics for years 1999 – 2004:

 State Statistics

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Message Approval Form

Crisis: ____________________________________________________________
□ Message Map/Statement □ Letter
□ Press Release □ Web site Content
□ Other: _____________________________________________________

Approval Timeline:
□ 0-30 Minutes □ 30 Minutes- 2 Hours
□ 2- 5 Hours □ 1 Day
□ 2-3 Days □ ____________

Please Check For:

□ ____________________________________________________________
□ ____________________________________________________________
□ ____________________________________________________________

Approval:
□ Approved as is
□ Approved with minor changes
□ Not approved, make changes and resubmit

Approved By: ____________________________________________________

Signature: _______________________________________________________

Date: ___________________________________________________________

Time: ___________________________________________________________

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Emergency Internal Audience Notification Chart

Information
Audience Messenger Means release time frame
(level 3 or 4 crisis)
As determined
Phone call (and e-mail if specific
during initial crisis
Board members details or documents need to be
level determination
sent)
conference call
Blast e-mail (local and
Employees 0-1 hour
enterprise-wide)

Families Family liaison In-person 0-3 hours

As determined
Phone call (and e-mail if specific
during initial crisis
Senior advisors details or documents need to be
level determination
sent)
conference call

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Emergency External Audience Notification Chart
Information
Audience Messenger Means release time frame
(level 3 or 4 crisis)
0-3 hours (only if
Phone call/In
Clergy Family liaison crisis involves injury
person
or death)
Phone call (and e-
Current and potential mail if specific
As determined
shareholders details or
documents need to
0-1 hour (if affected)
Elected officials Phone call/E-mail 1-3 hours
(potentially affected)
Phone call
Local and state fire/EMS 0-1 hour
In-person
Web site, press
Media: local, regional and releases, phone 0-1 hour – Level 4
national interviews, in- 0-3 hours – Level 3
person interviews
0-1 hour – All levels
Phone call
Mining Safety and Health (Follow operations
Conference call
Administration closely. They report
In-person
within 15 minutes.)
NMA/OSM/State Coal Phone call 0-1 hour
Association/Industry and Conference call Continuous as
trade associations In-person determined
Phone call (and e-
mail if specific 0-1 hour (if affected)
Partners and customers
details or 1-3 hours
(customers/transportation)
documents need to (potentially affected)
be sent)
Through the media,
official statements 0-1 hour – Level 4
Public
and Web site 0-4 hours – Level 3
updates

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Glossary of Terms

Active workings – Places in a mine where miners are normally required to work or
travel and that are ventilated and inspected regularly.

Advance – Mining in the same direction or order of sequence.

Aggregate – Uncrushed or crushed gravel, crushed stone or rock, sand or artificially

produced inorganic materials that form the major part of concrete.

Airway – Any passage through which air is carried. Also known as an air course.

Alloy – A substance with metallic qualities that is composed of two or more chemical
elements, of which at least one is an elemental metal.

Anthracite – See “ranks of coal.”

Assayer – One who analyzes ores and alloys, especially bullion, to determine the value
and properties of precious metals.

Auger mining – A form of underground coal mining that uses an auger, which looks
like a large carpenter’s wood drill. The auger bores into a coal seam and discharges coal
out of the spiral onto a waiting conveyor belt. When mining is finished, the openings
are backfilled. This method is usually employed to recover any additional coal left in
deep overburden areas that cannot be reached economically by further contour or area
mining.

Back – The roof or upper part in any underground mining cavity.

Backfill – Mine waste or rock used to support the roof after coal removal.

Barricading – Enclosing part of a mine to prevent inflow of noxious gasses from a mine
fire or an explosion.

Barrier – Something that bars or keeps out. Barrier pillars are solid blocks of coal left
between two mines or sections of a mine to prevent accidents due to inrushes of water,
gas, or from explosions or a mine fire.

Beam – A bar or straight girder used to support a span of roof between two support
props or walls.
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Bed – A stratum of coal or other sedimentary deposit.

Bedrock – Any solid rock exposed at the surface of the earth or overlain by
unconsolidated material.

Belt conveyor – A looped belt on which coal or other materials can be carried and
which is generally constructed of flame-resistant material or of reinforced rubber or
rubber-like substance.

Belt idler – A roller, usually of cylindrical shape, which is supported on a frame and
which, in turn, supports or guides a conveyor belt. Idlers are not powered but turn by
contact with the moving belt.

Belt take-up – A belt pulley, generally under a conveyor belt and inby the drive pulley,
kept under strong tension parallel to the belt line. Its purpose is to automatically
compensate for any slack in the belting created by start-up, etc.

Bench – One of two or more divisions of a coal seam separated by slate or formed by
the process of cutting the coal.

Beneficiation – The treatment of mined material, making it more concentrated or richer.

Bioleaching – Addition of naturally occurring bacteria to extract or remove a soluble

substance from material.

Bituminous coal – See “ranks of coal.”

Blasting – The operation of breaking coal, ore or rock by boring a hole in it, inserting an
explosive charge, and detonating or firing it. Also called shot firing.

Bleeder or bleeder entries – Special air courses developed and maintained as part of
the mine ventilation system and designed to continuously move air-methane mixtures
emitted by the gob or at the active face away from the active workings and into mine-
return air courses. Alt: Exhaust ventilation lateral.

Bottom – Floor or underlying surface of an underground excavation.

Break line – The line that roughly follows the rear edges of coal pillars that are being
mined. The line along which the roof of a coal mine is expected to break.

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Btu – British thermal unit. A measure of the energy required to raise the temperature of
one pound of water one degree Fahrenheit.

Bullion – Mixture of gold and silver in cast bars. Also called dore.

Cage – In a mine shaft, the device, similar to an elevator car, that is used for hoisting
personnel and materials.

Captive mine – A mine whose coal is used largely or totally by its owners or a
subsidiary operation.

Clean Coal Technologies (CCT) – A number of innovative, new technologies designed

to use coal in a more efficient and cost-effective manner while enhancing environmental
protection. Several promising technologies include: fluidized-bed combustion,
integrated gasification combined cycle, limestone injection multi-stage burner,
enhanced flue gas desulfurization (or "scrubbing"), coal liquefaction and coal
gasification.

Climate change – See “greenhouse effect.”

Coal – A solid, brittle, more or less distinctly stratified combustible carbonaceous rock,
formed by partial to complete decomposition of vegetation; varies in color from dark
brown to black; not fusible without decomposition and very insoluble.

Coal dust – Particles of coal that can pass a No. 20 sieve.

Coal gasification – The conversion of coal into a gaseous fuel.

Coal mine – An area of land and all structures, facilities, machinery, tools, equipment,
shafts, slopes, tunnels, excavations, and other property, real or personal, placed upon,
under, or above the surface of such land by any person, used in extracting coal from its
natural deposits in the earth by any means or method, and the work of preparing the
coal so extracted, including coal preparation facilities.

Coal miner – One who is engaged in the extraction of coal.

Coal reserves – Measured tonnages of coal that have been calculated to occur in a coal
seam within a particular property.

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Coal resources – Total coal deposits, regardless of whether they can be mined or
recovered. The U.S. Geological Survey estimates the United States to have 4 trillion tons
of coal resources.

Coal seam – A bed or stratum of coal. Usually applies to a large deposit.

Coal tar products – Coal tar is a black, sticky liquid that is thicker than water and
produced during the process of carbonizing coal in coke ovens. It provides raw
materials for the important group of organic chemicals called “aromatics.” The end
result is a number of products important to daily living, including linoleum, the wood
preservative creosote, and compounds used to make medications, detergents, perfumes
and other items.

Coal washing – The process of separating undesirable materials from coal based on
differences in densities.

Coke – A hard, dry carbon substance produced by heating coal to a very high
temperature in the absence of air.

Concentrate – The result of separating ore or metal from its containing rock or earth.

Continuous miner – A machine that constantly extracts coal while it loads it. This is to
be distinguished from a conventional, or cyclic, unit that must stop the extraction
process in order for loading to commence.

Continuous mining – Underground mining in which the continuous mining machine

cuts coal from the face (see “face”) and loads it onto conveyors or into shuttle cars in
continuous operation. It accounts for about 45 percent of U.S. deep mine production.

Contour – An imaginary line that connects all points on a surface having the same
elevation.

Conventional mining – The first fully-mechanized underground mining method

involving the insertion of explosives in a coal seam, the blasting of the seam, and the
removal of the coal onto a conveyor or shuttle car by a loading machine.

Conveyor – An apparatus for moving material from one point to another in a

continuous fashion. This is accomplished with an endless, i.e., looped, procession of
hooks, buckets, wide rubber belt, etc.

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Core sample – A cylinder sample generally 1-5" in diameter drilled out of an area to
determine the geologic and chemical analysis of the overburden and coal.

Crusher – A machine for crushing rock or other materials. Among the various types of
crushers are the ball mill, gyratory crusher, Handsel mill, hammer mill, jaw crusher, rod
mill, rolls, stamp mill, and tube mill.

Deep mine – An underground mine.

Demonstrated reserves – Coal deposits that are potentially minable on an economic

basis with existing technology. The U.S. has an estimated 495 billion tons of
demonstrated reserves.

Deposit – Mineral deposit or ore deposit is used to designate a natural occurrence of a

useful mineral, or an ore, in sufficient extent and degree of concentration to invite
exploitation.

Depth – The word alone generally denotes vertical depth below the surface. In the case
of incline shafts and boreholes it may mean the distance reached from the beginning of
the shaft or hole, the borehole depth, or the inclined depth.

Dragline – A large excavation machine used in surface mining to remove overburden

(layers of rock and soil) covering a coal seam. The dragline casts a wire rope-hung
bucket a considerable distance, collects the dug material by pulling the bucket toward
itself on the ground with a second wire rope (or chain), elevates the bucket, and moves
the material to another location.

Drainage – The process of removing surplus ground or surface water either by artificial
means or by gravity flow.

Drift mine – An underground coal mine in which the entry or access is above water
level and generally on the slope of a hill, driven horizontally into a coal seam.

Dump – To unload; specifically, a load of coal or waste; the mechanism for unloading,
e.g. a car dump (sometimes called tipple); or, the pile created by such unloading, e.g. a
waste dump (also called heap, pile, tip, spoil pike, etc.).

Electrostatic precipitator – An electrical device used in removing particles (see “fly

ash”) from combustion gases prior to release from a power plant’s stack.

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Entry – An underground horizontal or near-horizontal passage used for haulage,
ventilation, or as a mainway; a coal heading; a working place where the coal is extracted
from the seam in the initial mining.

Excavator – A large number of power-operated digging and loading machines, used

increasingly in open-pit mining and quarrying.

Exploration – The search for coal, mineral or ore by geological surveys, prospecting or
use of tunnels, drifts or boreholes.

Extraction – The process of mining coal or minerals.

Face – The exposed area of a coal bed from which coal is being extracted.

Face cleat – The principal cleavage plane or joint at right angles to the stratification of
the coal seam.

Fan, auxiliary – A small, portable fan used to supplement the ventilation of an

individual working place.

Feeder – A machine that feeds coal onto a conveyor belt evenly.

Fill – Any material that is put back in place of the extracted ore to provide ground
support.

Floor – That part of any underground working upon which a person walks or upon
which haulage equipment travels; simply the bottom or underlying surface of an
underground excavation.

Flotation – Separating ore from waste materials by floating away the materials of lower
specific gravity, while the heavier materials sink.

Fluidized-bed combustion – A clean coal technology process with a high ability to

remove sulfur from coal combustion. The process involves suspending crushed coal
and limestone in the bottom of a boiler by an upward stream of hot air. While the coal is
burned in this liquid-like mixture, sulfur combines with the limestone to form a solid
compound that is recovered with ash.

Fly ash – The finely divided particles of ash suspended in gases resulting from the
combustion of fuel.

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Formation – Any rock unit or series of bedded units conspicuously different from
adjacent rock units.

Fossil fuel – Any naturally occurring fuel of an organic nature, such as coal, crude oil
and natural gas.

Frasch sulfur deposit – Native sulfur mined by the Frasch hot water process, in which
superheated water is forced into the sulfur deposit, for the purpose of melting the
sulfur. The molten sulfur is then pumped to the surface.

Gangue – The fraction of ore rejected as tailing in a separation process. It is usually of

no value, but may have some secondary commercial use.

Gasification – Any of various processes by which coal is turned into low, medium, or
high Btu gases.

General Mining Law – The primary statute that governs the right to mine locatable
minerals on un-appropriated public domain lands. Though enacted in 1872, it has been
amended many times.

Gob or goaf – The term applied to that part of the mine from which the coal has been
removed and the space more or less filled up with waste. Also, the loose waste in a
mine.

Grade – The classification of an ore according to the desired or worthless material in it

or according to value. In surveying, the gradient of a traveling way, sluice, slope, etc.

Greenhouse effect – The warming of the Earth produced by the presence of certain
gases in the atmosphere. The greenhouse effect is a natural phenomenon necessary for
life on earth; without it the planet’s average temperature would be 0 degrees
Fahrenheit, instead of 60 degrees. Greenhouse gases include nitrous oxides,
chlorofluorocarbons, methane, tropospheric ozone and carbon dioxide. They trap heat
that would otherwise escape into space and return some of it to the earth’s surface,
causing a rise in temperature. These gases result from both natural (oceans, wetlands,
lakes, volcanoes, tundra and decaying organic matter) and human (the burning of fossil
fuels, deforestation, etc.) sources.

Hardrock minerals – Locatable minerals that are neither leasable minerals (coal, oil,
phosphate, etc.) nor saleable mineral materials (sand and gravel, etc.). Hardrock
minerals include copper, lead, zinc, magnesium, nickel, tungsten, gold, silver, bentonite,
barite, feldspar, fluorspar and uranium.
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Haulage – The horizontal transport of ore, coal, minerals, supplies, and waste. The
vertical transport of the same is called hoisting.

Haulageway – Any underground entry or passageway that is designed for transport of

mined material, personnel, or equipment, usually by the installation of track or belt
conveyor.

Headframe – The steel or timber frame at the top of a shaft that carries the sheave, or
pulley, for the hoisting rope and serves various other purposes.

Highwall – The unexcavated face of exposed overburden and coal in a surface mine or
in a face or bank on the uphill side of a contour mine excavation.

Highwall miner – A highwall mining system consists of a remotely controlled

continuous miner that extracts coal and conveys it via augers, belt or chain conveyors to
the outside. The cut is typically a rectangular, horizontal cut from a highwall bench,
reaching depths of several hundred feet or deeper.

Hoist – A drum on which hoisting rope is wound in the engine house, as the cage or
skip is raised in the hoisting shaft.

Hoisting – The vertical transport coal or material.

Hopper Car – Open freight cars with a floor sloping to one or more hinged doors for
discharging bulk materials.

In situ gasification – The gasification of underground coal deposits through partial

combustion.

In situ leaching/recovery – In situ leaching (ISL), also known as solution mining, or in

situ recovery (ISR) in the U.S., involves leaving the ore where it is in the ground and
recovering the minerals from it by dissolving them and pumping the pregnant solution
to the surface where the minerals can be recovered. Consequently there is little surface
disturbance and no tailings or waste rock generated.

Inby – Toward or in the direction of working face and away from the mine entrance.
Opposite of outby.

Intake – The passage through which fresh air is drawn or forced into a mine or to a
section of a mine.
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Intermediate section – A term used in belt and chain conveyor network to designate a
section of the conveyor frame occupying a position between the head and foot sections.

Immediate roof – The roof strata immediately above the coalbed, requiring support
during the excavation of coal.

Jumbo drill rig – A drill carriage on which several drills of drifter type are mounted.
Drills are cutting tools designed to form a circular hole in rock, metal wood or other
material. In mining, drills are used for exploration core drilling, holes for explosives,
etc.

Lamp – The electric cap lamp worn for visibility. Also, the flame safety lamp used in
coal mines to detect methane gas concentrations and oxygen deficiency.

Layout – The design or pattern of the main roadways and workings.

Leaching – The action of percolating liquid to remove the soluble parts. Cyanide
leaching of gold, for instance, is a process where a weak cyanide solution is percolated
through low-grade ore heaped on an impermeable linier. Gold is then extracted from
the liquid in a closed-loop system.

Lift – The amount of coal obtained from a continuous miner in one mining cycle.

Lignite – See “ranks of coal.”

Liquefaction – The process of converting coal into a synthetic fuel, similar in nature to
crude oil and/or refined products, such as gasoline.

Locatable minerals – Those minerals – primarily metallics – that can be claimed and
mined on public lands under the General Mining Law of 1872; these do not include
minerals such as coal, oil, phosphate sodium, sulfur, or sand and gravel.

Lode deposit – An ore deposit, usually referring to a vein or veins of ore that can be
mined as a unit. Can also refer to a tabular deposit of a valuable mineral confided
within definite boundaries.

Longwall miner – A deep mining machine that uses a steel plow or rotating drum,
which is pulled mechanically back-and-forth across a long face of coal. The loosened
coal falls onto a conveyor for removal from the mine.

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Longwall Mining – One of three major underground coal mining methods currently in
use. Employs a steal plow, or rotation drum, which is pulled mechanically back and
forth across a face of coal.

Main fan – A mechanical ventilator installed at the surface; operates by either

exhausting or blowing to induce airflow through the mine roadways and workings.

Man car – A vehicle used to transport miners to the working sections of a deep mine.

Manhole – A safety hole constructed in the side of a gangway, tunnel, or slope in which
miner can be safe from passing locomotives and car. Also called a refuge hole.

Man trip – A carrier of mine personnel, by rail or rubber tire, to and from the work
area. Also called personnel carrier.

Manway – An entry used exclusively for personnel to travel form the shaft bottom or
drift mouth to the working section.

Metallic minerals – Minerals with a high specific gravity and metallic luster, such as
gold, sliver, copper, titanium, rutile, tungsten, uranium, tin, lead, iron, etc. In general,
the metallic minerals are good conductors of heat and electricity.

Metallurgical coal – Various grades of coal suitable to make coke for steel manufacture.

Methane – A potentially explosive gas formed naturally from the decay of vegetative
matter, similar to that which formed coal. Methane, which is the principal component of
natural gas, is frequently encountered in underground coal mining operations and is
kept within safe limits through the use of extensive mine ventilation systems. In recent
years, coalbed methane has been recognized as an important energy resource and its
production for that purpose has increased.

Methane monitor – An electronic instrument often mounted on a piece of mining

equipment that detects and measures the methane content of mine air.

Mine mouth power plant – A steam-electric power plant built close to a coal mine.
Because of this proximity, the coal is often delivered to the plant by tramway or covered
conveyor.

Mine development – The term employed to designate the operations involved in

preparing a mine for ore extraction. These operations include tunneling, sinking, cross-
cutting, drifting, and raising.
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Minerals – Scientifically, a naturally formed inorganic solid (element or chemical

compound) with a limited range in chemical composition and with an orderly internal
atomic arrangement that determines crystalline structure and physical properties.
Legally, an organic or inorganic substance occurring naturally, with characteristics and
economic uses that bring it within the purview of mineral laws; a substance that may be
obtained under the applicable laws from public lands by purchase, lease or claim.

Miners – Some 320,000 miners work in the United States in metal, non-metal, coal and
stone and gravel mines.

Mining claim – That portion of the public mineral lands that a person may claim for
mining purposes in accordance with the General Mining Law, as amended. There are
four types of mining claims – lode, placer, millsites and tunnel sites.

Mohs’ hardness scale – Arbitrary quantitative units by which the scratch hardness of a
mineral is determined. The units of hardness are expressed in numbers ranging from 1
(talc) to 10 (diamond).

Mountaintop mining – See surface mine.

MSHA – Mine Safety and Health Administration; the federal agency that regulates coal
mine health and safety.

MSHA citations and authorities – MSHA has a variety of enforcement authorities as

follows:
 Citations – MSHA may issue a citation for violation of the 1977 Mine Act, which
governs mine safety, or for violation of a mandatory health or safety standard,
rule, order or regulation. A citation requires corrective action be taken by the
mine operator to correct the condition or practice cited, but it does not result in
the cessation of the activity or equipment at issue.
o A citation may be characterized as “significant and substantial” (S&S)
based on the gravity of, or the degree of hazard or risk posed by the
alleged violation. An S&S violation is based on a determination by the
MSHA inspector that, “. . .there exists a reasonable likelihood that the
hazards contributed to will result in an injury or illness of a reasonably
serious nature.”
o MSHA may also issue an “unwarrantable failure” citation for a violation
that could significantly and substantially contribute to a health or safety
hazard and resulted from a heightened degree of negligence, such as
indifference to health and safety. The term refers to the operator’s degree
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of fault on negligence in causing a violation or allowing it to exist. It has
been defined as “aggravated conduct constituting more than ordinary
negligence.” This citation starts the cumulative enforcement action
known as the “unwarrantable failure” withdrawal order chain, which the
operator remains on until there is an intervening inspection that reveals
no further violations resulting from heightened negligence.

 Withdrawal Orders – MSHA may issue on the spot and without a hearing. It
results in the immediate closure of the area, equipment or practice that is alleged
to be in violation of the standards. All personnel associated with the condition or
practice must be withdrawn, except personnel needed to take corrective action.
A withdrawal order may affect a single piece of equipment or the entire mine,
depending on the nature and extent of the hazard.
o MSHA has withdrawal order authority under section 104(e) of the Mine
Act for significant and substantial violations following written notice from
MSHA of a “pattern of violations.”
o MSHA also has the authority to issue a withdrawal order under section
107(a) if an imminent danger is found by the mine inspector. An
imminent danger is a condition or practice, “which could reasonably be
expected to cause death or serious physical harm before such condition or
practice can be abated.” The finding of an imminent danger does not
require a finding of a violation of a mandatory health or safety standard.
o MSHA also may issue a withdrawal order for untrained miners under
section 104(g) of the Mine Act. Such an order affects every miner deemed
to have inadequate training and forces their withdrawal until they have
received the required training.

 Injunctive Authority – The 1977 Mine Act authorizes MHA to pursue a civil
action against an operator in federal district court seeking relief, including
temporary or permanent injunctive relief, or a restraining order whenever a mine
operator or its agent refuses to comply with any order or decision issued under
the Mine Act; interferes with, hinders, or delays MSHA from carrying out its
duties; refuses to allow an inspection or accident investigation; or refuses to
provide other information or documents.

 Penalties and Appeals – Operators receiving citations or withdrawal orders are

subject to mandatory civil penalties, including additional penalties for “flagrant”
violations. Failure to correct conditions that have led to a citation may result in
further penalties. MSHA must impose a minimum penalty of $5,000 for failure
to timely notify MSHA of an accident involving the death of an individual or an
injury or entrapment of an individual, which has reasonable potential to cause
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death, at a mine. MSHA and the U.S. Department of Justice can impose civil
and/or criminal penalties on agents, officers and directors who knowingly
authorize order or carry out violations or mandatory standards. Criminal
penalties may be imposed on any person who knowingly falsifies a record or
document required to be maintained under the Mine Act.

Fines and citations may be appealed, but conditions contributing to a citation

must be remedied within a timely period.

Multiple use – The standard for federally managed land. A combination of balanced
and diverse resource uses that takes into account the long-term needs of future
generations for renewable and non-renewable resources, including recreation, range,
timber, minerals, watershed, and wildlife, along with natural scenic, scientific and
historical values.

Natural ventilation – Ventilation of a mine without the aid of fans or furnaces.

Non-metallic minerals – Minerals (carbon, diamond, coals, bitumen, asphalt, boron,

sulfur, rock salt, etc.) that lack the properties of the metallic minerals.

Non-renewable resources – Resources that are not replaced or regenerated naturally

within a reasonable period of time, such as fossil fuels or minerals.

Open pit – A mine or excavation open to the surface. Refers primarily to mines of metal
ores; distinguished from coal surface mines.

Ore/ore body – A source of minerals that can be mined at a profit. Ore refers to either
metallic or non-metallic deposits, such as sulfur. Ore body is a solid and fairly
continuous mass of ore that is individualized by form or character from adjoining
country rock.

Outby – Toward the mine entrance and farther from the working face. The opposite of
inby.

Outcrop – Coal that appears at or near the surface.

Overburden – Layers of earth and rock covering a coal seam or mineral deposit.

Patent – A government deed; a document that conveys legal title to public lands to the
patentee.

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Permissible – That which is allowable or permitted. It is most widely applied to mine
equipment and explosives of all kinds that are similar in all respects to samples that
have passed certain tests of the MSHA and can be used with safety in accordance with
specified conditions where hazards from explosive gas or coal dust exist.

Permit – As it pertains to mining, a document issued by a regulatory agency that gives

approval for mining operations to take place.

Pillar – An area of coal left to support the overlying strata in a mine; sometimes left
permanently to support surface structures, sometimes systematically removed to
regulate subsidence.

Placer deposit – An alluvial marine or glacial deposit resulting from the crumbling and
erosion of solid rocks and often containing valuable minerals.

Plan – A map showing features such as mine workings or geological structures on a

horizontal plane.

Portal – The structure surrounding the immediate entrance to a mine; the mouth of an
adit or tunnel.

Preparation plant – A facility where coal is crushed, sized and mechanically cleaned
prior to shipment.

Prospecting – The search for outcrops or surface exposure of mineral deposits; also,
preliminary explorations to test the value of lodes or placers already known to exist.

Ranks of coal – The classification of coal by degree of hardness, moisture and heat
content. The major ranks are lignite, subbituminous, bituminous and anthracite.

Reclamation – The restoration of land and environmental values to a surface mine site
after the coal or mineral is extracted. The process includes restoring the land to its
approximate original appearance by restoring topsoil and planting native grasses and
ground covers.

Recoverable reserves – The amount of coal that can be recovered from the
Demonstrated Reserve Base. The recovery factor for underground coal mines is about
60 percent and for surface mines about 80-90 percent. Using these percentages, there are
about 270 billion tons of recoverable coal reserves in the United States.

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Recovery – The proportion or percentage of coal or ore mined from the original seam or
deposit.

Reserves – Known identified resources from which usable coal or minerals can be
extracted at the time of determination.

Resources – A broad term for discovered or still undiscovered concentrations of

minerals in such form that a usable commodity can be extracted now or in the future.

Return – The air or ventilation that has passed through all the working faces of a split.

Rib – The side of a pillar or the wall of an entry. The solid coal on the side of any
underground passage.

Rock dusting – The process of coating tunnels in deep mines with powdered limestone
to dilute potentially unhealthy or dangerous concentrations of coal dust and to help
minimize explosion hazards.

Roof – The stratum of rock or other material above a coal seam; the overhead surface of
a coal working place. Same as "back" or "top."

Roof bolt – A long steel bolt driven into the roof of underground excavations to
support the roof, preventing and limiting the extent of roof falls. The unit consists of the
bolt (up to 4 feet long), steel plate, expansion shell, and pal nut. The use of roof bolts
eliminates the need for timbering by fastening together, or "laminating," several weaker
layers of roof strata to build a "beam."

Roof bolting – A method of supporting the ceilings of underground mines by inserting

long steel bolts into holes bored into the strata forming the roof.

Roof fall – A coal mine cave-in especially in permanent areas such as entries.

Roof jack – A screw- or pump-type hydraulic extension post made of steel and used as
temporary roof support.

Roof sag – The sinking, bending, or curving of the roof, especially in the middle, from
weight or pressure.

Roof stress – Unbalanced internal forces in the roof or sides, created when coal is
extracted.

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Roof support – Posts, jacks, roof bolts and beams used to support the rock overlying a
coal seam in an underground mine.

Roof trusses – A combination of steel rods anchored into the roof to create zones of
compression and tension forces and provide better support for weak roof and roof over
wide areas.

Room and pillar mining – A method of underground mining in which approximately

half of the coal is left in place to support the roof of the active mining area. Large
"pillars" are left while "rooms" of coal are extracted.

Rotary drill – A drill machine that rotates a rigid, tubular string of rods to which is
attached a bit for cutting rock to produce boreholes.

Scrubber – Any of several forms of chemical/physical devices that remove sulfur

compounds formed during coal combustion. Technically known as flue gas
desulfurization systems, they combine the sulfur in gaseous emissions with another
chemical medium to form an inert sludge.

Seam – A stratum or bed of coal or mineral.

Self-rescuer – A small filtering device carried by a miner underground, either on a belt

or in a pocket, to provide immediate protection against carbon monoxide and smoke in
case of a mine fire or explosion. It is a small canister with a mouthpiece directly
attached. The wearer breathes through the mouth, the nose being closed by a clip. The
canister contains a layer of fused calcium chloride that absorbs water vapor from the
mine air. The device is used for escape purposes only because it does not sustain life in
atmospheres containing deficient oxygen. Also called a Self-Contained Self-Rescuer
(SCSR).

Shaft – A primary vertical or non-vertical opening through mine strata used for
ventilation or drainage and/or for hoisting of personnel or materials; connects the
surface with underground workings.

Shaft mine – An underground mine in which the main entry or access is by means of a
vertical shaft.

Shortwall – An underground mining method in which small areas are worked (15 to
150 feet) by a continuous miner in conjunction with the use of hydraulic roof supports.

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Shuttle car – A self-discharging truck, generally with rubber tires or caterpillar-type
treads, used for receiving coal from the loading or mining machine and transferring it to
an underground loading point, mine railway or belt conveyor system.

Slope – Primary inclined opening, connection the surface with the underground
workings.

Slope mine – An underground mine with an opening that slopes upward or downward
to the seam.

Slurry – A mixture of water and any of several finely crushed solids, especially clay, or
coal.

Slurry pipeline – A pipeline similar to that used by the petroleum and natural gas
industries, designed for transporting pulverized coal in a liquid medium. Water is
usually used, although research is focusing on other compounds, such as oil, liquid
methane and carbon dioxide. Coal slurry pipelines are not in wide use, primarily
because federal eminent domain legislation is necessary for their construction on a large
scale.

Smelter – A furnace in which the raw materials are melted, and metals are separated
from impurities.

Steam coal – Coal used by electric power plants and industrial steam boilers to produce
electricity.

Stope – An excavation from which ore has been removed in a series of steps.

Strategic minerals – Those minerals considered essential for a country’s economic and
defense needs, such as metals for defense weapons, satellite communications,
automobile parts, and medical instruments.

Subbituminous – Coal of a rank intermediately between lignite and bituminous.

Subsidence – The gradual sinking, or sometimes abrupt collapse, of the rock and soil
layers into an underground mine. Structures and surface features above the subsidence
area can be affected.

Surface mine – A mine in which the coal or mineral lies near the surface and can be
extracted by removing the covering layers of rock and soil.

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Tailings – The waste material left over after hardrock mining and milling processes
have been completed.

Tipple – Originally the place where the mine cars were tipped and emptied of their coal
and still used in that same sense, although now more generally applied to the surface
structures of a mine, including the preparation plant and loading tracks.

Ton – A short or net ton is equal to 2,000 pounds; a long or British ton is 2,240 pounds; a
metric ton is approximately 2,205 pounds.

Toxic Release Inventory – A program created by the Superfund Amendments and

Reauthorization Act of 1984 that requires manufacturing facilities and waste handling
and disposal sites to report annually on releases of some 650 toxic materials. For
mining, 85 percent of TRI materials reported occur naturally in local rock and soil and
are managed onsite. There are approximately 20 TRI chemicals utilized in the mining
industry.

Tram – Used in connection with moving self-propelled mining equipment. A tramming

motor may refer to an electric locomotive used for hauling loaded trips or it may refer
to the motor in a cutting machine that supplies the power for moving or tramming the
machine.

Transfer point – Location in the materials handling system, either haulage or hoisting,
where bulk material is transferred between conveyances.

Tunnel – A horizontal underground passage that opens to the surface on both ends.

Turbine – A machine in which rotating vanes are driven by a steam generator to

produce electricity.

Underground mine – Also known as a "deep" mine. Usually located several hundred
feet below the earth's surface, an underground mine's coal or mineral is removed
mechanically and transferred by shuttle car or conveyor to the surface. Underground
mines are classified according to the type of opening used to reach the coal or mineral,
i.e., drift (level tunnel), slope (inclined tunnel) or shaft (vertical tunnel).

Unit train – A long train of between 60 and 150 or more hopper cars, carrying only coal
between a single mine and destination. A typical unit train can carry at least 10,000 tons
of coal in a single shipment.

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Ventilation – The provision of a directed flow of fresh and return air along all
underground roadways, traveling roads, workings, and service parts.

Violation – The breaking of any state or federal mining law. The Federal Mine Safety
and Health Act imposes “strict liability” on mine operators for violations of safety or
health standards at the mine regardless of fault.

Void – A general term for pore space or other reopenings in rock. In addition to pore
space, the term includes vesicles, solution cavities, or any openings either primary or
secondary.

Waste – Material other than coal or mineral. Also called spoil.

Working section – From the faces to the point where coal is loaded onto belts or rail
cars to begin its trip to the outside.

*Glossary entries provided by Kentucky Coal Association and National Mining Association

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Interacting with the Media

The media greatly influence what people think about and the opinions they form during
emergencies. In times of crisis, the public turns to the media — television, newspaper,
Web sites and radio — for information about what has happened, what they should do,
and what will happen.

In emergencies, taking advantage of existing communication methods and channels is

critical. Learn what appropriate channels are likely to be used and communicate the
messages through these channels. Plan in advance to achieve the best mix of:
 Media: print, television, radio, Web sites, e-mail.
 Face-to-face forums: town hall meetings, public gatherings.
 Community groups: outlets for special population groups.

Understanding the forces that drive the media

When working with the media, it is important to consider their needs and concerns:
 Short deadlines
o Reporters must meet tight deadlines.
o Reporters need follow-up information and updates in a timely manner.
o Reporters appreciate it if you ask when their deadline is, then meet it.
 Space limitations
o Reporters cannot always include the background information you
provide.
o Reporters prefer succinct responses. Keep information to no more than
three points.
o Reporters love concise sound bites. Provide your message in
approximately 27 total words.
 Competition
o Reporters are competitive.
o Reporters should be given information equally. Avoid exclusive
interviews that favor specific media outlets.

Be prepared to provide the media:

 Information in a timely manner. Prevent information vacuums where
speculation and rumor can grow and have a serious impact on the situation.
 Facts, sources and relevant materials. Have easy-to-read materials with
important information ready for distribution.
 Readily available points of contact. Identify people who can speak with the
media directly and/or provide 24-hour contact information.

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There are a number of methods to get your messages out to the public through media
interaction:
 Press Conference/Briefing
o Prepare short opening statement (can be text of press release) and provide
sufficient copies.
o Provide names of titles of those presenting at press conference, include
name and address of facility and press contact, web site address.
o Set reasonable update times. If you promise to provide updates every
hour, be sure to provide updates, even if there is nothing new to share. If
you promise a briefing and are not prepared to make a statement, the
media will fill that time with whatever information they can find.
o Conduct on-site or at a pre-designated location.
o Invite all local media outlets and regional and national outlets as
appropriate to the situation.
o Format should provide time for your message and a limited number of
questions.
o A short agenda of the briefing and time for questions helps structure the
event.
 Live Interviews
o Conducted on television or radio by invitation.
o Before accepting the invitation ask yourself:
- Am I the right person?
- Do I have the answers to the questions that will be asked?
- Is this interview needed or the right venue?
- Will this be a panel discussion? If so, who are other participants?
- Is this a call-in program (radio or television)? If so, is it an
appropriate format?
 Public Meeting
o Conducted as a town hall or public gathering.
o Media from newspaper and television are the most likely to attend.
o Media usually record public’s questions and representatives’ responses.
o Media will ask questions, especially before and after a session.
 On-the-Spot, Impromptu, or “Ambush”
o Conducted wherever you are.
o Before answering any questions, ask yourself:
- Am I the right person?
- Do I have the appropriate answers?
- Is this the right time or place?
- Is this better handled in a scheduled briefing or interview?
o Decide to either go or stay. If you decide to go:
- Be sure to explain politely why you are choosing not to respond.
- Avoid using the words “no comment.”
- Provide the time for the next media briefing, if one is scheduled.

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Being at Your Best for an Interview

To be at your best during an interview, it is important to anticipate questions, prepare

messages, and practice your delivery.

Before the interview:

 Do your homework on issues.
 Decide if the issue is causing high concern locally, statewide or nationally, and
tailor your messages accordingly.
 Develop a set of messages that provide the information you want/need to
convey.
 Develop a list of questions the media are likely to ask.
 Develop and practice key messages and responses to anticipated questions.
 Practice speaking without jargon or acronyms.
 Be familiar with all related current events.
 Last-minute details:
o Check dress and grooming.
o Remember that everything you say can be reported.
o There is no such thing as “off the record” replies or commentary.

During an interview:
 Direct the interview toward your three key messages.
 Stay “on message.”
 Be confident, but not arrogant.
 Listen carefully and repeat questions if necessary to clarify.
 Avoid hypothetical questions.
 Avoid referring to the interviewer as “Sir” or “Ma’am.”
 Never lie or knowingly mislead.
 Correct any information errors upon discovery. Do not delay!
 Never comment on issues outside your area of expertise.
 Never speculate on what has happened or could happen.
 Treat all questions seriously.
 Look at the interviewer rather than the camera or monitor.
 Keep your cool, even if the interviewer becomes hostile.

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Resources: E – Media Tips
Spokesperson Assignment Sheet

Stakeholder Audience Spokesperson Spokesperson

Alternate

Sr. Advisors

Board members/Stockholders

Internal
Employees

Families

Clergy

Partners and Customers

(customers/transportation)

Current and potential

shareholders

Elected Officials

External Local and State fire/EMS

Media: Local, regional and

national

MSHA/NMA/OSM/State Coal
Association/Industry and Trade
Associations

Public

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Resources: E – Media Tips
Recognizing Traps and Pitfalls

Avoid using “I.”

 Speak for the organization using its name or the pronoun “we.”
 Avoid the impression that you, alone, are the authority or the sole decision-maker.
 Never disagree with the organization you represent by saying: “Personally, I don’t
agree,” or “Speaking for myself,” or “If it were me …”

Avoid speculating.
 Stick to the facts of what has, is and will be done.
 Avoid speculating on worst-case scenarios, what could be done, on what might
happen, or on possible outcomes.

Avoid making promises you can’t keep.

 Promise only what you can deliver.
 State your willingness to explore other options.

Avoid jargon, technical terms or acronyms.

 Limit their use and explain those you must use.

Avoid negative words and phrases.

 Use positive or neutral terms.
 Avoid words like no, never and none.
 Avoid highly-charged analogies, like “This is not Bhopal.”

Don’t blame others.

 Accept your fair share of responsibility.
 Don’t point fingers at others.
 Focus your communications on how problems can be rectified.

Avoid details on how much the response effort is costing.

 Focus on how the response has supported the health/ well-being of those affected.

Avoid humor.
 No exceptions! Humor of any kind is not appropriate in an emergency situation.

Don’t repeat negative allegations.

 Refute critical allegations succinctly.
 Draw upon and reinforce your key messages.

Don’t become defensive.

 Respond to issues, not personalities.
 End debates, rather than continue them.
 Stay calm.

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Resources: E – Media Tips
Positive and Negative Body Language

Positives
 Frequent eye contact: honest, open, concerned about your audience.
 Well-modulated, confident voice tone: honest, knowledgeable, trustworthy.
 Keep your hands in sight (while keeping hand movements to a minimum):
honest, open, caring, confident.
 Posture – If standing, stand tall and straight, but not rigid. If seated, sit forward
in the chair and lean forward slightly toward the audience: honest, open, caring,
confident.
 Dress appropriately (perhaps slightly more casual than your normal business
attire): approachable, audience-appropriate, honest, credible.
 Well-groomed (but not elaborate): knowledgeable, credible.

Negatives
 Poor Eye Contact: dishonest, closed, unconcerned, nervous, lying.
 Constant throat clearing: nervous, lacking self-confidence.
 Arms crossed on chest: arrogant, not interested, uncaring, not listening,
impatient, defensive, angry, stubborn, and not accepting.
 Frequent hand gestures/body movements or fidgeting: dishonest, deceitful,
nervous, lacking self-confidence.
 Hidden hands: deceptive, guilty, and insincere.
 Speaking from behind barriers (podiums, lecterns, tables, desks) or from an
elevated position: dishonest, deceitful, too formal, withdrawn, distant,
unconcerned, superior.
 Touching and/or rubbing nose or eyes: in doubt, disagreeing, nervous,
deceitful.
 Jingling money/items in pockets: nervous, lacking self-confidence, lacking self-
control, deceitful. A good tip: empty your pockets before an interview or presentation.
 Drumming on table, tapping feet, or twitching: nervous, hostile, anxious,
impatient, bored.

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Resources: E – Media Tips
Spokesperson Guidelines

The messenger or spokesperson responsible for responding publicly can make or break
the situation. No matter how important or well-developed the message, if the
spokesperson that delivers the message is not a well-spoken, empathetic and credible
source, the message will most likely be lost.

Spokespersons should:
 Be media-savvy and knowledgeable about the situation.
 Convey empathy and caring.
 Demonstrate competence and expertise.
 Communicate honestly and openly.
 Exhibit commitment and dedication.
 Be sensitive and responsive to public concerns.
 Express optimism.
 Stay calm under pressure.
 Exhibit positive body language.

The audience should:

 View you as being credible and competent.
 Believe you have their best interests at heart.
 Hear you addressing their key concerns.

To build trust and credibility as a spokesperson:

 Stay “on message.” Staying on message drives home the messages, keeps you
focused on the issues, and reduces the chance of mistakes.
 Recognize the public’s specific concerns. People are dissatisfied when
information does not address their needs; in addition, the messenger may lose
credibility if specific needs are not addressed.
 Be open and honest. People are more accepting of information when
spokespersons display truthfulness, honesty and a willingness to address tough
issues.
 Coordinate with other credible sources. People are dissatisfied when different
agencies deliver inconsistent messages.
 Meet the media’s needs. If the media are working on a story, they will report it
with or without your help. Tell the media what you want the public to know
about this situation.

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Resources: F -- Policy/Protocol
[Company] Crisis Communication Policy/Protocol

[If [company] has supplemental guidelines or policies insert here.]

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Resources: F -- Policy/Protocol
[Company] Media Response Policy/Protocol

[Insert company policy on media. Policy can include:

 Who is allowed to talk to the media.
 What [company] suggests individuals say if approached by the media
 Emphasize that employees do not and should not talk with the
media.
 Inform employees who they should refer the media to for
answers.
 The actions the company may take against employees (dismissal, etc.)
media policy is not followed.

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