Cliff Hide, head of investor relations at communications agency Imagination, says that all companies should have a pre-written crisis plan. This will mean most of the background facts with which to build messages are to hand. “Organised companies have pre-drafted press releases and website content ready for a crisis situation as the worst thing to do is allow a vaccum.”

They should begin by developing a story or narrative of what has happened and what will happen next. This has to be coherent, clear and concise as it will help to develop central messages that can be communicated. It should also allow questions to be anticipated and a degree of preparation to be done for developing answers.

Laurence Borde, managing director at international roadshow agency Media Tree, says having a “four-minute elevator pitch” to hand is important to achieve that. This ensures that everyone in the team, from the press office fielding phone calls, to the chief executive speaking at the event, is clear onthe facts and key points that need to be made.

Think long and hard about the architecture of the event. It can be useful for the crisis team to speak to the media and other attendees, such as NGOs or shareholders, to get a feel for the issues and concerns. This may also offer a heads-up on questions that may throw senior management off the point, such as personal attacks or ethical concerns.

When selecting who will present, Borde says it is worth considering that some senior management will have better rapport than others, and picking speakers that are eloquent and can express themselves clearly. However, in contentious situations or if there is some kind of spat, she suggests using simultaneous translation. “It can take the sting out of what is being said, gives the speaker more time to react and offers a certain level of level of gravitas.”