The Hijacking of Biscaglia: Communicating With Families During a Hostage Crisis
In November 2008, CJP Communications’ crisis team was retained to manage the entire communications efforts of Industrial Shipping Enterprises Corp. after its ship, the MV Biscaglia, was hijacked by Somali pirates when traveling through the Gulf of Aden. Along with the vessel, its 28-member crew was held hostage during the crisis.
CJP Communications’ primary concern was ensuring that the families of the hostages would cooperate with the crisis communications team. Controlling the message was critical, even when there were stretches of time where there was nothing new to report. This strategy ensured that messages were consistent throughout the crisis, preempting false or inflammatory media accounts that could prolong the hostage release negotiations.
All 28 hostages were released and returned to their families safe and sound. Many of the hostages told the team that knowing their families were apprised of news developments on a regular basis provided strength for them when they were in captivity. â–
Honorable Mentions:
Vectren Energy Delivery: Vectren’s Response to Major Winter Storm 2009—To get messages about safety out after a massive snowstorm hit the Midwest, Vectren implemented the “Neighbor to Neighbor” program, mobilizing volunteers to knock on the doors of more than 14,000 homes.
Pacific Gas and Electric Company (PG&E): January 2008 Storm Response—The homes of 1.7 million PG&E customers in California were affected by a devastating storm in January 2008. After one day, PG&E was able to restore power to 85% of its customers.
Media & Communications Strategies: Saving American Manufacturing—The Gleason Group faced going out of business after a lower tariff was granted by the Department of Commerce to its competitor. The MAC Strategies team worked to make Gleason’s crisis public, having the story showcased on CNN’s Lou Dobbs Tonight.
American Airlines & Weber Shandwick: First Bag Fee—When American Airlines introduced a $15 first-checked-bag fee, Weber Shandwick helped manage the fallout with customers, positioning it as a necessary step to absorb rising fuel costs, and arming airline execs with key talking points.