Global Crisis Policy 2023

The network’s brand name (“Crowe”) is used by member firms worldwide. Each member firm is responsible
for protecting the reputation of the brand. This policy confirms the responsibilities of member firms faced
with a crisis situation.

1.0 Definition
A crisis communication refers to any type of public communication which has the potential to
negatively impact the Crowe brand and its reputation. A crisis communication often arises from a
crisis event or crisis situation.

A public communication can take many forms including: press release, verbal communication,
televised interview, published report, social media post, media news article.

2.0 Origination
A crisis communication can originate from within the business as well as from an external source.

Internal example: A member firm employee updates their social media account with a negative post
about their employer.

External example: A client of a member firm is involved in a sensitive public ethical issue. Although
the member firm is not involved in this issue, it could reflect badly on the Crowe brand.

3.0 Identification
Early identification of a crisis is not always possible. Where possible, it can help to effectively
manage the crisis communication and mitigate any brand damage.

The following situations can all be identified as a potential crisis:

• A public communication states the Crowe brand name alongside a negative comment.
• A public communication states a partners’ name alongside a negative comment.
• A public communication states a clients’ name alongside an ethical, political or criminal
issue.

Whether the comment that is made is substantiated or not, this does not alter the potential for a
crisis communication.

Member firms are responsible for ensuring their people can identify a crisis communication
situation.

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4.0 Categorization
There are two categories of crisis communications, major and minor. Member firms are responsible
for identifying the type of crisis taking place. Identification should be based on the level of potential
negative impact to the Crowe brand and reputation.

Minor crisis categories may include:

• A member firm employee posts a negative comment about their employer on social media.
The comment is removed quickly and gained minimal exposure.
• A client is publicly accused of an ethical issue by a discredited individual. There is limited
traction in the media and the sentiment of the coverage is neutral.
• A senior partner is dismissed on the grounds of poor conduct, there is no expectation of
legal action and this issue has not impacted client service.

Major categories may include:

• A client is publicly accused of criminal activity.
• A Crowe partner, employee or member firm is publicly named in a sensitive ethical situation
which has gained press coverage.
• A regulator makes a public statement which states bad practice at the member firm.
• A malware attack on a member firm.

5.0 Responsibility
Member firms must make every possible effort to avoid any type of crisis that could negatively
impact the brand.

When a crisis is identified, the member firm is responsibility for monitoring the situation and where
possible, resolving it quickly.

Depending on the type of crisis communication the following best practice should be implemented:

• Regular monitoring of media and social channels to establish further developments. This can
be done manually or by a search engine alert e.g., a Google Alert.
• If the crisis originates from a client, establish contact with the client to fully understand the
facts and any likely developments or communications that they intend to make.
• Communicate the crisis to necessary partners and/or staff to ensure that they do not
comment externally on the issue unless they are requested to do so.
• Refrain from any external comment on the crisis without taking professional advice.

Full details on responding to a crisis and communicating with stakeholders can be found in the
Crowe training presentation ‘Managing Crisis to Mitigate Reputational Risk’.

6.0 Requirements

6.1 Member firms are required to have a local Crisis Response Policy clearly defining the
process in the event of a crisis. This policy should be communicated to the relevant people
within the firm.

6.2 Member firms are required to have a designated Crisis Response Team in case of a crisis
event. The team should comprise of the Managing Partner, Legal Counsel and
Communication Specialist.

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 6.3 Member firms are required to have a designated spokesperson(s) in the event of a crisis.
This person would usually be the Managing Partner but may be another senior staff
member. It is highly recommended that this person is media trained.

6.4 Member firms are required to notify Crowe’s Crisis Response Team of a crisis. See section
5.0 for the escalation process.

7.0 Escalation Process

Member firms are required to report a major crisis Crowe’s Crisis Response Team within 48-hours
of identification. Notification should be made by:

• a telephone call to one of the following people:

o Jim Powers, Interim Chief Executive Officer
o Lynda Dupont-Blackshaw, Global Marketing Director
o Veronica Vincente, Chief Operating Officer

The telephone call should be followed by an email marked as ‘high priority’ to those named above
confirming the crisis situation. A read receipt should be requested by the sender to ensure the
communication has reached its recipients.

Any crisis communication (major or minor) that references Crowe Global must be reported by the
member firm within 48-hours of identification. Member firms are not permitted to comment publicly
on a crisis referring to Crowe Global without prior approval from Crowe Global.

8.0 Crisis Response Plan

A crisis management plan should be developed by the member firm in the event of a crisis.

Where a crisis communication involves Crowe Global, a coordinated crisis response plan will be
agreed by Crowe Global and the member firm. The plan may consist of the following:

• A designated spokesperson from the local firm or Crowe Global.

• Identification of the Crisis Response Team.
• A response timeline.
• Development of stakeholder communications and supporting material.
• Notification of regulators or other authorities.
• Monitoring of crisis activities.
• Change of current policies or procedures.

Full details of a standard crisis management plan can be found in the Crowe training presentation
‘Managing Crisis to Mitigate Reputational Risk’.

For further information regarding this policy contact Lynda Dupont-Blackshaw, Global Marketing
Director, Crowe Global.

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