Tobacco Documents Online

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J James A. Fyock 6rnup Public Relat'ions Director 19t9YT73'-2727 .. . Mr. Curtis H . Judge President ." Lorilliard' 666 Fi~fth~ Avenue New Yor)k,' NY 10019 R.J. Reynolds Ind'ustries, fnc: " Winston-S'alem; N. C. 27102 ` May 1.2, 1983 The communications task force has completed its work. The. Committee has been completed. Andll would add that the three specific products youiasked for have been produced and are enclosed'. I am especially pleased that the three d'ocvumenits represenit the unanimous views of the task force. assignment you made following my report to the Executive The third, document is a listing of recommended public communications ob j'ectives. In detailing ob jectives we thought it would' be helpful to classify them~ as near-term document is a suggested position d'escripti'on, for the individual namedl to head the public relations division. The first enclosure is a recommended mlission statement for the Instituite's public relations division. The second ana 1onig-termi. In the course of our last task force meeting, three subjects were discussed which the members felt should be brought to your attentioni. these questions gio far beyond the matter of communications The f irst sub j'ect dealt with the nature of the relation- ship between the institute andithe Council for Tobacco, Research. You may recall that in my presentation to the Ekecutive Commiiittee, I' concluded that the Institute was, not taJkingad'vantageof' opportunitiesto1publici'zeCTR'sgood works. our most recent discussion pointed up the legali,techni~cal and liaison dlifficultiesing~ai'ning industry credit for this effort as wel1l as a niumber of downside risks which might be entailed. We concluded that before appropriate steps can be takem to publiciz:e this effort that a host of questions must be answered'and that . ~

strategy and technique.. We therefore recommend that the '_in more detail if you, feel this would be helpful. _In this regard, I wouldible happy to discuss this with you Ekecutive Comrnittee take appropriate steps to examine the present relationship between the Institute and the CTR. recommended initiatives. companies.: The task force felt that low-level representa- tives could degrade the communications effort and could' well nulli~fy the potential benefits of other task force •,, The second matter' ttie task force asked me'to raise i's Aheir concernithat company representatives on the communi- cations com:ni~ttee~ behig,hly placed within, their respective sideration.. up a broader-gauged and more active communications effort that internal candidates not be overlooked. Without suggesting any individuals by name, the task force members felt that it would be most desirable for presently servi~ng individuals to feel they would merit and receive con- The thirdiconcern, the task force wanted me to raise was their -view that in searching for the right person to head It has been a pleasure to work withithe members of the task force. Speaking on their behalf,. I thank you for your support and confidence. JA,F/s'c S~incereliy~,~ CC: Messrs. David B. Fishel Harold A. Grant Steve Cohen Pauil Gibson Vince Clephas Eugene H. Russell Tom Humber ' J. Robert Ave Charles W. Toti ~ Samuel D'. Chilcote Jr. J©hn, P. RuPp' Enclosures: Mission Statement Position Description, PublicCommunications mbjectives

0 w Public Belations Division Tobacco institute Commun:icat.ions Miission~ Statement .'•.The mission of the public relationsdivision, of The Tobacco I-vstitute'is to support the objectives of the Institute by developiing," recommending, and impliementing'communications programs targeted to kelr or mass audliences as *appropriate which help accomplish the following equally important goals, Create a climate in which Tobacco Institute and tobacco industry views can be commu.nicated'with credibility. Build and maintain awareness of tobacco industry positions on important tobacco-related issues; :.Bulild anid' maintain recognition of the contributions of the industry on-a local, state and national basis; prepared' to counter unwarranted allegatiions and charges with factual information distributed through the public Monitor activitiles of aniti-tobacco organizations and be Create awareness of the tobacco induistry as a socially responsible member of the business community; media or other appropriate sources. In addition, The Tobacco Iinstiltute public relations division will provide advice and counsel to executive management of the Institute, other Institute operating,units and, as appropriate,, to the member companies regarding potential media and public impact of planned Institute or member company activities which, fall within the scope oif' Instiitute functions. The public relations division will ails lserve as a contact for other Institute divisions and the member compamies for facts and statiistics which fall within the scope of Lnstitute activities. To the extent possible, the public rel'ationis divilsion will seek . to coordinate member company public communications on key _ind'ustry-wide issues. ##'#

The "Senior Commu tute i~s responsible "" public communicatio cations" Execulfive-of The Tobacco Insti- r developingi,. recommending and implemeniti!ng strategies, poSic~ie~s~ a~~nd:, p~rogram~sdesigned .to buildl and' retain(various public, private and' governmental bodies the desired recognitioni, goodwill and'support needed to foster the success of the tobacco inddsttry in the United States. -activities with groups of special interest such as the tobacco community and natural allies outside the industry. tising; information resource~s and publication development and' ;disseminatiion; special_proj'ects and events; and' public relationss news media relations; speaker programs; public relations adver- . long,-term public relations planningi; public relations couunselingi; conducted by The Tobacco Institute, which includes short and The incumbent directs all public rel'ations activities preparation and dissemination of appropriate communications for bring about communicatio' with intended'groups, and'directs the F. The incumbent provides advice and'counsel to Institute management on the conten~,imingiand channels best suited to this purpose. The Institute'si"'Senior Communications EXecutive"' serves as the interpreter of the concerns of the public and speciall interest groups and provides advice to the Institute concerning effectiveness' enable Institute management to evaluate overall program insti~tutinig objective and subjective measures of' results which The*incumbent serves as the focal point for the clearance of all Tobacco Institu!te public statements, incliuding, news and photo releases, speechesR publications, studies, audiovisual anditelie- vision materials. The incumbenit also serves as a resource in the preparationiof testimony before government or other public bod!ies for the purpose of ensuring, accuracy, clarity and' consistency. The,incumbent is responsible for establishiin~gi and~ maintaining an organizational structure,'staff and reporting relationships requiredl toieffectively accomplishithe Institute's public rela-, tionsobjectives, and' forbudgetingi, staff adm~iniistrationand for possible public reactions to intend'ed Institute actions or com- munications. In addition, the incumbent recommends appropriate Institute responses to public issues.

Exposure media relations program designed to Media Relations.and Develop and conduct a full-range Speakers Program Public Relations Advertising Editorial Services tioni and dissemination of publ'ica- .Develop,'recommend and implement public relations plans in support of Institute communications objectives and which consider expected recep- tivity and relevance to targeted audiences.! Measure effectiveness as appropriate and practical. Develop and implement policies and pro- cedUres to achieve appropriiate quality and uniformity andlwhich assure overall effectiveness of Institute communications. make key publics aware of favorable news about the tobacco industry,, and, to the extent possible, mini- mize the impact of unfavorable events by placing them in perspec- tive. Develop u,nderstanding for industry views by meanis of a media relations program whiich has as its goal the development of sound work- ing, relationships with the news media. ? Develop and direct an, active, coordinated and targeted speakers program,, which is integrated with the Institute media relations pro- .gram, which uses specially trainedd staff members to communicate indu~stryviewsdire~ctlyand throug,hthe media to key target audiences. Develop andlplace appropriately targeted' issue advertising designed to reinforce tobacco industry views and' positions conveyed through the. Institute''s primarV public communi- cations programs -- news media exposure, public speakers and publications. Publications and Develop and' direct creation, prodbq- tions, audiovisual and~ television proftctionis, displays and special . communications materials for use by the Institute and member companies.

Program Development Develop anid direct special public relations proij,ects and events which create public awareness and/or understandingi of tobacco industry actions andlaccomplishments, or which communicate selected informa- tilonito tobacco community audiences. In coordination withiolther Institute staff, develop system and facility for gathering, evaluating, storing andprovid!ing access to informationi and materials upon which the Institu!te's public relations staff can draw to develop public communications. Develop programs onia long-term and sustaining basis whiich develop understanding for industry views and~ which broaden the industry's base~of support. Clearance of Public Serves as the central point of Communications clearance for all Tobacco Institute public statements, including news and photo releases, speeches, publi- cations, studies, audiovisual and television materialls. Centralizedi clearance is necessary to ensure accuracy, clarity and consistency of Institute and tobacco industry communicationis and': presentations of poiints of view. Regarding testimony before governmental andiother public bodies, the senior PR official should be fully informed in advance of all testimony and serve as a. counselor regarding potential public impact. Staff Manag,ement, Establish anid'maintain aniorganiza- Qrgianization, Budget tional structure, budget, staff and and Administration reportinig relationships, and'level and quality of administrative support required to effectively accomplish Institute's public re]ia- tions obj,ectives. Ensure operating expenses are mai!ntainied within approved bud'gets.

The incumbent will serve as The Tobacco Institute staffrepresen- tative onithe Communications Cornmittee. In, this role, the incumbent will provide to the Committee all appropriate infor- mation reg,arding communlications and staff activities and will transmit the wishes of the Committee to Institute staff'members. ###

Near-Term Tobacco Institute Communications. Objectives Strategies - Near Term I'n order to meet the wishes expressed by the Tobacco Institute Executive Committee to implement the recommendations of the communications task force as soon a~s possible, the following strategies are recommended for implementation. 1. Adoption by the Executive Committee and' Tobacco Institute management of the revised mission statement and objectives. 2. Fi~ll the recommend'eds communications executive position wilth a highly qualified communications professional (see "'Job Description") to head the Tobacco Institute's communiications division. I. Upon appointment, require that within 90 days this di~visioni head.provide Tobacco institute executive management with•: a. An evaluation of strengths and weaknesses of the current organization of the communications divisioniandl recommendatiions for required changes. b. An evaluation of the strengths and weaknesses of existing staff members. c.. An evaluation of all existing communications products (i.e., news releases, publications, etc.) to determine their quality, usefulness and cost-effectiveness. d. A public relations plan for the, remainder of the year based uponi the new missioni statement and' objectives for the communications division, advice from the Communica- tions Committee and input from Tobacco Institute executive management. e. Initiate an audit of information and other resources available to the public relations division. 4. Restructure the Toba~cco Institute communications committee so that it is composedlof public communica~tionis professi~onals from the member companies. As its first task,, charge this committee to immediately begin development of a clearly defined clearance procedure for communications materi~als.. 5. Designate marketingiprofessionals,from member companies too counsel the communications committee regarding, Tobacco Institute advertising programs carried out through, thee communications staff or outside agencies:.

Long,-Te rm 2'. Develop and implement a continuing active media relations prog,ramlwhich establishes and maintains recognition by the mediaiand~other appropriate audiences of The Tobacco Institute public relations staff as the designated, credible spokespersons for the industry on all tobacco-related issues falling within the scope of TI responsibilities. Tobacco Instituite Communications . Develop and implement a broadly based communications program ""designed to improve the climate of credibility in which industry views can be communicated. -~t - A,c, organ~izations and maintain an, ongoinig capability to, on a timely basis, counter unwarranted allegations and charges with factual information disseminated through the mediaior other channels as appropriiate. . Develop, and' implement continuing programs whichwilli he1p~ create public recognition of the contributions and activitiess of' the tobacco industry which demonstrate its economic importance, social responsibility and other attributes desirable in aimajor business enterprise. 3'. Monitor and evaluate the activities of anti-tobacco 5. Serve as an information contact for other Tobacco Institute divisions and member companies for factual information relatedi to all appropriate activities which fall within the scope of The Tobacco Institute"s responsiblilities. 6'. As appropri~ate, provide targeted communli!cations programs ~ designed to support other Tobacco Institute activities. 7. Working with Tbbacco,Institute executive management and representatives of member companies, identify, evaluate and' placei~n priority key tobacco issues in,which public relations activities may be used tolhelp gain understanding and'/or create support, and develop and implement ongoing communications prog,rams inisupport of overall industry goals in each areai. ~ &. De~velop„ gia~in approval andi implement~ streamli~ned~pro~cedure~s~ for clearingand'relea~sing communications o~n, tobacco: issues. ' Procedures should clearly delineate those areas wherein Institute executive management exercises clearance authority.. Likewise, specific areas requiring member company clearance should~ be defined and specifiic procedures for gaining clearance outlined.