 
2008
THIRD QUARTER 2008
SECOND QUARTER 2008
FIRST QUARTER 2008
2007
FOURTH QUARTER 2007
THIRD QUARTER 2007
SECOND QUARTER 2007
FIRST QUARTER 2007
2006
FOURTH QUARTER 2006
THIRD QUARTER 2006
SECOND QUARTER 2006
FIRST QUARTER 2006
2005
FOURTH QUARTER, 2005
THIRD QUARTER, 2005
SECOND QUARTER, 2005
FIRST QUARTER, 2005
2004
FOURTH QUARTER, 2004
THIRD QUARTER, 2004
SECOND QUARTER, 2004
FIRST QUARTER, 2004
2003
FOURTH QUARTER, 2003
THIRD QUARTER, 2003
SECOND QUARTER, 2003
FIRST QUARTER, 2003
2002
FOURTH QUARTER, 2002
THIRD QUARTER, 2002
SECOND QUARTER, 2002
FIRST QUARTER, 2002
2001
FOURTH QUARTER, 2001
THIRD QUARTER, 2001
SECOND QUARTER, 2001
FIRST QUARTER, 2001
2000
FOURTH QUARTER, 2000
THIRD QUARTER, 2000
SECOND QUARTER, 2000
FIRST QUARTER, 2000 |
THIRD QUARTER 2001 HIGHLIGHTS
We first salute our many clients for their extraordinary efforts
to assist with the devastation left by the attacks last month. Even
while some had not yet accounted for missing employees, convoys
were mobilized carrying essential supplies, products and resources
to the rescue efforts. Others mounted immediate employee blood drives
or contribution campaigns. We admire your leadership and compassion.
| • |
A leading Texas-based chemical complex was the location of an intensive Crisis
Communication Program conducted by WPNT. The refinery partnered
with local government and law enforcement leaders during the
program, featuring a multi-phase emergency scenario and WPNT
Press Corps. The program was the subject of a favorable editorial
and received front-page coverage in a local newspaper. |
| • |
WPNT evaluated the communications
efforts of the senior crisis leadership team of a Chicago-area
Fortune 100 technology company. The group
gathered during a day-long mock crisis designed to test its
ability to convene, strategize and take action under pressure.
Operations, HR, finance, IT, legal, IR, and communication executives
participated. The CEO was debriefed following the exercise. |
| • |
Against a backdrop of government regulation
and on-going public scrutiny, WPNT designed and conducted multiple
day-long Issues Management Strategy & Training programs for
the nation's largest fleet of commercially owned and operated nuclear power plants. The programs were held in Chicago and Philadelphia. |
| • |
Anti-fraud and business analysis executives
at a leading health insurance provider were coached during
separate WPNT Executive Presentation Training programs in Washington,
D.C. The individuals prepared for major presentations
to BlueCross BlueShield CEOs, and administrators of the Federal
Employee Insurance Program respectively. |
| • |
In preparation for their upcoming seasons, representatives
of more than half a dozen ski resorts participated in
separate WPNT Issues Management & Executive Media Training programs
held in Colorado and in Lake
Tahoe, California. Air travel and access, pricing, safety
and the environment were some of the issues covered during the
programs. |
| • |
Increased competition and customer
service were two of the topics addressed during a WPNT Advanced
Media Training Program for senior e-commerce executives of a
national healthcare supplier. The full-day program was
conducted outside Chicago. |
| • |
In a continuation of its outreach efforts to key
stakeholders, pipeline project executives took part in
a WPNT Executive Media Training program in Tampa.
The $1.6 billion project is to be completed in 2002 and is jointly
owned by energy two companies. |
| • |
The leadership team of a Des
Moines-based banking organization gathered for
its Issues Management & Executive Media Training Program conducted
annually by WPNT. The team strategized on key issues facing
the industry such as ATM fees, predatory lending, and privacy. |
|
