Page 184 - Crisis Communication Practical PR Strategies

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Environmental Crisis Communications 165
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tanker with the Exxon corporate logo emblazoned on its hull sitting in
the midst of 10 million gallons of spilled crude oil. At a minimum,
some public measure of remorse for the fishermen whose livelihoods
were most definitely going to be affected would have been viewed as a
common courtesy. Yet there was no public response from Exxon for
nearly a week after the incident.

Ashland Oil Company

In contrast to the Exxon Valdez, an Ashland Oil Company
storage tank on the banks of the Monongahela River near
Pittsburgh suddenly and without warning failed on a January
night in 1988. Immediate speculation centred on the structural
integrity of substandard welds and rivets that might have given
way and caused the accident, sending 4 million gallons of oil
flowing towards Pittsburgh. One effect of this spill was that the
public water supply for the city was cut off for nearly a week.
Ashland chief executive officer John Hall flew to Pittsburgh,
ignored the advice of his legal team who warned against
accepting any liability for what might prove to be a subcon-
tractor’s faulty work, marched up to a group of reporters gath-
ered at the airport and apologized to the people of Pittsburgh for
the environmental impact this accident was going to have on
their lives in the days ahead. The net result was nominal legal
claims and fines levied against the company. But equally impor-
tant is the fact that to this day, John Hall is revered as a hero in
Pittsburgh for his leadership and courage in facing the commu-
nity, accepting responsibility for his company’s operations, and
demonstrating his commitment to ‘do the right thing’.

It’s perfectly reasonable to be mindful of the legal concern that an
apology could be interpreted as an admission of liability. But corpora-
tions that depend on the reputation of their brand for survival must be
concerned not only with a court of law, but the court of public opinion.
Legal liability certainly does matter, but so does the company’s image,
the perceptions of its customers and shareholders, the opinion of regu-
lators and elected officials, the value of the company’s brand, and its rep-
utation as a responsible steward of the environment. For these reasons,
senior management must play an active role in decision making in an
environmental crisis, because it’s senior management who will have to
deal with the residual consequences of a failed crisis response.