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Caso Exxon Valdez

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El caso Exxon-Valdez
La empresa Exxon inició tarde y de forma lenta el control del derrame y se rehusó totalmente a comunicar la situación abiertamente. El entonces Presidente de la empresa, Lawrence Rawl (1928-2005), se negó a contactar a los medios y su respuesta fue “no tengo tiempo para esas cosas”.
Poco después del accidente, un vocero informó que se estaban aplicando procedimientos para controlar la situación, al tiempo que los noticiarios televisivos mostraban la ineficiencia de la empresa al respecto.
Después de una semana, la empresa no mejoraba su nivel de comunicación y los medios se volvieron agresivos, al grado que, en una conferencia de prensa, las pocas buenas noticias que quería comunicar fueron desmentidas por las evidencias periodísticas. Cuando finalmente Rawl aceptó una entrevista para un noticiario televisivo, en donde se le preguntó sobre los planes para la limpieza, documento que no había revisado, expresó que no era el trabajo del presidente leer esos informes y culpó de la crisis a los medios de todo el mundo. Diez enseñanzas de la teoría y la realidad 1. -------------------------------------------------
Realizar frecuentes simulacros de crisis que mantengan “aceitado” a un equipo de respuesta inmediata, especialmente de cara a los medios de comunicación. 7. -------------------------------------------------
Tener sistemas efectivos para afrontar la crisis. Exxon falló en ello y, particularmente, en su disposición para actuar de inmediato e inclusive antes de que el problema fuera evidente. 8. -------------------------------------------------
Mostrar liderazgo. Contrario a J&J, Exxon no lo tuvo ni manifestó compromiso para asegura que este tipo de desastres volviera a ocurrir. 9. -------------------------------------------------
Expresar preocupación. Exxon no proyectó evidencias de ello y se mostró indiferente ante el impacto ambiental de la situación.

Propuestas * 2. Goal and Objective GOAL - To gain knowledge of oil spillrecovery actions from Alaskans whoexperienced the Valdez Oil Spill OBJECTIVE – Following a site visit, todistill potential key recovery ideasfrom Alaskans who experienced theValdez Oil Spill for consideration forour Cooperative Extension - LSUAgCenter Oil Spill Recovery Plan * Key Ideas By Topic◦ * 5. Idea # 1: ExtensionOrganization Consider supporting citizen oversightprocess * 6. Idea # 2: ExtensionOrganization Transform Extension from information provider to ‘engaged ‘organizationwith communities * 7. Idea # 3: Human ResiliencyIn addition to available mental health counseling,develop alternative programs to help people * 8. Idea # 4: Child Resiliency Public awareness and fun activitiesfor children * 9. Child Resiliency (continued) Fun for children * 10. Idea #5: Family Resiliency Public awareness and fun and/orhealing activities for families * 11. Idea # 6: Seafood Safety Building confidence in seafoodsafety strategies: * 12. Sea to Supper or Net to Plate effort – everyfood safety procedure and step is highlighted * 13. Idea # 6: Seafood Safety Promote model of managed seafoodsafety risk * 14. Idea # 7: Sea GrantExtension Program enhancement to serveincreasing fisheries needs * 15. Establish Fisherman to FishermanProgram * 16. Idea # 8: ExtensionCommunication Explore every avenue to get information out. * 17. Idea # 9: CommunityResiliency Be prepared - corrosivecommunities will develop. * 18. Idea #10: CommunityResiliency Work toward sustainable communityand economic base * 19. Idea #11: CommunityResiliency Create community fun eventsas strategy for resiliency * 20. Idea # 12: Citizen Activities Develop Citizen Advisory Council(CAC) and process to reduce futureGulf coast oil and gas drilling risk tohuman, environment, economy &communities
Objetivo campaña
Informar que la empresa utiliza tecnología e innovación para lograr sostenibilidad ambiental para que los recursos naturales puedan ser usado en el futuro.
Objetivo: M/P modificar percepción empresa y grupos ecológicos
L/P: concientizar a la población de uso responsable de recursos naturales

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