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טיפול החברה במשבר
הנהלת חברת Exxon-Mobil עשתה שגיאות רבות בניהול המשבר. בשלב ראשון, התעלמות. בשלב שני, התכחשות לאחריות, לא נעו במהירות לטפל בבעיה. בשלב שלישי, חוסר דאגה לנזק שנגרם. בשלב רביעי, התנהגות שחצנית ומתנשאת כלפי אמצעי התקשורת והציבור הרחב. אלה הובילו יחדיו לחרם צרכנים, לירידה במכירות, לאובדן מנהיגות ונתח שוק מחברת הנפט המובילה בעולם לשלישית בהיקפי פעילות, לפגיעה תדמיתית קשה, ולבסוף לחילופים בהנהלת החברה. [i] אחר שספגה ביקורת, ובה גם ביקורתו של ראש עיריית Valdez , שאמר שהקהילה שלו הרגישה נבגדת מתגובתה הלא-מספקת של Exxon-Mobil למשבר ,החליטה ההנהלה לפעול בשיתוף פעולה עם משמר החופים אשר ניהל את המשבר באופן רשמי, במאמץ לניקוי הזיהום ולשיקום סביבת החיים של האזור שנפגע. המבצע נמשך יותר מארבע שנים ועלה כ-2.1 מיליארד דולר. מבצע שעלה במחיר, היקף ויסודיות על כל פעולות הניקיון של דליפות נפט קודמות. בנוסף, חויבה החברה לשלם למעלה ממיליארד דולר דמי נזיקין אותם היא מסרבת עדיין לשלם.[ii] לאחר סיום הטיפול במשבר פרסמה חברת Exxon-Mobil סרט וידאו בשם "מדענים ודליפת הנפט באלסקה", עם התווית "סרט לתלמידים" ואשר יועד להפצה בבתי ספר. לדעת רבים הסרט מציג את תהליך הטיפול במשבר בצורה מאוד לא מדויקת, באשר למספר בעלי החיים שמתו או נפגעו באסון ועובדות לא מדויקות נוספות, כאשר המסר הסופי שלו הוא שהסביבה של מפרץ הנסיך ויליאם השתקמה באופן מלא ואין לאסון השלכות ארוכות טווח על החיים במפרץ. [iii]טעויות בניקוי בשל הלחץ הציבורי ובשל חוסר הניסיון במבצעי ניקוי בסדר גודל שכזה, נעשו גם טעויות קריטיות שגרמו נזק רב יותר. כך למשל, את הסלעים והחופים ניקו באמצעות סילוני מים חמים שהמיסו את הנפט ושיחררו אותו למים. אך זרמי המים החמים ניתקו מהסלעים גם פלנקטון, פטריות ואורגניזמים נוספים, החיוניים לאיזון מארג המזון ובתי הגידול במפרץ. למרות טענות Exxon-Mobil כי פעלה באחריות מלאה הטקטיקה של Exxon-Mobil הוא מקרה קלאסי של הכחשה,והולכת שולל את הציבור לחשוב שהוא תאגיד שלוקח אחריות סביבתית וחברתית.[iv] התגובה הראשונית לאסון והמאמצים לנקות היו איטיים מאד וכן כל מערך ההסבה וההתנהלות מול התקשורת הייתה לא ברורה וחד משמעית. האירוע נכנס להיסטורית ניהול משברים כמקרה לימוד של איך לא להגיב בעת משבר, וכן בתקשורת השם Exxon-Mobil היה שם נרדף לקטסטרופה סביבתית. זמן התגובה הוא הגורם המרכזי בכל משבר, וזה הגורם שפגע הכי קשה Exxon-Mobil . שני דברים היו צפויים מחברה במשבר. "החברה חייבת לפתור את הבעיה בפועל - במקרה זה, ניקוי עד 10 מיליון גלונים של נפט שנשפכו וגם החברה חייבת ליצור תפיסה חיובית של הבעיה . Exxon-Mobil לא הצליחה בכל הנוגע לבעיות בפועל,לקח לפקידי החברה כמעט 10 שעות לאחר התאונה כדי לפרוס בומים ולהכיל את השלולית. בנוסף, Exxon-mobil ספגה ביקורת קשה ביותר על סירוב מנהלי החברה להגיב על התאונה כמעט שבוע. המנכ"ל לא ביקר בזירת התאונה עד כמעט שלושה שבועות לאחר הדליפה. שילוב של פעולות אלה תרמו לתחושת הציבור כי תאגיד הנפט לא לוקח את האסון ברצינות. בנוסף, הצהרות לתקשורת על ידי מנהלים בכירים היו לא עקביים ולעתים קרובות הכילו מידע סותר,המובילות את העיתונות לשאלת האמינות והכנות של Exxon-mobil . בנוסף ,סירוב לקבל אחריות, ניסיונות של החברה כדי לתקן את המוניטין שנפגע זמן קצר לאחר האסון.[v] כשנשאל אחד ממנהלי אקסון איך נועד לשלם את עלויות הניקוי המאסיבי, הגיב שיהיה עליהם להעלות את מחירי הגז .כלומר הצרכן ישלם. עשרה ימים לאחר הדליפה, פרסמה אקסון מודעה על עמוד שלם והתנצלה על הדליפה, אך עדיין סירבה לקבל אחריות. רבים ראו את הגישה הזאת כלא כנה ולא קיבלו את ההתנצלות. תגובת ההנהלה הייתה מעט מדי ומאוחר מדי. המולת התקשורת הפכה עוינת, יתר על כן, יו"ר החברה התראיין בתקשורת לגבי תוכניות פעולה של החברה אך הפגין טעיות ואי שליטה בנעשה בשטח ואי ידיעת הפרטים תוך ציון שזה לא תפקידו לקרוא את הדוחות ולדעת הכול והאשים את התקשורת העולמית במשבר. במבחן עלות תועלת, תוצאות ההתנהלות בשני מישורים אלו, דרכי הפעולה בשטח בניקיון השלוליות , לצד התנהלות מול התקשורת - היו עצומים. תשלום מיליארדים בגין קנסות עונשין. מהגדולים בעולם כמסר על חוסר האחריות של החברה. נזק למוניטין של החברה היה אף יותר מקיף שקשה מאד לכמת.לעומת זאת ,החברה הציגה רווחי שיא בשנים אלו וכן לא הייתה השפעה מיידית על מניית החברה.[vi]
כישלון הטיפול במשבר כלל את הדברים הבאים: החברה לא הצליחו להראות שיש להם מערכות יעילות להתמודד עם המשבר - ובעיקר יכולתם לנוע במהירות , הם פשוט לא נתנו שום הוכחה לכך שאכפת להם ממה שקרה. נראו אדישים להרס סביבתי.Exxon-Mobil לא הראו מנהיגות אחרי האירוע ואת מחויבותם להבטיח שבעיות כאלה לא יקרו שוב. משבר הוא בלתי נמנע וצריך להכין את החברה בהתאם. לבדוק ולחדד תכנון של ניהול משברים בחברה כאשר הבלתי נמנע קורה, לקחת אחריות מהר כדי להיות הקול של החברה. מנכ"ל חייב גם להחליט מה המסרים שיוצגו ולקבוע היכן וכיצד להציג אותם בצורה היעילה ביותר, האיזון העדין בין סמליות לבין מהות התפיסה לבין המציאות. הוא חייב לפעול במלוא המהירות מכוונת לאפשר לציבור לדעת כי הוא האחראי וכי הן המשבר ןהן החברה תחת שליטה. בכל התחומים הללו Exxon-Mobil נכשלה.[vii] Exxon-Mobil החלה בתהליך של החייאת המוניטין שנפגע. דרך אחת לעשות זאת היא על ידי שילוב של סמליות עם חומר: להקים קרן קבועה (ובמימון אחוז מהרווחים של כל ליטר אחד של דלק) כדי לעזור לשמר ולהגן על הסביבה. התמורה מקופה זו יכול לשמש כדי לשמר שטחים רגישים מבחינה אקולוגית, אוקיינוסים הדגים וחיות הבר באזורים של ארצות הברית. אם Exxon-Mobil עושה זאת, לאחר המשבר היא יכולה להתחיל בניקוי תדמיתה.שתי "קרנות הפיצויים" של 50 מיליון דולר כל אחת הוקמו, אחד תחת שליטת המדינה ואחד תחת סמכות פדראלית וכן לשדרג את נהלי הבטיחות על מנת למנוע הישנותם. הסכום מחולק בין קורבנות בצפון אמריקה לבין שימור הסביבה. בשנים שחלפו שבה החברה לגרוף רווחים גדולים כתוצאה מהיקף פעילותה, וכלכלנים מעריכים שלאסון לא הייתה למעשה כל השפעה כלכלית על הכנסותיה.
משנת 2005 מכהן Rex Tillerson כמנכ"ל. בכנס בלונדון ב-2007 הוא הצהיר כי קובעי המדיניות צריכים לשקול הטלת מס פחמן או תוכנית שתגביל פליטות פחמן דרך מנגנון של הטלת מגבלות ומסחר. במקביל גם יצאה החברה בקמפיין פרסומי בהיקף של 100 מיליון דולר, שכולל גם פרסומות בטלוויזיה שבהם מוצגים עובדי החברה המדברים על האתגרים שעומדים בפניה, כולל הפקת אנרגיה בדרכים ידידותיות לסביבה והקטנה משמעותית של פליטות הפחמן הדו חמצני.[viii]

----------------------- http://www.novelguide.com/a/discover/cps_03/cps_03_00392.html 1

2 http://jomiller.com/exxonvaldez/usatoday.html

http://www.exxonmobil.com/Corporate/ [i]

4.http://www.fundinguniverse.com/company-histories/Exxon-Mobil-Corporation-Company- History.html

Learning From Exxon.htm http://www. [ii] http://www.lightgreen.com/pc.pdf [iii]
[iv] Exxon Mobil and the Exxon Valdez www.themarker.com/ [v]

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