...Rawl, chairman and chief executive of the Exxon Corpoation was in his kitchen sipping coffee when the phone rang and received the news regarding the spilling of crude oil into the frigid waters of Prince William Sound, just outside the harbor of Valdez, Alaska. What was about to happen was the worst environmental disaster in the history of the United States. These were the documented facts that media had portrayed across the United States and to the world: Exxon Valdez, a 978-foot tanker piloted by a captain whom later revealed to be drank, ran aground on a reef 25 miles southwest of the port of Valdez. The results caused a spill of 250,000 barrels, the largest spill ever in North America. The devastating results affects, 1,300 square miles of water, damaging some 600 miles of coastline and murdering as many as 4,000 Alaskan sea otters. The disaster also enshrined the name of Exxon in the all-time Public Relations Hall of Shame. (Seitel, 2000). According to the book, Exxon’s dilemma broke down into five categories. First was the hesitation of Mr. Rawl if he is going directly and personally to Alaska. In an interview Mr. Rawl has said, “We had concluded that there was simply too much for me to coordinate from New York. It wouldn’t have made any difference if I showed up and made a speech in the town forum. I wasn’t going to spend the summer there; I had other things to do”. Secondly, Exxon failed to establish media control. Exxon, wanted to take charge of the news flow and...
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...presents a training conference: Minimizing Casualties and Limiting Collateral Damage Human Effects Focus Day: August 20, 2012 Main Summit Days: August 21 – 22, 2012 Washington, D.C. Metro Area for the highly-anticipated law enforcement and military operator panels! Look inside See pages 4 & 5. Unprecedented representation from key decision-makers in alternative weapons: Rear Admiral Massimo Annati Director/Chairman European Working Group on Non-Lethal Weapons Alan Ashworth, Ph.D Senior Science Advisor, Bioeffects Division U.S. Air Force Research Laboratory Lieutenant Colonel Christian De Cock Chief of Operational Law/President Commission on the Evaluation of New Weapons Belgian Armed Forces Special Agent Robert Redd ATF Special Response Team Bureau of Alcohol, Tobacco, Firearms and Explosives Lieutenant Commander Kenneth Nagie Office of Specialized Capabilities United States Coast Guard Raymond Grundy Branch Head, Escalation-of-Force USMC Deputy Commandant for Combat Development and Integration Gain insight into the latest non and less-lethal initiatives in sessions that will: • Examine ways to respond to hostile situations with escalationof-force options that minimize casualties and collateral damage • Identify opportunities for industry to provide the best nonlethal weapon systems with a range of capabilities across the full spectrum of threats and crises • Show how non-lethal technologies can be applied to counter insurgency scenarios • Discuss less-lethal...
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...Introduction March 24, 1989 a mase oil spill occurred in Alaska, Prince William Sound, an oil tanker Exxon Valdez had ran into a reef. The spill was approximately 11 million gallons into the sea, affecting the wildlife, the environment, and the region’s economy. It was a fact that Alaska could not hold a spill over 8.4 million gallons and could result in long-term consequeses. Exxon, along with other oil industries knew that navigating a large supertanker through the waters of Prince William Sound would be extremely complicated. Even with this kind of knowledge, Exxon still decided to navigate through there. 1. Problem In every situation there is a cause and effect. Here, Exxon had knowledge that traveling through Prince William Sound would be very difficult. Since they were aware of that, I would propose that they could of taken a different route. Not sure where there start and end locations were. If they had to go through Prince William Sound, could there have been an alternate of dividing the oil carried. Exxon only had one big tanker, could they have not had two or three smaller tankers, taking this route on different trips. Secondly, the prior history with the captain’s alcoholism is a problem. The lack of judgment on Exxon’s behalf because they knew Captain Joseph Hazelwood had a drinking problem and kept him employed. The captain had supposedly been rehabilitated, but Exxon knew better before March 24, 1989. Hazelwood. Had sought treatment for alcohol abuse in 1985 but...
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...I. Background Information JHONSON AND JHONSON: TYLENOL The image and reputation of a company is so important in order to gain the trust of the consumers. Crisis need not strike a company purely as a result of its own negligence or misadventure. Often, a situation is created which cannot be blamed on the company - but the company finds out pretty quickly that it takes a huge amount of blame if it fumbles the ball in its response. On September 30, 1892, Jhonson and Jhonson announced that three persons had died as a result of taking Tylenol capsules that had been laced with cyanide. Within the next two days, four additional deaths from the same cause were reported. All seven deaths occurred in the Chicago Area, but J & J recalled thirty-one million bottles of Tylenol from store shelves throughout the nation. The publicity surrounding this was unprecedented in American business history; in the print media alone, more than 125,000 stories appeared. Many business analysts said that no product could survive this, and they pronounced Tylenol dead as a product line. From the outset of crisis, J & J recognized the immediate and long-term stakes involved. Its strategy was based on maintaining high visibility and avoiding any appearance that the corporation was trying to duck responsibility. The incident involved four specific “publics” – the management at Johnson & Johnson, its employees, the consumers and the stores which were selling Tylenol. By communicating with...
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...Public Relations A Bagful of Knowledge Response Script Characters: Celdran : President Sunga : Applicant Navarro : Man, Reporter, employee 3 Lim : Woman, Reporter, employee 2 Gamboa : Organizer, Reporter, employee 1 Lao : Spokesperson/Technicals Proposed running time : 7mins. Set design : reality (office), re-enactment 1, re-enactment 2, re-enactment 3 Costume : business attire Things needed: Sounds Music Laptop Speaker Bangko Kimkim sign (2) Posters for the concert Presentation Flow * The president is not satisfied with what his bank have achieved, he will think of something deeply/ visualize/ dream / reflect. * Then, he will search on the internet about Public Relations. * The President will call the secretary to hire someone to “do the PR” for the bank. * The Secretary will post a wanted signage. * Experienced PR person saw the signage and he will be interested about it. * He will be applying for the job. (Note: two other applicants in line) the secretary will call his name. * Interview Session President : Good morning! Applicant : Good morning Mr. Celdran, I am applying for the position of Public Relations person. President : oh I see, can you tell me more about yourself? And just call me Mr. Miguel Applicant : I am a graduate from De La Salle University- Dasmariñas taking an extensive course in Public Relations. I join the first national PR conversity here in the Philippines...
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...Exxon Valdez and Tylenol Case Study DE LA SALLE UNIVERSITY - DASMARIÑAS Communication Arts Department Lawrence G. Rawl, chairman and chief executive of the Exxon Corpoation was in his kitchen sipping coffee when the phone rang and received the news regarding the spilling of crude oil into the frigid waters of Prince William Sound, just outside the harbor of Valdez, Alaska. What was about to happen was the worst environmental disaster in the history of the United States. These were the documented facts that media had portrayed across the United States and to the world: Exxon Valdez, a 978-foot tanker piloted by a captain whom later revealed to be drank, ran aground on a reef 25 miles southwest of the port of Valdez. The results caused a spill of 250,000 barrels, the largest spill ever in North America. The devastating results affects, 1,300 square miles of water, damaging some 600 miles of coastline and murdering as many as 4,000 Alaskan sea otters. The disaster also enshrined the name of Exxon in the all-time Public Relations Hall of Shame. (Seitel, 2000). According to the book, Exxon’s dilemma broke down into five categories. First was the hesitation of Mr. Rawl if he is going directly and personally to Alaska. In an interview Mr. Rawl has said, “We had concluded that there was simply too much for me to coordinate from New York. It wouldn’t have made any difference if I showed up and made a speech in the town forum. I wasn’t going to spend the summer there;...
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...GEDUCOS, Argyll Cyrus B. I. BACKGROUND INFORMATION / ADDITIONAL PERSPECTIVE Public Relations is the process of building up good relationships between a company or organization and the public. They use Public Relations to build up a good reputation and a good name for their company and sometimes they use it to clear things up on their part especially if they are in a great crisis. Crisis need not strike a company purely as a result of its own negligence or misadventure. Often, a situation is created which cannot be blamed on the company - but the company finds out pretty quickly that it takes a huge amount of blame if it fumbles the ball in its response. One perfect example of this is that of Johnson & Johnson, and their response to the Tylenol poisoning back in the year 1982 when the company’s Tylenol medication commanded 35 per cent of the US over-the-counter analgesic market. Unfortunately, one individual succeeded at lacing the medication with cyanide. This caused the death of seven people which resulted into a nationwide panic about how widespread the said contamination may be. In the end of that certain incident, everyone knew that Tylenol was associated with the scare and J&J’s market value fell by one billion dollars as a result. History repeated for Johnson & Johnson. The incident reenacted itself in 1986, but the company has learned its lesson and is not willing to suffer the same consequences. It acted rapidly and recalled every Tylenol products from every market...
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...Case Study Johnson and Johnson & Exxon Lucille Marjorie C. Curitana BMC I-2 Prof. Hero Hernandez Background Information Oriental Nicety, formerly Exxon Valdez ("valdez" pronounced val-deez), Exxon Mediterranean, SeaRiver Mediterranean, S/R Mediterranean, Mediterranean, and Dong Fang Ocean is an oil tanker that gained notoriety after running aground in Prince William Soundspilling hundreds of thousands of barrels of crude oil in Alaska. On March 24, 1989, while owned by the former Exxon Shipping Company, and captained by Joseph Hazelwood bound for Long Beach, California, the vessel ran aground on the Bligh Reef resulting in the second largest oil spill in United States history. The size of the spill is estimated at 40,900 to 120,000 m3 (10,800,000 to 32,000,000 US gal), or 257,000 to 750,000 barrels. In 1989, Exxon Valdez oil spill was listed as the 54th largest spill in history. The tanker is 301 meters long, 50 meters wide, 26 meters depth (987 ft, 166 ft, 88 ft), weighing 30,000 tons empty and powered by a23.60 MW (31,650 shp) diesel engine. The ship can transport up to 235,000 m³ (1.48 million barrels / 200,000 t) at a sustained speed of30 km/h (16.25 knots). Its hull design is of the single-hull type. It was built by National Steel and Shipbuilding Company in San Diego, California. A relatively new tanker at the time of the spill, she was delivered to Exxon in December 1986. An oil tanker from Exxon which named Exxon...
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...ICMR Case Collection C op y ICFAI Center for Management Research N BECG 045 ot The Exxon Valdez Oil Spill D o This case was written by Jaya D. Sangtani, under the direction of Vivek Gupta, ICFAI Center for Management Research (ICMR). It was compiled from published sources, and is intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of a management situation. 2005, ICFAI Center for Management Research. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means- electronic or mechanical, without permission. To order copies, call 0091-40-2343-0462/63/64 or write to ICFAI Center for Management Research, Plot # 49, Nagarjuna Hills, Hyderabad 500 082, India or email icmr@icfai.org. Website: www.icmrindia.org BECG/045 THE EXXON VALDEZ OIL SPILL “ExxonMobil’s tactics are well-known, and this is a classic case of deny, dupe, and delay. Just as it denies the science on climate change, it denies that oil from the spill is causing damage in the Prince William Sound. And on both issues it is running campaigns to dupe the public into thinking it is an environmentally and socially responsible corporation.”1 - Anita Goldsmith, Greenpeace International Campaigner. “Exxon would meet its obligations to all those who have suffered damage from the spill.”2 op INTRODUCTION ...
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...I - Background Study EXXON VALDEZ CASE Companies would always be prone to crises and problems beyond their control. What makes a company stand; amidst all problems they are dealing with is how they deal with it. One of the greatest controversies during the 1980’s was the Exxon Valdez oil spill that happened on a reef in Alaska’s Prince William Sound. The Exxon Valdez ship had identified icebergs and decided to take a different route to get around them. Unfortunately the oil tanker crashed into shallow water, this area is actually called the Bligh Reef, but because of the hit the tanker had about 10 million gallons of crude oil into the reef.This catastrophe got the media’s attention, and Exxon’s response to the environmental damage they had caused was very unprofessional. The company completely refused to communicate openly and effectively. The CEO of the company, Lawrence Rawl even refused to be seen for almost a week. Efforts to contain the spill were slow and Exxon's response was even slower. Because of the lack of appearance from high profile personnel from Exxon and the lack of action from their company, it left the impression that the Exxon Corporation did not take this accident seriously. Exxon Valdez case became one of the classical case examples of a “not to do in handling with a crisis”. By the time, they started to do some action; their reputation is already tainted with negative comments from...
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...Exxon Valdez Oil Spill of 1989 Isaac Mitchell Maine Maritime Academy The Exxon Valdez oil spill of 1989 occurred in Prince William Sound off the coast of southwestern Alaska. The date when the oil tanker ran aground was March 24th, 1989. It struck Bligh Reef at about 12:04 a.m. There have been various estimates of how much oil spilled into the ocean. A total of 11 million US gallons was a commonly accepted estimate of the spill’s volume, used by the State of Alaska’s Exxon Valdez Oil Spill Trustee Council, the National Oceanic and Atmospheric Administration, and environmental groups such as Greenpeace and the Sierra Club ("Questions and answers," 1990). Other groups, such as Defenders of Wildlife, question the official estimates, maintaining that the volume of the spill went underreported (DeVries, Luts, 2004). Alternative calculations, based on an assumption that the seawater rather than oil drained from the damaged tanks, estimate the total to have been 25 to 32 million US gallons (Bluemink, 2010). Because of the spill many practices were going to change in the shipping industry. The Exxon Valdez oil spill drastically changed the United States’ shipping regulations, policies, and documentation. The Exxon Valdez damaged eight of its eleven tanks on board, spilling 11 million gallons of its 53 million gallon cargo of oil. Those 11 million gallons would spread and ultimately impact over 1,100 miles of non-continuous coastline in Alaska, making the Exxon Valdez oil spill the...
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...Exxon Valdez Case Study Executive summary The ethical issues faced by management of corporations, and Exxon in particular, originate from the objective of cost cutting with the purpose of profit maximization. As was seen in Exxon’s case, where the disaster could have been prevented if the proper mechanisms and equipment were put in place. Conflict of interest is also a major ethical problem faced by management as well as employees in corporations, as human beings always look to benefit for themselves above others. Respect to others is another major aspect ethical aspect that should be present in organizations. Exxon Valdez allowed happenings which were seen as common practice. In any other situation this would taboo and not ethical. There was conflict of interest in the safety of the crew and the environment as seen with the emergency training and planning and the captaining skills which resulted in a natural disaster which should have been prevented. An analysis of the traits of a profession evidently suggests management would arguably not be classified as a profession. Ultimately managers therefore do not adhere to the same level of ethical standards as professionals. For Exxon managers to be ethically responsible in their commercial roles they need to find ways of balancing the needs of the company and satisfying their own personal interests with that of the organisation. One way of achieving this is to strictly adhere to the organisations...
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...residents near the waters of Prince William Sound awoke to the catastrophe brought by the tanker Exxon Valdez spilling more than 10 million gallons of crude oil. This incident caught the attention of the public and received many and different criticisms. Eight of eleven cargo tanks were ruptured during the incident. ARLIS or Alaska Resources Library and Information Services with the help of Exxon Valdez Oil Spill Trustee Council released a collection of materials on Exxon Valdez Oil Spill. It included the following information: * The crude oil spread approximately 1, 300 miles. 200 miles were heavily oiled. The impact was obvious while the remaining 1, 100 miles were lightly or very lightly oiled. * Aerial observations were used to determine the size of the oil spill to give immediate response and clean-up activities. It includes the estimation of the thickness and volume of oil on the water. * Exxon spent more than $2.5 billion on clean-up expenses. * Caption Joseph Hazelwood was the captain of the ship, a senior officer. He was convicted of a misdemeanour charge of negligent discharge of oil, fined $50, 00 and sentenced to 1, 000 hours of community service. * Exxon was fined $150 million, it was the largest fine imposed for an environmental crime. The court forgave $125 million in acknowledging Exxon’s cooperation in cleaning up the spill. During the clean-up, Exxon hired thousands of workers through several companies. There were more than 11, 000 workers, 1...
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...[pic] DE LA SALLE UNIVERSITY – DASMARIÑAS Communication Arts Department REACTION PAPER: JOHNSON & JOHNSON AND EXXON VALDEZ Submitted by: MARK ABELARD ARIAS BAUTISTA Submitted to: Prof. ROEL S. RAMIREZ, APR July 12, 2012 1/9 I. Background Information/ Additional Perspectives Johnson & Johnson: Tylenol Tylenol known as a kind of pain reliever also known as Acetaminophen and it may be used even without physician’s prescription. This pain reliever became controversial when an issue involving seven death people, cyanide, and Johnson & Johnson broke out on September 1982. In print, more than 125, 000 stories appeared describing the said issue. Johnson & Johnson is well-known industry in terms of health, medical devices, biological studies and pharmaceutical field. Way back on1960’s , Tylenol ended the almost a score dominance of P&G’s Crest toothpaste after being recognized as biggest-selling item in drug, food, and mass merchandising outlets. Focusing with the 1982 Johnson & Johnson’s Tylenol issue, many business analysts predicted that the said issue would be detrimental for Johnson & Johnson’s perception from the public. In print media alone, 125,000 stories published regarding the Tylenol issue. Due to that eventuality, Johnson & Johnson decided to recoil the product within just six months to reclaim 30 % of the market. In spite of being sensational, suspects 2/9 had not...
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...In 1989, Exxon Corporation caused one of the worst environmental disasters. The oil tanker Exxon Valdez spilled 250,000 barrels, an amount equal to more than 10 million, into the waters of Alaska’s Prince William Sound after striking Bligh Reef at approximately 12:04 a.m. on March 24. The spill eventually covered 11,000 square miles of ocean and coated 1,300 miles of coastline. Shortly after the incident, different media piled in to begin extensive coverage often pointing out Exxon’s corporate irresponsibility. Company’s efforts to contain the spill were not good enough and slow but Exxon’s response was even slower. In addressing the problem, it tool company officials 10 hours after the accident to deploy booms that will contain the spill. Company executives refused to comment on the accident for almost a week and refusing to acknowledge the extent of the problem. In addition, statements made to the press by high-ranking executives were often inconsistent and contained contradictory information making the press question the credibility and truthfulness of Exxon. After the Exxon Valdez ran aground, the company conducted all its communication from the small town of Valdez, Alaska. This area proved inadequate, having only limited communication capabilities. Exxon seemed unwilling to disseminate its information using any other method or location. But the biggest criticism the company received was the fact that CEO Lawrence Rawl waited nearly six days to make a public statement...
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