9INTERTANKO: Guiding Principles to Emergency Management and Crisis Communications Introduction Be prepared Efthimios Mitropoulos IMO Secretary-General “I have stated on a number of occasions that it is not right that people who apparently know little about the industry should turn to shipping as a scapegoat - just so that they can be seen to be doing something, anything. We see this happening time and again following pollution incidents, irre- spective of what may actually have caused them. By working together, however, both methodical- ly and systematically, we stand a good chance of making politicians and the public aware of the credit shipping rightly deserves and alerting them to the importance of the industry to world trade and the role of shipping in our daily lives. Building a deep reservoir of good faith to draw upon so that shipping as a whole can maintain its overall repu- tation, even when a serious incident occurs, should be a crucial element of a well-orchestrated cam- paign which we should undertake with all despatch. And when an incident happens, we need to work together to engage the public and the media to tell them our story. But the industry needs to be prepared to respond quickly and effectively to any serious incident ensuring that all necessary meas- ures are taken to protect shipping’s public image and mitigate damage to its reputation. I commend the initiative to develop this Guide to do just that.” 11INTERTANKO: Guiding Principles to Emergency Management and Crisis Communications Crisis, what crisis? Be open; be accessible; be prompt “Crisis? What Crisis?” That, in just three words, sums up the traditional view among shipowners and operators to crisis management and dealing with the press and author- ities at the time of a maritime emergency. “Why should we say or do anything other than look after our own immediate short-term interests,” such an owner might say. “And anyway if we speak in public we’ll only risk being pilloried in the press or threatened with jail.” Why indeed break cover if those are the risks? But what if those are not the real risks? What if the real risks of running away from a ship accident are in fact far higher? What if the risks actually included being driven out of business because of a damaged reputation? And what if the risks of running away from your responsibility would perhaps contribute to heaping an unnecessary regulatory burden on the rest of the industry? Would you perhaps take a different view then? Well, it is my firm opinion that you should. Now there may be nothing radical in that. After all I am speaking as the editor of a daily newspaper whose lifeblood is com- ment and views from those who make up this industry. However, my opinion is based in more than glorified self- interest. As many of your colleagues in shipping have already realised, being willing to speak and act in time of crisis with clarity and candour can do more than just save the situation. It can also save the business. Just ask Acomarit who won plaudits for being open and accessible at the time of the Sea Empresswhen it ran aground off the south Wales coast in 1996. Certainly their actions helped limit the impact of their losses and gave the impression to the wider world of a responsible ship-operator. Sadly, however, in my experience there are plenty of glaring examples where fear of the public gaze – for what- ever reasons – have led to a bitter backlash not only against the shipoperator but the shipping industry at large. It must be clear to anyone who has followed the issues, that the behaviour of beneficial owners of both the Erika and the Prestigecast the industry in a very poor light that was extremely detrimental to the long-term image and perception of shipping. By refusing to speak publicly – but even refusing to be clearly identified as the vessel owners – they fuelled the commonly-held image of shipowners and operators as anonymous rogues simply in it for the money who care lit- tle for their crews or the environment. When the owners of the transport assets involved in such controversial incidents put such efforts into avoiding any public identification, let alone offering remorse, is it any surprise that politicians and regulators end up think- ing the worst of that business and impose draconian sanc- tions to bring such an industry to heel? Thankfully such views have become more marginalised as shipping slowly embraces modern business practices that demand corporate responsibility. This process can only accelerate. As shipping becomes more attuned to the demands of its customers among oil firms, commodities groups and retailers, the reputation of shipping companies becomes ever more important. Can you afford for your business to be exposed to the risks of inadequate crisis management? Julian Bray, Editor, Lloyd’s List