It has been exactly 15 years and eight days since the BP Deepwater Horizon oil spill, one of the most devastating environmental disasters in history. Over 87 days, approximately 4.9 million barrels of oil gushed into the Gulf of Mexico, claiming the lives of 11 workers and severely impacting marine ecosystems and coastal communities. Fifteen years later, the crisis response, particularly BP’s communications strategy, remains a focal point of analysis, revealing essential lessons in effectively communicating in a crisis.
Eight lessons drawn from BP’s crisis communications still hold today, offering valuable insights in avoiding a perception of prioritizing profits over the health of people and the planet, as BP experienced:
BP’s initial response suffered from delays and a lack of transparency. Effective crisis communication necessitates honesty, even in challenging situations, as this fosters trust and mitigates the spread of misinformation.
BP’s CEO Tony Hayward made a notable misstep when he stated, “I want my life back” during an interview in May 2010. This tone-deaf remark highlighted a significant disconnect from the magnitude of the crisis and alienated affected communities. Demonstrating genuine empathy and concern for those impacted while taking concrete steps to assist them is critical in maintaining public support.
BP’s early communications were marked by unwarranted optimism, undermining their credibility. A responsible approach includes erring on the side of caution and being upfront about the difficulties that lie ahead.
The first public statements regarding the oil spill came not from BP, but from Transocean, the rig’s owner, and it took BP two months to claim responsibility. The company initially downplayed the spill’s severity, asserting that only a small fraction of oil was being released. Such inaccurate information fueled public mistrust. The US Coast Guard later reported that about 19 million gallons of oil had contaminated Gulf waters, reinforcing the necessity for accurate and prompt communication during crises.
Following the spill, outrage surged among Gulf Coast residents and environmental advocates, leading to national protests and calls for transparency from BP. Social media emerged as a vital tool, amplifying awareness of the spill’s consequences and sparking discussions on corporate accountability. Although BP utilized digital platforms for communication, they missed the opportunity to effectively harness social media for real-time updates and public engagement during the crisis.
Crises are not merely destructive; they can be catalysts for renewal. In the wake of such environmental disasters, organizations frequently see a decline in public trust. Emphasizing recovery commitments can help rebuild that trust. BP could have demonstrated accountability and actively participated in restoring the affected environment and community trust.
Consistent messaging across all platforms is crucial amid the chaos of a crisis. A strategic communication plan should establish uniform messaging, reducing the risk of misinformation and confusion. It should include anticipated scenarios, response protocols and designated spokespersons for clarity.
Crisis communications should extend beyond immediate responses. BP needed to showcase a long-term commitment to addressing the environmental and social repercussions of the spill.
Today, we see stronger policies, innovative technologies, a more substantial commitment to sustainability, and increased global awareness of environmental issues that spurred initiatives to hold companies and organizations accountable. Still, communication professionals experience challenges as platforms and audience behaviors continuously change. Let’s stay one step ahead and take it one crisis at a time by continuously monitoring, educating and engaging.