At approximately 7:15 pm, on February 7, 2008, a large explosion at the Imperial Sugar refinery rocked the area of Port Wentworth, Georgia, killing 14 people and injuring 36, and although, the incident was found to be the fault of Imperial Sugar, this discussion will focus on the crisis communications and public relations surrounding the event (Bauerlein, 2010; U.S. Chemical Safety and Hazard Investigation Board, 2009). According to a report from the Public Relations Society of America (PRSA; 2009), although John Sheptor was appointed Chief Executive Officer merely nine days earlier and did not enjoy the support of a crisis communications team, he was thrust into the spotlight having to deal with this particular crisis.
According to a local television station, the people of Savannah and Port Wentworth responded admirably at the first hint of trouble (“Sugar refinery explosion,” n.d.). This is more of a testament to the community than to Imperial Sugar; however, it promotes a sense of good-will and community trust that Imperial Sugar was able to leverage. Almost immediately, Sheptor, in conjunction with Imperial Sugar partner Edelman, was holding regular news conferences, disseminating press releases, and correcting the record. The only delay is seemingly the time required to work with first responders and investigators (“4 found dead,” 2008; PRSA, 2009; U.S. Chemical Safety and Hazard Investigation Board, 2009). According to the PRSA (2009), Sheptor and Edelman immediately instituted a program to communicate to “employees, stakeholders, investors, elected officials and the media, and to engage the public in helping the company support the Imperial Sugar employee family” (p. 1).
As the crisis wound down to the recovery phase, it is important to note, as Chapman (2008) chronicles, that all displaced employees were still being paid by Imperial Sugar. All employees that were able were used to help in the clean-up efforts and ultimately maintained their employment status with Imperial Sugar. Within a week of the incident, Sheptor reported that the company was looking to rebuild and, in just over two month’s time, the decision to rebuild was official (Securities and Exchange Commission, 2008).
Sheptor leveraged Edelman’s communication philosophies which allowed communications to be prioritized, correct, honest, and abundant. While also providing much needed information to employees and families of missing employees, especially, this mode of communication also allowed Edelman, and Imperial Sugar, to cultivate media relations that will benefit them in the future.
References
4 found dead in Ga. sugar refinery blast. (2008, February 8). Associated Press. Retrieved from http://www.msnbc.msn.com/id/23059948/ns/us_news-life/t/found-dead-ga-sugar-refinery-blast/
Bauerlein, V. (2010, July 8). Imperial Sugar to pay fines in deadly Georgia explosion case. Wall Street Journal. Retrieved from http://online.wsj.com/article/SB10001424052748703636404575352782366026008.html
Chapman, D. (2008, April 13). Sugar refinery near Savannah determined to rebuild. Atlanta Journal-Constitution. Retrieved from http://www.ajc.com/metro/content/business/stories/2008/04/12/sugar_0413.html
Public Relations Society of America. (2009). Crystallizing a response to a crisis (Product # 6BW-0911A05).
Securities and Exchange Commission. (2008, April 17). Current report: Imperial Sugar Company (Form 8-K). Washington, D.C.: Author.
Sugar refinery explosion (Collection of news reports). (n.d.) WTOC. Retrieved from http://www.wtoc.com/category/125278/sugar-refinery-explosion
U.S. Chemical Safety and Hazard Investigation Board. (2009, September). Investigation report: sugar dust explosion and fire (Report No. 2008-05-I-GA). Retrieved from http://www.csb.gov/assets/document/Imperial_Sugar_Report_Final_updated.pdf
