Your browser is no longer supported

For the best possible experience using our website we recommend you upgrade to the newest version of your browser.

Your browser appears to have cookies disabled. For the best experience of Construction News, please enable cookies in your browser.

Welcome to the Construction News site. As we have relaunched, you will have to sign in once now and agree for us to use cookies, so you won't need to log in each time you visit our site.
Learn more

Could you protect your reputation in a crisis?

This week’s decision by the US Court of Appeals for the Fifth Circuit to prevent compensation payments for BP’s Deepwater Horizon oil spill in the Gulf of Mexico to businesses that have not suffered “actual injury traceable to loss” has brought the disaster back into the news agenda.

But it’s hard to know what did more damage to BP – the spill itself or the long-running saga of media mishandling that followed.

It was clear that BP could communicate in a way that would combine sensitivity with protecting its brand.

While the Deepwater Horizon disaster is a severe example, it’s a simple reminder to anyone operating in a high risk sector such as construction that reputation management should form an integral part of any marketing strategy It should include both ongoing positive reinforcement of the company’s focus on quality, health & safety and best practice, and a clear plan of action for if things do go wrong.

In the event of a serious accident or fatality on site, a delay in producing a spokesperson, an absent or incomplete health & safety policy or ‘off the record’ speculation from a subcontractor on site can all help a bad situation escalate into a terrible one.

It may seem heartless to discuss the company’s reputation in the same breath as a serious accident but these are commercial realities and it is possible to continue to look after your business interests while showing compassion for those affected by any incident. Here are some things you should consider:

  • Make sure your quality and health & safety procedures are well communicated internally and visible externally.  Best practice before any incident occurs is reputation in the bank if something does go wrong.
  • Anticipate the risks. It may not be feasible to anticipate every type of crisis but if you can demonstrate good risk management you will be well placed to protect your reputation.
  • Know the chain of command and have spokespeople who can be briefed quickly. This should include contingency spokespeople – your reputation management plan cannot afford to fall apart just because someone is on holiday or off sick.
  • Have key messages and positive facts and figures compiled and ready to speed up the process of making a statement and briefing a spokesperson.
  • Be honest – this may not be the time for warts-and-all disclosures but anything you try to cover up will do twice as much damage when you’re found out (and you probably will be!)

Sarah Reay is managing director of Construction Marketing Experts

Follow the Construction News team on Twitter

Construction News on Facebook

Construction News on LinkedIn

Read more

Did you enjoy this free blog? Why not register with Construction News to discover all sorts of free content and sign up for free email newsletters – or subscribe now to get full, instant access to everything on CNplus.co.uk.

 

Have your say

You must sign in to make a comment

Please remember that the submission of any material is governed by our Terms and Conditions and by submitting material you confirm your agreement to these Terms and Conditions. Links may be included in your comments but HTML is not permitted.