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COSTA CONCORDIA Gestión De Crisis - Una Crisis No Permite Improvisos COSTA CONCORDIA Gestión de Crisis - Una crisis no permite improvisos Catarina Dias Ferreira 14300975 ERASMUS , Portugal Comunicación Organizacional; Uva - Facultad filosofía y Letras 2014/2015 Prof. Alicia Gil Torres !1 ÍNDICE INTRODUCCIÓN 3 RELATO DEL SUCEDIDO 4 [LA ESTRATÉGIA DE LA MENTIRA] 4 [LO QUE OCURRIÓ EN LA VERDAD] 4 [LAS PROVIDENCIAS] 5 [EL RESCATE] 5 [LA MENTIRA Y COBARDIA DEL COMANDANTE] 6 [COSTA CRUCEROS] 7 [ACONTECIMIENTOS DESDE ENTONCES] 7 RIESGOS 8 FASES DE LA CRISIS 10 CASOS ANTERIORES 10 GESTIÓN DE LA CRISIS I 11 [LO QUE FUE HECHO] 11 [REPUTACIÓN Y REPERCUSIÓN EN LA IMAGEN] 14 [CALENDÁRIO] 14 GESTIÓN DE LA CRISIS II 16 [LO QUE DEBERÍAN HABER HECHO] 16 [OTRAS ACCIONES] 19 [CALENDÁRIO DE LO QUE DEBERÍAN HABER HECHO] 20 CONCLUSIONES 21 APÉNDICE 22 !2 INTRODUCCIÓN Este trabajo presenta una análisis del naufragio del crucero Costa Concordia, ocurrido en la costa italiana del Mar Mediterráneo el día 13 de enero de 2012, según la gestión de crises de comunicación. La investigación involucró el acompañamiento de la tragedia desde el día del accidente hasta diciembre de 2014. Las crisis empresariales son eventos inesperados en los que la imagen y la reputación de la empresa, y por veces su propia supervivencia, se ven comprometidos, así como la relación con sus públicos-objetivo, y que requiere de medidas inmediatas y eficaces para evitar los riesgos que pueden tener. Una crisis empresarial caracterizase por la sorpresa, unicidad, urgencia, desestabilización y tendencia descendente. Esta definición genérica aplicase al que sucedió con el naufragio de Costa Concordia de la empresa Costa Cruceros. La tipología de crisis de este caso fue de fallos funcionales graves ya que fue debido a fallos humanos motivados por un empleado (más precisamente por el capitán). Clasificando la crisis en función de sus orígenes se puede decir que surgió debido a acontecimientos objetivos y en las relaciones con entorno humano ya que ocurrió un accidente debido a un fallo humano, pero esta empeoró porque fallaron las relaciones de comunicación - el capitán mintió a gran parte de su equipo, a la policía, y a los pasajeros sobre lo que estaba sucediendo. Esta crisis era previsible y evitable ya que las leyes, la ciencia, así como los precedentes anunciaban el riesgo potencial. Según las consecuencias la crisis fue aguda porque murieron personas y la vida de muchas más estuve en riesgo, y hube daños ambientales. Además, esta crisis fue súbita - una emergencia por tanto - ya que no hube tiempo que permitiese analizar las causas y plantear un plan de acción (en verdad, la empresa debería haber desarrollado a priori un plan preventivo y de entrenamiento que plantease unas directrices sobre cómo hacer frente a un naufragio). Este fue portando un suceso accidental y evitable si la empresa interviniera de forma eficaz y oportuna en acciones que podría influir o controlar. Lo ideal sería que la empresa las evitase, o por lo menos tomar medidas que redujeran sus consecuencias negativas. Esta fue una crisis de nivel ROJO, con gran interés por parte de medios de comunicación, asociaciones, autoridades nacionales e internacionales, y porque supuso graves consecuencias sobre la seguridad, el medio ambiente, la gestión de la compañía y en el mercado de las viajes de cruceros. !3 RELATO DEL SUCEDIDO Crisis pueden ser identificadas, mapeadas e prevenidas. Paulo Nassar En la noche del Viernes, 13. enero 2012, el crucero de lujo italiano Costa Concordia transportaba 4.234 pasajeros y tripulantes. Fue la séptima y última noche del crucero Profumo d' Agrumi por la calma del mar Mediterráneo. La celebración de la fiesta con el capitán Francesco Schettino comenzó alrededor de las 19:30 y las siguió a la noche. Durante la cena, a 21h42 hora local, los pasajeros fueron sorprendidos por un fuerte estruendo seguido de un apagón. El buque se sacudió, mesas temblaron, objetos salieron de su sitio y pánico dominó las emociones transatlánticas. [LA ESTRATÉGIA DE LA MENTIRA] Por el sistema de sonido, la tripulación explicó que la interrupción de la alimentación eléctrica se debió a un fallo en los generadores. Pidió a todos para permanecer sentados y tranquilos porque todo estaba controlado y el apagón estaba siendo reparado. La misma información fue dada por el capitán a la autoridad portuaria que contactó con la tripulación para aclarar una llamada recibida de un pasajero denunciando el apagón en la cena. La energía regresó y el barco continuó su curso. En 22h06 hubo otro apagón, aumentando el pánico entre los pasajeros. El segundo anuncio en nombre del capitán, pidió a todos que volviesen a las cabinas y se aseguró de que el problema del generador ya estaba resuelto. La energia eléctrica volvió nuevamente, pero los pasajeros no obedecieron a las instrucciones de la tripulación. Querían saber qué estaba pasando y se mantuvieron en las plantas superiores. Ellos comenzaron a cuestionar la información porque la tripulación dijo que todo estaba bajo control, pero llevaban chalecos salvavidas. Se entiende , pues, que se utilizó la estrategia de la mentira en la Comunicación de la crisis,que es fuertemente desaconsejada ya que puede resultar en crisis mayores al descubrirse la verdad, creando una crisis de credibilidad y dañando seriamente a la imagen de los responsables y de la entidad - que fue lo que sucedió. [LO QUE OCURRIÓ EN LA VERDAD] La verdadera razón de los apagones al redor de las 21h30 no fue informado a los pasajeros y parte de la tripulación: el Costa Concordia había chocado con un grupo de rocas de granito de la isla italiana de Giglio. Una parte de las piedras quedó atascada al buque y rompió 70 metros del casco - el sistema técnico de estanqueidad suporta desgarros entre los 15 y los 20 metros. El agua invadió las plantas inferiores, inundó los generadores, la sala de máquinas y la trama de transmisión eléctrica. El barco comienza a inclinarse para la izquierda. El embate se podría haber evitado si el capitán había seguido la ruta oficial del viaje. Se desvió 4 kilometros de la ruta para que el buque se aproximase de la costa con el fin de hacer un saludo a un colega y morador de la isla !4 de Giglio. Para desviar del recorrido, Francesco Schettino desactivó la ruta automática y condujo el crucero manualmente a la velocidad de 28 km/h, considerada alta en costa marítima. La ruta original permite una aproximación máxima de 8,5 km de la costa para mantener la embarcación en el medio de las águas más profundas. Cuándo primero chocó en las rocas, el buque estaba a más o menos 500 metros de la isla. El comandante intentó evitar el naufragio pero a las 21h58 chocó por la segunda vez, y abarrancó a 150 metros de la isla. [LAS PROVIDENCIAS] El resultado de la crisis depende de la actuación de las personas que toman las decisiones. Cuanto mejor preparado esté, se abordarán mejor la crisis. Norman Augustine El comandante Francesco Schettino contactó los propietarios del crucero 15 minutos después de la colisión para los informar que, a pesar de haber un problema en el buque, todo estaba sob control. Un pasajero notificó la guarda costera que había una situación de emergencia en el buque y dos helicópteros fueran enviados, pero tardaron 50 minutos para llegar. Los pasajeros no fueron informados de la situación de emergencia inminente y aún esperaban explicaciones cuándo, a las 22h46, el buque empezó a hundirse y el alarme de emergencia geral de Costa Concordia disparó y todos desesperaron. Mismo con la orden de abandonar el buque, la tripulación tardó algunos minutos para enviar los pasajeros para la cuarta planta, dónde estaban los botes. Ellos empezaron a ser bajados a las 23h06, más de una hora después del choque con las rocas pues la tripulación no recibió entrenamiento para los utilizar. Muchos barcos atascaron y tuvieron que ser retirados con un martillo. Hube aún grúas oxidadas, cuerdas se rompieron y muchos chalecos salvavidas que no funcionaron. Eso generó bronca y disputa por los chalecos salvavidas que sobraran y toda esta terrible información salió más tarde en todos los medios de comunicación social. Para empeorar la situación, muchas luces de emergencia no encendieron e no había placas de señalización. Según relatos, los pasajeros tomaran la iniciativa de gestionar las prioridades de rescate de ninõs e mayores porque la tripulación también estaba despavorida y no sabia como actuar. Algunos pasajeros se lanzaron al mar raso y se machucaron en las rocas y otros que escaparon por casco del buque tuvieron que nadar 20 minutos para llegar a la isla. El relato de muchos pasajeros indicó que el naufragio fue parecido al retratado en la película Titanic - considerado el peor naufrágio de la historia - indício que revela la situación de pánico e imagen desastrosa con que Costa Concordia y su empresa Costa Cruceros son recordados. [EL RESCATE] Las personas siempre en primero lugar. Para rescatar las víctimas, entraron en operación unidades de la guarda costera italiana, buques mercantes, ferryboats, bomberos, 12 buques, 9 helicópteros, 120 buzos e 50 !5 moradores que se ofreceron para ayudar en un barco. Los primeros botes comezaron a llegar a la isla de Giglio al redor de las 23h40. El rescate debería ser rápido para, allende salvar víctimas, evitar un desastre ecológico: había casi 2.400 toneladas de combustible en el buque. El Gobierno italiano declaró el estado de emergencia y tráfico limitado en el área de desastre. La evacuación se llevó 2 horas para ser completado debido a la falta de preparación, la noche, y la dificultad con las diferentes lenguas para las órdenes que se transmitieron. Según los expertos, si el rescate se iniciase luego después de la colisión de la nave con las rocas, el tiempo estimado para la evacuación total sería tan sólo 20 minutos.
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