Shaping the narrative before it shapes you
Chetan Desai, Managing Director Navigate Response Asia
I recently had the opportunity to sit down with Marcus Hand, editor of Seatrade Maritime News in Singapore, to talk about crisis communications in the maritime sector. The article, titled “Why bother with media and reputation management in a crisis?” explores why timely communication is critical during an incident, how companies can influence the narrative, and the delicate balance between legal caution and public perception. The discussion sparked much interest, and I wanted to share some additional thoughts and examples from my experience that build on those themes.
Why crisis communication matters even when the incident isn’t front page news
Not every incident will make international headlines. Some will barely register outside your immediate network. But whether it’s a high-profile casualty or a minor operational hiccup, how you respond can make all the difference.
A well-prepared crisis communication plan does more than protect your brand image and satisfy regulatory requirements. It safeguards relationships with charterers, banks, insurers, regulators, employees, and their families. In some cases, it can help keep people safe by providing members of the public with information they need to avoid contact with pollution or other hazards. It can even save money by preventing costly overreactions from politicians or regulators who believe “not enough is being done.” No matter how great the physical response is, if people don’t see or hear about it, then there could be a demand to do more, which can be costly.
Silence, on the other hand, is rarely neutral. When companies fail to speak up, the vacuum fills with speculation, misinformation, and sometimes outright fiction. Once a damaging narrative takes hold, it is not easy to reverse, even with facts on your side.
Getting ahead of the narrative
You can’t control every word written about your company during an incident. But you can influence the narrative, especially in the early stages of a visible incident.
The first credible voice to address an incident often sets the tone for the entire story. By being first with facts, acknowledging the situation, and showing genuine concern for people and the environment, you earn trust and credibility.
Leave that opening to others, and you risk having your story told for you. And once public perception hardens, even the most thorough explanations can sound like excuses.
How to walk the legal tightrope
One of the biggest reasons companies hesitate to speak is because of legal concerns. Some lawyers worry that saying anything at all will be interpreted as an admission of liability. But clear, timely communication doesn’t need to assign blame or admit responsibility.
The aim is to be factual yet empathetic. Acknowledge what has happened, share what you know, and outline what’s being done to address the situation. Avoid cold, legalistic language that alienates the public and stakeholders.
In my experience, many lawyers now recognise that protecting reputation early can influence legal outcomes down the road. As such, lawyers often recommend our services to their clients.
Who should speak for the Company?
A well-trained senior executive can send a powerful signal of competence and accountability. Seeing a leader “show up” in person or on camera reassures stakeholders that the company is engaged at the highest levels.
But no single executive can handle the volume and complexity of media enquiries during a significant incident. This is where partnering with a communications agency adds critical value. A specialised agency can manage information flow, provide local and industry context, handle global media interest, and advise on strategy while the leadership and the company focus on the physical response.
Building a culture of preparedness
For some operators, communications planning is driven by regulatory requirements. In California, for example, spill response plans must include the capability to manage public and media communications. OCIMF’s TMSA guidelines also call for clear, reliable procedures for communicating safety and environmental incidents.
However, compliance should be the floor, not the ceiling. Preparedness is about more than ticking boxes. It’s about embedding communications thinking into your company culture so that in a high-stakes moment, your team instinctively knows who needs to hear from you, what they need to hear, and how to deliver it credibly. That’s why regular drills and training across the organisation are essential, not just for the C-suite. From the receptionist to the accountant to the superintendent and everyone in between, all employees should know how to respond if a member of the media or citizen journalist questions them about an incident.
Crises don’t wait for you to get ready
In a crisis, speed, clarity, and empathy are not just PR best practices – they are business imperatives. Done well, crisis communication protects relationships, shapes public perception, and ensures your operational response is seen and understood. Done poorly, it can multiply costs, damage trust – and your brand.
Whether you’re a shipowner, manager, insurer, or regulator, now is the time to stress-test your communications plan. Ask yourself:
- Do we have a clear process for who speaks, when, and to whom?
- How quickly can we mobilise and respond?
- Have our spokespeople been trained to project calm credibility under pressure?
- Do our employees know what to say if questioned about an incident?
If you can’t answer “yes” with confidence, you’re leaving your organisation exposed. You leave yourself open to operational risk and a reputational one that could prove far more expensive.
