Crisis communication
Crisis communication is the only discipline a company buys hoping never to use it. But something applies here that applies nowhere else: what is not prepared in advance cannot be made up later. The first hours decide whether the story is written as an accident or as a cover-up — and at that point there is no time to work out who is allowed to speak.
What we deliver
- Risk analysis and scenarios for the most likely crises
- A crisis manual: roles, approval chain, contacts and statement templates
- Media training for spokespeople, including hostile-question practice
- Support during a crisis: statements, media responses, internal communication
- Communication towards employees, customers and partners
- Post-crisis review and revision of the manual
Who delivers it within the group
This service is led by OMNIA PR. You contract with that company and it invoices you — OMNIA GROUP is a brand umbrella, not an entity you could contract with.
Silence is a statement too
A company that goes quiet in a crisis does not buy time — it hands the narrative to someone else. The article appears anyway, containing a line about the company not responding, plus the other side’s version unchallenged.
So the first statement does not need answers. It needs three things: that we know about the situation, what we are doing right now, and when we will say more. That takes ten minutes and fundamentally changes the tone of what runs.
Training happens while nothing is happening
A spokesperson facing a hostile question on camera for the first time usually makes one of two mistakes: starts arguing, or promises something the company cannot deliver. Both can be trained out, and only in rehearsal.
So preparation includes practice with the questions that will actually come — including the ones that are hard to answer because the honest answer is also an uncomfortable one.
Frequently asked
- Can crisis communication be ordered once the crisis has started?
- It can, and we do it — but it costs more and the outcome is worse. Without knowledge of the operation, the contacts and pre-approved wording, the first hours go on establishing what could have been ready. Preparing in advance costs a fraction, and is done calmly.
- What if the mistake really is ours?
- Then the only workable strategy is to admit it, say what is being done and follow through. Attempting another reading at a time when anyone can check the facts stretches the story from a day into a week — and the second wave is no longer about the mistake but about the cover-up.
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