When the Holding steps into the limelight : A lesson in Crisis Communication
In public relations, few moments test an organisation’s values more deeply than a crisis. What unfolds in the minutes and hours following a tragedy can either shield a reputation or scar it.
As the world heard the devastating news of the crash of Air India Flight 171 in Ahmedabad, we’re reminded once again how decisive, human communication from the top can shape the narrative before the noise takes over.
The crash, which claimed the lives of over 200 people, has shaken not just India, but the world. The tragedy includes not only the loss of passengers and crew, but also civilians on the ground.
On a personal note, my thoughts are with all those who have lost loved ones in this heartbreaking event. No words can undo the pain, but acknowledgment matters. So does compassion in action.
In this moment of grief, it wasn’t Air India’s PR team alone that took the microphone. It was Tata Group, the holding itself, that stepped into the frame. Not even twelve hours after the accident, Chairman N. Chandrasekaran issued a direct and deeply empathetic message. He didn’t wait for questions to be asked or blame to be laid. He acknowledged the loss, accepted responsibility, and moved swiftly into action.
The Group announced financial support to each bereaved family, offered full coverage of medical costs for the injured, and committed to rebuild the student hostel destroyed in the crash. It wasn’t just a statement. It was a declaration of intent. It was presence.
As PR professionals, we often focus on what not to say in a crisis. But today, we’re reminded of the power of showing up, with sincerity, with humility, and with action.
Tata’s handling of this tragedy underscores four lessons that can’t be repeated enough:
• Show up early. Don’t let silence fill the void.
• Speak simply. In grief, clarity is compassion.
• Own the moment. Don’t deflect; respond.
• Lead from the top. In critical hours, the source matters.
Too often, we see large holdings hide behind their subsidiaries, waiting for the heat to cool. But when the parent company steps in, clearly, quickly, and compassionately, it reframes the narrative. It reminds people that behind every brand are human beings who care.
We don’t celebrate crisis. But we can recognise leadership. And today, we have one more case study to include in our Crisis Communication Preparedness Training sessions.
