When asbestos is discovered in an organisation or on a project site, the shock can be considerable. Not only because of the potential health risks, but also due to the enormous impact on trust, operational continuity, and reputation of your organisation. At such a moment, strong and transparent leadership is essential. Crisis communication must be an integral part of the crisis management strategy.
 Visible and decisive
An asbestos incident has a major impact on the environment and directly affects people’s sense of safety. Therefore, you must show sensitivity to concerns and emotions. Today, every day is judgment day, and people will judge you on whether you step forward and demonstrate leadership in a crisis like this. Fulfilling legal obligations is not enough. You will be judged against expectations, values, and social norms. Stakeholders may exert pressure rapidly, and with social media as their weapon, they can quickly shape public perception of your asbestos issue.
The public expects company leaders to be visible and accountable—especially in a crisis. You must show that you take the situation seriously and are taking decisive action. Not to protect your own reputation, but to solve the problem for those affected by the crisis. Put the victims at the centre of your communication. Good crisis leadership means being transparent, sharing your dilemmas, and acknowledging what you don’t yet know. But be clear about what you’re doing to find answers. Realise that full control is an illusion—but by stepping forward, you show that you’re taking responsibility and set the tone for your crisis communication.
 The golden hour
The first hour—the so-called ‘golden hour’—of crisis communication following the discovery of asbestos is crucial. Activate a crisis team immediately, including communication professionals, legal advisors, operational managers, and an external asbestos and crisis communication expert. Ensure that you act in accordance with legal regulations and official guidance from the authorities.
Be the bearer of your own bad news. This strategy—known as ‘stealing thunder’—allows you to shape the framing of the issue and take control of the narrative. Don’t wait until all facts are known to start communicating; instead, begin with process communication. State clearly what you know, what is still being investigated, and what process steps are underway. Also indicate when new updates can be expected. At this stage, speed and prioritisation of safety are critical. Initial communication should focus on the process. Later, the emphasis can shift to content and offering action perspectives. Actions to consider within that first hour include preventing further escalation, starting fact-finding, identifying possible scenarios (including worst-case), setting response goals, conducting a stakeholder analysis end preparing communication messages and tools.Â
Intense pressure
The pressure on the organisation during an asbestos incident is immense. Everyone wants something from you, and no matter what you do, it will never be enough. Disruption is inevitable, and safety concerns are unavoidable. The anger and frustration among directly affected individuals may be considerable. Be prepared—first and foremost by preparing for this type of crisis in peacetime, for example through crisis simulation. Also prepare messages and media train your spokespersons.
Once the situation arises, take it seriously. Show empathy and, ultimately, be able to offer perspective. Your tone must be compassionate and empathetic. Media attention is intense during these types of crises. Use unifying, solution-focused language in which the victims’ perspectives take precedence. Correct factual inaccuracies, or they will become the perceived truth.
You’ll face a significant communication challenge. Internal communication is now essentially the same as external communication. Take this into account in your communication approach. Use a single central point of information for all news updates. Link your press releases, social media posts, and mailings to this page. Also, coordinate with the authorities—such as public health bodies—to avoid contradictory messages. Ensure regular communication. Rather too often than too little.Â
Evaluate and improve
Keep detailed log files of decisions and actions of your crisis team. These records are essential for the evaluation phase and any investigations that may follow. After an asbestos crisis, public bodies often assess whether public health was endangered and whether your organisation acted responsibly.
Evaluate the crisis thoroughly. The post-crisis phase is crucial. Conduct a review within two weeks of the crisis ending. Reflect on what went right, what went wrong and what the lessons for the future are. Share the lessons learnt and the resulting policy improvements. Show that your organisation is willing to learn and evolve.
 Frank Peters
Virtus Communications
