{"id":3371,"date":"2025-04-30T09:29:57","date_gmt":"2025-04-30T07:29:57","guid":{"rendered":"https:\/\/imc-agencija.hr\/strike-as-a-challenge-croatia-airlines-crisis-communication\/"},"modified":"2025-05-12T11:31:23","modified_gmt":"2025-05-12T09:31:23","slug":"strike-as-a-challenge-croatia-airlines-crisis-communication","status":"publish","type":"post","link":"https:\/\/imc-agencija.hr\/en\/strike-as-a-challenge-croatia-airlines-crisis-communication\/","title":{"rendered":"Strike as a Challenge – Croatia Airlines Crisis Communication"},"content":{"rendered":"\n
\n
\n

The 2018 strike announcement threatened both tourism and Croatia Airlines, but through quality crisis communication, the challenge became an opportunity.<\/h2>\n\n\n\n
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Inrtoduction<\/h3>\n<\/div>\n\n\n\n
\n

During the summer of 2018, at the peak of the tourist season and when it carries the largest number of passengers, Croatia Airlines – the Croatian national airline – faced a highly unfavorable situation due to the announcement of a strike (July\/August). This posed a risk to regular flight operations, potentially affecting 7,600 passengers per day and causing losses of up to \u20ac800,000 daily.\u00a0Even before the strike announcement, the Croatian media had been closely following Croatia Airlines and the aviation industry in general. Despite the fact that:<\/p>\n\n\n\n

    \n
  • Croatia Airlines’ management was open to dialogue,<\/li>\n\n\n\n
  • Invited ORCA (the union) to negotiate within realistic possibilities,<\/li>\n\n\n\n
  • ORCA represents only 1\/3 of all Croatia Airlines employees,<\/li>\n\n\n\n
  • 1,000 Croatia Airlines employees opposed the strike.<\/li>\n<\/ul>\n<\/div>\n<\/div>\n\n\n\n
    \n
    \n
    \"\"<\/figure>\n<\/div>\n\n\n\n
    \n
    \"\"<\/figure>\n<\/div>\n<\/div>\n\n\n\n
    \n
    \n

    Challenge<\/h3>\n<\/div>\n\n\n\n
    \n

    To develop a crisis communication strategy and negotiation tactics for Croatia Airlines to preserve trust and reputation among stakeholders.<\/p>\n<\/div>\n<\/div>\n\n\n\n

    \n
    \n

    Our approach<\/h3>\n<\/div>\n\n\n\n
    \n

    The crisis communication strategy was based on the Situational Crisis Communication Theory developed by Coombs and Holladay. The crisis communication team continuously adjusted messages, channels, and tools, briefing stakeholders and media with relevant updates and directing the conversation while clearly communicating key messages at all levels.<\/p>\n\n\n\n

    Specifically, based on the defined models and communication approach, Croatia Airlines’ management consistently and persistently called ORCA to negotiate within realistic boundaries. Throughout the entire period, the management remained open to dialogue, even though ORCA persisted with unrealistic demands.<\/p>\n\n\n\n

    It is important to highlight that ORCA represents only 1\/3 of all employees (pilots, cabin, and technical crew), while 1,000 Croatia Airlines employees were against the strike.<\/p>\n\n\n\n

    Fully aware of the consequences and high financial losses, and faced with ORCA’s final strike announcement (August 8, 2018), Croatia Airlines’ management requested a court ban on the strike from the County Court in Zagreb.<\/p>\n<\/div>\n<\/div>\n\n\n\n

    \n
    \n

    Implementation<\/h3>\n<\/div>\n\n\n\n
    \n

    REBUILD STRATEGY <\/strong>– Compensation Tactic<\/p>\n\n\n\n

      \n
    • Croatia Airlines’ management offered improvements to existing working conditions within realistic means.<\/li>\n\n\n\n
    • The judge stated: \u201cHad their intention to sign a new collective agreement been sincere, they would have continued to negotiate in good faith and according to the company\u2019s information.\u201d<\/li>\n\n\n\n
    • The County Court in Zagreb urged ORCA to carefully consider the significance and consequences of the strike.<\/li>\n<\/ul>\n\n\n\n

      Stakeholders:<\/strong> Croatia Airlines employees, ORCA<\/p>\n\n\n\n

      Communication tools<\/strong>: Letters to internal stakeholders<\/p>\n\n\n\n

      BOLSTERING STRATEGY <\/strong>– Advocacy Tactic<\/p>\n\n\n\n

      Croatia Airlines consistently informed all stakeholders about the strike\u2019s consequences and efforts to prevent it:<\/p>\n\n\n\n

        \n
      • \u20ac800,000 in daily losses<\/li>\n\n\n\n
      • Impact on over 7,600 passengers per day<\/li>\n<\/ul>\n\n\n\n

        Stakeholders:<\/strong> Croatia Airlines employees, media, Ministry of the Sea, Transport and Infrastructure of the Republic of Croatia<\/p>\n\n\n\n

        Communication tools:<\/strong> Internal letters, press releases, media briefings, statements, Q&As, official memos, meetings<\/p>\n<\/div>\n<\/div>\n\n\n\n

        \n
        \n

        Results<\/h3>\n<\/div>\n\n\n\n
        \n
          \n
        • A court ruling that declared ORCA\u2019s strike illegal confirmed the importance of proactive and continuous communication with all stakeholders.<\/li>\n\n\n\n
        • THIS CASE SET A PRECEDENT IN CROATIAN LEGAL AND MEDIA ENVIRONMENTS.<\/li>\n\n\n\n
        • After the County Court in Zagreb ruled the strike illegal, the Supreme Court upheld the decision.<\/li>\n<\/ul>\n\n\n\n

          CROATIAN MEDIA STOPPED PORTRAYING THE STRIKE AS A BATTLE BETWEEN \u201cBAD\u201d CROATIA AIRLINES AND \u201cGOOD\u201d ORCA, AND BECAME ALLIES OF THE COMPANY.<\/strong><\/p>\n\n\n\n

          Through direct and proactive communication that always flowed from internal to external audiences, Croatia Airlines transitioned from the \u201cbad guy\u201d to the \u201cgood guy,\u201d preserving the company\u2019s trust, reputation, and financial standing. The decisions of the County and Supreme Court became legal precedents in the Republic of Croatia.<\/p>\n\n\n\n

          By anticipating the consequences of the strike and providing timely warnings through targeted and clear communication with both internal (unions and employees) and external audiences (passengers, media, general public), the desired public image was achieved and the company\u2019s reputation was preserved. All communication was also coordinated with other key stakeholders – ownership representatives – who consistently reinforced key messages.<\/p>\n<\/div>\n<\/div>\n\n\n\n

          \n
          \n
          \"\"<\/figure>\n<\/div>\n\n\n\n
          \n
          \"\"<\/figure>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

          The 2018 strike announcement threatened both tourism and Croatia Airlines, but through quality crisis communication, the challenge became an opportunity.<\/p>\n","protected":false},"author":6,"featured_media":3189,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[26],"tags":[],"class_list":["post-3371","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-projects"],"yoast_head":"\nStrike as a Challenge - Croatia Airlines Crisis Communication - Agencija IMC<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/imc-agencija.hr\/en\/strike-as-a-challenge-croatia-airlines-crisis-communication\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Strike as a Challenge - 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