In March 2024, the collapse of the Takatso equity deal plunged South African Airways (SAA) into a fresh reputational crisis. The airline’s image remained fragile after years of financial instability, political scrutiny and erosion of public trust. 

The failed equity transaction reignited doubts about the airline’s viability, prompting a wave of damaging headlines and speculation across media, social platforms and stakeholder channels.

Questions flooded in from the media, investors and unions. Internally, concern grew around the airline’s long-term sustainability. While operations continued smoothly behind the scenes, the disconnect between perception and reality widened. SAA was stabilising – yet few believed it.

Flow Communications was appointed to help close this gap. Our task: to manage the crisis, restore reputational confidence and reposition SAA as a credible, future-focused national asset.

This required more than a reactive response. We needed to assert narrative control, build executive visibility, and reinforce SAA’s operational achievements – all while avoiding defensiveness. With a lean team and a fixed retainer, we executed a calm, credible and relentlessly strategic campaign.

This wasn’t just crisis containment. It was real-time reputation rehabilitation – for a brand symbolising national pride and resilience.

The campaign began with deep listening and insight gathering, underpinned by robust research in three key areas:

1. Media audit
   We assessed 2022–2024 coverage and found that even positive operational news was framed negatively. This shaped our messaging strategy and guided which journalists to brief or prioritise.
    
2. Sentiment and social listening
   Public commentary was cynical, but not hopeless. Stakeholders in tourism, aviation and business signalled cautious optimism – if we could offer proof. This insight shaped our tone – factual and transparent.
    
3. Stakeholder insight
   Interviews with executives and staff revealed strong internal belief in SAA’s future. We used this confidence as a foundation for external storytelling through elevated employee advocacy and executive visibility.

We set the following campaign objectives:

1. Restore confidence in SAA’s leadership, strategy and operations
   Measurement tool: sentiment and clipping count
2. Position SAA as a key player in national and continental economic development
   Measurement tool: key message incorporation in coverage
3. Drive the public narrative, rather than reacting to it
   Measurement tool: output and proactive activity
4. Celebrate milestones that show growth and improved performance
   Measurement tool: output
5. Provide timely, transparent responses to potential crises or criticism
   Measurement tool: output and sentiment
6. Shift sentiment from scepticism to cautious optimism – and ultimately, to pride
   Measurement tool: sentiment

From the outset, we knew the strategy had to be both disciplined and flexible. SAA was under pressure, and the stakes were high. 

We developed a way forward anchored in three pillars: excellence, sustainability and innovation, with objectives clearly tied to sentiment shift, narrative control and visibility of progress.

We planned to commission a report on SAA’s potential economic contribution from leading global economic advisory firm Oxford Economics. This would demonstrate to the South African public that the airline’s economic contribution – projected to grow from R9.1-billion in 2023/4 to R32.6-billion billion by 2029/30 – meant more jobs, better service, and renewed national pride in the flag carrier. Job creation could rise from 25 200 to 86 700 jobs over the same period. A larger staff complement would mean a stronger, more dedicated team working to ensure customers’ travel experience is exceptional.

We crafted key messages aligned to each pillar: 

• SAA is on a path to sustainable growth, aiming to nearly triple its route network to 49 destinations by 2030 – including major expansions across Africa, a return to key intercontinental hubs such as London and New York, and new connections to Australia
• SAA is modernising its fleet and is on course to become more fuel-efficient, reduce its carbon footprint and give passengers the latest in comfort
• SAA is funding its growth independently – pursuing R2.25 billion in local loans and restructuring to attract investment without relying on the national fiscus
• SAA has formed strategic partnerships with other airlines to expand its network and offer more travel options to its customers
• SAA’s growth will boost South Africa’s economy, contributing over R32-billion in value and supporting more than 86 000 jobs across its value chain by 2030

With reputational pressure high, we adopted a low-drama, high-discipline approach. All messaging was grounded in verifiable facts, aligned across platforms and spokespeople and framed for media clarity.

We prepared for rapid-response scenarios with monthly briefing updates and narrative frameworks. Executive training ensured consistent tone and credibility. The goal was not to erase the past – but to show, convincingly, that SAA had changed.

The campaign unfolded over 11 months, from 1 May 2024 to 31 March 2025 – a period marked by regular reputational threats. 

We began with message discipline. Every press release, speech and social media post reflected the same facts and themes: SAA was stable, independent and essential. We created an extensive messaging framework to ensure internal and external consistency. All executives and spokespeople were briefed and supplied with talking points, updated monthly based on sentiment analysis.

We secured executive interviews with high-credibility outlets and placed thought leadership articles that reframed SAA as a driver of national growth. These stories were not puff pieces – they were data-driven and honest about the past, while optimistic about the future.

One of the early tests came when a charter flight was overbooked, sparking anger and confusion on social media. We produced a clear holding statement and briefed SAA executives. The story was managed before it could spiral.

Similarly, when SAA pilots went on strike on 5 December 2024, we worked with internal teams to get accurate information to staff, unions and the public – not just to calm things down, but to show that the airline was handling the issue with transparency. By 7 December, the strike was suspended following successful negotiations.

At the same time, we worked to build a more credible leadership voice. 

The CEO and other executives became active spokespeople in interviews, stakeholder events and thought leadership pieces. A steady stream of news backed their visibility: the launch of new routes to Perth and Lubumbashi, Voyager and Sawubona content, as well as partnerships with SunExpress and Gol Linhas.

We made the most of every opportunity. The Oxford Economics report was a key moment. We developed media materials, hosted a press briefing, secured interviews and generated more than 250 clippings from that report alone. The report gave third-party validation to our campaign messages and drove a clear uptick in positive media tone.

Flow managed the full scope of work internally, and it worked. The result was a campaign that didn’t just absorb pressure, but helped SAA stand up and speak for itself.

We measured success using both quantitative and qualitative metrics. 

Media results:

• 1 332 clippings across print, broadcast and online
• AVE of R43.5-million
• 456-million+ audience reach
• ROI of R37.75 per rand spent
• 250+ clippings tied to the Oxford Economics report
• Major coverage peaks: pilot strike resolution (193 clippings), Perth route (165), financial results (274)

Sentiment shift
Coverage tone moved from sceptical to balanced or positive across major outlets. SAA began to be framed not as a burden, but as a business in recovery.

Stakeholder feedback
Government, tourism boards, and aviation partners publicly supported SAA’s growth plans. Internal staff surveys showed improved confidence.

Narrative control
Key messages (independence from fiscus, expansion plans, economic impact) were consistently echoed in earned media. Executives became credible spokespeople..

This campaign proved that disciplined, evidence-led crisis communication can restore public confidence – even for institutions with legacy reputational challenges.

• 2025 PRISM awards silver in the crisis Management category for the SAA is here to stay! campaign
• 2025 PRISM awards silver in the Public Sector category for the  SAA is here to stay! campaign
• 2025 PRISM awards bronze in the Corporate Communication (Business-to-Consumer) category for the SAA is here to stay! Campaign
• 2025 PRISM awards bronze in the Travel and Tourism category for the SAA is here to stay! campaign