Ready for anything: communication lessons from protests

The upcoming People’s Blockade at the Port of Newcastle is expected to be one of the largest climate protests in Australia’s history. Organised by Rising Tide, the 2025 event builds on previous years when thousands gathered at the world’s largest coal port on land and water to halt coal ships, attracting global headlines and widespread media attention.

For businesses and organisations operating in or around the port, the scale of the planned action is a timely reminder that disruption can take many forms, and often arrives with little warning.

We’ve seen similar situations across Australia in recent years:

• environmental activists blocking coal trains and port access in the Hunter and Central Queensland

• community protests halting construction on major infrastructure projects

• online campaigns challenging corporate decisions and rapidly gaining media traction.

Each of these moments, whether labelled peaceful or disruptive, brings pressure, on operations, reputations and relationships. And while the issues at the centre of protest may differ, the question for organisations remains the same:

How prepared are you if your business or project suddenly becomes the focus of protest, activism or public scrutiny?

Being ready isn’t about predicting every scenario; it’s about planning how to respond with clarity, empathy and facts when the unexpected happens.

When a protest becomes your problem

Few businesses plan for protest, backlash or sudden media attention, yet these situations can escalate fast — with impacts that are immediate and costly.

In Newcastle, safety concerns around the upcoming People’s Blockade saw cruise operator Viking cancel two port visits, including the Viking Orion, costing the region an estimated $750,000 in lost visitor spend. The incident shows how activism aimed at one sector can quickly affect another.

Crisis communication often isn’t front of mind until it’s urgently needed

When an incident occurs, decisions must be made fast, often without all the facts. Having a plan in place ensures that your organisation can respond calmly, consistently, and credibly under pressure. A clear framework, outlining who leads the response, how to share information, and how to communicate with media, staff and stakeholders, is essential for protecting people and reputation.

Crisis management vs. issues management

There’s a key difference between the two.

• Crisis management is reactive, responding when an event has already occurred.

• Issues management is proactive, identifying risks early and planning how to address or prevent them before they escalate.

Building an issues management strategy into normal business planning gives you time to assess potential risks, monitor sentiment and prepare appropriate responses.

Would your business be ready?

If your organisation were suddenly the focus of public action or intense media interest, would you know what to do?

• Who would speak for your organisation?

• What messages would you share?

• How would you manage safety, communication and reputation?

• Preparation makes all the difference.

📞 Need help getting started? Contact Mara Consulting for a free consultation. We’ll help you develop a clear, practical crisis communication plan — before you need one.