Heathrow Closure and the Case for UK Infrastructure Resilience
Late last night on Thursday night, 20 March, a fire at an electrical substation in Hayes triggered a full power outage at Heathrow Airport, leading to the cancellation of over 1,200 flights and severe disruption for over 200,000 passengers.
As one of the world’s busiest airports and a major cargo hub, the incident brought to light systemic vulnerabilities in the United Kingdom's national infrastructure, supply chains, and emergency preparedness.
The situation caught a lot of people and experts by surprise, highlighting the importance not just in how critical infrastructure is protected, but also why in today’s tense world climate the public and private sectors here in the UK and overseas need to invest more not just in security and resilience, but also in managing risk and the trust and reputation that is given to them by the public and wider stakeholder communities.
Geopolitical instability and hybrid threats are sadly becoming a part our every day life. As Benjamin Franklin said, “By failing to prepare, you are preparing to fail.”
Today, spare a thought for the communications professionals, not just at Heathrow, but down the supply chain in the UK and overseas that, are also having to manage this situation.
Heathrow: A National Asset Under Pressure
Heathrow is more than just a passenger terminal—it is a strategic national asset, handling 80 million passengers and 1.7 million tonnes of cargo annually, accounting for 30% of UK air freight.
In 2023, Heathrow managed a staggering £198.5 billion worth of goods, surpassing the combined cargo throughput of all other UK airports. This dominance in air freight underscores the airport’s critical position in the UK’s logistics and global trade networks.
Yet, the airport is controlled by a consortium of international investors, each with distinct risk appetites, strategic priorities, and governance standards. While this diversified ownership brings capital and global expertise, it also complicates decision-making during crises and can cause delays in unified communication, inconsistent protocols, and governance silos can hinder a swift response
UK exports to non-EU nations via Heathrow were alone worth over £100 billion last year with the airport supporting around 180,000 jobs. It functions as a primary entry and exit point for goods and people, making its operational continuity critical to the UK's economic and reputational standing.
The fire and ensuing shutdown revealed how reliant the UK is on a single infrastructure node for air travel and logistics. The temporary loss of this gateway created ripple effects throughout the economy, impacting businesses large and small that depend on just-in-time delivery models, particularly in sectors such as pharmaceuticals, food, and high-value technology.
Hybrid Threats and National Security
Though no foul play has been confirmed, counter-terrorism police were involved in the investigation, reflecting growing concern about infrastructure as a target for state and non-state actors. MI5’s 2024 Annual Update had already warned of increased attempts by foreign actors to disrupt UK energy and transport systems.
The Heathrow incident exemplifies the evolving threat landscape, where traditional risk management models fall short.
In February, I wrote about why CEOs must invest in geo-political risk strategy. Now we see conformation of not just that, but resiliance structures and the necessary communications infrastructures that can work to support an re-assure stakeholders and the wider public.
Reputational Fallout and Stakeholder Confidence
The reputational damage from the incident was immediate and far-reaching. News outlets, including The Times, Financial Times, and Reuters, as well as many outlets in international markets covered the event extensively, reporting widespread delays and the failure of backup systems.
Sir John Holland-Kaye, former Heathrow CEO, once described the airport as “the front door to the British economy.” The fire highlights how the UK needs to work collaboratively to manage the risk, perception and reputation, especially given how interconnected our economy is.
Key reputational risks included:
Public Confidence: Travellers and cargo clients experienced significant delays and confusion, compounded by inconsistent communication.
Investor Perception: Heathrow Airport Holdings, owned by a consortium including Qatar Investment Authority and other global investors, saw short-term impacts on its financial instruments.
UK's Global Image: International observers questioned the UK’s capacity to secure and manage critical infrastructure, particularly in a post-Brexit landscape where global competitiveness is vital.
Crisis Communications: Lessons in Transparency and Empathy
Initial responses to the incident were marked by technical jargon and slow updates, an issue noted by PR Week, which spoke to crisis communication industry colleagues, including Rod Cartwright, principal at Rod Cartwright Consulting and special advisor to the CIPR’s Crisis Communications Network.
Key principles of effective crisis communication include:
Speed and Clarity: Timely, accurate information prevents speculation.
Consistency: Unified messaging from all stakeholders avoids confusion.
Empathy: Acknowledging the human impact builds trust.
Media Engagement: Using trusted outlets to shape the narrative supports market confidence.
Strategic Communications Recommendations
To improve crisis communication preparedness, leaders across government and business in the UK and overseas must adopt a proactive, strategic approach. Key recommendations include:
Communicate for Confidence
Embed crisis communications into infrastructure planning. Leaders must be ready to communicate swiftly, credibly, and empathetically during crises to preserve institutional and market trust. Timely and transparent updates can reinforce confidence among investors, supply chain partners, regulators, and the public. This should also include scenario-based communication protocols that are regularly reviewed and rehearsed.
Strategic and Crisis Communications Investments for Business Leaders
Business leaders must scale up their investment in strategic communications capabilities as part of their risk and reputation strategy. Consider:
Dedicated Crisis Communications Teams: Establish in-house or retained external teams that can be activated instantly when an issue happens. These teams should be trained in handling high-risk scenarios with accuracy, empathy, and speed, and be able to engage at the highest level internally and externally.
Stakeholder Perception Mapping: Regularly assess how customers, investors, regulators, and partners perceive the business and its resilience. Use qualitative and quantitative tools to track changes in sentiment before, during, and after a crisis.
Crisis Response Playbooks: Develop and rehearse communication scenarios with templates, messaging trees, and designated spokespersons. These playbooks should also include escalation protocols and guidance for communicating across different markets and legal jurisdictions.
Leadership Visibility: Train executives to show presence, calm, and decisiveness during crises—an essential part of public and market reassurance. Visible leadership builds confidence among internal teams and external stakeholders alike.
Digital Listening and Monitoring Tools: Use real-time monitoring tools to track sentiment, media coverage, and misinformation across traditional and digital channels. This will help you to develop quick corrective messaging and targeted responses at pace.
Internal Communications Readiness: Ensure staff are informed and empowered to when appropriate share accurate updates externally. Internal alignment is critical to prevent conflicting messages and reinforce unity.
Stakeholder Trust Building: Develop long-term communications strategies that go beyond reactive messaging. Build and maintain trust by showing transparency, competence, and responsiveness consistently over time—not just in moments of crisis.
Cross-Sector Media Training: Provide media training to executives and senior spokespeople who may face scrutiny during crises. Messages must be adapted for diverse audiences including regulators, customers, investors, and the media.
From Vulnerability to Vision
The Heathrow fire was more than a logistical disruption. It was a systemic warning about the fragility of national infrastructure in the current volatile world in which we live and work.
In an era where hybrid threats, climate shocks, and geopolitical competition are converging, resilience is not a regulatory checkbox—it is a strategic imperative.
Leaders must embed resilience into infrastructure design, ownership structures, communications strategies, and cross-border cooperation.
The call to action is clear: transform fragmented governance, modernise outdated systems, and create a unified, intelligence-led approach to protecting the lifeblood of the British economy. The time to act is not during the next crisis but now.
