How can brands handle the PR damage when employees go rogue?

Most recently, real estate developer UOL Group (UOL) apologised for its employees who were seen posing in front of a UOL standee, having their faces painted black and donning neon coloured jackets while wearing afro wigs and sunglasses.

After being called out by netizens, a UOL spokesperson told media that it was aware of the incident, adding that it sincerely apologises for any offence caused. While the decision to paint their faces and wear afro wigs was made by the individuals in the photo, and not the company per se, the incident had an impact on UOL’s image. According to media intelligence firm CARMA, UOL's brand sentiments after the blackface incident was mostly negative at 58.3%.

That said, UOL is not the only established institution that took the heat for an individual or group of individuals’ actions. One of Singapore’s most prestigious education institutions, Raffles Institution, also saw itself making headlines after a student dressed as a dark-skinned delivery rider on Racial Harmony Day.

Don't miss: As you plan for 2025 consider if it is time to rethink the PR value metric

A photo of the student wearing a mask with the face of a dark-skinned man, along with a long-sleeved foodpanda uniform made its rounds on Reddit, and the thread quickly garnered reactions online. While the school took disciplinary action against the student, it didn’t stop its name from being associated with race related conversations.

While institutions can put guidelines in place, it is often difficult to police employees when it has a large workforce. So how can companies safeguard themselves and take the right actions even before a crisis hit, and when in hot water who really is to be blamed?

Jose Raymond, founder and managing director, SW Strategies said that ensuring there was a proper racial mix and balance can often prevent such incidents as most times, it is just down to ignorance.

"The question I had when I first read about the UOL incident was if the organising committee was well-represented in terms of racial mix,” he said, adding that it is important to have a diverse a team to ensure companies “do not miss the forest for the trees”.

He added that perhaps companies should look inwards and raise awareness on Collective Societal Responsibility through anti-racism campaigns. These incidents possibly reflect broader societal gaps in understanding cultural sensitivity. Educational institutions, corporations, and communities need to work together to promote awareness from an early age too.

“Companies and institutions need to invest in creating cultures of respect, understanding, and accountability to prevent harm and foster genuine inclusivity,” he said.

Lars Voedisch, founder and CEO of PRecious Communications said that while the external communications departments have been put on alert already for years, internal communications and adjustments to corporate cultures sometimes lack behind. These have been addressed in recent years by DE&I initiatives.

However, changing an organisation’s internal behaviour takes longer and requires it to come from the top with very clear communications and expectations set, he explained. At the end of the day, it is a change process that needs involvement, communications, different communications channels and clear guidelines that are enforced.

“That reaches from dress codes in the office function to a general understanding of that is appropriate and what is not,” he said.

“In today’s world, I don’t believe that any company’s leadership has not been made aware that black-facing is a clear no-go. The question is - how much of these no-go zones are made explicit and are enforced,” he asked.

He added that companies must also have the culture to encourage employees to speak up when they see something inappropriate. Nonetheless, at the end of the day, with all education and communication, it still boils down to the decisions of individuals - who should be held accountable. This also means understanding the intent and level of understanding on topics such as DE&I from staff - and possibly adjusting the organisation’s policies and initiatives accordingly.

“During times of change, closing an eye or two is massively counterproductive as it adds to ambiguity. In a nutshell, organisations have to show that they have done their part in terms of education, guidelines and empowering staff and members to speak up,” he said.

Similarly, Charu Srivastava, co-founder and chief strategy officer and corporate affairs lead, TriOn & Co said the incident demonstrates the critical need for diversity, equity and inclusion education and training.

"It is understandable that different individuals might have different levels of understanding and awareness of offensive behaviour whether it is racism or otherwise. However, since employees are ambassadors of the company, the company needs to ensure that all their employees are aligned on the values and their expectation of behaviours in professional settings," said Srivastava, adding that:

It might seem like common sense but common sense is not always common.

She is of the opinion that both parties are equally responsible in such situations. This is especially since the individuals are representing the institution and organisation. "The incidents happened on premises and at a company event. In both instances, there is clear association between the people involved and the organisation which makes both parties complicit," she added.

Meanwhile in North Asia, similar incidents have also occurred. In 2021, China's state broadcaster came under fire for a performance where dancers were made up to look African during its annual Lunar New Year celebratory show which typically drew hundreds of millions of viewers.

In 2018, BBC reported that a Japanese TV programme stirred up conversations around racism after a comedian painted his face to impersonate Eddie Murphy.

To prevent such incidents, organisations should prioritise mandatory diversity and inclusion training that goes beyond superficial checkbox exercises, said David Ko, managing director, RFI Asia. He added that training on this subject, must be deeply integrated into company culture, teaching employees to recognise and avoid cultural appropriation and racist behaviour.

“Companies should also establish clear guidelines for all public-facing content, events, and social media activities, with a thorough review process involving diverse perspectives. This review system should extend to external partners and vendors who represent the brand,” he said, adding that:

"When incidents do occur, the response must be swift and substantive. Simple apologies are insufficient and organisations need to demonstrate genuine understanding of the harm caused and implement visible changes.”

"When incidents do occur, the response must be swift and substantive. Simple apologies are insufficient and organisations need to demonstrate genuine understanding of the harm caused and implement visible changes,” he added.

This includes immediate corrective action, enhanced training programs, and meaningful engagement with affected communities. The response should also include concrete steps to prevent future occurrences, such as revising event planning procedures and strengthening oversight mechanisms.

“Regarding responsibility, both individuals and organisations bear accountability in these situations. While individuals who participate in offensive behaviour must take personal responsibility, institutions cannot deflect their role in enabling such incidents,” he explained, adding that organisations must create an environment where employees feel empowered to speak up against inappropriate behaviour and where cultural sensitivity is embedded in daily operations.

“The rise in social media has made brand reputation more vulnerable than ever, with employees becoming de facto brand ambassadors. Therefore, companies must invest in creating a culture where respect for diversity is fundamental to the organisation's values, not just a compliance requirement. This cultural shift requires leadership commitment, consistent messaging, and regular reinforcement through both formal and informal channels,” he said.

Related articles:  
Technical issues, safety concerns and alleged staff poaching: How Malaysia Airlines can fight the PR turbulence  
What is verbal branding and how can it help brands?  
International Women's Day: PR agency heads on how they inspire inclusion at work | M