Over the past decade, brands have evolved from corporate monoliths into cultural participants. Customers expect them to stand for something, speak out, and act quickly when social issues arise. In response to racism, sexism, or anti-LGBTQ+ hate, many companies have learned to move fast, apologise well, and show they’re listening. But when it comes to antisemitism, that instinct often falters.
The recent controversy involving Vueling Airlines is a case in point. When a group of French Jewish teenagers was removed from a flight in Valencia, the airline’s response was flat, defensive, and notably lacking in empathy. It offered a statement about safety protocol and disruptive behaviour, while multiple eyewitnesses—including unrelated passengers—said the teens were calm, seated, and clearly identifiable as Jewish.
Worse, Spain’s own Transport Minister, Óscar Puente, entered the fray by referring to the teenagers—who are French citizens—as “Israeli brats.” His tweet was deleted, but the silence that followed from both the airline and the government was striking. No apology. No clarification. No effort to repair the damage.
From a reputation management perspective, this is the kind of slow-burning crisis that leaves a deeper mark than many companies realise. It’s not just about what happened on the plane. It’s about how the company, and the country’s leadership, chose to respond—or chose not to.
In the age of real-time reaction, silence is not neutral. Brands are expected to lead with values. But too often, when the issue is antisemitism, they hesitate. It’s treated as more “complicated,” more “political,” or simply harder to address without stirring controversy. That hesitation sends a clear message: this issue isn’t worth the same urgency.
That’s a mistake. Antisemitism is not a fringe concern. It is rising across Europe, including in Spain, where recent reports show sharp increases in hate crimes and discrimination. When Jewish communities speak up, they’re not demanding special treatment. They’re asking to be seen and heard like everyone else.
Marketing and communications leaders have a responsibility here. In a moment like the Vueling incident, a brand needs more than a standard safety explanation. It needs a human voice. A message that says, “We understand how this looks. We are listening. And we’re taking it seriously.”
A smart marketing director would push for transparency: an independent review, a timeline of events, and some form of outreach to the affected families. They would flag the long-term cost of appearing indifferent, especially when the story involves minors, visible faith symbols, and claims of discrimination.
Brands don’t just get in trouble for what they do. They get in trouble for what they ignore.
If your company is confident speaking up about other forms of hate, but goes quiet when antisemitism is involved, that’s not neutrality. That’s a choice. And it will be noticed—by consumers, by employees, and by the communities watching.
Reputation isn’t protected by saying the right thing once. It’s earned by acting consistently, especially when it’s difficult. That’s what builds trust. And in today’s market, trust is everything.