Crisis communication nowadays is becoming increasingly important to many companies. They are aware that their actions in the crisis could have far-reaching consequences on their business, so they pay more attention to crisis communication and advance the crisis communication plan to make a quick, effective and appropriate reaction to all kinds of crises that may be encountered in their business. The aim of this study was to explain the theoretical postulates of crisis communications, to specify the main guidelines of action before, during and after the crisis, and then on specific cases to explain what in crisis is done good and what was a mistake. As an example were taken Croatian Railways which in 2009 have faced with two major crises that have shaken its business: a corruption scandal caused by former director Davorin Kobak and railway accident in Rudine. The main methodology used in the study was a case study, and as auxiliary methods were used interview and analysis of media coverage. The paper checked two hypotheses: the first one says that the Croatian Railways did not handle well the two biggest crises in 2009, and the second says that poor crisis management had a significant impact on their reputation. The first hypothesis is confirmed in one case and rejected in another, while the second proved to be true in both cases. The aim of this paper was to point out the importance of the investment in crisis communications, and in training people how to act during a crisis. Crises occur suddenly and can not be predicted, therefore, only companies that have pre-prepared plan of crisis communication will know how to deal with unexpected situations and get out of them with minimal side effects for further business.