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Activity 1

a) Predict- To predict or guess what might occur in our company in future
b) Position- to have a hierarchy of roles to perform in the event of a disaster
c) Prevent- provide a plan to minimize casualties and limit the injuries
d) Plan- To ensure smooth application of crisis management plan when a crisis occur
e) Persevere- To follow through with the plan  and stick to the position taken
f) evaluate- Retracing our steps and feedback. Improve on the plan initiated and review results to prevent crisis from happening in future

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Activity 1
a. Predict - to guess what will happen on your company.

b. Position - to have a structure of team to perform what role when disaster happen.

c. Prevent - solution to lower the injury when disaster happen.

d. Plan - to have a process flow on how is crisis management plan go smooth while crisis happen.

e. Persevere - Sticking through a plan

f. Evaluate - review last exercise and do lesson learnt to avoid next crisis will happen and make the crisis plan much comprehensive.

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Activity 1
Response phase is when the organisation tries to limit and contain the damage done to property stakeholders and the organization itself. After the initial reports of the crisis, the crisis managers have to make quick decisions on how the organization will have to act to deal with the crisis.

Recovery phase
After containing the initial damage and there is no risk of further damage, the organisation comes to the recovery phase. This is when the organisation learns from the event, manages public perceptions and tries to restore any damage sustained.

Activity 2
a) The crisis management centre should be located at the head office of the airline or organisation concerned.

b) The head of crisis management should lead the crisis centre (CAAS - ministry/national body)

c) 3 key responsibilities :
1. Developing the procedures to handle the crisis effectively.
2. Facilitate a command centre for the management to coordinate, control and direct.
3. Providing a coordinating centre and single source of info associated to the crisis and coordinate all the aspects that have to do with  crew and pax onboard.

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TVRA process involves identifying threats critical assets and how they may affect the operations of the critical infrastructure and the safety of the personnel

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1) take the offensive -  The airlines took some responsibility for,
but pointed out Malaysia's Department of Civil Aviation is responsible for any search,
rescue and repatriation efforts, not them

take ownership - ownership was taken by Malaysia Airlines admits it 'made mistakes' over handling of missing MH370
although the airline had three weeks before ironically performed a practice emergency scenario where
a plane crashed into the Straights of Malacca, they struggled to cope in reality.

reference : https://www.express.co.uk/news/world/653727/Malaysia-Airlines-made-mistakes-handling-MH370

2) both strategies where not effective because though its pointed out that the Department of Civil Aviation were suppose to take control for the search, rescue and repatriation efforts, they took a 'do nothing' strategy because there was no hard evident of crash sighting or sights thus ample time was wasted when all reported sightings were ignored.

3) information mus be taken seriously when getting tipped.

-  Be more transparent when handling information and tips/

"Mr Sharuji claims the Malaysia Airlines team was kept in the dark about much of the Malaysian government's efforts, despite providing them with information every time a tip was received on possible sightings of the plane."

Sq6

2a)

1.
a) Stonewalling
b) Respond and defend
c) Take ownership

2.
a) Not effective. The delayed response by SIA caused the wrong information to be disseminated. Los Angeles official gave out inaccurate information before  SIA even released its first media statement. The official said that there wereno casualties while media images around the world showed the tragic crash on television.

b) Effective(eventually). They set up the Crisis Management Centre after the crash at SIA's headquarters in singapore. SIA employees were promptly activated to manage the centre and they adhered strictly to the company's crisis plans which helped SIA issue a response three hours after the crash happened.

c) Effective. SIA took up responsibility for the crash and assumed task of caring for the victims and Next-of-kin.

3. Lesson learnt - Issue timely responses so that the media does not disseminate misleading information.

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Crisis management is the application of strategies designed to help an organization deal with a sudden and significant negative event.

Every Aviation Industry Company must have a Crisis Management Directorate (CMD team) as air incident involving aircrafts cannot be ruled out.

Comprises of CEO of company and key stake holders (HODs whom are already pre assigned their alternate designate during a crisis. For example, a Vice President of operations can be predesignate as a fire chief during a crisis. The Command centre of the company will be responsible for activating the CMD during any crisis.

1.   Relatives holding area – To hold NOKs

2.   Security team to provide crowd control of sensitive holding areas/ security to key personel

3.   Crisis Holding Centre – For injured survivors

4.   Set up CMC – Crisis management center for control / execution of orders / commands

5.   Finance team – provide financial support to company and NOKs due un-forecasted budget. Releasing large amount of cash.

6.   Go teams (comprising of several crisis response team members) activation to support station of crisis. Team is already trained and requires 02hrs activation.

7.   Activation of national resources (Hospital for ambulances / doctors/ surgeons) /Police / Army – crowd control.

8.   Public relations team for media holding statement and to manage social media platform.

9.   Legal team to provide CMD team with guide on what to say and what not to say.

10.                Engineering team to support set up of media holding center / RHA / CMC.

11.                Recovery team to support recovery works at station of crisis.

12.                Casualty clearing station when victims are flown back to SIN – take note of religious background and concerns when dealing with deceased.

10. Info tech team / DATA support team to provide technical support to investigators (Manifest / Pax & Cargo)

13.                Buddies for peer support of NOKs

14.                Documentation and temporary photo booth for visa arrangements

15.                Arrival team to intercept NOKs arriving from other stations.

16.                Medical team to handle NOKs and injured victims (triage)

17.                Logistics team to handle dispatch of equipment’s to support station of crisis

18.                Team of investigators to support NTSB (usually from CAAS / MOT)

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B) What is meant by the level of downtime tolerance?
- The maximum amount of time that an enterprise's key products or services can be unavailable or undeliverable after an event that causes disruption to operations, before its stakeholders or the company perceive unacceptable consequences.

C)  How do you adopt a mixture of crisis strategies
-  We should match strategic crisis responses to the level of crisis responsibility and reputational threat posed by a crisis. Different levels of the crisis require different responses, so it is best to mix strategies appropriately when the situation calls for it.

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How will the crisis affect your organisation?

1.    Image – It took two decades for Spize to build up their image and reputation – but it was destroyed overnight by the media once the pandemic broke out. Without an official spokesperson to address the issue, the media was left to dictate the order of events to hold Spize accountable for actions even without proper conviction from the relevant authorities.

2.    Profit Loss – Huge profit loss when consumers chose to patronize other restaurants in fear of possibly contracting food poisoning. Spize also has 3 other outlets, which will see significant drop in revenue as their river valley outlet continues to be on suspension till further notice.

3.    Legal Suits & Compensation pay outs – Company will subjected to slander from media, and will not be able to legally retaliate until sufficient findings have been proven by MOH. Victims involved will start filling legal proceedings to seek compensation from the company.

As there is currently one fatality, this sees Spize open to a huge legal lawsuit and possible legal battle with the family involved.

4.    Tarnished confidence with public – Downplaying information will lead to a loss of confidence with the public. It will make the company look unreliable and untrustworthy, and will result in further backlash as opposed to sympathy, from the public.

How will you protect and / or prepare for the Crisis?

1.    BCP – Immediate isolation of contaminated food source and total shutdown of restaurants involved.

2.    Lab test for contaminated food.

3.    Press conference – hold an immediate press conference. Assign a spokesperson to appropriately address public concerns and make sure all information released to public comes from an official source.

4.    Disposal of current food stock and deep cleaning of all equipment located at the contaminated outlet.

5.    Liaise closely with involved health officials to ensure hygiene standard certification.

6.    Run through list of food suppliers to ensure all meet stipulated HACCP guidelines and requirements.

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1) Types of Crisis

- overcrowded
- food poisoning
- media crisis
- Technology crisis
- man-power shortage

2) Causes of  Crisis

- overcrowded - peak period, capacity venue can't hold the demand, fire hazard.

- food poisoning - quality check not done properly, health requirement not met. unsanitary practices all lead to food poisoning.

- media crisis - all the small crisis which leads to a bigger problem which is the media crisis.

- Technology crisis -  mobile ordering pad system crash, network failure

- Man-power shortage - health issues, work permit not renewed/denied

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It is the development of a plan in response to an imminent incident in terms of deployment, employment, and sustainment of assigned and allocated forces and resources that occurs in response to a situation.

The identification, analyzation, evaluation and learning from past experiences or incidents so as to prevent future crisis penned to a SOP or contingency plan .

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2a)

1.
a) Stonewalling
b) Respond and defend
c) Take ownership

2.
a) Not effective. The delayed response by SIA caused the wrong information to be disseminated. Los Angeles official gave out inaccurate information before  SIA even released its first media statement.

b) Effective(eventually). They set up the Crisis Management Centre after the crash at SIA's headquarters in singapore. SIA employees were promptly activated to manage the centre and they adhered strictly to the company's crisis plans which helped SIA issue a response three hours after the crash happened.

c) Effective. SIA took up responsibility for the crash and assumed task of caring for the victims and Next-of-kin.

3. Lesson learnt - Issue timely responses so that the media does not disseminate misleading information.

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A crisis plan is the physical manifestation of crisis management with respect to the creation of a real document , digital or otherwise.

Outlining a personal or organisational reaction to crisis.

Examples of a crisis plan could include a map of evacuation routes,an outline of a personal wellness recovery action, a list of emergency supplies, or a corporate disaster contingency plan.

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1. major occurrence
2. negative outcome
3. crisis facilitates an organisation’s normal business activity
4. threaten existence of the organization.
5. An unexpected occurrence of an undesired event with extreme consequences including loss of lives.
6. An event with intense difficulty that requires mass evacuation.
7. Critical decisions to be executed by commander of crisis management.

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the process by which a business or other organization deals with a sudden emergency situation. A crisis can strike any company anytime, anywhere. Advanced planning is the key to survival

It is also known as the process of bringing the situation back to normalcy soonest.

Before a crisis strikes, business owners should think about how a disaster would impact employees, customers, suppliers, the general public and their company's value.

.

Key Guidelines
1. have a contingency plan for every potential crisis. Response time of crisis activation is crucial in ensuring fast containment of event
2. have a company spokesmen to address public and media relations
To ensure truthful information relayed to public.
3. Employees to be constantly updated on progress of crisis.

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Tutorial 5

Flight GT0999, originating from Kalongan, has crashed into the Ramalan Sea while attempting to land at Bawalan Airport, at about 11:45 pm local time. The aircraft was projected off of the runway and crashed into the sea approximately one nautical mile away from the airport.

There are 88 passengers and 12 crew members reported to be on board the ill fated flight.
There are no reports of survivors yet. Search and rescue operations is on going.

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a. What are the advantages and disadvantages of adopting these Crisis Strategies?

1. Do nothing - disadvantage - crisis will escalate to a boiling if nothing is done.
advantage - sometimes the crisis will play out by itself

2. Stonewall -
disadvantage - delaying a response might cause the situation to flare up. Even if eventually a response is taken, it might be too little and too late to rectify the situation.
advantage - In certain cases, waiting before responding might allow the situation to calm down and diffuse.

3. Respond and Defend - disadvantage - Taking immediate response might sometimes might aggravate things further and lead to a worse outcome.
advantage - There are certain cases when being aware of the situation and executing the best solution to solve the crisis is better for a situation than waiting. Grabbing the window of opportunity to respond immediately will prevent the crisis from escalating further. being aware of the situation

4. Take the offensive -
advantage - In cases where your brand has been wronged to a point of irreparable or long-term damage, then an offensive strategy is the only option to be taken to salvage the situation.
disadvantage - might aggravate the situation. An offence is a very aggressive or negative step to take. It is always better to choose a more positive approach and to build relationships instead of damaging them whenever  possible.

5. Be Transparent - disadvantage - loss of consumers
advantage - Gain trust. he use of transparency as a tool to reputational strength cannot be underestimated. ... Therefore, transparent and effective communication, during a crisis, by public relations professionals becomes essential in restoring a company's reputation and ensuring its survival

6. Take Ownership - disadvantage - might backfire and cause backlash against the organisation
advantage - shows accountability on behalf of the organisation. It helps to define the responsibilities and the role of the Recovery Plan owners to ensure clarity of the concept.

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ISOLATION
i) Define as controlling the nature of an undesired event from spreading out from a specific occurrence area, and from causing more damage to the surrounding areas.

ii) Isolation is important due to prevent further damage.
to minimize life lost or property damage

iii) T2 Fire incident - Emergency Evacuation plan was kicked in by SCDF  to evacuate passengers from T2 to prevent smoke inhalation. Passengers whom were at the land side (before CIQ) was evacuated to the driveway and passengers after CIQ (in transit) were evacuated to air side and T1.

The smoke control door was activated ensuring T3/T1 was not affected with the smoke.

The air conditioning was switch off at all terminals to prevent smoke inhalation.

The roof panel in T2 was opened up to recycle the air in the terminal.

SCDF personnel was deployed throughout the episode to monitor the smoke and air quality in the terminal.  Smoke extractor was also deployed