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5 happy Mens ( Chua Yun Hui, Alan , Bryan , Wan Kit , Jian Hui )

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5 happy Mens ( Chua Yun Hui, Alan , Bryan , Wan Kit , Jian Hui )

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Tutorial 12 –Crisis Management Testing & Exercise

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Why do we need to test and run Crisis Management Exercises?

·       Evaluate the preparedness

·       Identify planning and procedural deficiencies

·       Test or validate recently changed procedures or plans

·       Clarify roles and responsibilities

·       Obtain participant feedback and recommendations for program improvement

·       Measure improvement compared to performance objectives

·       Improve coordination between internal and external teams, organizations, and entities

·       Increase awareness and understanding of the crisis and the potential impacts.

·       Assess the capabilities of existing resources and identify needed resources.

Who should participate in Crisis Management Exercises?

It is essential to identify essential stakeholders from the start of the project.  It can be members of the crisis management team (CMT) who make the decisions. This team is usually made up of representatives from the highest levels of management within the company. It can also include operational staff.

What are the steps to take when setting up a Crisis Management Exercise?

1 st Step-Identify vital objectives. Plan a meeting bringing together the stakeholders and allocating roles and tasks for the design of the exercise.

2 nd Step-Plan and create a scenario. An aspect of scenario development is to decide on the necessary level of details and realism. Define it through a detailed timetable.

3 rd step- Live simulation. This will stress test all elements of your organization's ability to respond to, manage, and recover from a significant crisis senior leadership team, all the way through corporate crisis management and communications teams to the operational elements of your organization, everyone involved gets something from the exercise.

4th Step-Collect data and feedback. Organizing immediate feedback at the end of the exercise is strongly recommended as participants will still be preoccupied with the practice. Direct feedback collection allows observers to collect the principal elements and note any frustrations caused by the exercise. It also provides an opportunity to present the observed strengths and the areas for improvement. Finally, prepare an action report that identifies the actions to improve the crisis management plan.

What are the Critical Component Tests & Validation for Crisis Management Exercise?

Crisis management readiness packs for various Crisis management Operational Areas

Contacts Lists

·       Essential

·       Strategic

·       Operational

Contact and Deployment System

·       Call Tree

·       Cascading System

How would you create a Crisis Management Call-up System (e.g., a Call Tree)?

Call Tree

Manual method-The call-tree is a simple yet effective mechanism for quickly reaching out to employees. Usually, the coordinator invokes the call tree and communicates the message to, say, X number of employees using this plan for crisis communication (X typically ranges from three to seven). Each of these X employees then communicates with another X number of employees individually. Thus, the message is displayed to X2 employees in two iterations. Backups are identified at each level to ensure that employees' communication channels remain open.

Automated method- An automated method that enables coordinators to record a voice message that is then broadcast to all/select employees. Employees got to acknowledge this message through the phone. The system keeps re-trying until the employee is contacted; it even uses SMS messages to reach the employee.

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Why do we need to test and run Crisis Management Exercises?

The only practical method to confirm that the systems in place are operating effectively and are capable of dealing with all sorts of crisis scenarios is to test them.

Who should participate in Crisis Management Exercises?

Crisis management team (CMT), which consist of representatives from the highest levels of management within the company (members of the executive or management committee)

What are the steps to take when setting up a Crisis Management Exercise?

1. Define and evaluate the exercise's objectives

2. Conduct a large scenario exercise

3. The scenario is then broken down into a precise itinerary that walks the crisis management team or teams through each of the events that will occur during the exercise.

4. Carry out the scenario according to the timetable.

What are the Critical Component Tests & Validation for Crisis Management Exercise?

•Recovery of critical data and documents
•Ready-to-Use Crisis Management Packs for a variety of Crisis Management Operational Areas

How would you create a Crisis Management Call-up System (e.g. a Call Tree)?

When a crisis occurs, a centralised monitoring system is activated, in which one person sends a message or makes a phone call to the ops center, which picks it up and activates the CMT.

Unofficially, with today's technology, whatsapp group massages or broadcast messages may be sent to everyone at once, and the CMT can pick it up right away.

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Hydra (Imran, Faezah, Elia, Marcus, Audi)

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Hydra (Imran, Faezah, Elia, Marcus, Audi)

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Why do we need to test and run Crisis Management Exercises?

Practices or drills of different crisis situations can reveal an organization's strengths as well as gaps in the level of preparedness - this applies to departments and individuals aspects.

After the challenge, the team should analyze what went well and what did not, and update the CMP accordingly.

Who should participate in Crisis Management Exercises?
Mainly  Crisis management Team, departments like human resources, various agencies in within the airport environment, other third party vendors that may applies, such as logistic, hospitals etc.

What are the steps to take when setting up a Crisis Management Exercise?

1. Define and validate the objectives of the exercise

2.  Provide the closest real scenario excercise that is adapted both to the business context and the objectives set.

3. Analyse the different exercises and have it broken down into a detailed phase which runs through each of the events that will be faced by the CMT or other departments during the exercise.

4. Simulate the exercises or scenarios as forecasted in prior.

5. End of the exercise, immediate debriefing led by exercise director. An exercise report with the strengths and weaknesses of the procedure is then formalized and sent to the members of the crisis team.

What are the critical component tests and validation for crisis management exercise?

Critical Data and Documents Recovery
Crisis Management Readiness Packs for various Crisis Management Operational Areas

Contact Lists
-Essential
-Strategic
-Operational

Contact and Deployment System
-Call Tree
-Cascading System

How would you create a crisis management call up system (eg. a call tree)

Summary

Automated call tree

a.    Push out notifications via SMS/email to disseminate information

b.   For no-reply-required or simple-response types of information and notification

c.    Fastest way to ensure timely, simple, and accurate information is sent out.

d.   Information can be released at a pre-determined time.

2.    Manual call tree

a.    Slower but more interactive

b.   Lower percentage of personnel reached

c.    Time consuming

3.    Conclusion

Use of hybrid between manual and automated would be ideal. Use of automated system to disseminate mass notification for information, real time updates and simple response. Utilize manual system to give attention to those who require more information, directives, and collect feedback. Manual system can be used to reach out to key appointment holders for status updates and specific directives.

The designated assigned leader shall contact either its upline /downline whichever based on the hirerachy and responsibility - usually for bigger organisation one person will be responsible for calling at least two others. And for those who are notified will create a chain effect and the process is repeated until everyone has been contacted.

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Staying prepared for an airport emergency

Though Covid-19 has resulted in fewer planes flying in and out of Changi Airport, the airport has not lowered its guard when it comes to aircraft emergency preparedness. On 18 November 2020, Changi held its annual full-scale aircraft emergency exercise, code-named Exercise Bobcat 2020. The exercise allows Changi Airport Group (CAG), airport partners like airlines and ground handling agents, and government agencies like the Singapore Civil Defence Force and Singapore Police Force to test the robustness of their emergency procedures.

This year's exercise simulated a crash landing on Runway 3. This scenario allowed the 23 agencies participating in Exercise Bobcat 2020 to test their coordination and processes in tackling a crisis within this new operating environment.

CAG's Airport Emergency Service tackling the simulated aircraft fire on Runway 3 as part of Exercise Bobcat 2020.
Something else that was new this year was an absence of roleplayers. In previous exercises, volunteers had been recruited to roleplay as casualties and next-of-kin injecting an extra dose of realism to test the emergency responders. However, to reduce the need for physical interaction between exercise participants, this year, these role-players were replaced with dummies and cards bearing descriptions of the casualties, such as the extent of the injuries suffered. As far as possible, physical interaction between staff from different agencies was also kept to a minimum.

Added realism to the exercise with Changi's Airport Emergency Officers being tested on how they rescue "passengers" from the affected aircraft.
Such safety measures also extended to the staff who were coordinating the response to the emergency; for example, the Airport Crisis Management Group (ACMG), the CAG committee which oversees immediate tactical-level response to an airport emergency, convened in two separate rooms and communicated via video-conferencing. This method of communication was also used in place of face-to-face interactions like pilot interviews by investigators, and briefings to casualty next-of-kin.

The casualties may not be real, but the commitment is 100% from emergency responders during a crisis.

These passenger cards allowed crisis responders who were dealing with casualty management to understand each casualty's status, despite the lack of role-players.
Exercises like Ex Bobcat are crucial to ensure that Changi Airport is ever-ready to tackle any aircraft emergencies that might arise. The International Civil Aviation Organisation (ICAO) recommends that airports conduct such full-scale emergency exercises at least biennially; the fact that Changi organises Bobcat on an annual basis reflects the airport's commitment to ensuring the safety of our passengers.

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With strict handling conditions needed to effectively transport Covid-19 vaccines, coupled with the current air cargo capacity crunch, Changi Journeys finds out how Changi Airport and the air cargo community is rising to the challenge to ensure the safe, timely and effective transport and distribution of vaccines when they are ready.

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How businesses at Changi Airport are adapting to Covid-19

At Changi, the airport community has stepped up to the plate to keep visitors and staff safe amidst the pandemic. Businesses in the airport have also played their part to keep visitors safe, all while adapting and innovating in order to survive. We take a closer look at how some businesses at the airport have transformed the way they operate.

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Heroines behind the "Voices of Changi"

With fewer flights, Changi Airport continues to pivot to new areas to make sure staff continue to contribute meaningfully to airport operations. One group of staff doing so is Changi's team of public broadcast announcers, more affectionately known as 'The Voices of Changi." We check in with them to see how their work has changed during this period.

View Full Article

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Staying prepared for an airport emergency

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Though Covid-19 has resulted in fewer planes flying in and out of Changi Airport, the airport has not lowered its guard when it comes to aircraft emergency preparedness. On 18 Nov 2020, Changi held its annual full-scale aircraft emergency exercise, code-named Exercise Bobcat 2020.

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a. Why do we need to test and run Crisis Management Exercises?

Primarily because it is the only tangible way to ensure that the arrangements that have been put in place are working properly and are capable of facing all types of crisis situations.  Indeed, every organization must be prepared to manage complex and destabilizing situations, including ones that it has not predicted or even imagined.

b .Who should participate in Crisis Management Exercises?
Crisis management team (CMT), human resources, communications (internal and external), legal, logistics

c. What are the steps to take when setting up a Crisis Management Exercise?
1.  define and validate the objectives of the exercise
2.  macro scenario exercise that is adapted both to the business context and the objectives set.
3. macro scenario is then broken down into a detailed timetable which runs through each of the events that will be faced by the crisis management team or teams during the exercise.
4. live phase of the simulation is to play out the scenario as specified in the timetable.
5. End of the exercise, immediate debriefing led by exercise director

d. What are the Critical Component Tests & Validation for Crisis Management Exercise?

•Critical Data and Documents Recovery

•Crisis Management Readiness Packs for various Crisis Management Operational Areas

•Contact Lists

¤Essential

¤Strategic

¤Operational

•Contact and Deployment System

¤Call Tree

¤Cascading System

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1. Why do we need to test and run Crisis Management Exercises?

The main purpose of testing and run the crisis management exercise is to keep us mentally prepared for any situation and keep ourself mentally prepared and to familiar with ourself with the procedures.

2.Who should participate in Crisis
Management Exercises?

From the CMT all the way down to ground staff.

3. What are the steps to take when setting up a Crisis Management Exercise?

1.to defined the objective of the exercise.
2.to plan and execute based on the scenario.
3. to separate the scenario in to details.
4.simulate the scenario based on the timetable that is given.
5.conduct a debrief at the end of the exercise to see whats can be improved.

4. What are the Critical Component Tests & Validation for Crisis Management Exercise?
Contact list, Contact and deployment system,

5. How would you create a Crisis Management Call-up System (e.g. a Call Tree)?
and seperate the scenario in to details

Through SMS, phone call, whatsapp group chat,

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Cool Kids (Amelia, Fahmi, Diyana, Ain & Haziq)

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Cool Kids (Amelia, Fahmi, Diyana, Ain & Haziq)

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a. Why do we need to test and run Crisis Management Exercises?

To test operational mettle, both in organizational and human terms, for each of the individual teams that will manage a crisis if a major event threatens all or some of its activities.

b. Who should participate in Crisis Management Exercises?

• The crisis management team (CMT)
• Departments mobilized within the CMT
• Involves additional people in crisis management exercises to enhance the robustness of the measures.
• Operational crisis teams, to implement decisions taken by the CMT.
•

c. What are the steps to take when setting up a Crisis Management Exercise?

1. Define and validate the objectives of the exercise, which will be taken into account the degree of maturity of the entity in terms of crisis management. This positions the degree of a challenge at a level where objectives are achievable.

2. Conduct a macro scenario exercise that adapts to both business context and objectives set. The macro scenario is broken down into a detailed timetable which runs through each of the events that will be faced by the crisis management team or teams during the exercise.

3. A live phase of the simulation will be played regarding the scenario as specified in the timetable. A co-coordinating group that represents both the outside world and other stakeholders within the organization sends the crisis teams being tested (via emails, phone calls, screenshots, and press articles), the agreed stimulus in line with the pre-agreed timescales. Members of the crisis unit will execute their specific roles and the observers will take note of their observation for debriefing purposes. The simulation team will then ensure that all information is within the domain of the crisis exercise that prevents a “real” crisis breakout.

4. Lastly, immediate debriefing will be conducted by the exercise director, whereby everyone will be joining and helping out with the debate. Observations will be done, allow potential vulnerabilities in the organization to be identified, which are then the object of a prioritized action plan.

D. Critical Data and Documents Recovery
Crisis Management Readiness Packs for various Crisis Management Operational Areas
Contact Lists
-Essential
-Strategic
-Operational
Contact and Deployment System
-Call Tree
-Cascading System

E. In a typical emergency phone tree, a designated call leader launches the phone tree by contacting the next people on the list. Those recipients then notify others, and the process is repeated until everyone has been contacted. In large organizations, each person is usually responsible for calling at least two others.

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Why do we need to test and run Crisis Management Exercises?

-  to ensure that the steps/procedure that have been put in place are working perfectly fine and are able to face any other types of crisis management.
- also to test the strength in both organizational and human terms if a major crisis happens.

Who should participate in Crisis Management Exercises?

-  the Crisis Management Team, such as the Exec or management committee.

What are the steps to take when setting up a Crisis Management Exercise?

- step 1, to define & validate the objective of the exercise.

step 2, to conduct macro scenario exercise.

step 3, The macro scenario is then segmented into a detailed timetable that goes over each of the events that the crisis management team or teams will face during the exercise. Each stimulus in the timetable must be formulated concisely and precisely using corporation terms (the process, names and contact numbers of the people involved in the simulation, etc.), allowing the simulation to be organized and structured as closely as possible to the real business.

step 4, to do debriefing after the exercise to see on what can be improve.

What are the Critical Component Tests & Validation for Crisis Management Exercise?

- Critical Data and Documents Recovery
- Crisis Management Readiness Packs for various Crisis Management Operational Areas
Contact Lists
Essential
Strategic
Operational

Contact and Deployment System
Call Tree
Cascading System

How would you create a Crisis Management Call-up System (e.g. a Call Tree)?
to set up a booth near the airline office. to gather all contacts of the family members involved. to disseminate the hotline number for easy access to the headquarters.

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MAYDAY: Syahirah, Amely, Nabilah, Raudhah

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MAYDAY: Syahirah, Amely, Nabilah, Raudhah

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1. Why do we need to test and run Crisis Management Exercises?

-       It is the only and most effective way of ensuring and reviewing that the processes and procedures put in place are operating and performing optimally and is able to adapt and conquer all types of crisis situations. Organizations must be prepared to manage complicated and destabilizing situations, including those that has not been predicted or imagined.

2. Who should participate in Crisis Management Exercises?

-           Crisis Management Team.

3. What are the steps to take when setting up a Crisis Management Exercise?

-         Step 1: define and set valid objectives of the exercise, taking into account the degree of maturity of the entity in terms of crisis management. This means that organization must set the exercise goals and objectives where it is ambitious but achievable targets.

-       Step 2: Conduct macro scenario exercise that is adapted both to business context & objectives set. Potential scenarios are plenty and varied, depending on source (internal, external) & features (technical, economic, or social & organization) of the type of crisis selected.

-       Step 3: Break down macro scenario into detailed timetable which shows flow of events faced by CMT during the exercise. Each scenario must be formulated concisely and precisely using terms specific to company thus allowing simulation to be organized and conducted in a way that is as close as possible with the organisation’s real business.

-       Step 4: The live phase of the simulation is to play out the scenario as specified in the timetable. A co-coordinating group that represents both the outside world and other stakeholders within the organization sends the crisis teams being tested (via emails, phone calls, screen shots and press articles), the agreed stimulus in line with the pre-agreed timescales. Members of the crisis unit play their own role and observers in the crisis room record their observations for debriefing.  The simulation team ensures that no information leaves the domain of the crisis exercise, which helps to prevent a “real” crisis breaking out.

-       Step 5: Immediate debriefing is led by exercise director is conducted and strengths and weaknesses of the procedure will be highlighted and sent to members of CMT.

-       Observations made during exercise means potential vulnerabilities in organization is identified and subsequently becoming the object of a prioritized action plan. Organization must then review and establish, implement, monitor a plan of action to ensure resilience of system put in place. Effectiveness of the CMS must then be tested in future exercises.

4. What are the Critical Component Tests & Validation for Crisis Management Exercise?

-         Critical Data & Documents Recovery

-       Crisis Management Readiness Packs for various Crisis Management Operational Areas

-       Contact Lists: Strategic, Operational, Essential

-       Contact & Deployment System: call tree, cascading system

5. How would you create a Crisis Management Call-up System (e.g. a Call Tree)?
List of Name and contact info.
Add emergency numbers.
Disseminate the right up to date information, keeping communication lines open, key employees are contacted first to inform of the crisis.
- Send emergency message to all staff and stakeholders immediately.
- provide questions/answers to staff and stakeholders, what to say and not to say when in contact with media.
- review and test out call tree regularly

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Discuss in your groups and explain in your own words the meaning and significance of the following guidelines in developing your Crisis Management Plan.

a.    Predict –  Prepare for anything that might possibly go wrong with your company.
Determine the problems.

Example : Murphy's Law "Anything that can go wrong will go wrong."

b.    Position –  Make a decision about your stance on these subjects. Be the person-in-charge when needed critical thinking
Example : Depending on how critical is the situation.

c.    Prevent – Preventive steps should be taken. Always have a backup plan if one fails.

d.    Plan –  Prepare a strategy for dealing with the situation if prevention fails. Step by step process to mitigate the situation.

e.    Persevere – Stick to your strategy and the positions you've chosen. Follow up on the situation in a comprehensive and professional manner.

f.      Evaluate –  If the strategy is implemented, evaluate the results to see if there are any further actions that can be taken to avoid the problem from reoccurring.

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Discuss in your groups and explain in your own words the meaning and significance of the following guidelines in developing your Crisis Management Plan.

Predict - Identify and expect everything that could go wrong with the organization / operations. Being prepared and well versed in many scenarios will prepare the organization to handle when the real crisis occurs.

Position - Using the scenarios and prediction, decide on the course of action would the organization take for each scenario in accordance to the best interest to the organization and well being of the employees.

Prevent - Take measures to prevent or lower the chances of possible crisis and reduce the impact during. This may require the installation of physical measures.

Plan - Be prepared to escalate the situation in the event preventing doesn't work, planning for the management of the crisis and how it would be handled beyond just planning for prevention

Persevere – Stick to your strategy and the positions you've chosen. Follow up on the crisis in a comprehensive and professional manner.

Evaluate – If the plan is put into practice, evaluate the results to see if there are any additional steps that can be taken to avoid the problem from recurring. Identify deficiencies and weaknesses of your plans..

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a.    Predict –  Forecast/analyze everything especially threats/risks that could happen to company

b.    Position –  delegated duties to personnel.

c.    Prevent –  have processes and procedures to safe guard assets

d.    Plan – contingency planning with resources allocated and manpower

e.    Persevere –  be firm to the plan, act accordingly

f.     Evaluate – test run plan with different scenarios i.e. different types of crisis , and refine plans accordingly

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Hydra - Aidyl (Supreme leader), Imran, Shalyn, Faezah, Marcus

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Hydra - Aidyl (Supreme leader), Imran, Shalyn, Faezah, Marcus

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Discuss in your groups and explain in your own words the meaning and significance of the following guidelines in developing your Crisis Management Plan.

a. Predict –  Anticipate everything that could go wrong with your agency. Identify the issues. Estimate that a specified thing will happen in the future or will be a consequence of something.

b. Position –  Decide what your position will be on these issues. Be firm with delegating.

c. Prevent –  Take preventive measures, to stop something from happening

d. Plan – In case prevention doesn’t work, prepare a plan for dealing with the
crisis.

e. Persevere – Follow your plan and stick to the positions you have taken. See the crisis through in a thorough and professional manner, continue in a course of action even in the face of difficulty or with little or no indication of success.

f. Evaluate – If the plan is enacted, review the results to determine if there are other steps that can be taken to prevent the crisis from happening again

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5 Happy Men (Chua Yun Hui, Huang Jian Hui, Aw Wan Kit, Bryan Lim, Alan Loh)

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5 Happy Men (Chua Yun Hui, Huang Jian Hui, Aw Wan Kit, Bryan Lim, Alan Loh)

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Discuss in your groups and explain in your own words the meaning and significance of the following guidelines in developing your Crisis Management Plan.

Predict – Anticipate everything that could go wrong with your agency. Identify the issues.

Position – Decide what your position will be on these issues.

Prevent – Take preventive measures.

Plan – In case prevention doesn’t work, prepare a plan for dealing with the crisis.

Persevere – Follow your plan and stick to your positions you have taken. See the crisis through in a thorough and professional manner.

Evaluate – If the plan is enacted, review the results to determine if there are other steps that can be taken to present the crisis from happening again.

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1. Group Activity 1

a. Predict – Foresee any good or wrongdoings in handling the crisis.

b. Position – Take ownership. Have empathy to those affected.

c. Prevent – Avoid at all cost

d. Plan – List down the guidelines. Even prepare a resort plan if things don't go as planned

e. Persevere – Be bold and focus on the plan along the way

f. Evaluate – Analyse and Review to make improvements if needed.

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MAYDAY - RAUDHAH, SYAHIRAH, AMELY, NABILAH

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MAYDAY - RAUDHAH, SYAHIRAH, AMELY, NABILAH

# data[].attributes.body
1. Group Activity 1

a. Predict – Make a list of everything that could possibly go wrong with
your company. Determine the problems.

b. Position – Make a decision about your position on these matters.

c. Prevent – Take precautions to avoid problems.

d. Plan – Prepare a plan for coping with the problem in the event that
prevention fails.

e. Persevere – Stick to your plan and the positions you've taken. Follow
upon the crisis in a comprehensive and professional manner.

f. Evaluate – Examine the results to see if there are any other procedures
that can be taken to prevent the problem from happening again if
the plan is implemented.

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Tutorial 11 : 4 Musketeers (Ady, Umar, Esther & Farah)

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Tutorial 11 : 4 Musketeers (Ady, Umar, Esther & Farah)

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predict - to find all possibilities that can make an organization go haywire.

position - to take responsibility at your own accord & rectify the issues.

Prevent - to take precautionary measures

plan - to have an alternative plan/options.

Persevere - Stick to your plan and the positions you've taken. See the crisis through to its conclusion in a thorough and professional manner.

evaluate - to overview that outcome and find ways to make improvements.

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CM overall safety and emergency preparedness
plan.
1) Predictive: Prepare for anything that could go wrong with the company. Determine the problems that can hinder, obstruct, and slow down the emergency responsive time
2) Position: Be firm about your stance and explore on issues that can cause further damage to the organization, people, assets, and reputation.
3) Preventive: Contingency plan and put in precautionary steps eg circuit breakers if anything should go wrong
4) Plan: Prepare a strategy for dealing with the situation if prevention fails. exercise and test out the plan.
5) Persevere: Remain to the plan and the positions chosen for. Follow up on the crisis in a comprehensive and professional manner especially dealing with media.
6) Evaluate: Examine the results to see if there are any other procedures that can be taken to prevent the problem from happening again if the plan is implemented.

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Leader

·        Create vision

·        Inspires and motivates towards innovations and excellence

·        Have followers

·        Take risks

·        Command respect

Managers

·        Follows procedures to attain results / KPI

·        Have workers

·        Control risks

·        Demand respect

·        Rely on existing and proven skills

imran's heroes

1.      Ed Bastian

a.      Visible, approachable

b.      Servant leader

c.      Respected by majority of his employees

2.      Adolf Hitler

a.      Terrific oratory skills / charismatic

b.      Millions of Followers believed in his mission

c.      Inspires other rise of other leaders

3.      Arsene Wenger

a.      Visionary for the future of football

b.      Knowledgeable

afdals's heroes
President barrack obama
His leadership inspired a generation of young people to stand up and fight for what they believe in

Sir alex ferguson

Self-confidence
Great communication skills
Honesty and integrity

Bill Gates
great leaders in the world is someone who is an inspiration for all the innovators. Bill Gates is an American billionaire entrepreneur and philanthropist whose vision and leadership have inspired an entire generation of innovators

1.2 Discuss in your groups, identify and list as many qualities of a good leader as you can.

·        Gives full attention / great listener

·        Always serving others first / servant leader

·        Approachable and can inspire the impossible

·        Quick response but calculated, no knee jerk reactions

·        Systematic, clear processes

·        Tun Dr Mahathir Mohamed – systematic approach to deal with 1997 economic crisis

·        Barack Obama - Second Amendment to the United States Constitution protects the right to keep and bear arms.

Respectful and welcoming of different ideas and strategies

Has a passion and hobby that the leader is known for doing outside of work

Charismatic

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Tutorial 10 –Crisis Management Leadership

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1) What is the difference between a leader and a manager?

A leader leads with the mentality of putting their teammates in better interest, allowing efficient decision making to occur; whereas A manager manages and make sure everyone has work to do, irregardless of whoever they are.

2) Who are your favourite leaders in government / industry today and why?

Mr Pritam Singh, as the leader of the opposition party in Singapore, he takes ownership of his teammates’ mistake and covers up for them even in the face of authorities.

a. What are the qualities and characteristics found in a good Crisis Leader?

A good leader must be:
- A good decision maker
- A good leader
- Flexible to listen and make changes
- Takes ownership
- Have his team prioritised.

b. List the skills including leadership and people skills that are required of a leader?

- Teamwork
- Empathy
- Decision Making
- Communication
- Positivity

c. What other competencies and attributes define a good leader?

- Reliability
- Creativity
- Critical Thinking
- Motivational
- Care and Concern

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1) What is the difference between a leader and a manager?

A manager manages the team but a leader takes ownership for things that happen.

A leader is able to make efficient and prioritized decisions when faced with a crisis whereas a manager may not be able to and refer back to their superiors for assistance and guidance.

A leader is able to take calculated risks and be decisive but a manager may not be able to do so.

2) Who are your favorite leaders in government/industry today and why?

Lee Kuan Yew. He built Singapore from scratch and was one of our founding fathers.

Jacinda Adern – Prime Minister New Zealand - The Prime Minister of New Zealand is considered one of the visionaries of the future. Her efforts shined during the COVID-19 pandemic, where Ardern took drastic measures to control the spread of the virus in New Zealand, resulting in just 26 deaths in New Zealand.

1.2a) What are the qualities and characteristics found in a good Crisis Leader?

strategy and detail

multiple options

decisiveness

collaboration

Able to lead their team

Provide direction and delegation

Efficient response

Dare to take calculated risks

b) List the skills including leadership and people skills that are required of a leader?

Able to lead their team

Provide direction and delegation

Efficient response

Dare to take calculated risks

Act with deliberateness

Able to manage and meet expectations

Demonstrate control

People Skills

Empathy

c) What other competencies and attributes define a good leader?

The ability to influence others, transparency- to an extent

encourage risk-taking and innovation

value ethics and integrity

act decisively

balance hard truths with optimism

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Two Is Better Than One (Ravin & Zuhairi) 

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Two Is Better Than One (Ravin & Zuhairi) 

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Cool Kids (Diyana, Haziq, Fahmi, Amelia, Ain)

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Cool Kids (Diyana, Haziq, Fahmi, Amelia, Ain)

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1. What is the difference between a leader and a manager.

A manager controls a group or a set of entities to accomplish a goal. Managers usually are driven to set goals for their own organisation.  consistency and reliability is are one of the important attributes.

A strong leader are usually the ones that sets the goals to be achieved by the team mates, a strong leader takes ownership of the crisis/problem. Requiring inputs and involvements of the stakeholders to achieve a long term solution . As a leader, they must be firm with their decisions for everything to go smoothly.

A good leader is an individual who has integrity, accountability, empathy, humility, resilience, wisdom, influence, and positivity.

All in all, the main distinction between managers and leaders is that management is the result of people working for them while leadership is the result of people following them. Business owners who are successful must be both strong leaders and managers if they are to motivate their teams and influence them toward their vision of success.

1.2 a.    What are the qualities and characteristics found in a good Crisis Leader?
- Good coordinator
- Decisiveness
- Calm, courageous and positive
- Risk taker
- Responsible
- Good at prioritising
- Ethical and civil minded

b.    List the skills including leadership and people skills that are required of a leader?

- Active Listening
- Self - awareness
- Compassion and Empathy

c.    What other competencies and attributes define a good leader?

- Ability to Delegate
- Self-Awareness
- Learning
- Agility
- Sincere enthusiasm
- Decisiveness
- Great communication skills
- Loyalty

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1A. What is the difference between leader & manager?

leader - a person who directs, guides his follower towards the specific goals.

manager - responsible for management of group employees and take actions whenever required.

1.2a - a good coordinator, responsible, cool headed, understanding,

b. positivity, decisiveness, calm, taking ownership.

c. interpersonal skills(manage to interacts with other types of people), courage, able to manage a crisis.

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Leader, Lǐngdǎo zhě, Pemimpin,
Talaivar, zaeim

-  the first one to step forward and address the crisis, A leader takes charge, is influential, and sets an example and motivational qualities that a great leader seen to possess are
-Vision of a great organisation
-Inspirational values for example: There are some values that you should never compromise on to stay true to yourself; you should be brave to stand up for what you truly believe in even if you stand alone.
-Strategic & Critical Thinking that adds value to the organisation
-Interpersonal Communication skills that commands respect
-Authenticity & Self-Awareness among other employees
-Open-Mindedness & Creativity to listen and apply
-Flexibility on working with employees
-Responsibility & Dependability that steer the organisation to a greater height.
What is the difference between a leader and a manager?
-
Managers tend to delegate while leaders inspire and motivate those around them. Leaders are the ones that show, rather than tell, and motivate those around them to perform at their very best through leading by example, encouragement, and connection. Not all leaders are managers, just as not all managers are leaders, but those that are both are the ones that bring out the best in productivity while also treating their relationship like they are all a part of a team.
Who are your favourite leaders in government / industry today and why?

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Response Phase
The Response Phase is the most important because it assesses the organization's capacity to promptly analyse and respond to the crisis in a way that minimises the harm to the company's image, reputation, operational integrity, and very existence. During the Response Phase, the major goal is to return to normalcy as quickly as possible while causing the least amount of harm to the firm.

Recovery Phase
Return to normalcy. Utilising crisis communication tactics to retain their reputation and avoid their relationships with their stakeholders from degrading further.

Where Should the crisis management centre be located?
The Crisis Management Centre is to be located at the Head   Office of the airline or organisation concerned.

Who should lead the Crisis Management Centre?
Crisis Manager, CEO

List the 3 key responsibilities that the Head of Crisis Management is in charge of.
- Developing methods and processes for successful crisis management and coordinating the airline's or organization's operational readiness to tackle a crisis.

- Establishing a command center for management to coordinate, control, and direct airline reactions to a crisis, lead by the CEO, and in the event of an airline, to any of the company's planes anywhere en route.

- In the case of an airline, providing a coordinating center and therefore a single source of information related with a crisis, as well as organizing all elements essential to passengers and personnel aboard. The CIC is made up of two parts: a directorate and a passenger information center, and it is led by a director and officials from the many departments involved.

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1. Summarise what is meant by the “Response Phase” and “Recovery Phase”

- Response Phase
By responding to the crisis, the organization must endeavor to reduce and restrict the harm done to stakeholders, property, the environment, and the organization itself. During the Response Phase, the major goal is to return to normalcy as quickly as possible while causing the least amount of harm to the firm.

- Recovery Phase
The organization tries to learn from the incident, regulate public image, and repair any harm to its legitimacy and reputation that has occurred. The recovery phase will be determined by how well the response phase goes.

a.   Where should the Crisis Management Centre be Located?

The Crisis Management Centre is to be located at the Head  Office of the airline or organization concerned.

b.   Who should lead the Crisis Management Centre?

CEO

a.   List the 3 key responsibilities that the Head of Crisis Management is in charge of.

- developing systems and procedures for the effective management of a crisis and coordinating the operational readiness of the airline or organization to handle a crisis.

- facilitating a Command Centre for management to coordinate led by the CEO, control and direct the airline's responses to a crisis and in the case of an airline to any of the company's aircraft anywhere enroute.

- providing a coordinating center and therefore single source of information associated with a crisis and to co-ordinate all aspects pertinent to passengers and crew on board in the case of an airline. The CMC is divided into the Directorate and the Passenger Information Centre (PIC) and is headed by a Director and representatives from involved departments.

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Hydra - Aidyl (Supreme Leader), Imran, Faezah, Shalyn, Marcus

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Hydra - Aidyl (Supreme Leader), Imran, Faezah, Shalyn, Marcus

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1) Summarise what is meant by the “Response Phase” and “Recovery Phase”.  What are the critical requirements during these two phases?

RESPONSE PHASE
- crisis managers make decisions about how to interpret initial reports
- The crisis management team of the
- organization has to decide how the organization will have to act to deal with the crisis

- The quality of the actions taken in these early stages of the response phase can have a major impact on the safety of affected stakeholders

- Other stakeholders will lose trust if the organization takes too long in meeting the legitimate demands from the harmed stakeholders for actions that will reduce their harm

- the media will have a field day, accusing the organization of acting irresponsibly and ignoring the crisis

- showing concern for the victims and their kin is also considered one of the cornerstones of successful crisis communication

RECOVERY PHASE
- Learn from the event, manage public perception and restore any damage it has sustained to its legitimacy and reputation

-  return to normalcy, restoration of business, operation and image of organisation
- use crisis communication strategies to maintain their reputation and prevent the relationships they have with their stakeholders from further deteriorating
- Some organisations employ a cautious strategy of: respond & defend, take the offensive

​- ultimately the key is to adapt a dynamic strategy that optimises the the effective management of the crisis

<https://teams.microsoft.com/l/message/19:_ZROQJrfOA0jTdZM4vj05FNpGX-0tS4PzaLNMfCxIsE1@thread.tacv2/1639571268734?tenantId=25a99bf0-8e72-472a-ae50-adfbdf0df6f1&amp;groupId=7e0672d9-835e-43d3-ba0f-d8b054481d1d&amp;parentMessageId=1639569737932&amp;teamName=Hydra Team&amp;channelName=General&amp;createdTime=1639571268734>

2) a.    Where should the Crisis Management Centre be Located?

- Located at the base of the airline or the site of the crisis.

b.    Who should lead the Crisis Management Centre?

- CEO, Crisis Manager

c.    List the 3 key responsibilities that the Head of Crisis Management is in charge of.

- Developing systems and procedures for effective management of a crisis and coordinating the operational readiness of the airline or organisation to handle a crisis.

- Facilitating a command centre for management to coordinate led by the CEO, control and direct the airline responses to a crisis and in the case of an airline to any of the company aircraft anywere enroute

- Providing a coordinating centre and therefore single source of information associated with a crisis and to coordinate all aspects pertinent to passengers and crews onboard in the case of an airline. The CIC is divided into the directorate and the passenger information centre and is headed by a director and representatives from involved departments

# data[].attributes.body
1. Summarise what is meant by the “Response Phase” and “Recovery Phase”

- Response Phase
The organization must try to limit and contain the damage done to stakeholders, property, the environment and the organization itself by responding to the crisis. The main objective during the Response Phase is a quick Return to Normalcy with minimal damage to the company.

- Recovery Phase
The organization attempts to learn from the event, manage public perception and restore any damage it has sustained to its legitimacy and reputation. A good response phase will determine the recovery phase. (Return to normalcy)

2. Where should the Crisis Management Centre be Located?
The Crisis Management Centre is to be located at the Head Office of the airline or organisation concerned.

3. Who should lead the Crisis Management Centre?

It should be led by the CEO, control and direct the airline's responses to a crisis

4. List the 3 key responsibilities that the Head of Crisis Management is in charge of.

- Developing systems and procedures for the effective management of a crisis and coordinating the operational readiness of the airline or organisation to handle a crisis.

- Facilitate a command centre for management to coordinate, control and direct the company's responses to the crisis

- Providing a coordinating centre and therefore single source of information associated with a crisis and to co-ordinate all aspects pertinent to passengers and crew on board in the case of an airline.

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Response Phase
- when avoidance and prevention efforts have failed and a crisis event occurs, the organization must try to limit and contain the damage done to stakeholders, property, the environment and the organization itself by responding to the crisis

1 When the initial reports of the crisis event arrive, they are likely to be contradictory, incorrect or ambiguous, due to the stressful circumstances of crisis situations and the abovementioned communication limitations. As a result, crisis managers will have to make decisions about how to interpret these reports. This interpretation will affect the choices of how to act in response to the crisis

2 Aside from providing instructions for stakeholders to protect themselves, showing concern for the victims and their kin is also considered one of the cornerstones of successful crisis communication

Summary: VUCA – decision making by crisis manager, good crisis comms and showing empathy
- clear aftermath, reduce losses

Recovery
When there is no risk of further damage to stakeholders or the organization itself, the organization enters the recovery phase

1. attempts to learn from the event, manage public perception and restore any damage it has sustained to its legitimacy and reputation

2. Organizations can use crisis communication strategies to maintain their reputation and thus prevent the relationships they have with their stakeholders from going sour. Organizations can do this by influencing the perception of the event, for instance by downplaying the severity of the event, such as when excuses are made or the blame is shifted upon a scapegoat

Summary: organization learning, improving reputation via good comms
- return to normalcy, improve profit

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Response Phase

The Response Phase is the most critical phase as it tests the organization’s ability to quickly assess and respond to the crisis in a way that will minimize the damage to the company and its stakeholders and the company’s image, reputation, operational integrity and its very existence.  The main objective during the Response Phase is a quick Return to Normalcy with minimal damage to the company.

Speed and the correct Response is essential, as the first party to take responsibility in driving and owning the crisis will usually determine the course of the subsequent stages of crisis management.

The Response Phase occurs in a period characterised by confusion, speculation and conflicting information.  Prompt and proper media management is essential to curb the spread of false news, disinformation and speculation.  Ownership of the crisis and dissemination of factual information is thus critical to combat the spread of false information especially through social media.

One of the most crucial aspect of the Response Phase is for the company to show genuine care and concern for the victims and next-of-kin.  This will ensure that the company’s reputation and integrity will be intact and even enhanced.

The key to successfully manage the Response Phase include –

i.                 Strong Leadership

ii.               Taking Ownership of the Situation

iii.             Quick and Efficient Assessment of the Developing Situation

iv.             Effective Media Management

v.               Precise Information Management and Dissemination

vi.             Effective Coordination with authorities and all Stakeholders

vii.           Compassion, Genuine Care and Concern for victims and NOK

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The Recovery Phase
occurs when the dust has settled and there is no further risk of damage to the company.  In this phase, the company learns from the crisis, institutes follow-up action, manages public perception and restores any damage to its integrity and reputation.

A good communications and management strategy will minimise the negative perception during this phase.

This phase often occurs in a period characterised by finger pointing, accusations and scapegoating.  Thus strong leadership, diplomacy and commitment to stakeholders and all those affected are essential towards a successful and effective handling of this phase.

A good crisis management during the Response Phase will determine the effectiveness of the management during the Recovery Phase.

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i) developing systems and procedures for the effective management of a crisis and co-ordinating the operational readiness of the airline to handle a crisis.

ii) facilitate a command centre for management to coordinate, control and direct the company's responses to the crisis.

iii) provide a co-ordinating centre and therefore single source of information associated with the crisis and to co-ordinate all aspects pertinent to casualties and next-of-kin.

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a. Where should the Crisis Management Centre be Located?

Head office of the airline or organisation concerned.

b. Who should lead the Crisis Management Centre?

CEO of the Airline and respective Head of Department

c. List the 3 key responsibilities that the Head of Crisis Management is in charge of.

*Developing systems and procedures for effective management of a crisis and coordinating the operational readiness of the airline or organisation to handle a crisis.

*Facilitating a command centre for management to coordinate led by the CEO, control and direct the airline responses to a crisis and in the case of an airline to any of the company aircraft anywere enroute

*Providing a coordinating centre and therefore single source of information associated with a crisis and to coordinate all aspects pertinent to passengers and crews onboard in the case of an airline. The CIC is divided into the directorate and the passenger information centre and is headed by a director and representatives from involved departments

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Cool kids (Amelia, Diyana, Ain, Fahmi, Haziq)

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Cool kids (Amelia, Diyana, Ain, Fahmi, Haziq)

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a.    Where should the Crisis Management Centre be Located?

-       The Crisis Management Centre will be located at the base of the airline or the site of the crisis.

b.    Who should lead the Crisis Management Centre?

The board of directors. (eg, CEO, Crisis Manager etc.)

c.    List the 3 key responsibilities that the Head of Crisis Management is in charge of.

-       Coordinating the operational readiness of the airline or the organisation in the event of a crisis and establishing systems and procedures to handle the crisis.

-       Assisting management in setting up command centre led by the CEO of the organisation to coordinate and direct airline responses to a crisis in case of a emergency to an aircraft en-route.

-       Providing Providing a coordinating centre and therefore single source of information associated with a crisis and to co-ordinate all aspects pertinent to passengers and crew on board in the case of an airline. The CMC is divided into the Directorate and the Passenger Information Centre (PIC) and is headed by a Director and representatives from involved departments.

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4 Musketeers (Farah, Esther, Ady & Umar)

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4 Musketeers (Farah, Esther, Ady & Umar)

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Group Activity 1
----------------
Respond Phase is when the Airline handle the matters of the,
- Aircraft in question
- Passengers on board
- Notification of Relatives
- Media
- Liason with medical services
- Recovery of baggage
- Removal of aircraft

Recovery Phase is when the Airline has passed the Respond Phase and
the organization starts getting back to normal.

Group Activity 2
----------------
A. The Crisis Management Centre is located at the Head Office.
B. The Head Crisis Management will be in-charge.
C. Developing systems and procedures, Facilitating a Command Centre and providing a coordination centre.

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Tutorial 9 Fourawesome 👶 Amin 🕵️‍♂️ Syafiq 🤴 Wilson 👳‍♂️Vin

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Tutorial 9 Fourawesome 👶 Amin 🕵️‍♂️ Syafiq 🤴 Wilson 👳‍♂️Vin

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MAYDAY -  AMELY SYAHIRAH NABILAH RAUDHAH 

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MAYDAY -  AMELY SYAHIRAH NABILAH RAUDHAH 

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Tutorial 9 - Crisis Management Operations and Coordination

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What are the essential ICAO / IATA / IOSA Requirements for the following stakeholders in the event of an airline crash?

Government of the Country or State where the Crisis took place

·        Allow entry without delay, personnel required for search and rescue, accident investigation, repair, or salvage operation. Immediate entry.

·        Should only require a passport as a travel document for entry.

·        Visas should be processed on arrival if still required.

·        Transport to the accident site to be arranged for investigators if necessary.

·        Allow entry for aircraft, tools, spare parts, and equipment required for search and rescue.

·        Allow removal of damaged aircraft and equipment brought in for the search and rescue.

Civil Aviation Authority

Civil aviation authorities establish legislation, regulations, or policies to require that air operators and airport operators have family assistance plans and resources to provide timely and practical assistance to aircraft accident victims and their families. Such procedures should be supervised, exercised, and audited as necessary.

The accident investigation authority typically develops safety recommendations to improve safety following its investigation.

Airport Operator

Must have an Airport Emergency Plan.

Airport rescue and firefighting service should come under Airport Management.

Adequate rescue and firefighting equipment and services at the airport.

A grid map of the airport must be made available to relevant agencies.

Clear lines and limits of responsibilities to be coordinated with other agencies.

Prior coordination with the local fire brigade, police force, coast guard, and hospitals.

Full-scale exercise to be conducted at least once every two years.

Airline

Maintain familiarity with emergency plans at all airports which it operates

Coordinate the airline's emergency response with the authorities at the accident location

Have a readily available and tested emergency response plan in place

At the accident location, the Local Incident Control Centre coordinates activities with the company HQ and the local authority Emergency Control Centre.

Mobile support and investigation team to assist local investigation and victim support services.

AIRASIA FLIGHT OZ8501

AirAsia Flight QZ8501 crashed into the Java Sea off Borneo shortly after take-off on 28 December 2014 with no survivors.

·     The Airbus A320-200, carrying 162 people from Surabaya in Indonesia to Singapore, was just over 40 minutes later when they lost contact.

·     Investigators, who initially indicated that prevailing lousy weather might have caused the crash, have since found that a faulty component and crew action were contributing causes.

·       Wreckage and bodies recovered floating some 16km (10 miles) from the plane's last known coordinates. A total of 106 bodies were eventually found, with the rest still unaccounted.

·       A report by the Indonesian weather agency initially said terrible weather was the "biggest factor" in the crash.

·       But an official report by transportation officials released in December 2015 found that a fault in the plane's rudder control system, along with crew action, contributed to the crash.

·       A crack in a tiny electronic module caused the system to send repeated warning alerts to the pilots, who responded by resetting the system.

·       This caused the autopilot to disengage, and the plane rolled to the left. The pilots struggled to the aircraft's right, which stalled and crashed.

·       The report found that the maintenance crew had previously known about the problem, which occurred 23 times in 2014, and resetting the system had been one of several methods used to address it.

·       AirAsia did not have permission to fly the Surabaya to Singapore route on the day of the accident. The airliner, however, was licensed to fly on four other days of the week.

·       Indonesia deployed a pinger locator to look for the plane's underwater locator beacon.

·       Flight recorders are designed to survive a crash and be submerged in water. They contain underwater locator beacons which emit so-called "pings" for at least 30 days.

·       The AirAsia flight's cockpit recorder was found on 13 January, a day after the recovery of the flight data recorder.

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5 Happy Men ( Chua Yun Hui, Alan Loh , Jian Hui , Bryan , Wan Kit

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5 Happy Men ( Chua Yun Hui, Alan Loh , Jian Hui , Bryan , Wan Kit

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Tutorial 8 – Crisis Management Responsibilities by 5 happy mens (1) (1)

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Tutorial 8 – Crisis Management Responsibilities

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4 Musketeers (Farah, Ady, Umar & Esther)

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4 Musketeers (Farah, Ady, Umar & Esther)

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cool kids (amelia fahmi ain diyana haziq)

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cool kids (amelia fahmi ain diyana haziq)

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Tutorial 8 Fourawesome 👶 Amin 🕵️‍♂️ Syafiq 🤴 Wilson 👳‍♂️Vin

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Tutorial 8 Fourawesome 👶 Amin 🕵️‍♂️ Syafiq 🤴 Wilson 👳‍♂️Vin

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5 Happy Mens( Yun Hui , Wan Kit , Bryan , Jian Hui , Alan

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5 Happy Mens( Yun Hui , Wan Kit , Bryan , Jian Hui , Alan

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Hydra - Aidyl (Supreme Leader), Imran, Faezah, Shalyn, Marcus

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Hydra - Aidyl (Supreme Leader), Imran, Faezah, Shalyn, Marcus

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1. What was/were the strategies adopted?
MH370
The CRS were later categorized into two big strategies; primary CRS and secondary CRS. Primary CRS includes deny, diminish and rebuild. The secondary strategies which consist of bolstering CRS are only supplemental to the primary strategies.

Deny strategy is suggested to be used to omit any connection between the organization and the
crisis.

SQ6
SIA took ownership for the the crash and were very transparent nothing to hide about. Take the offensive.

2.Which strategies were effective and which were not?
MH370
No ownership from the head of the company. Instead, they had to rely on the Ministers to respond. People were looking for answers but no accurate answers of the timeline were given during the investigation.

SQ6
Even the investigations were still going on, the spokesperson for SQ6 was there to take ownership representing the organization to engage with the media with transparent answers.

3. What lessons can be learnt from the handling of the two crises above?

MH370

Both Malaysian and Vietnamese air traffic controllers delayed initiation of emergency procedures once communication could not be established with the aircraft following the crossover from one air space to another. This delayed any search-and-rescue response.

The air traffic controllers should have anticipated fast with the initiation of emergency procedures
For example, if the aircraft is cruising at 350 knots (about 650kph) when it makes its last handshake with the tracking system. In 15 minutes it could be anywhere in a search area with around a 300km diameter.

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4 Musketeers (Farah, Ady, Umar & Esther)

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4 Musketeers (Farah, Ady, Umar & Esther)

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Tutorial 7 - Cool Kids (Diyana, Fahmi, Ain, Haziq & Amelia)

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Tutorial 7 - Cool Kids (Diyana, Fahmi, Ain, Haziq & Amelia)

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1. What was/were the strategies adopted?

MH370
-Respond & Defend

SQ006
- Transparent with their response.
- Took ownership

2. Which strategies were effective and which were not?
SQ006
Singapore Airlines' approach of being transparent with their response as well as taking ownership of the crisis from the beginning allowed them to be in control of the situation.

Representatives from both SQ as well as CAAS were quick to be on the scene of the crisis.

Singapore's Communications and Information Technology Minister Yeo Cheow Tong and Dr. Cheong had already arrived at the scene of the crash on 1 November, and they had spoken to family members and paid their respects.

In remembrance of the victims, SIA staff observed a minute of silence, and half-mast was lowered throughout the world the following day.

As a local analyst noted, SIA was "unlikely to be accused of negligence" and noted that it "had one of the youngest fleets in the world and an excellent maintenance record", while a foreign analyst noted that the carrier's record was its strongest point.

MH370
Malaysia Airlines' approach of responding and defending during the time of crisis led to the organization receiving backlash.

From putting a staff holding on to a junior role as their spokesperson, to taking too long in notifying the public as well as the families of the victims onboard about the crisis, Malaysia Airlines' appeared to be unprofessional as well as unprepared for the crisis.

Families of the deceased were only notified of the disappearance of the aircraft via text, causing an uproar.

3. What lessons can be learned from the handling of the two crises above?

The company needs to be aware of the situation and address the issues immediately as soon as they occur. The company should not delay the issues as they may get worsen or even lead to other problems leading it too many more serious issues which can cause difficulty in managing it.

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Respond and defend

Advantages:

Organizations are willing to respond to a crisis head-on and work positively and aggressively for a rapid resolution enjoy a higher survival rate after a crisis. There are sufficient cases to demonstrate that those who do nothing or stonewall have suffered severe consequences, especially their reputations.

Disadvantages:

Media or affected families might be irritated and annoyed if the information is misaligned or lacking, which will affect the reputation of the company

Take the offensive

Advantages:

An effective offensive includes responding to the crisis and projecting an organizational position that demonstrates solutions of benefit to the organization, its employees, and the public. By taking the offensive, an organization may take advantage of the chance to advance a positive perception of your organization.

Disadvantages:
Organizations must be advised against going on the offensive during a crisis, as they may unintentionally prolong the issue or risk losing control when a modest answer could have resolved it swiftly and quietly.

Be transparent

Advantages:

Providing transparent, timely information helps organizations establish trust with interested parties to make decisions in their own best interests. Maintaining transparency during a crisis isn’t easy. Still, damage to your brand can be offset or minimized by adopting an open and accountable policy which can improve public perception in the long run.

Disadvantages:

Excessive sharing of information creates problems of information overload and can legitimize endless debate and second-guessing

Take ownership

Advantages:

By taking ownership, it shows that the organization will be fully responsible and accountable. It will help establish trust, and it assures that the organization is proactively finding the solution or steps towards one.

Disadvantages:

Unrealistic or high expectations might be set for the organization to handle the crisis, which can lead to failure of expectation.

What is meant by the level of downtime tolerance?

The maximum time a business can tolerate the absence or unavailability of a particular business function

How do you adopt a mixture of crisis strategies?

The success of crisis management depends on its ability to adapt and adapt to different strategies. Crisis management strategies are unique goal-oriented methods designed to help an organization deal with a sudden and significant adverse event. Through proper analysis and evaluation, strategies must have their advantages, disadvantages, effectiveness, and sustainability before acceptance.

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Hydra - Aidyl (Supreme leader), Imran, Faezah, Shalyn, Marcus

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Hydra - Aidyl (Supreme leader), Imran, Faezah, Shalyn, Marcus

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1.  · Advantages of Respond and defend -
The “Respond and Defend" crisis response strategy is a recommended and successful CM technique. Keys to developing a response and preparing a defence include communicating factual information and selecting the proper spokesperson to represent the organization before a crisis

· Disadvantage of Respond and defend -
Factual may not be always at the best. Thus, it may be picture the fault or lapses of the company in a bigger, negative frame.

2. Advantages of Take the offensive -
“Take the Offensive” crisis response strategy involves the organization developing an offensive posture and taking advantage of the crisis as an opportunity for creating a positive public opinion.
An effective offensive includes responding to the crisis and projecting an organizational position that demonstrates solutions of benefit to the organization, its employees, and the public at large.
By taking the offensive, an organization may treat a crisis as only a part of a much larger issue to take advantage of the chance to advance a positive perception of your organization.

Disadvantage of Take the offensive -
Organizations need to be warned about taking the offensive during a crisis as they may unwittingly prolong a crisis or risk losing control when it could have been handled quickly and quietly with a simple response.

3. Advantages of being transparent - There is nothing to hide from the public, it also demonstrates respect for employees and customers.

Disadvantages of being transparent - May leave the organization open for attack, getting more flak from the public, being faulted for every single issue.

4. Advantages of taking ownership - sense of ownership creates trust towards the public, also enhances the reputation of the organisation as being responsible for their own actions.

Disadvantages of taking ownership - can be quite taxing as responsibilities will pile up, leading to fatigue, stress, complacency (too much workload may result in taking shortcuts - decrease in quality and workmanship)

b. What is meant by the level of downtime tolerance?
- the availability to sustain non-operations while going through restoration and how it would affect the performance of the company/organisation
eg. the higher the criticality, the shorter the maximum tolerable downtime is likely to be. Downtime consists of two elements, the systems recovery time and the work recovery time.

c. How do you adopt a mixture of crisis strategies?

Every crisis is unique and it is important to be able to identify the precise strategy to take and the timing in which the strategies has to be employed. There will definitely be times where the execution of different strategies will overlap. At this juncture, control of release of timely and accurate information and any action taken, along with the organisation’s stand on the crisis will be vital in effectively steering its way along the waves of negativity that might emerge from a crisis.

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1. Respond and defend
Advantages :
Companies are able to respond the crisis immediately & lessen the damage before it gets worst. This can led to possible higher survive rate & less casualties.

Disadvantages :
Companies will need to be mindful of what they say as the public/media can use it as a way to sue the company & create rumours/theories that may destroy their reputation.

2. Take the offensive
Advantages :
resolving the crisis and to fight back when needed. Making a statement & showing that they do not take in any bullshit.

Disadvantages:
pubic viewing the company as having a hot head and taking things too far

3. Be Transparent

Advantages :
Answering any doubts that the public (those that are affected in the crisis) has & would let them know the reasons as well.

Disadvantages :
Company images goes down due to their error.

4. Take Ownership
Advantages :
A way to show that companies are willing to take the blame for the crisis has happened.

Disadvantages :
Public can make use of the company by blaming them for every mistake there is.

b. What is meant by the level of downtime tolerance?
- If your company lost access to some or all of its data, it's likely they'd be unable to continue operations until their data access was restored.

c. How do you adopt a mixture of crisis strategies?

- Depends on the crisis itself. Not all strategies will work for every crisis.

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5 happy Man ( Jian Hui, Alan, Bryan, Wan kit , Yun Hui

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5 happy Man ( Jian Hui, Alan, Bryan, Wan kit , Yun Hui

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Tutorial 6

1.                Respond and defend
ADV: being denial keeps a man sane but to a certain extend.
DIS:  If the crisis has already spoken/unfolds for its self, one must be ready to accept and be forward looking

2.                Take the offensive
ADV: Shows confidence in own organization, share correct information only,
DIS: one wrong step is fatal to organization.

3.                Be transparent
DIS: displays the weakness of the organization
ADV: fosters trust, opens organization to more feedback

4.                Take ownership
ADV: displays management leadership
DIS: others might assume boastfulness

b. What is meant by the level of downtime tolerance?
The higher the criticality, the shorter the maximum tolerable downtime is likely to be. Downtime consists of two elements, the systems recovery time and the work recovery time.

c. How do you adopt a mixture of crisis strategies?

No one size fits all, strategies may change or alter to accommodate surprises, example from no deaths to many fatalities.

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MAYDAY - RAUDHAH, SYAHIRAH, NABILAH, AMELY

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MAYDAY - RAUDHAH, SYAHIRAH, NABILAH, AMELY

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Tutorial 6 - Crisis Strategy (Part 1)(1) (3)

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1a) respond & defend / take the offensive (Disadvantage) - it may lead to rumours. Escalate the situation even worse than before.

Take ownership / being transparent (Advantage) - a good strategy when handling a crisis. tell what needs to be told, being firm & stand up to the pointers wouldn’t escalate situation and being questioned further.

B) it means that it will be likely unable to continue operations until the data access has been restored.

C) By having a good crisis management team and plan so that when crisis happens, it will be handled well.

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Kwee Sin, Zuhairi, Ravin & Keng Liang Crisis Strategy

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Kwee Sin, Zuhairi, Ravin & Keng Liang Crisis Strategy

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Tutorial 6 – Crisis Strategy (Part 1)

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

1.         Respond and defend

Your time in responding to a crisis. To think of a way of handling the situation and also to defend if there's someone who want to tarnish the reputation of the company. You must be able to defend all Q n A from all kinds of social media and media responses.

2.         Take the offensive
to be prepared for any unforeseen circumstances and adopt to the current situation and plan ahead to overcome the crisis.

3.         Be transparent
Be transparent to your strategy and do not go by the back door or go by the left way.

4.         Take ownership
To take initiative and take charge of the crisis. Plan your strategy well.

b.    What is meant by the level of downtime tolerance?

what to expect, how much is the damage, whats is the tolerance level of the company can expect the damage.

c.    How do you adopt a mixture of crisis strategies?

In order to adopt a mixture of crisis strategies, you must be not have emotion in it, you cannot be bias against your committee, must posses a correct attitude and mindset, must not be stubborn. Able to accept more idea, you must be flexible and act accordingly to the on hand situation.

Groups will take turns to present their answers above.

2.    Class Activity - Topic Review -  Crisis Strategy                          (40 mins)

a.    Tutor led session to facilitate deeper understanding of the topic followed by sharing circle and Q&A.

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Tutorial 6 (Diyana, Fahmi, Ain, Amelia & Haziq)

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Tutorial 6 (Diyana, Fahmi, Ain, Amelia & Haziq)

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

- Respond & Defend
Advantages: Organizations that are willing to face a crisis head-on when it occurs and work positively and aggressively for a rapid resolution enjoy a higher survival rate after a crisis.
Disadvantages:

- Take the offensive
Advantages: crisis can be turnover to a positive impact for the company or organisation.
Disadvantages: taking the offensive during a crisis as they may unwittingly prolong a crisis or risk losing control when it could have been handled quickly and quietly with a simple response.

- Be transparent
Advantages: more sincerity, thus gaining more trust of stakeholders
Disadvantages: may face backlash, face criticism from public.

- Take ownership
Advantages: The company look human, and your mistakes appear manageable, that will play a major role in maintaining stakeholder support.
Disadvantages: high expectations will be expected from the company to deal with the crisis

1. 2. What is meant by the level of downtime tolerance?

It is the time taken that a business can tolerate the absence or unavailability of a particular business function.

1.  How do you adopt a mixture of crisis strategies?

By assesing the chosen strategy such as listing the advantages, disadvantages, cost and benefits of strategies which to be considered, then compare various strategies suitability and effectiveness - eliminate least advantageous strategies noting the reason for rejection. Choose and further analyze the most appropriate or a mixture of various appropriate strategies.

Consideration taken is by :
-Level of downtown tolerence
-How much the strategy cost
-How much can you allocate from your budget
- How effective is the strategy into organisation infrastructure
- Adopt a mixture of proven strategies

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Tutorial 6 Fourawesome 👶 Amin 🕵️‍♂️ Syafiq 🤴 Wilson 👳‍♂️Vin

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Tutorial 6 Fourawesome 👶 Amin 🕵️‍♂️ Syafiq 🤴 Wilson 👳‍♂️Vin

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5 Happy Man ( Yun Hui, Jian Hui,Bryan, Wan Kit, Alan

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5 Happy Man ( Yun Hui, Jian Hui,Bryan, Wan Kit, Alan

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What exactly do we communicate?

An accurate brief description of incident.

Next course of action.

What to include and what to leave out?

Include

Key information

Facts like When did it happen and where? What is the extent of any injuries or damages if any?

Explain what is certain, by doing so it can minimize speculation

Communicate with compassion and show empathy.

Provide a timetable for future action and timeline for updates of information.

Provide contact Information for contact centers to answer requests for information.

Share only the most important messages. Leave out information that are not required.

Don’t use language that your audience don't understand. Leave out jargons.

Who will do the communicating?

A person or group of people who directs and controls the organization at the highest level. i.e. CEO, COO

When, Where and How to communicate?

Once employees and internal stakeholders are notified about the crisis the affected organization can decide when to disseminate the information to public and press. The organization shouldn’t take too long to provide information regarding the crisis. They can also choose to distribute a press release stating only the known basic facts. Give a time for a press conference if deemed necessary. Choose a controlled environment to hold the press conference. Restrict the number of audience if you need to. Engage the media proactively. Communicate with compassion and show empathy. Always be transparent and honest.

Why do we need to have a CM Communication Plan? How does a good Communication Plan help us?

Crisis Communications Plans are designed to provide guidance and easy-to-follow steps to prepare and manage proper crisis communications. It also needs a well-set plan and objectives.

The plan should include key personnel and their roles during a crisis, the communications channels that can be used, as well as your general approach and philosophy during a crisis.

Organizations reputation damage can be minimized with a good CM communication plan.

A good crisis communication plan is to convey information as quickly as possible to the desired audience.  One of the main reasons people get upset with the way a crisis is handled is because they feel uninformed. That’s why it is important to provide timely and accurate information to those seeking it. The information must be accurate, accessible, and timely. It can help minimize Organization’s Reputational damage. It also helps return the situation to normalcy as soon as possible.

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hydra - aidyl (supreme Leader), Imran, Marcus, Shalyn, Faezah

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hydra - aidyl (supreme Leader), Imran, Marcus, Shalyn, Faezah

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1. What exactly should we communicate?

·       Accurate information to negate any negative stories and fake news

·       Constant updates

·       What action has and will be taken

·       Exact point person/team where queries and inquiries should be directed to

2. What to include and what to leave out?

Include
| Lives saved and lost
| Number of injuries
| Property and environmental damages
| Pool of resources for crisis response and recovery

Not included
| Inaccurate and incomplete facts
| Non credible sources

3. Who will do the communicating?
- CEO statement
- Head of Corporate Communication
- Affected Department Leaders

4. When, Where and How to communicate?
When - immediately after the crisis, and as and when any updates come up, post crisis

Where - social media, company website, internal memos

How - using the 5 steps to Effective Crisis Communication Management.

2) Adopt a personalized approach

3) Communicate regularly in times of crisis

4) Develop your customer relationships on social media

5) Be transparent

6) React appropriately to a complaint

5. Why do we need to have a CM Communication Plan & How does a good Communication Plan help us?

1. so that we can control the narrative by being the 1st to respond and ensure only accurate and complete information gets released.

2. to ensure the action taken provided counterbalances the  information where the organization’s reputation is being damaged

A good Crisis Management Plan is crucial as it would assist an organization to overcome different types of crises of different natures. However, if not done correctly and properly, the recovery for the organization would take longer, which could directly impact the potential revenue and increased downtime

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Ø  What exactly do we communicate?

Constantly updated and accurate information.  Remember that in a Crisis, information can quickly become old and obsolete.  Always show that the company cares.

Ø  What to include and what to leave out?

Include only known facts.  Exclude any ambiguous and especially speculative info.  Remember that the media and public can be vicious, sensationalising and speculating to get mileage and traction.  Especially true with social media where fake news can go viral and be accepted as fact.

Ø  Who will do the communicating?

The Top Management of the Company i.e. the Chairman or CEO

Ø  When, Where and How to communicate?

Timing and location should be of our own choosing - controlled environment.  Conducted by issuing a Press release followed by a Press Conference.

Ø  Why do we need to have a CM Communication Plan? How does a good Communication Plan help us?

1.   By ensuring that only accurate information is provided.

2. Coverage in the media, including social media, is monitored to assess   positive, negative stories and fake news

3. Action is taken to provide accurate counterbalancing information where the organization’s reputation is being damaged

A Good Crisis Communication Plan can save lives, reduce injuries, protect property and the environment and help return the situation to normalcy as soon as possible.  A good plan pool available resources efficiently and effectively to mitigate, prepare for, respond to and recover from the effects of the crisis.

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4 muskteers ( Farah, Umar, Ady & Esther)

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4 muskteers ( Farah, Umar, Ady & Esther)

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1a. What exactly should we communicate?
- We should be communicating about the plan on gathering, coordinate and share crisis related information & opinion to interested parties & also to defend an organisation’s in facing public challenge to its reputation, using a foolproof communication system that cannot be sabotage, that can cause miscommunications.

For example :
the adoption of Nato radiotelephony (Alpha, Bravo, Charlie ) in the  communication system.

1b. What to include and what to leave out?
• Includes a detail plan, purpose of the plan, activation criteria and procedures. Acknowledge responsibilities, accurate facts, pro-active actions, express emphaty and show respect.

• NOT to include false information, defensive statement, "No comment", "off the record", contact information and do not hide anything.

1c. Employees also should be made aware of your organization’s media and social media policy and they should understand that they are not to talk to the media. Include a copy of these policies in the appendices of the plan.
Only the appointed spokesperson can communicate with the journalist.

1d. When, Where and How to communicate?
When : be the first and accurate source of communication, it usually becomes the measurement against other news.
Where : pre crisis, during crisis & post crisis.
How :  By using the 10steps to Effective Crisis Communication Management.

1e. Why do we need to do CM Communication plan and How does a good Communication Plan help us?

Why?- to give accurate information, coverage media is monitored to assess positive, negative stories & fake news. & also counterbalancing info where the organisation‘s reputation is being damaged.

How? - A good Cm Communication Plan can help us to save life,reduce injury protect property and environment,return to normal operations asap,to gather resources for a responsive to counter the effect of the crisis.

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1. What exactly should we communicate?

2) What to include and what to leave out?
a) Key messages
b) Contacts and media list

Leave out;
a) Only start work on a potential crisis situation after it's public
b) Use language your audience doesn't understand

3. Who will do the communicating?

The management executives

4. When, Where and How to communicate?

a) Deliver essential information in a quick, clear and transparent manner.

b) Make the statement clear of what people can look to for stability and guidance

c) Communicate broadly, repeatedly, and through multiple means

5. Why do we need to have a CM Communication Plan & How does a good Communication Plan help us?

To protect property and environment. Return situations back to normal immediately. Resources to mitigate and prepare for media respond/recovery

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List the steps in managing your crisis response.

1. Development of Station Emergency Response Plan
2. Developing the plan
3. Staffing
4. Facilities
5. Special Assistance Teams
6. Passenger Name Handling
7. Ground Casualties
8. Ground Damage
9. Accomodations for passengers, families and ER teams
10. Transportations
11. Charitable Organisations
12. Lists of local hospitals

Compliance with local laws, authorities  and various stake holders (CAAS, CAG, TSIB, ICA, APD, MOT, MFA) would be imperative. Infrastructures, resources and support provided by imposed or by contracted partners may be differs and vary from one station /country. Thus the involvement and understanding of the crisis management planning is important for a key to a successful crisis management or any business continuity.

How do you manage the Response and Recovery of Operations in the event of a Crisis?

Take Charge Quickly

Activate the Crisis Management Team including Media team who issues media information on behalf of carrier

Establish the Crisis Management Command Centre

Execute the Crisis Management Plan

Activate specialist support teams

Establish command and control communication network

Co-ordinate activities

How do you provide Care and Consideration for Staff and Customers directly involved in a Crisis?

Overview

Establish Family Assistance Centres, Briefing rooms, Joint Support Operations Centre, Privacy Rooms, Praying rooms and transportations wherever required. Timely reporting and updates should also be executed and transparency of facts when conveyed information or updates to family or next of kin.

For survivors, counselling session/mediations and financial support should always be ready and available.

For staff, buddy systems and counselling should be concurrently on going to do a quick check on the affected employees - post crisis.

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Hydra - Aidyl (supreme leader), Shalyn, Imran, Marcus

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Hydra - Aidyl (supreme leader), Shalyn, Imran, Marcus

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The calm before the storm.

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5 happy Man ( Jian Hui, Alan, Bryan, Wan kit , Yun Hui

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5 happy Man ( Jian Hui, Alan, Bryan, Wan kit , Yun Hui

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1) List the steps in Managing your Crisis Response

•Take Charge Quickly - A good leader and a experienced personnel knows how to communicate these roles effectively and a good team knows how to remember them. Ensure these roles are appropriate and comprehensive in nature.

•Containment & Isolation - Having an immediate action is required to prevent the situation from worsening or escalating. Having someone who knows how to take control and limit communication when in a crisis is crucial as things may get from bad to worse when a crisis is not handled properly.

•Establish the Facts

−Formulate a Crisis Response Strategy

Crisis response strategies are purposeful actions taken to reduce the negative effects of a crisis for stakeholders affected by the crisis and for the organization in crisis. These include the words and actions managers employ in response to a crisis.

−Manage Communication

Having good communication in a crisis creates a connection between businesses and their stakeholders. Organizations that use a feedback loop during crisis management can better understand how their key audiences are feeling and demonstrate empathy for what they’re experiencing.

•Fix the Problem

Solutions to crisis situations need to take into account both long and short-term efficacy and impact considerations. Structured problem-solving techniques include methods for objective evaluation of alternatives to guide decision making. Every action and decision will be scrutinized for hidden significance, as will every subtle phrase. Regardless of the outcome, it is the perception of how the crisis is handled that becomes the leader and company’s legacy.

2) How do you manage the Response and Recovery of Operations in the event of a Crisis?

- Should give information teaching stakeholders on how to physically protect themselves during a crisis

Also providing accurate information that explains exactly what happened to cause the situation to stakeholders. The information for instructing and adjusting must be provided in a timely and consistent manner, and the business must be open-minded and honest with its stakeholders, not skirting the issue. Once done with that step, then only they can start to discuss on how to manage on how to build a better reputation and relationship with the stakeholders.

3) How do you provide Care and Consideration for Staff and Customers directly involved in a Crisis?

- Therapy/counselling for customers and staff experiencing trauma after the crisis

- Financial aid to those affected by the incident

- Recognition for staff that has put in effort during the crisis

-Communicate frequently with the affected people so that they have someone to talk about their experience

-Provide safe channels if they don't feel like talking to their peers/colleagues

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Cool Kids (Fahmi, Diyana, Natasha, Amelia & Haziq) Session 4

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Cool Kids (Fahmi, Diyana, Natasha, Amelia & Haziq) Session 4

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1. List the steps in Managing your Crisis Response.

- Take Charge Quickly

- Containment & Isolation

- Establish the Facts

- Formulate a Crisis Response Strategy

- Manage Communication

- Fix the Problem

b.    Provide an explanation for each step taken.

1.  Take charge quickly: Activate the Crisis Management Team, establish the crisis management command ctr, execute the crisis management plan( activate specialist support teams, establish command and control communication network, coordinate activities)

2. Containment and isolation: taking immediate control and ownership of situation, fostering a factual and open communication environment with media and stakeholders, establish a climate for negotiation.

3.  Establish the facts: gather info(use crisis mgt team), prepare story, formulate a crisis response strategy, tell ur story

4.  Response strategy: initial and overall response to be adopted at the onset of and during the crisis, provide clear direction to CM teams, strike balance between too much and too little detail, coordinated input from different agencies, government departments and internal and external stakeholders, rapid response and optimal utilisation of time.

5. Fix the problem: Investigate cause of incident/accident, Implement Necessary Changes(product, policies, procedures, management), recoup losses, restore trust and reputational damages.

1. How do you manage the Response and Recovery of Operations in the event of a Crisis?

1. should provide instructing information that tells stakeholders how to protect themselves physically during the crisis.

2.  should provide adjusting information that conveys to stakeholders exactly what happened to cause the crisis as well as a description of the events of the crisis. The instructing and adjusting information must be given in a timely and consistent manner, and the organization must be open and honest with its stakeholders

3.  only after providing information to its stakeholders in a timely manner, can it begin to employ responses to manage its reputation with its stakeholders

1. How do you provide Care and Consideration for Staff and Customers directly involved in a Crisis?

-  Set up a crisis management counter (COC) to direct and manage crisis response

- Set up operations site to stage crisis response

- Set up robust and effective communications systems

- Set up area for specialist support unit
- Set up an insurance plans for welfare of staff
- Benefit increments, pay raise or a bonus

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4 Musketeers (Esther, Farah, Ady& Umar) Tutorial 4

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4 Musketeers (Esther, Farah, Ady& Umar) Tutorial 4

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Qns 1.List the steps in Managing your Crisis Response.

1a.Anticipate and pre-planning when Crisis happened.

1b.To Identify Your Crisis management Communications Team

1c. To establish a good Monitoring Systems

1d. To identify Your Stakeholders

1e. To assess the current Crisis Situation & reviews

Qns 2.Provide an explanation for each step taken.

2a. We need to visualise on the situation and able to anticipate the next course of action to be taken when the crisis happened to minimise or prevent the the current situation to be expand.

2b. To identify your team members so that you will know who to look for directly to minimise the time taken and who will be the right person doing the correct job.

2c. To establish a good monitoring system allows you to have good control of the crisis and will be able to plan out and recover during the crisis.

2d. To identify who is the correct stakeholder in terms of a crisis to allows you to have better communication during the crisis.

2e. To review on what can be done better after the crisis and and keep improving so that when the next crisis occur, we are able to handle the situation more efficient.

Qns 3.How do you manage the Response and Recovery of Operations in the event of a Crisis?

To manage the crisis and maintaining the operation concurrently.

Qns 4. How do you provide Care and Consideration for Staff and Customers directly involved in a Crisis?

All staff are to went for proper training to handle such situation during the crisis.
To provide customer with eg; any medical care and attention.

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Raudhah, Amely, Nabila, Syahirah (Mayday) - Tutorial 4

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Raudhah, Amely, Nabila, Syahirah (Mayday) - Tutorial 4

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Phoenix Crisis Response Unit
-working hand in hand with authorities
https://www.youtube.com/watch?v=OraBfpc7j_c

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Session 3: Fazirah, Wynn, Jaslani, Faezah

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Session 3: Fazirah, Wynn, Jaslani, Faezah

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First, the Team, in conjunction with senior management and Counsel, can conduct a "master planning process" that lays the groundwork for the overall Plan.

This includes creating privi- lege guidelines, identifying and minimizing-if not eliminat- ing-crisis sources, identifying key stakeholders, and so forth. Then, if and where appropriate, the Team can break down into specifically tailored subgroups to conduct "subplanning" that is more focused on particular issues.

For example, this subplan- ning could include (1) notification and implementation plan- ning, (2) public affairs planning, and (3) legal response and internal investigation planning.

And once the Team, as a whole or in its subgroups, has cre- ated these plans, it must then be prepared to implement them. This typically involves dissemination of guidelines to the appro- priate employees, practice drills of the plans followed by appro- priate plan revisions, and the occasional review and update of the plans as time passes.

Finally, the Team will be responsible for post-Crisis critique if and when one becomes appropriate. 12

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5 Happy Man ( Yun Hui, Jian Hui, Alan, Wan Kit, Bryan 

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5 Happy Man ( Yun Hui, Jian Hui, Alan, Wan Kit, Bryan 

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a. What are the functions, responsibilities and objectives of the Crisis Management Team?
- Function:

Manage Response and Recovery of Operations in a Crisis

Emerge with Corporate and Key Relationships Undamaged or Enhanced

Minimize and Manage Possible Negative or Hostile Media Coverage

Provide Care & Consideration for Staff and Customers Directly Involved in a Crisis

- Responsibilities:
- Overall Management & Decision Making

Situational Analysis,
Impact Analysis, Determine Plan of Action, Overall Management

- Operational Coordination and Control

Implementation and Execution of Action Plan, Internal & external coordination, Information Management, Maintain situational awareness of all operations

- On-site Co-ordination and Control

On-site Coordination and Control of Activities eg Salvage and Recovery operations, coordination with Emergency services, media handling

- Objectives:

Provide Care and Consideration for Staff and Customers Directly Involved in a Crisis

Manage Response and Recovery of Operations in the Event of a Crisis

Minimize and Manage Possible Negative or Hostile Media Coverage

Emerge with Corporate Reputation and Key Relationships intact or enhanced.

a.    In your groups choose a business entity or company. As the head of the company how will you set up the structure of your Crisis Management Team?

- Company chosen will be Food and Beverages the structure of setting up the Crisis Management Team is as attached.

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TuT 3 ABCDE (Weijie, Cherylene, Aldric, Jac)

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TuT 3 ABCDE (Weijie, Cherylene, Aldric, Jac)

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Part A:
a. What are the functions, responsibilities and objectives of the Crisis Management Team?
- Function:

Manage Response and Recovery of Operations in a Crisis

Emerge with Corporate and Key Relationships Undamaged or Enhanced

Minimize and Manage Possible Negative or Hostile Media Coverage

Provide Care & Consideration for Staff and Customers Directly Involved in a Crisis

- Responsibilities:

Provide Care and Consideration for Staff and Customers Directly Involved in a Crisis

Manage Response and Recovery of Operations in the Event of a Crisis

Minimize and Manage Possible Negative or Hostile Media Coverage

Emerge with Corporate Reputation and Key Relationships intact or enhanced.

- Objectives:

Provide Care and Consideration for Staff and Customers Directly Involved in a Crisis

Manage Response and Recovery of Operations in the Event of a Crisis

Minimize and Manage Possible Negative or Hostile Media Coverage

Emerge with Corporate Reputation and Key Relationships intact or enhanced.

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MAYDAY ( SYAHIRAH, RAUDHAH, AMELY, NABILAH)

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MAYDAY ( SYAHIRAH, RAUDHAH, AMELY, NABILAH)

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Cool Kids (Natasha, Fahmi, Amelia, Diyana & Haziq)

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Cool Kids (Natasha, Fahmi, Amelia, Diyana & Haziq)

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Tutorial 3
Functions/Responsibilities/Objectives of Crisis Management Team:

-        Manage response and recovery of operations in a crisis

-        Emerge with corporate and key relationships undamaged and enhanced

-        Minimize and manage possible negative or hostile media coverage

-        Provide care and consideration for staff and customers directly involved in the crisis

The business entity chosen is Resorts World Sentosa.

The CEO will be the CMT Leader.
Security Manager: Is responsible for evaluating security provisions of the crisis management plan and handling site security during a crisis.

Spokesperson/Public Affairs Advisor: Briefs the media, handles communications, and forms messaging strategy.

Human Resources Manager: Maintains information on all staff, including after-hours contact details and location, and keeps track of benefits, such as health and life insurance.

*Health, Safety, and
Environment Lead:* Manages risks to personnel health and safety and to unplanned environmental impact, provides training for emergency response, handles damage assessment, and oversees these areas during a crisis.

Legal Specialist: Advises company on legal and regulatory liabilities and steps to mitigate negative impact, vets outgoing information, prepares anyone who is interviewed by an external body, and manages sharing of confidential information.

Command Center Manager: Is responsible for maintaining the command center, making sure it has all necessary equipment, supplies, and utilities; keeping it stocked and clean during a crisis; and fixing any breakdowns.

Operations and Business Recovery Manager: Provides input on how to shut down and restore operations in an emergency, and during a crisis coordinates efforts of staff working on business recovery.

Administrative Support Staff: Aids the crisis team by taking notes, tracking action points, handling documents, and providing knowledge on the organization and how it works.

Information Technology Manager: Provides IT expertise to the planning process and leads the IT crisis response.

Finance Officer: In crisis planning, sets up contingency arrangements for emergency financial resources; in a disaster, manages cash disbursements and credit cards, decides if financial reports will be delayed, informs insurers, and gathers documentation for major claims. (Employee-related claims fall under HR.)

Business Unit Representative: Plans for a crisis in their business unit, represents their unit to the crisis management team, and can activate additional staff when needed (this role may overlap with operations managers).

Subject Matter Experts: Varies by type of organization and brings specialized expertise as required.

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4 Musketeers (Farah, Esther, Ady and Umar)

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4 Musketeers (Farah, Esther, Ady and Umar)

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Pre-tutorial Ans:

Crisis management team is the one that manage the response and recovery when a crisis occur. Each member of the team has a set of pre-define roles and responsibilities. They work with corporate making sure the relationship between the company and the key customers are not damaged. Minimizing and managing negative media coverage while providing care for staff and customers that are directly involved in the crisis.

Group Activity 1 Ans:

CM Team manages crisis with an action plan (How), defined by each role or task by the team players (Who) and prioritizing on (What) to do.

Group Activity 2:

The business entity we choose is SIA. As per attached photo.

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M A Y D A Y ( Amely, Syahirah, Nabilah, Raudhah) 

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M A Y D A Y ( Amely, Syahirah, Nabilah, Raudhah) 

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(1/11/21)Tutorial 3; Ravin, Kwee Sin, Keng Liang & Zuhairi

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(1/11/21)Tutorial 3; Ravin, Kwee Sin, Keng Liang & Zuhairi

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1a) What are the functions, responsibilities and objectives of the Crisis Management Team?

Functions:

Decision Makers (Strategic) : Crisis Directorate

Command Centre Operations (Strategic/Tactical) : Onsite Coordination with Authorities & Stakeholders, Key Communications with authorities, media, next-of-kin and Internal & External Stakeholders

Recovery Teams (Tactical) : Operational Command and Support Teams

Roles and Responsibilities:

Head of CMT - Drives Decision Process

CMT (Executives - Key Decision Makers

Facilities - Damage assessment/lockdown/assets, facilities, building management/liaison with 3rd party vendors, service providers

Security - Safety/incident information/liaison with authorities

IT - IT system/data & network recovery

HR - Triage/headcount/next of kin

Public Relations/Corporate Communications - Internal/external/customers

Crisis Coordination - Process expert/program management/support

Command Centre Operations Team - Command center set-up/tools/logistics/support equipment

Head of Business Units - Areas of business/business impacts

Objectives:

Manage Response and Recovery of Operations in the Event of a Crisis

Emerge with Corporate Reputation and Key Relationships intact or enhanced.

Minimize and Manage Possible Negative or Hostile Media Coverage

Provide Care and Consideration for Staff and Customers Directly Involved in a Crisis

4a) We would engage the senior officer to be involved in setting up the team which include different business partners for the company if involving the external stake holder and service providers.

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4 Components of Crisis
- Detection
A crisis often has Prodromes, which are warning signs and indicators that shows a hazard.
* The example I will be using will be Covid-19 Pandemic in which on December 2019, when the china authorities first identified the pneumonia cases spike in Wuhan, China. World Health Organization (WHO) did a Issue and Risk Assessment and gave a global Disease Outbreak News to warn other countries to identify and contain this new hazard.

- Prevention / Preparation
Prevention / Preparation is acted upon a crisis team who writes a step-by-step plan for the organization to follow. Thus, ensuring relationship between media and stakeholders that they know what they are doing.
* In the effort to Prevent the spread of the virus, a step-by-step / prevention measures is issued to all governments. This measure is known as Personal Protection Equipment (PPE), Face Shields for Healthcare and frontline workers and Face Masks for everyone. Furthermore, In the effort to slow down infectious rates in Singapore, The Singapore Government provided free masks for all citizens as a measure to make it mandatory.

- Containment
Containment involves limiting the duration of the crisis, keeping it under control and away from the media, key publics and outside of the organization.
* When the Covid-19 Infection worsened in April 2020, Singapore Government issued a lockdown within the country (Circuit Breaker) to lockdown all non-essential workers to work from home and school from home in the effort to slow down the spread.

- Recovery
Recovery is when the crisis is nearly over and things are returning to normal or a new normal is taking over, the recovery of the organization is measured in economic performance, social responsiveness and reputation.
* As the Covid-19 Pandemic is still ongoing, there is no full recovery standards published yet. However, working from home and face masks will be the new normal as a cope for business to continue thriving.