The document discusses contingency planning and crisis management for the aviation industry. It outlines the importance of business continuity planning to address disruptions and minimize impacts. It describes the phases of continuity planning including preliminary planning, plan management, and crisis response. It also discusses the link between continuity planning and crisis management, and the importance of reputation management and communication with stakeholders during a crisis.

1. Contingency Planning and Crisis Management An Introduction

4. Why Business Continuity? Disrupted Operations can cause; loss of operational capacity loss of data loss of intellectual property loss of reputation loss of confidence diminished shareholder value lost profits lost customers

8. Traditional Emerging Focus Minimising the financial impact of disasters Ensuring financial continuity, customer satisfaction and productivity despite a disaster Approach Recovery from single episodes of downtime only Business driven continuous availability through management of information and operational risk Risks Low frequency - high impact disasters Traditional and emerging threats to infrastructure Benefits Recovery of downgraded service expected 12-72 hours after event Up to 99.9% availability of critical infrastructure expected + performance improvement immediately. Enablers Documentary plans reply on after-event recovery Emerging technologies

9. A Growing, Potentially Costly Capabilities Gap The gap between the cost of downtime and the ability to deliver is widening Increasing cost of unplanned downtime Ability to deliver through traditional mechanisms

10. Value layers in a business continuity framework. Commitment and Value Risk Exposure Can I Recover my Physical Assets Can I recover my automated processes Am I always able to be there for my customers I am able to offer value chain excellence to all stakeholders React / Control / Transform

11. PROBABILITY SEVERITY 1 Year 5 Years 10 Years 25 Years 50 Years 100 Years Negligible Marginal Critical Catastrophic

12. Action/controls already in place Controls to limit severity Controls to limit Responsibility for action Critical success factors and KPI’s Review/test frequency Key Date

13. Team members Actions in first 24 hours - Stage 1 Action in next 3-5 days - Stage 2 Action from day 5 onwards - Stage 3 Person responsible for completion Review/frequency Test Date

15. Crisis Management Caroline Sapriel “ A Crisis is, by definition, ‘an event, revelation, allegation or set of circumstances which threatens the integrity, reputation, or survival of and individual or organisation.” To be effective, crisis management must be embedded into the corporations management System

18. Crisis Disaster Emergency Another area of crisis response , made necessary by the attacks on Sept 11th is managing the human element of a crisis. Indeed managing the public, family and employee communication is an increasingly important component of contingency planning.

21. Image - jaso hawkes photography.com Dragonair 2002 embarked on a FAST programme Since Sept 11th = all major industries have expanded their family support programmes. The management of next of kin is often linked with enhanced security procedures .

24. Image - jaso hawkes photography.com Conclusion Organisations that are serious about embedding crisis management into the overall corporate strategy have done the following things: Ongoing risk assessments Sound and tested processes Training and practice A strategic approach