Risk & Crisis Management in Tourism Sector:
Recovery from Crisis
in the OIC Member Countries
43
supplies can be transported to the affected area, and the reestablishment of communications
systems.
Relatives of people affected by the crisis will understandably be anxious, and destinations should
ensure that enquiries from concerned parties can be quickly handled. Setting up a media
communications centre with regular updates on the situation and openness to media enquiries is
vital in order to respond to these concerns and also to restrict overly sensationalist and inaccurate
reporting. In the case of a crisis or disaster affecting large numbers of tourists, a media
communications centre may be hosted by the NTO/TB since this is likely to be in closer
communication with the private sector than the NTA/Ministry. On the day after the major
earthquake in Nepal in April 2015, the Nepal Tourism Board posted details of emergency phone
numbers on its Facebook page, followedup over the next week by several updates, thereby building
a reputation for speed and transparency. However, where a transportation incident is concerned,
the situation may be handled by the transport company or by a relevant government department
such as the Department for Transportation.
In all cases, communications should meet the principles of integrity, honesty and consistency,
particularly since any inaccuracies will quickly be uncovered and publicized by affected individuals
or investigative reporters. If a private company is responsible for the crisis, it should accept
responsibility immediately and not try to blame other forces, and messages should be sympathetic
and sensitive towards people caught up in the crisis and their friends and families. For instance,
stories could feature individuals reunited with their families or given help by local people. All
messages should be channelled through a designated spokesperson, as stated in the crisis
communications strategy outlined in Section 1.
For technology-related crises such as transportation accidents, speedy action to investigate the
cause of the accident through the adoption of transparent and collaborative actions – particularly
in association with agencies of the home countries of affected tourists – can reduce the extent and
duration of the negative impacts. After the 2015 Taiwan air crash which killed 43 tourists (mainly
fromMainland China), the TaiwanAviation Safety Council invited accident investigators fromChina
to take part in the accident investigation, and launched a cross-Straits emergency response
mechanism. The airline made immediate initial compensation payments to each injured victim and
the family of each fatality. This swift response helped to ensure that the Chinese market remained
strong over the Lunar New Year holiday period two weeks after the crash (China Daily Asia, 2015).
Generally, a combination of several actions will be necessary. Following the 2011 earthquake in
Christchurch, NewZealand, marketing communications focused on those areas that were in normal
operations while essential repairs were made in the affected area. Tourists planning to visit
Christchurch after the earthquake were offered accommodation in locations that were unaffected
(Christchurch and Canterbury Tourism, 2012).
2.3.3. Post Crisis – Intermediate
Efforts to ensure recovery from crisis should accelerate as soon as the emergency phase of the
disruptive event is over, with actions directed at travel trade channels (i.e. tour operators, travel