Risk & Crisis Management in Tourism Sector:
Recovery from Crisis
in the OIC Member Countries
54
communications strategy planned in advance can help to avoid this. A clear crisis communications
plan can also help to avoid the dangers of sensationalist reporting (Walters et al, 2016), which can
all-too-easily turn a minor incident into a public relations catastrophe.
The UNWTO ‘Toolbox for Crisis Communications’ (2011) outlines a model crisis communications
policy, covering the preparation stage, human resources and training needs. Responsibilities are
allocated for the development of strategies, positioning and messages, while the hierarchy of
authority must be agreed in advance. Key contacts within the lead organisation responsible for the
implementation of the crisis communication plan must be known to all members of the team, as
well as to other tourism stakeholders. For instance, in Pakistan, the National Disaster Management
Authority takes the lead on information management during relations with the media in a crisis
situation (Dawn, 2016). In the case of an individual, “this is the go-to person for all internal
questions and issues and the one with the authority for making the initial decision to activate the
communications plan and its subsequent elements in the heat of a crisis” (UNWTO, 2011, p.14). As
time goes on and the crisis evolves through its different stages, managers need to continue
monitoring the state of the market and its reaction to the crisis (Fall and Massey, 2005). The key
principles of the UNWTO’s ‘Toolbox for Crisis Communications’ are reproduced in Table 2.3. below.
Table 2.3: Principles of Crisis Communications
Principle Actions
Appoint crisis
communications team
Designate team members by area of responsibility, and ensure
regular meetings and communications.
Appoint spokesperson Nominate spokesperson for all media interaction.
Background material Provide comprehensive background information and materials on
crisis management team and host organisation online.
Develop messages Draft outline messages in advance of a crisis. Once the crisis
occurs, issue messages through designated spokesperson, focusing
on transparency and accuracy and avoiding speculation. Share
messages with other stakeholders.
Media access Establish crisis channels of communication (e.g. hotline to media
office), schedule frequent updates and access (e.g. press
conferences, releases).
Victim care Establish special communications channel and designate team to
work with affected individuals/families, establish procedures for
providing assistance and chain for rapid approval at highest level.
Internal employees
communication
Activate communications system with frequent updates to
employees only (emails via intranet, text messages).
Website/Facebook Activate dedicated crisis website (via pre-designated web-master),
update frequently, including prominent link to regular website.
Post updates on Facebook page.
Cross-functional
integration
All organisations in team to be engaged in decision-making; at least
daily interface with crisis communications team.
Quantity and quality Ensure swift and accurate fact-finding channelled to crisis
communications team (through industry representatives on the
ground).
Monitoring Measure media and public exposure hits and perception, survey
post-crisis including at 3, 6 and 12 month intervals, assess results
and develop recommendations for improvements
Based on UNWTO, 2011