Learn five ways to involve and coordinate with airport tenants, the businesses and organizations that operate within the airport, in your crisis management planning.

Airport Emergency Managers have a responsibility to tenants which could equate to a sizable population depending on the airport. While a Crisis Management Committee has been mentioned, I would argue that the committee should be broad and include air carriers, concessions, and those tenants that provide services. The committee should also include airport departments such as operations, safety, fire marshall, police, HR, finance, and more. While the large central crisis management committee can deal with high level emergency preparedness initiatives, break away groups can be formed to address service and risk specific issues such as International Air Carriers, Domestic Air Carriers, Regional Air Carriers, Food and Beverage Concessions.

I think the most beneficial element of a joint exercise is meeting other people and forming relationships, and learning other people’s capabilities. This pays back in a real incident in terms of minutes and hours saved.

On a similar theme, I have recently challenged audiences to think about dynamic recognition and reward, but in terms of escalation of an incident. How many people who raise an issue, incident or crisis are greeted with a 'Well done for raising that' or 'Thank you for letting me know' or even a simple 'Good work'? Furthermore, how many supervisors/managers receiving escalations say this swiftly, and with a positive and encouraging tone? Very few. Is that because the supervisor/manager has immediately tuned into problem solving mode? Or is it because the supervisor/manager is just reacting like a human and worrying about the implications for themselves.

I spoke to the value of exercising as part of overall preparedness. It’s a key component to effective response. I know of several examples of exercises occurring before an incident that proved invaluable to increasing the effectiveness of the subsequent response,

How can you involve airport tenants in crisis management planning?

Crisis management planning is a vital task for airport managers, as it helps to prepare for and respond to emergencies that may affect the safety, security, and operations of the airport. However, crisis management planning cannot be done in isolation. Airport managers need to involve and coordinate with airport tenants, who are the businesses and organizations that operate within the airport premises, such as airlines, ground handlers, retailers, and service providers. Involving airport tenants in crisis management planning can bring many benefits, such as improving communication, collaboration, and trust, enhancing situational awareness and resource sharing, and reducing potential conflicts and confusion. In this article, we will discuss how you can involve airport tenants in crisis management planning, and what steps you can take to ensure a successful and effective partnership.

1 Establish a crisis management committee

One of the first steps you can take to involve airport tenants in crisis management planning is to establish a crisis management committee (CMC) that represents the interests and perspectives of different tenants. The CMC should include representatives from key tenants, such as airlines, ground handlers, and security providers, as well as from the airport authority, local authorities, emergency services, and other relevant stakeholders. The CMC should meet regularly to discuss and review the crisis management plan, identify and assess potential risks and scenarios, and assign roles and responsibilities for each tenant. The CMC should also establish a clear communication protocol and a common incident command system for crisis management.

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Henry Comas, CEM, MEP, MCP

Emergency Management / Government and Business Continuity / Exercise Design
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A proactive approach can be adopted by implementing the following strategies. First, establish regular communication channels to engage tenants in discussions related to crisis management. This can be achieved through meetings, workshops, or online platforms. Second, encourage tenants to participate in training and simulation exercises that simulate various crisis scenarios. This hands-on experience will enhance their understanding of emergency procedures and promote a coordinated response. Third, develop a tenant-specific crisis management plan that outlines roles, responsibilities, and communication protocols during emergencies. Regularly review and update this plan in collaboration with the tenants

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Ashley Goosman, MBCP, MBCI, ARMP

Crisis Mgmt. Program Manager, Resilience Influencer, Founder-Disaster Empire, DRJ Editorial Board Member, Guest Lecturer MIT Advanced Business Resiliency, Keynote Speaker
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I agree that airport administrations, like MassPort, should coordinate with tenants and key external partners (ex Red Cross, hospitals, Emergency Management) to prepare for crises. Airports are hubs of complex interconnectedness within their physical jurisdiction but also to the communities they serve. So, the more key stakeholders are involved, the better. I recognize how helpful it was to participate in discussions and exercises to build relationships and prepare together. The experience helped us respond effectively when crisis events occurred.

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Brian Bott

Semi-retired Construction Manager - Continuing Student and Instructor
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My thoughts went to logistics for a longer duration event. Tenants, particularly concessions in the terminal area, are already inside a cleared perimeter (most airports require backgrounds and badging). Pre negotiated agreements to supply food, water, Tylenol-Tums-Coffee (my own staples of choice) and things like toothpaste and eye drops, all stuff that has been cleared into the AOR and can be issued to the EOC, responders, stuck members of the public. An event requiring a longer investigation and recovery could also benefit from on site logistics.

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2 Conduct joint training and exercises

Another way to involve airport tenants in crisis management planning is to conduct joint training and exercises that simulate realistic and challenging situations that may occur at the airport. Joint training and exercises can help to test and evaluate the crisis management plan, identify and address gaps and weaknesses, and improve the skills and readiness of the staff and stakeholders involved. Joint training and exercises can also foster a culture of learning and improvement, as well as enhance the coordination and cooperation among airport tenants. You can design and conduct joint training and exercises in different formats and frequencies, such as tabletop exercises, drills, workshops, and full-scale exercises, depending on the objectives, resources, and availability of the participants.

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Sean Cunningham OBE
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I think the most beneficial element of a joint exercise is meeting other people and forming relationships, and learning other people’s capabilities. This pays back in a real incident in terms of minutes and hours saved.

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Ashley Goosman, MBCP, MBCI, ARMP

Crisis Mgmt. Program Manager, Resilience Influencer, Founder-Disaster Empire, DRJ Editorial Board Member, Guest Lecturer MIT Advanced Business Resiliency, Keynote Speaker
Report contribution
I spoke to the value of exercising as part of overall preparedness. It’s a key component to effective response. I know of several examples of exercises occurring before an incident that proved invaluable to increasing the effectiveness of the subsequent response,

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3 Share information and feedback

A third way to involve airport tenants in crisis management planning is to share information and feedback regularly and transparently. Sharing information and feedback can help to keep airport tenants informed and updated about the status and progress of the crisis management plan, as well as any changes or issues that may affect them. Sharing information and feedback can also encourage airport tenants to provide their input and suggestions, as well as to report any problems or concerns that they may encounter. You can use various channels and methods to share information and feedback, such as newsletters, emails, meetings, surveys, and dashboards.

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4 Recognize and reward good practices

A fourth way to involve airport tenants in crisis management planning is to recognize and reward good practices that demonstrate commitment and excellence in crisis management. Recognizing and rewarding good practices can help to motivate and appreciate airport tenants for their contribution and performance in crisis management planning, as well as to showcase and promote best practices and lessons learned among other tenants. You can use different ways to recognize and reward good practices, such as certificates, awards, incentives, publicity, and testimonials.

Add your perspective

Sean Cunningham OBE
Report contribution
On a similar theme, I have recently challenged audiences to think about dynamic recognition and reward, but in terms of escalation of an incident. How many people who raise an issue, incident or crisis are greeted with a 'Well done for raising that' or 'Thank you for letting me know' or even a simple 'Good work'? Furthermore, how many supervisors/managers receiving escalations say this swiftly, and with a positive and encouraging tone? Very few. Is that because the supervisor/manager has immediately tuned into problem solving mode? Or is it because the supervisor/manager is just reacting like a human and worrying about the implications for themselves.

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5 Review and improve continuously

A fifth way to involve airport tenants in crisis management planning is to review and improve continuously the crisis management plan and the partnership among airport tenants. Reviewing and improving continuously can help to ensure that the crisis management plan is relevant and effective, as well as to address any challenges or opportunities that may arise. You can use different tools and techniques to review and improve continuously, such as audits, after-action reports, debriefings, and feedback sessions.

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6 Involve airport tenants in crisis management planning

Involving airport tenants in crisis management planning is not only a good practice, but also a necessity, as it can help to enhance the resilience and performance of the airport in times of crisis. By following the steps outlined in this article, you can involve airport tenants in crisis management planning in a systematic and collaborative way, and create a strong and supportive network of stakeholders that can work together to achieve the common goal of ensuring the safety, security, and operations of the airport.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Steven Kuhr
(edited)
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Airport Emergency Managers have a responsibility to tenants which could equate to a sizable population depending on the airport. While a Crisis Management Committee has been mentioned, I would argue that the committee should be broad and include air carriers, concessions, and those tenants that provide services. The committee should also include airport departments such as operations, safety, fire marshall, police, HR, finance, and more. While the large central crisis management committee can deal with high level emergency preparedness initiatives, break away groups can be formed to address service and risk specific issues such as International Air Carriers, Domestic Air Carriers, Regional Air Carriers, Food and Beverage Concessions.

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How can you involve airport tenants in crisis management planning?

1

2

3

4

5

6

7

1 Establish a crisis management committee

2 Conduct joint training and exercises

3 Share information and feedback

4 Recognize and reward good practices

5 Review and improve continuously

6 Involve airport tenants in crisis management planning

7 Here’s what else to consider

Airport Management

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How can you involve airport tenants in crisis management planning?

1

2

3

4

5

6

7

1 Establish a crisis management committee

2 Conduct joint training and exercises

3 Share information and feedback

4 Recognize and reward good practices

5 Review and improve continuously

6 Involve airport tenants in crisis management planning

7 Here’s what else to consider

Airport Management

Rate this article

Thanks for your feedback

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