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Post-Crisis Recovery Stage (PowerPoint Presentation Sample)


A Food contamination incident happened at Delhi 'o' Delhi and negatively affected the company's reputation and image before customers and the public.
before resuming operation and marketing itself, management must find out the root cause of the contamination incident and ensure the issue is fully solved.
The PowerPoint presentation is the report which indicates the likely cause of contamination, short-term strategies for addressing it, and the long-Term strategies the company plans to use.


Post-Crisis Recovery Stage
Part1: Post-Crisis Recovery Plan
If malicious people utilise Delhi ‘O’ Delhi’s vulnerable areas or staff malpractices cause food contamination and spread of illnesses (and deaths), short- and long-term strategies are required to recover from the crisis.
Short-term Strategies
1 Conducting Investigations
The process enables uncovering of root causes of the crisis and information gathered in the process enable prevention of similar events in the future (World Health Organisation, 2008). Also, the investigation outcomes will inform choice of control measures.
2 Removal of implicated Foods from the Menu
Food seizure and recall should be applied here to ensure quick and complete removal of ingredients associated with the poisoning (World Health Organisation, 2008). Food recall applies to the businesses that produce, distribute or retail the suspected ingredients. A relevant health authority may initiate the recall. Food seizure comes in the form of compliance to food recall. It helps businesses to avoid private lawsuits and reputational damage. Regulatory agencies of the government often cut the distribution of implicated food though some companies may conduct the recalls voluntarily.
3 Temporary Closure of the Restaurant
If inspection reveals that food contamination resulted from vulnerability within Delhi ‘O’ Delhi, the restaurant will remain closed until the issue is addressed. Such closure can either be confirmed by the business or through law enforcement (World Health Organisation, 2008). The restricted business premise must consistently be monitored by relevant authorities, who will approve reopening at the right time.
4 Communicating with the Public
FDA (2010) explained that risk communication should involve interaction and sharing of information with groups, institutions, and people. The declaration of a recall should be communicated with relevant stakeholders, and the public should be notified appropriately. This will allow for monitoring of the recall’s advancement and efficacy, and promote the adoption of corrective measures. In all these, the potential risk consumer faces will determine the scope of the business recall. Public notification should happen through press release, though the food safety committee may at times do it. The information released to the public should include: the measures for limiting further exposure to food poisoning and associated illnesses; description of the recalled food product(s); and the places where the described food may be found. Additionally the public may want to know the nature of the crisis, procedures for its discovery, the number of affected people, and the symptoms of the concerned contaminant (or pathogen). There is also a need to inform consumers of the proper food-handling practices and the appropriate actions to take in case they contract the illnesses. In summary, the information shared with the public should advise them on maintenance of food safety.
5 Improving Restaurant Hygiene
Yoon and Chung (2017) stated that consumers are attracted by the hygiene of the dining environment, and the attitude of consumers is directly connected to their purchasing intention. The use of disinfectants should be adopted by the restaurant, the 3 ingredient suppliers, and the residents of the local area where the food poisoning occurred. Staff in charge of food preparation should scrub their hands and nails using soap and a brush (Jones et al., 2017). If inappropriate food handling practices were suspected for the food poisoning, regular screening should be adopted to keep the sick employees from working. Routine cleaning of toilet seats, taps for hand-basin, and handles on toilet doors and flush should be implemented at Delhi ‘O’ Delhi.
6 Take Active Role in controlling Spread of the Illnesses
If mitigation measures at the source (restaurant) is not enough, Delhi ‘O’ Delhi should inform people and institutions on ways of curbing the spread of the identified pathogen. World Health Organisation (2008) recommended communicating with health authorities to issue guidance to exclude the infected restaurant staff and customers from work or school. Additional precautions should be taken with food-handlers that touch unwrapped food products meant to be consumed raw, individuals that already got into direct contact with the infected persons, children younger than 5 years, and all individuals with poor personal hygiene (especially handwashing). For the local family members experiencing gastrointestinal disease, none should prepare food for others until vomiting/diarrhoea ceases. Such people should wash hands with warm running water and soap every time they use the toilet and before eating. If the illnesses spread at a very high rate, the local people should be vaccinated to minimise risks of the diseases. The infected children and hospitalised people should be assisted in meeting hygiene requirements and be excluded, if necessary.
Long-term Strategies
1 Modification of Processes for Food Production and Preparation
The production or preparation faults revealed by investigations should be corrected immediately and in such a way that chances for future reoccurrence remain low. The corrective measures may include recipe modification, changes in procedures, rearrangement of work activities, adjustment of temperature in storage point, and issuing of all the vital instructions to consumers (FDA, 2010). Restaurant should tell suppliers about change of ingredients.
2 Further Research and Studies
Additional research may apply if first inspection revealed new and unusual features of the associated pathogens. Chickens are associated with Campylobacter, though other pathogens may be responsible as campylobacteriosis is not commonly associated with foodborne illnesses (Todd, 2017). Thorough disease surveillance is vital in disease prevention and control. The authorities may also necessitate future studies by requesting for additional information for risk assessment purpose. National authorities may require such details to publish the crisis in international journal, so that the entire scientific community gets to know about it.
3 Staff Training
Training will enhance detection of microbial contamination and enhance knowledge of hygienic and safety rules during food preparation (Todd, 2017). Seo et al. (2014) argued that a crisis enables managers to identify vulnerabilities in the organisation and encourages adoption of more effective management strategies. Any newly acquired knowledge will, thus, be shared with employees through training. Insfran-Rivarola et al. (2020) recommended combining theory and practice in training interventions for effectiveness.
4 Calculating Associated Costs
Bartsch et al. (2018) discussed that a single outbreak of foodborne illness can cost a restaurant more than the expenses of prevention and control measures. A debriefing meeting may be held to review the situation. All parties that participated in the investigations should be present. They should discuss the likely impact of the crisis on the population, food industry, and the involved agencies (such as laboratories). The overall goal of debriefing meeting is to determine the crisis-based costs. Outcomes will determine if the restaurant needs financial support for its operations and the required amount.
Part 2: Reflection
The experience with development of crisis management plan and post-crisis recovery plan has shown me that these two aspects are critical in an organisation’s strategic planning process. Crisis management plan enables a company to determine the initial signs of a crisis and with analysis of areas where stronger attention is required (Kuzmanova, 2016) while the post disaster recovery plan enables addressing of the devastating consequences of a crisis (Shaw, 2014). However, the maintenance of effective plan comes with challenges. Given the constant changes in the business context, a company has to continuously monitor its internal and external environment to maintain relevant crisis management and recovery plans. Without this, a company may not account for the important changes. This hampers the firm’s ability to overcome crisis or assess a crisis fully.
On the other hand, the unique problems that follow recovery planning may interfere with public or local community participation. Such difficulties include lack of organisational preparedness during recovery planning, homogeneity of involved stakeholders and lack of transparency (Shaw, 2014). The most probable outcome is limited contribution of the residents in decision-making, and reduced involvement in implementation of proposed strategies. According to the World Health Organisation (2008), socially vulnerable groups should have a significant representation in every phase of recovery planning. To run effectively, therefore, a company should have both pre- and post-disaster plans. Based on the close association and sharing of information that happen between a company and the community in the post-crisis recovery stage, I learned that a well performed recovery offers the local communities development opportunities. This is also facilitated by the fact that a recovery plan intends to minimise future risks of crisis through integrated risk reduction methods (Shaw, 2014). For professionalism, I understood that planners and technical experts need to value deliberation and not the mere input of relevant stakeholders in promoting effectiveness of post-crisis recovery.
I realised that an effective cr...

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