Best practice in crisis management during COVID-19 emergency: A case study from the airport sector

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Abstract

The purpose of this work is to analyze a performing model of process management in a state of emergency in the airport sector. This work reveals the Torino airport model for crisis management realized to ensure the continuation of activities during the beginning of the COVID-19 pandemic. The case study has been analyzed by means of the innumerable measures carried out and included in the operational continuity plan (OCP) of Torino airport (ital. Aeroporto di Torino-Caselle) in Turin, a specific plan aimed to satisfy the exigencies of passengers, the commercial relationship with sub-dealers and commercial partners as well as all the human resources working in the airport during the pandemic spread. The analysis focused on internal documents, reports sent to Airports Council International Europe (ACI EUROPE) to compete in the international competition, and public economic and financial reports as well. The findings help to demonstrate not only the model adopted but also the perfect interaction between all the involved corporate sections of the Torino Airport aimed at a main objective: the continuation of activities as well as the safety and satisfaction of stakeholders. For its theoretical and practical evidence, the paper expresses both scholarly and professional relevance.

Keywords: Governance, Crisis Management, Corporate Social Responsibility, Regulations, Innovation Management, Airport Sector

Authors’ individual contribution: The Author is responsible for all the contributions to the paper according to CRediT (Contributor Roles Taxonomy) standards.

Declaration of conflicting interests: The Author declares that there is no conflict of interest.

JEL Classification: M1, M14, M15

Received: 06.02.2023
Accepted: 20.09.2023
Published online: 22.09.2023

How to cite this paper: Rangone, A. (2023). Best practice in crisis management during COVID-19 emergency: A case study from the airport sector [Special issue]. Journal of Governance & Regulation, 12(3), 345–356. https://doi.org/10.22495/jgrv12i3siart16