Global Crises Hall’s (2010) review of crises begins with the impact of the 2007 financial crisis. Following on from this Hall (ibid) goes on to recount a number of well-known global crises that have had lasting impacts on international passenger flows. Concurrently, Aviation has evolved in terms of technologies, sectors and route networks, with once popular destinations now struggling to appeal to potential passengers and previously less visited destinations seeing an upturn in arrivals. Organisations have arrived in the industry, and disappeared, as crises take their toll. UNWTO (2019) estimates that worldwide international tourist arrivals increased 6% to 1.4 billion in 2018. In relative terms, the Middle East (+10%), Africa (+7%), Asia and the Pacific and Europe (both at +6%) led growth in 2018. Arrivals to the Americas were below the world average (+3%). The current global pandemic has impacted on the Aviation industry more so than any crisis since WW2. However, alongside Covid-19, the Aviation industry is existing in a time where shocks, the result of a range of crises, are creating a turbulent and unstable business environment. Crises have wide ranging ramifications for Aviation organisation. The impacts on these organisations vary considerably depending on the type of crisis, the severity of the crisis and the way in which the organisation has planned for, and responded to the crisis. The resilience of the Aviation industry is in question. The questions that form this assessment toolkit are designed for you to critically examine a range of Crisis Management themes within the Aviation industry and within the context of a global turbulent environment. Useful Sources UNWTO library / IATA – Crisis Communication in the Digital Age / WTTC economic tools / Toolbox for Crisis Communications in Tourism / Skift / CAPA / World Economic Forum – Global Risk Report 2020. Preliminary Literature Review The word crisis comes from the Greek “krisis” meaning differentiation or decision (Glaesser, 2003). Crises can be identified as ‘wildcard (events)’ – high impact, low probability (Cooper, C & Hall M, 2019), therefore they are events that require important and immediate decisions to be made. Triangulation is the use of more than one method of research to add depth to data and analysis, contributing to greater confidence in findings (Bryman, Bell, & Teevan, 2009). A crisis denotes a progressive process that leads to the disruption of various physical aspects of a given system while threatening its basic assumption and its overall existential core (Al-Dahash, Thayaparan, & Kulatunga, 2016). Over the years, the term crisis has been interchangeably used with the term ‘disaster.’ It implies that in the event of any crisis, there is often an associated disaster that affects the internal and external factors of a given system or organization (Mikusova & Horvathova, 2019). Therefore, a crisis is linked with business interruptions, emergencies, accidents, and catastrophes. The existence of these factors, in turn, leads to vulnerability results that are facilitated by various factors from economical factors to technological, financial, political, and social factors in addition to human error. The Aviation industry recognizes that a variety of risks to stakeholders a