If it's anything like my past employers, they probably have
a lot of time. They probably also got in
a lot of trouble.
When we'd have situation bridges put in place to work a critical issue, there would usually be 2-3 people who were actively troubleshooting and a bunch of others listening in, there because "they were told to join" but with little-to-nothing to do. In the worst cases, there was management there, also.
Most of the time I was one of the 2 or 3 and generally preferred if the rest of them weren't paying much attention to what was going on. It's very frustrating when you have a large group of people who know little about what's going on injecting their opinions while you're feverishly trying to (safely) resolve a problem.
It was so bad that I once announced[0] to a C-Level and VP that they needed to exit the bridge, immediately because the discussion devolved into finger-pointing. All of management was "kicked out". We were close to solving it but technical staff was second-guessing themselves in the presence of folks with the power to fire them. 30 minutes later we were working again. My boss at the time explained that management created their own bridge and the topic was "what do to about 'me'" which quickly went from "fire me" to "get them all a large Amazon gift card". Despite my undiplomatic handling of the situation, that same C-Level negotiated to get me directly beneath during a reorganization about six months later and I stayed in that spot for years with a very good working relationship. One of my early accomplishments was to limit any of management's participation in situation bridges to once/hour, and only when absolutely necessary, for status updates assuming they couldn't be gotten any other way (phones always worked, but the other communication options may not have).
[0] This was the 16th hour of a bridge that started at 11:00 PM after a full work day early in my career -- I was a systems person with a title equivalent to 'peon', we were all very raw by then and my "announcement" was, honestly, very rude, which I wasn't proud of. Assertive does not have to be rude, but figuring out the fine line between expressing urgency and telling people off is a skill that has to be learned.