EUROPEAN REGIONS AIRLINE ASSOCIATION

EMERGENCY PLANNING HANDBOOK

Second Edition August 2003

Disclaimer While every effort has been made to ensure that the information contained herein is accurate and represents the best advice, no responsibility will be accepted by the authors or by the European Regions Airline Association for any errors or omissions contained herein, nor for the consequential effects of such errors or omissions. Readers are free to use all or part of this document in any way they choose on this understanding. The European Regions Airline Association does not endorse, nor accept responsibility or liability for any organisation referenced herein, nor for the contents of any web-sites referenced by an external link.

The Baker Suite, Fairoaks Airport, Chobham, WOKING, Surrey, GU24 8HX, UK Telephone: +44 (0)1276 856495 Fax: +44 (0)1276 857038 SITA: LHRZZXH E-mail: safety@eraa.org Web site: www.eraa.org

ERA EMERGENCY PLANNING HANDBOOK HOW TO USE THIS HANDBOOK

HOW TO USE THIS HANDBOOK

Disaster poses the greatest public relations challenge that any airline can expect to encounter. Most people can accept that a disaster has occurred; none will accept poor handling of the aftermath. As the number of travellers increases, the potential for a major disaster must increase proportionally. This is particularly true for air travel, where larger aircraft types are being introduced, carrying more passengers at any one time. It is statistically unlikely that your airline will ever be involved in a major disaster; however, it would be foolish to deny that possibility. If the unthinkable happens and you have not spent considerable time and effort in preparation, you are likely to fare badly. Of course no two situations are ever the same and so no emergency plan can ever be comprehensive, but there will always be certain common factors which can and must be prepared for. The events of September 11th 2001 and other terrorist events at locations outside the USA have added a new dimension. Aircraft are particularly vulnerable to terrorist attack and the airline industry will do all in its power to protect the travelling public. The industry and national authorities require additional security measures and these affect our contingency plans to some extent. However, we must expect that determined people who care nothing for their own safety will seek to penetrate this security and may from time to time succeed. This new threat could include biological or chemical attack. This additional threat strengthens the need for sound planning, the main goal of which will always be to provide sympathetic and effective support for those directly affected in any disaster. If our efforts are successful, this will greatly ease our secondary objective, which is to continue to operate flights efficiently for the travelling public. Close attention to media relations will ensure that our actions are accurately reported, and this in its turn will help the airline to maintain operational efficiency as well as enhancing its public reputation. Each airline must develop its own emergency plan. This is a difficult task without any outside help, so you are advised to seek assistance from every available source: from partner airlines; from airports; from the emergency services; from industry experts. No one source will provide the complete answer; every airline, large or small, has different needs so merely copying another airlines plan, however good it may be, cannot result in a plan well suited to your circumstances. For each airline, its emergency plan must be an original work most probably drawing on the experience of others but an original work none the less, tailored to the airlines own special needs. You will get most value from this handbook by using it as a checklist of questions rather than a series of answers. You will probably find that certain suggestions are inappropriate to your circumstances, that you know a better way of dealing with a problem, and that some recommendations are simply not practical in your airline. By reaching these conclusions you will have achieved the object of this handbook, which is to provoke thought and discussion and so to help you design an emergency plan which is truly yours. This handbook deals mostly with the conventional threats of aircraft accidents and serious incidents, hijacking, terror threats, etc, but many of its provisions will also be found useful in resolving crises of other types, for example those arising from major changes to the national and international economy. The authors wish to acknowledge the generous assistance that has been given by many airlines and other authorities in the preparation and proof-reading of this document. NAVIGATING WITHIN THE HANDBOOK To view a particular section, Thumbnails or Bookmarks may be used. Alternatively, identify the section on the Contents Page, then click on the blue icon ! shown against the section concerned. Links have been established within the handbook to ease cross-referencing. These are denoted by blue underscored key words, e.g. example; click on the key word to view cross-referenced text. To return to the original text, click the Previous View arrow at the top of the page.

ERA EMERGENCY PLANNING HANDBOOK DEFINITION OF TERMS USED IN THIS HANDBOOK 1

DEFINITIONS

Accident. An occurrence associated with the operation of an aircraft which takes place between the time any person boards the aircraft with the intention of flight until such time as all such persons have disembarked, in which: a) a person is fatally or seriously injured as a result of: being in the aircraft, or direct contact with any part of the aircraft, including parts which have become detached from the aircraft, or direct exposure to jet blast,

except when the injuries are from natural causes, self-inflicted or inflicted by other persons, or when the injuries are to stowaways hiding outside the areas normally available to passengers and crew; or b) the aircraft sustains damage or structural failure which: adversely affects the structural strength, performance or flight characteristics of the aircraft, and would normally require major repair or replacement of the affected component,

except for engine failure or damage, when the damage is limited to the engine, its cowlings or accessories; or for damage limited to propellers, wing tips, antennas, tyres, brakes, fairings, small dents or puncture holes in the aircraft skin; or c) the aircraft is missing or completely inaccessible. 2 3 4 5 6 7 8 Accident Investigation Department. The authority responsible for accident investigation in the state in question. Accredited representative. A person designated by a State, on the basis of his qualifications, for the purpose of participating in an investigation conducted by another State. Causes. Actions, omissions, events or conditions, or a combination thereof, which led to the accident or incident. Fatal Injury. An injury which is sustained by a person in an accident and which results in his/her death within 30 days of the accident. Flight Recorder. Any type of recorder installed in the aircraft for the purpose of complementing accident/incident investigation. Incident. An occurrence, other than an accident, associated with the operation of an aircraft which affects or could affect the safety of operation. Investigation. A process conducted for the purpose of accident and incident prevention which includes the gathering of information, the drawing of conclusions, including the determination of causes and, when appropriate, the making of safety recommendations. Investigator-in-charge. A person charged, on the basis of his qualifications, with responsibility for the organisation, conduct and control of an investigation.

10 National Aviation Authority. The authority responsible for the regulation of civil aviation in the state in question. 11 National Aviation Security Authority. The agency responsible for aviation security in the state in question. 12 Operator. A person, organisation or enterprise engaged in or offering to engage in aircraft operation.

ERA EMERGENCY PLANNING HANDBOOK

DEFINITIONS

13 Safety Recommendation. A proposal of the accident investigation authority of the State conducting the investigation, based on information derived from the investigation, made with the intention of preventing accidents or incidents. 14 Serious Incident. occurred. An incident involving circumstances indicating that an accident nearly

15 Serious Injury. An injury which is sustained by a person in an accident and which: a) requires hospitalisation for more than 48 hours, commencing within seven days from the date the injury was received; or b) results in a fracture of any bone (except simple fractures of fingers, toes or nose); or c) involves lacerations which cause severe haemorrhage, nerve, muscle or tendon damage; or d) involves injury to any internal organ; or e) involves second or third degree burns, or any burns affecting more than 5% of the body surface; or f) involves verified exposure to infectious substances or harmful radiation.

ERA EMERGENCY PLANNING HANDBOOK

CONTENTS

CONTENTS Section Number ! How to Use This Handbook ! Definitions of Terms used in this Handbook ! Contents PART 1 GENERAL CONSIDERATIONS 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 1.10 1.11 1.12 1.13 1.14 1.15 1.16 1.17 1.18 1.19 1.20 ! Introduction ! Responsibility ! Amendment ! Training and Exercises ! Documentation ! Time ! First Principles ! Types of Incident ! Command and Control ! Emergency Management Centre ! Time Scale ! Staffing ! Security ! Customer Care Unit ! Family Support ICAO Resolution 32-7 and US Family Assistance Plan ! Counselling ! Media Relations Office ! Incident Site Team ! Local Centres and Teams ! Contracted Agencies

ERA EMERGENCY PLANNING HANDBOOK

CONTENTS

PART 2 THE CHECKLIST Section Number 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 ! Introduction ! Person Receiving the Call ! Duty Operations Officer ! Emergency Director ! Customer Care Unit ! Media Relations Office ! Local Incident Site Team ! Incident Site Team ! Local Co-ordination Centres PART 3 TERROR THREATS 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 3.10 ! Introduction ! Receipt of Terror Threat ! Assessment of the Warning (On the Ground) ! Assessment of the Warning (in Flight) ! Contingency Plans ! Deterring and Detecting Persons Responsible for Terror Threats ! Staff Instructions and Training ! Action in response to Terror Threats against Aircraft General ! Action in response to Terror Threats against Aircraft on the Ground ! Action in response to Terror Threats against Aircraft in Flight PART 4 AIRCRAFT HIJACKS 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 ! Introduction ! Categories of Hijack ! Characteristics of Hijacks ! Response by Aircrew ! Response by Aircraft Operators ! Response by Airport Authorities ! Expected Response by National Aviation Security Authorities ! After the Hijack ! Staff Training

ERA EMERGENCY PLANNING HANDBOOK

CONTENTS

PART 5 MEDIA RELATIONS Section Number 5.1 5.2 5.3 5.4 5.5 5.6 5.7 5.8 5.9 5.10 5.11 5.12 5.13 ! Introduction ! Objective ! Preparation ! Briefing Pack ! Media Training ! Response Systems ! Media Monitoring ! Training and Exercises ! Relationships with the Media ! During the Incident The Press Centre ! During the Incident Handling Media Enquiries ! During the Incident The Public Relations Officer in the Field ! Use of the Internet PART 6 - ACCIDENT AND INCIDENT REPORTING 6.1 6.2 6.3 6.4 6.5 6.6 ! Introduction ! Accident Reporting ! Incident Reporting ! Occurrence Reporting ! Investigations ! Reports and Recommendations LIST OF FORMS A B C D E F G H J K L M ! Incident Report (Not for Terror Threats) ! Terror Threat Incident Report ! Incident Log ! Incident Details ! Senior Company Personnel ! Essential Internal Departments ! Local Incident Site Team Key Information ! Incident Site Team Equipment List ! Incident Site Team Details ! Document Receipt ! Media Enquiry ! Accident Investigation Department Accident Report

ERA EMERGENCY PLANNING HANDBOOK

CONTENTS

LIST OF APPENDICES 1 2 3 4 5 ! Documents to be Secured ! Media Target Audiences ! Field Public Relations Officer Equipment List ! Specimen Website Pages University Courses ! City University ! Cranfield University 6 Crisis Management Services ! British Association for Counselling & Psychotherapy (BACP) ! Centre for Crisis Psychology (CCP) ! Counselling Europe ! Disaster Action ! Docleaf ! Emergency Passenger Information Centre (EPIC) ! Global Partnership (DVI) ! Green Light ! IATA Crisis Communications ! ICAS ! Irish Association for Counselling and therapy (IACT) ! Kenyon International Emergency Services (KIES) ! Media & Crisis Management Ltd ! Trauma Training ! uVe aviation Limited

ERA EMERGENCY PLANNING HANDBOOK

GENERAL CONSIDERATIONS

PART 1 - GENERAL CONSIDERATIONS 1.1 1.1.1 INTRODUCTION The following pages give an outline of the areas which should be considered in preparing a contingency plan. The relative importance of each item will vary according to the particular needs and characteristics of each airline. Also, the response demanded of different departments within an organisation will vary according to the nature of the crisis faced. Nevertheless, it is hoped that this checklist will be found useful in establishing a new plan, or in updating an existing one. The narrative suggests a particular organisational structure which might be used in appropriate circumstances. The precise structure adopted by an airline will depend on many different factors such as size, manpower available, extent of operation (e.g. domestic, regional or international), etc. and in many cases will bear little resemblance to the suggested model structure. However, whatever organisational structure is adopted, individual responsibilities and tasks referred to in this text will have to be allocated. For simplicity, the word Incident is frequently used in the text to refer to an accident, a major incident or another contingency; occasionally, the word Disaster is also used in this context. The term Emergency is used to refer to the situation arising from an incident. Similarly, the term National Aviation Security Authority signifies the agency responsible for aviation security in the state of the operator or where the incident occurs as applicable. The advice contained in this handbook applies equally to male or female personnel; however, the term he or his is used throughout for the sake of brevity. Following Part 1 there is a detailed checklist (Part 2). Part 3 deals with terror threats. This part embraces warnings of bombs or other devices, including chemical or biological attack, which threaten the safety of an aircraft and/or its passengers and crew. Part 4 deals with hijacking. For security reasons, the contents of Parts 3 and 4 are not detailed. Airlines must follow the instructions laid down by national organisations responsible for aviation security and reflect these instructions in their own emergency plans. As such, national aviation security plans always supersede the advice given in this handbook. Part 5 deals with media relations while Part 6 is a brief outline of the reporting of incidents and accidents. Specimen forms and equipment checklists are given which cover most circumstances. Appendices include details of agencies providing various crisis management services. A list of definitions of terms used in this document is placed immediately before the list of contents. RESPONSIBILITY This document is issued solely to assist airlines in preparing their contingency plans. Certain sections of this document, particularly in Parts 3 and 4, are sensitive in their contents and should be given restricted circulation within the airline. The document as a whole, or parts of it, should not be disclosed to unauthorised users. While every effort has been made to ensure that the information contained herein is accurate and represents the best advice, no responsibility will be accepted by the authors or by the European Regions Airline Association for any errors or omissions contained herein, nor for the consequential effects of such errors or omissions. Readers are free to use all or part of this document in any way they choose on this understanding.

1.1.2

1.1.3

1.1.4 1.1.5 1.1.6

1.1.7 1.1.8

1.2 1.2.1

1.2.2

ERA EMERGENCY PLANNING HANDBOOK 1.2.3

GENERAL CONSIDERATIONS

The European Regions Airline Association does not endorse, nor accept responsibility or liability for any organisation referenced herein, nor for the contents of any web-sites referenced by an external link. AMENDMENT Users of this document are requested to notify any errors or omissions detected in the text of this document to the following address: The Manager, Operations and Safety European Regions Airline Association The Baker Suite Fairoaks Airport Chobham WOKING Surrey GU24 8HX United Kingdom Tel: +44 (0)1276 856495 Fax: +44 (0)1276 857038 SITA: LHRZZXH E-mail: safety@eraa.org

1.3 1.3.1

1.4 1.4.1

TRAINING AND EXERCISES Many universities and colleges provide training in various aspects of disaster management. In some countries, the appropriate government department also offers courses. Courses offered by City University in Germany and UK, and Cranfield University in UK, are typical. Cranfield also offers a three-day tabletop simulation exercise. Airports carry out regular exercises in which various aspects of disaster management are simulated. Airports usually welcome active participation by locally based airlines, which use the opportunity to test their own emergency plans. Airports usually also welcome the presence of representatives of airlines and other organisations as observers. DOCUMENTATION All company documents created before, during or after an emergency which relate directly to the emergency or to any individual involved in the emergency may be required to be used as evidence. They are valuable company property which must be treated confidentially. They will need to be efficiently collated and stored for future reference. A list of such documents is at Appendix 1. The statutory and judicial authorities may demand that some of these documents be given into their custody. If this occurs, every reasonable effort should be made to comply with their demands. Depending on circumstances, clean copies of the originals should be made and retained by the company and a receipt for the originals must be obtained. A standard company form should be provided for this purpose. A suggested format is at Form K. If for any reason this form cannot be used the following details must be recorded and forwarded to the Emergency Management Centre: Date, time, and place Organisation requiring the documents and authority which gives them right of seizure Name, Rank/Title and identification of the individual taking possession of the documents Brief description of documents seized or handed over - number of pages involved Signature of person seizing documents.

1.4.2

1.5 1.5.1

1.5.2

1.5.3

During an emergency, special care should be exercised with regard to waste paper disposal in order to ensure that it does not fall into unauthorised hands. All waste paper, including duplicate or photocopy documents which are no longer required, should be

ERA EMERGENCY PLANNING HANDBOOK

GENERAL CONSIDERATIONS

treated as confidential waste. Even genuine waste paper can still contain sensitive company information. Under pressure, mistakes can be made and the wrong sheets of paper can be thought of as waste; if they are left intact then recovery action can be taken. 1.5.4 Company officials in charge of any emergency centre or location must satisfy themselves that the method of waste disposal is satisfactory. Ideally, it should be placed in a suitable confidential waste paper container. Sheets of paper should not be cut, shredded, crumpled or mutilated in any way so that they may be recovered if necessary. At the end of each shift or day the confidential waste should be collected together and safely stored to await disposal. Good use should be made of the company computer filing system for the storage of standard forms, etc, and to document the progress of an emergency. The folder containing this information must be quarantined to prevent unauthorised access and frequent back-ups must be made to guard against system failure. Paper copies of important documents should also be made. The company intranet should be used to circulate policy statements, including press releases, and these should be updated whenever a new statement is issued by the Emergency Management Centre. Refer to Part 5 for a detailed briefing on media relations activities. TIME There is an enormous potential for confusion in the use of time references. Within Flight Operations, Co-ordinated Universal Time (UCT) will probably be in use. Elsewhere, local time will probably be used. Local time at departure and arrival airports may be different and may themselves be different from local time at the incident site and at the airline headquarters. Daylight Saving Time may confuse the time difference between different locations. A time error is not just confusing and frustrating to those involved, but may give the impression that the airline is not in control of events. Every effort must therefore be made to prevent errors. All times passed must be accompanied by the appropriate time reference; and if a time reference is not passed, it must be demanded. The time and time reference (local, UCT, etc) of all events, such as receipt of telephone calls, should always be logged. FIRST PRINCIPLES All disasters fall into one of three basic categories: Natural Disasters in which the circumstances could not have been foreseen and are so exceptional that the operator could not reasonably have been expected to anticipate and so avoid them. Examples include earthquake, volcanic eruption, tidal wave, etc Planned Disasters in which persons or organisations took deliberate action calculated to endanger life or property. Examples include hijacking, sabotage and other acts of terrorism Accidental Disasters in which the cause was a failure of aircraft equipment or operating procedures. Examples include technical failure of an aircraft component and human factors such as pilot error.

1.5.5

1.5.6

1.6 1.6.1

1.6.2

1.6.3

1.7 1.7.1

1.7.2

The characteristics of the disaster types vary, as do the reactions of different elements of the community to them. A natural disaster is usually accompanied by a wave of sympathy and support from the public and media. A planned disaster may be a lengthy process (e.g. a hijack) and is often perceived to be the result of poor security: police and airport authorities may be under severe pressure from the public and media and this may limit

ERA EMERGENCY PLANNING HANDBOOK

GENERAL CONSIDERATIONS

their ability to support the airline. Most incidents that befall regional airlines come under the heading of accidental disasters and unless carefully handled may be perceived by the media and the public as indicative of poor safety standards. 1.7.3 The purpose of any plan to deal with an emergency is three-fold: To minimise and alleviate the trauma to those directly involved, including passengers and crew, their relatives and friends, airline staff and others who are closely involved with the emergency To minimise any negative effect on the image of the airline To minimise disruption to the continued day-to-day operation of the airline.

1.7.4

These three factors are inter-related and so the knock-on effect of planned action must always be weighed against its effect in other areas. Above all, a sound communications system must be established to ensure that the different parties involved work in concert towards a common goal. Responsibility for the conduct of the investigation and for all activities at the incident site rests with the Investigator-in-Charge (IIC), working through the civil authorities, especially the police. The airline must co-operate closely with the IIC and with the emergency services, the airport authority, the handling agents and the civil authorities, and must frequently work under their direction and in accordance with their procedures. It is essential to liaise closely with these bodies in preparing the plan to ensure maximum harmonisation of procedures. Few regional airlines have the resources to handle an emergency unaided. Many are closely allied to major airlines, perhaps wholly-owned, or as franchisee or code-share partner. When a disaster strikes, help may be expected from these partner airlines, especially if the regional airline is operating in the livery of the major airline. Other airlines operating in the affected geographical areas may also be expected to lend their resources to the limit of their ability. It is wise to establish contact with such airlines at the planning stage so that procedures for mutual assistance can be discussed, and perhaps even practised. Finally, the plan must be exercised thoroughly and regularly to establish familiarity of staff with all its facets, to gain confidence in procedures and to expose any shortcomings that may exist. The plan must be regularly up-dated to incorporate the lessons learned, and a means must be established to ensure the prompt revision of names, addresses, telephone numbers etc. TYPES OF INCIDENT The emergency management plan must cover procedures to deal with all types of major incident that could affect the airline. These include: incidents involving loss of life or serious injury to persons incidents involving serious damage to equipment or property, and incidents that have the potential to create a negative image for the company.

1.7.5

1.7.6

1.7.7

1.8 1.8.1

1.8.2

In many cases, all three factors will apply. In addition, the plan must cover action to be taken in the event of warning of a bomb or other terror threat, or an aircraft hijacking.

ERA EMERGENCY PLANNING HANDBOOK 1.9 1.9.1 COMMAND AND CONTROL

GENERAL CONSIDERATIONS

Three basic management roles can be identified in the response of the emergency services to an incident: operational, tactical and strategic. The need to implement one or more of the management levels will very much depend on the nature of the incident. Normally, the need will be determined by starting at the operational level and then only moving on to the tactical and finally strategic level should this prove necessary. Operational Level. As members of the emergency services and other agencies arrive at the scene they will concentrate on their specific tasks within their areas of responsibility. Each agency will liaise fully and continually with others employed at the scene to ensure an efficient and combined effort. The police will normally act as co-ordinator of this response. If resources are needed outside those immediately available, or if other agencies should be involved, a tactical level may be set up. Tactical Level. The tactical level of command is introduced for the more extensive incident. Its prime tasks are to determine the priority in allocating resources, to plan and co-ordinate the overall response and to obtain other resources as required. If it becomes apparent that resources or expertise beyond the authority of the tactical command are required, or should there be a need to co-ordinate more than one incident/scene where tactical command has been established, it may be necessary to implement a strategic level. Strategic Level. The purpose of the strategic level of management is to formulate the overall policy within which the response to a major incident will be made. It will ensure that priorities for demands by tactical commanders are met as well as setting out the plans for a return to normality once the incident has been brought under control. Airline Management. There are clear parallels between the organisation of emergency services and that of the airline. The emergency services are primarily responsible for the saving of life and for minimising injury and damage to property. To do this, they will rely greatly on specialist technical advice from the airline to facilitate entering the aircraft and minimising risk to rescue workers and to survivors. The emergency plan must include provision for the establishment and manning of Incident Site Teams, Customer Care Units and Media Relations. Tactical and strategic decisions regarding the activities of these units and overall airline policy will have to be made. There is a clear need to establish direct relations with the emergency services at all levels to ensure close co-operation and avoid misunderstanding. Airlines should provide all their employees and representatives with clear and unambiguous badges showing their names and job descriptions. These badges should make it clear that the individuals represent the airline involved even if they are actually employed by some other organisation. For example, an employee of a handling agent or an airline which is assisting should have a badge showing them to be authorised representatives of the airline. EMERGENCY MANAGEMENT CENTRE

1.9.2

1.9.3

1.9.4

1.9.5

1.9.6

1.10

1.10.1 A first principle of response to an emergency is to ensure that the day-to-day operation of the airline can continue in a manner as near normality as possible. The best way to achieve this is to isolate the handling of the emergency from routine operations. This implies the establishment of a dedicated Emergency Management Centre (EMC), suitably equipped and staffed. 1.10.2 The EMC will be responsible for overall strategy and for the co-ordination of all tactical aspects of the emergency. All executive decisions will be taken there and communicated from there to those concerned. Information will be directed to the EMC and public statements will be authorised from there. The EMC will be responsible for deciding policy on a wide range of issues. It is essential therefore that the EMC should be headed by a

ERA EMERGENCY PLANNING HANDBOOK

GENERAL CONSIDERATIONS

director or senior staff member who has the authority to take such decisions (the Emergency Director). 1.10.3 At the heart of any sound planning process is the formulation of policy statements. Constructed in an atmosphere of logical calm these policy statements form the framework for the emergency management plan. In general terms these statements should address issues such as: Communications Core business activities Corporate objectives Counselling Documentation Donations & memorials Emergency organisation & rationale Financial Insurance Investigation & evidential Legal Medical Personnel Procedural Public relations Regional variations Security Specialist support Staff welfare Third party agents & servants Third party contracts & agreements Victim welfare

1.10.4 It is important to establish the EMC in premises separate from the main centres of airline operations. The EMC must be equipped with its own telephone lines, computers with access to Internet and e-mail, fax, television, furniture, etc. Staff should be drawn from areas not directly involved in routine operations and they must be appropriately trained and exercised. Pressure on all staff will be intense and a roster system will be essential to ensure that they have adequate rest. There will be a strong temptation for key staff to work exceptionally long hours in their desire to see the job through. This temptation should be resisted where circumstances permit. To ensure continuity, all messages received and actions taken must be logged. 1.10.5 Care must be taken to ensure that if EMC premises, equipment etc. are normally assigned to other purposes, they will be immediately available in an emergency, at whatever time of day or night this may occur. It is also necessary to consider whether the purposes to which the premises, equipment, etc. were temporarily assigned will be able to continue to function without these facilities! 1.11 TIME-SCALE

1.11.1 The length of time for which the Emergency Management Centre will have to operate cannot be predicted, but experience suggests that most accidental or natural disasters follow the following pattern: 0-24hrs Intense activity with constantly changing logistical requirements. Considerable initial confusion of facts and intense pressure from relatives and friends of passengers and from media etc. for information and comment. A more stable situation, but with a continuing demand for information and a new requirement to assist in the transportation of relatives and friends to and from their homes. A falling off in media attention (unless new facts come to light). An ongoing need for customer care. A need for counselling of staff, especially those who had to deal directly with the emergency or with survivors and the relatives and friends of passengers.

24-72hrs

More than 72hrs

1.11.2 Enquiries from relatives and friends must be dealt with in an efficient and sympathetic way. Media attention is likely to focus on the cause of the incident and the names of those involved. As time goes on there will be increasing pressure to identify who is to blame and the conduct of the airline in support of survivors and relatives is likely to come under scrutiny.

ERA EMERGENCY PLANNING HANDBOOK

GENERAL CONSIDERATIONS

1.11.3 The names of casualties must not be disclosed until they have been definitely established and next of kin have been informed. Airline personnel should never speculate on the cause of an accident, which must await the findings of the investigation. However, the airline must demonstrate openness by providing the media with factual information about the airline and its operations. 1.11.4 In the case of a hijack the time scale will be unpredictable and management of the response will be under the control of the police. 1.12 STAFFING

1.12.1 Staff should be graded according to the degree of authority they may be accorded, and in order to determine the chain of command of the Emergency Management Centre. The following is a suggested grading system which will need to be adjusted in accordance with the airline establishment and personalities: Grade 1 Managing Director Operations Director Finance Director General Manager Commercial Director Technical Director Flight Operations Manager Ground Operations Manager

Grade 2

Grade 3

Other Senior Managers (depending on the size of organisation these might include, for example, the Training Manager, Public Relations Officer and the Flight Safety Manager/Officer).

1.12.2 A list showing the grade and contact details of senior company personnel should be prepared (Form E). Duty operations staff will work through the list until the most senior person available to fill the position of Emergency Director has been contacted. All senior company personnel will be contacted as soon as conditions permit, but should remain available on the telephone for other duties (such as the Incident Site Team) and should not leave their contact point unless their presence elsewhere is truly essential. A first duty of the Emergency Director will be to organise a roster of key personnel, and arrange for them to be notified as soon as possible. 1.13 SECURITY

1.13.1 When a disaster has occurred, airline premises are particularly vulnerable to infiltration by persons wishing to discover confidential details of the emergency, passenger and crew names, etc. The public, press and members of staff not involved must not be given access to the offices in use in the control of the emergency. 1.13.2 All relevant documents (Appendix 1) and all airline premises must be secured against unauthorised intrusion and sensitive or confidential documents must not be removed from the Emergency Management Centre unless absolutely necessary. Access points must be secured and guarded. Sensitive or confidential information should not be passed over radio links including mobile telephones, which may be subject to interception. 1.14 CUSTOMER CARE UNIT

1.14.1 In general terms, it is recognised that an emergency will have an adverse affect on many peoples lives, some more than others. All company personnel must exercise high standards of care and empathy when dealing with the effects of an emergency or a disaster. It is of primary importance that the company should be seen to treat all the victims in a fair, reasonable and humane manner. Consistency in the response to human tragedy caused by an emergency is paramount.

ERA EMERGENCY PLANNING HANDBOOK

GENERAL CONSIDERATIONS

1.14.2 It will be necessary to establish a Customer Care Unit (CCU) under the direct control of the Emergency Management Centre. Many airlines employ professional Passenger Information Centres (PIC), which are nationally or regionally based (see Paragraph 1.20.1). Airlines should determine what PICs are operated across their main geographical area of operation and consider engaging the services of one or more. 1.14.3 If a PIC is not contracted by the airline, the CCU will have to be of considerable size and be staffed and equipped accordingly. A first duty of the CCU supervisor will be to call in off-duty staff. Much of the work of the CCU will be carried out at dispersed sites, for example by Local CCUs at departure and arrival airports and by the customer care element within the Incident Site Team (see Section 1.18 below). The prime responsibility of the CCU will be to co-ordinate the activities of these units. 1.14.4 Personnel designated to man the Customer Care Unit, particularly those who are likely to come into direct contact with survivors or the relatives and friends of deceased and injured passengers and crew, must be carefully selected and trained to ensure that they understand the highly charged emotional situation they will encounter and are able to provide the required support. The services of a professional trauma-training organisation are highly desirable. Trauma Training is an example of an organisation that provides this service. 1.14.5 A policy for customer care must be included in the emergency management plan; however the criteria for customer and victim care recommended should be flexible guidelines only. There will be circumstances, particularly with complicated and unusual individual cases, where these guidelines fall short. When this is the case, professional judgement and sympathetic common sense must prevail. All involved in an emergency must respect local customs and religious practices, even when this does not appear to be relevant or even desirable. There may be a need for staff to be trained in local and/or religious customs, especially when operating from foreign bases. 1.14.6 Services provided by the CCUs and Local CCUs will include: reception of survivors, keeping a record of hospitalisation etc., arranging accommodation and transportation assisting the authorities in the identification of those killed dealing with queries from relatives and friends of passengers arranging home visits to relatives of dead and seriously injured passengers arranging transportation and accommodation for relatives of passengers reuniting passengers with their families and friends arranging counselling for passengers and their relatives and friends.

1.14.7 Crew and company passengers will normally be dealt with separately by the airline, but the CCU should offer their assistance and ensure as far as possible that nothing has been overlooked. Flight and cabin crew often believe themselves to be fit for work while they are still suffering from the after-effects of the incident. The use of properly trained and experienced staff to debrief and counsel crew is likely to bring positive results for the longterm well being of crewmembers. 1.14.8 No effort should be spared in supporting the families of company employees involved in the emergency. In addition to those directly involved, many company employees are likely to experience the adverse effects of shock and the stress of dealing with the aftermath. Aftercare of company employees and their families will be important to the restoration of morale. 1.14.9 Policy on what information may be released to telephone enquirers must be decided at the Emergency Management Centre (EMC). Staff should be instructed that under no circumstances are they to depart from the statement issued by the EMC, even when

ERA EMERGENCY PLANNING HANDBOOK

GENERAL CONSIDERATIONS

talking to friends, other staff members or their families. It is a wise plan to post the statement of what may be released to callers on a notice board, and to insist that no other information is placed on this board. When the EMC policy is revised, all staff should be informed and information on the notice board should be up-dated. This information should also be placed on the company intranet. 1.14.10 Telephone enquiries received will normally fall into one of several categories: Genuine callers. These are concerned about specific passengers, who may be friends or relatives. These callers will very often be in a highly worried and nervous state and should be dealt with as helpfully, considerately and diplomatically as possible. Such calls not received on the special customer care number should be transferred immediately. Business enquiries and reservation requests. These callers should be dealt with in the usual way and transferred from the special customer care number if appropriate. Media enquiries. Callers who identify themselves as media should be invited to contact the Media Relations Office. In general, media are not hostile and are content to accept the information provided by the Media Relations Office. However, some elements of the media may attempt to obtain confidential information by posing as relatives, colleagues etc. or by other improper means. This will not pose a problem provided established policy is followed. Only pass the information posted on the notice board. Do not give opinions.

Nuisance calls. These callers have no concern other than to collect information. They should be handled in a polite and helpful manner and should be given exactly the same information as genuine callers. Other agencies involved in the emergency. Callers such as the airport authorities, emergency services etc., should be provided with the information they need to carry out their work. Colleagues and friends. Whether or not you know the callers, you must treat them in the same manner as if you did not know them. They must not be given privileged information or details or opinions. (This applies even to very close relatives such as husbands and wives). Abusive calls. Abusive telephone calls should be dealt with in accordance with standard company procedures.

1.14.11 All calls must be logged, showing the time of the call, name and contact details of the caller, and nature of enquiry. (Form C) 1.14.12 As soon as possible, a dedicated telephone number for genuine callers should be designated and the number made public with the assistance of the media. Only genuine callers should be dealt with on this number, calls on other matters being transferred to the appropriate department immediately. Genuine calls received on other company telephones should be transferred to this number immediately. 1.14.13 A separate team of trained and experienced personnel should be allocated to deal with genuine enquirers. If a PIC is under contract, they will carry out this task. The amount of effort both in time and in manpower required for this task should not be underestimated. Telephone operators should be prepared to arrange transportation and accommodation if required, and should be authorised to commit company funds, up to a prescribed level for this purpose.

ERA EMERGENCY PLANNING HANDBOOK

GENERAL CONSIDERATIONS

1.14.14 Where appropriate, foreign language speakers should be available. 1.14.15 The airline reservations department usually operates on a well-known and readily accessible telephone number and is staffed by personnel experienced in dealing with enquiries from passengers, some of whom speak only foreign languages. As such it is well placed to act as a first point of contact for the relatives and friends of passengers, as well as other enquiries, during the transition phase while the CCU is being set up. However, they should revert to their normal duties as soon as possible. 1.14.16 Many police authorities operate a Police Casualty Bureau. This can be very valuable, and close liaison should be established at an early date. Care should be taken that the airline, police, religious and voluntary bodies work together as a team to provide the best comfort and advice to relatives of injured and deceased passengers. Airports having religious centres may be able to assist in this. 1.14.17 Information regarding death or serious injury should always be given in person, usually by police, medical or religious bodies, and never passed over the telephone, by post, e-mail etc. 1.15 FAMILY SUPPORT ICAO RESOLUTION 32-7 AND US FAMILY ASSISTANCE PLAN

1.15.1 ICAO Resolution 32-7 laid down the framework for developing programmes for dealing with assistance to victims of aviation accidents and their families. In June 2001, ICAO issued guidance to member states in the form of Circular 285 Guidance on Assistance to Aircraft Accident Victims and their Families. 1.15.2 Responsibility for acting on ICAO Circular 285, and for implementing the Standards and Recommended Procedures (SARPs) which will eventually be issued by ICAO rests with member states. 1.15.3 The Federal Family Assistance Plan is a well-developed set of procedures for providing support to the victims of an aviation disaster. All airlines wishing to operate to the USA must demonstrate that they satisfy its requirements. In the absence of national family assistance plans, the US plan is worth close examination. Full details may be viewed at the US NTSB web-site: www.ntsb.gov/publictn/2000/spc0001.htm. 1.16 COUNSELLING

1.16.1 Counselling has become an integral part of the post-incident support airlines usually offer to reduce the effect of post-traumatic stress disorder. While counselling may be necessary for some of those directly affected by a traumatic event such as an air crash, the most important support of all is the practical, social support offered by family and friends and reinforced by colleagues and employers in the very immediate aftermath. 1.16.2 There is now evidence from studies done with those who have experienced trauma, that the better the social support, the less likely it is that people will need counselling. From the airlines point of view, it is essential to link with local authority and police networks that will inevitably be involved in the aftermath, and to have all these arrangement in hand before disaster strikes. The communications, information and practical support networks that function well following a disaster will not only assist the families, but will also reduce pressure on other company employees and on the company itself.

ERA EMERGENCY PLANNING HANDBOOK

GENERAL CONSIDERATIONS

1.16.3 Counselling may be offered to a range of persons affected by an incident, including the following groups: Survivors Close relatives and friends of the deceased Flight and cabin crewmembers involved in the accident or incident Other company employees, especially those closely involved with the incident flight Employees of other agencies or companies closely involved with the incident flight, e.g. handling agents, ATC etc. 1.16.4 Appendix 6 lists contact details for a number of organisations specialising in this area. The list is not exclusive. A first approach to national police and other government organisations and to the local office of the Red Cross is recommended. 1.17 MEDIA RELATIONS OFFICE

1.17.1 A Media Relations Office (MRO) should be established close to, but not in, the Emergency Management Centre (EMC). This unit will implement the policy of the EMC with regard to statements to the press etc. The MRO should be equipped with telephones, fax machine, television, computers capable of accessing the Internet, etc. and should be staffed appropriately. An important function will be the close monitoring of media reports so that errors or misunderstandings can be rapidly corrected and changes in the direction of media attention quickly appreciated. 1.17.2 A few senior company representatives should be selected and suitably trained to act as company spokesmen. They, and only they, should be permitted to deal directly with the press, television or other media enquiries. Statements to the media should in all cases be factual, honest and sympathetic. Speculation should be avoided at all costs. Wording of press releases should be carefully reviewed to ensure they are not capable of unintended interpretation. Prior approval from the Investigator-in-Charge (IIC) may be required before facts relating to the accident are released. 1.17.3 Pre-drafted forms, documents or statements should be used with care to ensure that they are personalised and contain pertinent information; otherwise they may appear impersonal, uncaring, factually inaccurate, or even ignorant. 1.17.4 Refer to Part 5 for a detailed briefing on media relations activities. 1.18 INCIDENT SITE TEAM

1.18.1 The National Authority will appoint an IIC. The IIC may be a professional accident investigator, a senior police officer, or a member of the judiciary according to the law of the country. The IIC is responsible for the control of all activities at the incident site. No independent action may be taken without his permission. The police or military usually take control until the arrival of the IIC. 1.18.2 A team of senior airline staff must be dispatched to the incident site as soon as possible. This Incident Site Team (IST) should include senior operations and engineering managers. The most senior company representative available should also be included in the IST to deal with press enquiries at the incident site. If possible, he should be assisted by an experienced Public Relations specialist. Close liaison with all the Accredited Representatives is essential. 1.18.3 The IST will require special equipment depending on the nature of the incident site. A mobile telephone will be essential to ensure action is co-ordinated with the Emergency Management Centre, but the vulnerability of mobile telephones and radios to unauthorised interception should be borne in mind.

ERA EMERGENCY PLANNING HANDBOOK

GENERAL CONSIDERATIONS

1.18.4 A local customer care unit, suitably trained and exercised, may also be required to assist with survivors, relatives and friends at the incident site. 1.19 LOCAL CENTRES AND TEAMS

1.19.1 It will be necessary to establish Local Co-ordination Centres at the departure and arrival airports to co-ordinate activities with the local airport authorities, handling agents etc. and to keep open lines of communication with the Emergency Management Centre (EMC). They should keep the EMC informed of any developments at their locations but should not, in general, be permitted to make statements to the media. 1.19.2 Until the arrival of the Incident Site Team, the most senior company personnel near to the incident site should proceed to the site and establish a Local Incident Site Team. Their purpose will be to make contact with the Investigator-in-Charge, to assist the emergency services, to open lines of communication with the EMC and to brief the Incident Site Team on their arrival. 1.19.3 All airports have separate facilities for the reception of survivors and their relatives. There are also facilities in which they can be reunited once documentation and medical examinations are complete, and arrangements made for transportation, accommodation etc. Staffing of these facilities (by airline staff or agents) is co-ordinated by the Local Customer Care Unit which is also responsible for passing information to the Local Coordination Centre. In appropriate circumstances a Rest Centre or Place of Safety may be established for the accommodation of personnel displaced by the incident but not directly involved (e.g. occupants of damaged buildings). 1.19.4 Separate rest areas and facilities for airline staff employed in local centres should also be provided. 1.20 CONTRACTED AGENCIES

1.20.1 While the final responsibility for handling an emergency rests with the airline, many airlines, both large and small, prefer to engage the services of specialist agencies to perform certain tasks. Examples of such agencies include: Passenger Information Centres (PICs) are agencies specialising in managing the interface with the public, the emergency services, relatives and friends of those directly involved in an incident. The services they provide vary, but their chief aim is usually to relieve the airline of the enormous administrative task of providing a responsive telephone answering service. PICs are established at several major European airports, and are run by airlines, the local police, airport authority or the Aerodrome Operators Committee (AOC). British Airways operate EPIC, the Emergency Procedures Incident Centre, from London, to deal with disasters at any location world-wide. These services are available to all airlines Agencies also exist which specialise in body identification, funeral arrangements etc. Examples are Kenyon International and Global DVI. No airline has the capacity or expertise to carry out these tasks and retaining the services of one of these specialists is essential Many airlines routinely contract out their responsibility for Public Relations. 1.20.2 While the cost of using such agencies is high, the cost of bad publicity following a poorly executed emergency plan is potentially much higher. Undoubtedly, bad handling of the aftermath to the Lockerbie B747 disaster was a major factor in the demise of Pan-Am. On the other hand, British Midland Airways were able to recover from the well-handled Kegworth B737 accident with little or no damage to their reputation.

ERA EMERGENCY PLANNING HANDBOOK

GENERAL CONSIDERATIONS

1.20.3 Where contracted agencies are involved in the conduct of the emergency response on behalf of the airline, it may be necessary to detach to the agency a senior airline representative who has the authority to make decisions in line with the policy of the Emergency Management Centre. Staffing levels that may be required by the different agencies should be agreed at the planning stage.

ERA EMERGENCY PLANNING HANDBOOK PART 2 - THE CHECKLIST 2.1 2.1.1 INTRODUCTION

THE CHECKLIST

This checklist outlines action to be taken by each department during an emergency, from initial notification onwards. The checklist assumes no assistance from contracted agencies, although reference is made to such agencies at certain points in the text. Airlines must modify and add details to match their particular circumstances. Actions following receipt of a terror threat or in the event of a hijack are dealt with in Part 3 and Part 4 respectively. Special media relations considerations are dealt with in Part 5. Part 6 deals with accident and incident reporting. The precise chronology of each action will depend on circumstances and will not necessarily follow the order given in the checklist. Procedures to deal with administrative and organisational queries should be resolved at the planning stage and practised during exercises so that offices may function with as little direction from the Emergency Management Centre (EMC) as possible. However, offices must notify the EMC of all tactical decisions taken which could affect the conduct of the operation. Initial notification that a crisis is in progress will usually be received in the airline operations room, but it may be received by any department of the airline. In all cases, the action should be the same. PERSON RECEIVING CALL If possible, transfer the caller to the Airline Operations Room. Note the time and details of the caller, including name, office, telephone, fax, e-mail and telex numbers. Note as many details of the incident as possible. Write it down, do not commit it to memory. Use Form A in the case of an accident, incident or hijack. Use Form B in the case of a terror threat. Pass the information to the Duty Operations Officer. DUTY OPERATIONS OFFICER If appropriate, confirm authenticity of message by calling back the original caller, and if in doubt, contact nearest ATC unit, airfield, handling agent, police etc to verify the message. Open an incident file and log, then file forms and record all details as they are received (Form C). Complete Incident Details Form D (not for terror threat). In case of terror threat, turn to Part 3. Open Emergency Management Centre and retain control until arrival of Emergency Director. The Airline Operations room must not to be left unmanned at any time. Notify senior company personnel. Work through the list (Form E) until the most senior person available has been summoned to assume the duties of Emergency Director. All senior company personnel must be notified of the emergency as soon as possible, although they will not normally report for duty unless they have been assigned specific duties. Brief switchboard, receptionists, reservations department and other first points of contact.

2.1.2

2.1.3 2.1.4

2.1.5

2.2 2.2.1 2.2.2 2.2.3

2.2.4 2.3 2.3.1 2.3.2 2.3.3 2.3.4 2.3.5 2.3.6

2.3.7

ERA EMERGENCY PLANNING HANDBOOK 2.3.8 2.3.9 Secure airline premises against intruders. Notify essential internal departments (Form F). notify Accident Investigation Department (Part 6 and Form M) activate Local Incident Site Team (Form G and Form H) activate Incident Site Team (Form G, Form H & Form J) activate Local Crisis Co-ordination Centres

THE CHECKLIST

2.3.10 In case of serious injury or loss of life:

verify that Customer Care Unit and Media Relations Office are being activated. 2.3.11 Notify manufacturers. 2.3.12 Brief Emergency Management Centre staff on arrival. 2.3.13 Verify that all communications equipment in the Emergency Management Centre is operational. 2.4 2.4.1 2.4.2 2.4.3 2.4.4 2.4.5 2.4.6 2.4.7 2.4.8 2.4.9 EMERGENCY DIRECTOR Obtain briefing from Duty Operations Officer. Check incident file (log, forms etc) to ensure all appropriate action taken. Complete any initial action not taken by Duty Operations Officer. Establish and disseminate policy for dealing with enquiries from relatives and friends of passengers. Secure relevant documentation for later release to Accident Investigation Department etc. (Appendix 1). Establish liaison with Investigator-in-Charge, airport authorities, emergency services, local teams, accredited representatives, contracted agencies etc. as appropriate. Review manning of Emergency Management Centre and other departments handling the emergency. Establish a staff roster. Review equipment in Emergency Management Centre and supplement as necessary. Prepare statements for release to press in conjunction with Media Relations Office and revise in response to developments and media coverage. Distribute to relevant agencies.

2.4.10 Prepare initial statement for Company website. Establish staff rest/quiet area.

ERA EMERGENCY PLANNING HANDBOOK 2.5 2.5.1 2.5.2 2.5.3 2.5.4 2.5.5 2.5.6 2.5.7 2.5.8 2.5.9 2.6 2.6.1 2.6.2 2.6.3 2.6.4 2.6.5 2.6.6 2.7 2.7.1 2.7.2 2.7.3 2.7.4 2.7.5 2.7.6 2.7.7 CUSTOMER CARE UNIT Determine incident details (Form D).

THE CHECKLIST

Obtain policy from Emergency Management Centre for response to enquiries from relatives and friends of passengers. Obtain policy from Emergency Management Centre for dealing with other (e.g. media) enquiries. Open log. All enquiries to be noted on standard form (Form C). Establish liaison with Local Customer Care Units. Establish liaison with contracted agencies (e.g. Passenger Information Centre, Public Relations Consultant, Victim Identification and Recovery) if appropriate. Review equipment and staffing levels in the light of the scale of the crisis and request increase from Emergency Management Centre if necessary. Establish staff roster. Establish staff rest/quiet area. MEDIA RELATIONS OFFICE (See Part 5) Determine incident details (Form D). Confirm from Emergency Management Centre policy for response to media enquiries. Prepare statement for release to press in conjunction with Emergency Director, including initial statement for Company Web-site, and review in response to developments. Commence media surveillance (TV, radio, newspapers etc.) Arrange and notify press briefings and attend Investigator-in-Charge press briefings on site. Advise Emergency Director of any developments in media coverage as they occur. LOCAL INCIDENT SITE TEAM Collect Incident Site Team equipment (Form H) Determine key information (Form G). (Departure to incident site should not be delayed awaiting completion of Form G). Proceed to incident site by fastest possible means. Establish contact with Emergency Management Centre. Establish contact with, and offer assistance to, emergency services on site. NB: if the incident site is on an airfield, team will require permits for access to the site. Open log of action taken etc. (Form C) Refer all media enquiries to Media Relations Office. (Unless specially authorised in exceptional circumstances, the Local Incident Site Team should politely refuse to make any comment whatsoever in response to media enquiries, and should refrain from discussing the crisis with any unauthorised persons). Brief Incident Site Team on their arrival. Establish staff rest/quiet area.

2.7.8 2.7.9

ERA EMERGENCY PLANNING HANDBOOK 2.8 2.8.1 2.8.2 2.8.3 2.8.4 INCIDENT SITE TEAM

THE CHECKLIST

Each member of the team must notify to the Emergency Management Centre details of his travel to site and expected arrival time. (Form J). Collect Incident Site Team equipment (Form H). Proceed to site by fastest possible means. Establish headquarters and advise all interested parties of location, telephone number, etc. (If accommodation is likely to be scarce, it may be advisable to make a block booking at a local hotel etc. as soon as possible, especially if media presence at the incident site is likely to be considerable). On arrival, establish contact with Emergency Management Centre and with Local Incident Site Team. Determine policy for response to media enquiries. Open log of all information received and action taken. (Form C) Establish contact with emergency services, Accident Investigation Department etc. Establish Local Customer Care Unit if appropriate. Whenever possible, the facilities at the departure or arrival airfield should be used for this purpose. If contracted agency is not used, determine in co-operation with emergency services action to be taken in connection with handling and identification of fatalities. LOCAL CO-ORDINATION CENTRES Open Local Co-ordination Centre. Establish contact with Emergency Management Centre, airport authorities, handling agents, etc. Inform Emergency Management Centre immediately of any local developments. Refer all media enquiries to Media Relations Office. (Unless specially authorised in exceptional circumstances, the Local Co-ordination Centre should politely refuse to make any comment whatsoever in response to media enquiries and should refrain from discussing the crisis with any unauthorised persons). In co-operation with the airport authorities and handling agents, establish a Local Customer Care Unit embracing Survivors Reception Area, Relatives Reception Area and Reunited Area. Review equipment and staffing levels in the light of the scale of the crisis and request increase if necessary. Establish staff rest/quiet area.

2.8.5 2.8.6 2.8.7 2.8.8 2.8.9

2.9 2.9.1 2.9.2 2.9.3

2.9.4

2.9.5 2.9.6

ERA EMERGENCY PLANNING HANDBOOK

TERROR THREATS

PART 3 TERROR THREATS

IMPORTANT NOTICES: This part contains sensitive information. Access should be restricted to essential personnel only. Many national authorities issue specific procedures for dealing with terror threats. The information and suggestions given in this part are intended to supplement national instructions and advice. National procedures must always take preference. 3.1 3.1.1 INTRODUCTION Terrorist acts are usually intended to cause serious damage and loss of life and are therefore not usually preceded by a warning. The only defence against acts of terrorism is strong multi-layered security. By contrast, terror threats are usually intended to cause disruption to airline operations rather than actual damage; however, they may sometimes precede a criminal or terrorist act. For this reason, they must always be treated as warnings of intended terrorist acts until proved otherwise. Terror threats are usually anonymous and often communicated by telephone. Terror threats comprise a wide range of threats against the airline: its aircraft, personnel, passengers and facilities, and against personnel and facilities used by the airline: airports, handling agents, etc. Examples include bomb warnings; warnings that equipment, such as fuel or food has been contaminated by chemical or biological substances; warnings that aircraft or equipment have been sabotaged, etc. In order to cause maximum inconvenience, terror threats are frequently directed against aircraft in the air or preparing for departure.

3.1.2

3.1.3

3.1.4

3.1.4.1 It is essential that all organisations have contingency plans to react to terror threats. Contingency plans should provide for: a controlled response by persons receiving terror threats an assessment of the warning and the risk involved by designated Risk Assessors co-ordination of action appropriate to the risk as assessed detection of persons responsible for terror threats, and follow-up action. 3.2 3.2.1 RECEIPT OF TERROR THREATS Terror threats may be delivered to the airline, to airports, or through intermediaries such as the media. In an airline, they are most likely to be received by the staff who man duty telephone numbers which are readily available to the public. Switchboard operators, reservations staff, handling agents, customer care offices, ground or flight operations etc. are examples of the most vulnerable groups. Such staff should be given training in dealing with such calls and should be given forms such as Form B to help them record relevant details.

ERA EMERGENCY PLANNING HANDBOOK 3.2.2 Those receiving calls directly should:

TERROR THREATS

Listen carefully and make a note of the actual words used by the caller Either take action to trace the call or alert a colleague in order that he may do so Record the call if possible Prolong the call to obtain as much information as possible Never hang up or transfer the call unless specifically requested to do so by the caller Complete Form B, asking the caller: WHERE is the device? WHEN will it go off? WHAT does it look like? WHY are you doing this? WHO are you?

Attempt to obtain as much additional information as possible about the nature of the threat, such as the precise location of the device, what will cause it to activate, what type of explosive, poison, etc has been used and the method of detonation.

Note: these questions, and subsequent questions should be posed as open questions rather than leading ones; for example, ask Where exactly is the bomb? rather than Is the bomb in the hold of the aircraft? 3.2.3 If possible, test the credibility of the caller by making up a non-existent flight number, flight time or location and asking the caller whether that is the one he is referring to Inform a supervisor who will, in turn, inform the terror threat assessor and the police.

People receiving a call from intermediaries should ask for, and make a written note of, the precise time at which the warning was issued and the exact words used by the caller. They should attempt to obtain as much of the information listed in Paragraph 3.2.2 as possible and about the origin of the call and the callers identity, using the terror threat form (Form B). The recipient of a written terror threat should preserve the message and deliver it to a supervisor with precise information about its discovery. Messages discovered in flight should be delivered to the aircraft captain. Supervisors should interview the recipient of any call or message in order to complete the terror threat form (Form B) and relay it to the designated risk assessor. ASSESSMENT OF THE WARNING (ON THE GROUND) Assessment of the risk posed by a terror threat is the responsibility of the airline or airport against which it is issued. When the warning is received against an aircraft on the ground the airline and airport should agree an assessment. Terror threat assessment carries considerable responsibility. Airlines should nominate risk assessors and see that they are appropriately trained. National Aviation Security Authorities should be asked for advice and assistance in this. Each airline should have at least one assessor on duty, or available on call, at all times. Airlines should issue instructions advising captains who receive terror threats in the air whether they are authorised to assess warnings themselves, or should pass them to operations staff on the ground for assessment.

3.2.4

3.2.5

3.3 3.3.1

3.3.2

3.3.3

ERA EMERGENCY PLANNING HANDBOOK 3.3.4 3.3.5

TERROR THREATS

The assessor should obtain full details of the message by the fastest possible means from the person who received the call, if possible using Form B. Every terror threat is a criminal offence and must be reported to the police immediately, to other airlines which might be threatened, and/or the airport authority as appropriate. The views of the police may be taken into account when the warning is being assessed and in determining what further action is to be taken. The assessor should follow closely the advice given by his National Aviation Security Authority in reaching an assessment. The method used should be strictly objective leading typically to a logical assessment of the threat Red, Amber or Green. These threat categories typically have the following meanings: Definition A specific warning where the threat is of a nature which permits identification of a specific target, or where the caller has positively identified himself or the organisation involved and is judged credible. Comment Likely to involve a danger to people, property or commercial activities - it therefore merits countermeasures.

3.3.6

Category Red

Amber

A warning that can be related to one or more targets This may involve danger and but where there is doubt about its credibility or about may require augmentation of the effectiveness of existing countermeasures. countermeasures. A warning which may not identify a target or a specific This does not justify extra group of targets, or which otherwise lacks credibility. precautions. Note: Category Red warnings against aircraft in flight should be notified immediately to the Captain of the aircraft and the destination/diversion airport. All warnings assessed as Category Red must be notified to the National Aviation Security Authority.

Green

3.3.7

Although this procedure is usually dependant on the provision of Yes or No answers to questions, the assessor must also take account of other factors that may bear on the credibility of the warning. ASSESSMENT OF THE WARNING (IN FLIGHT) Written terror threats discovered on board aircraft in flight are more likely to be spurious, but each one should be considered individually in order to assess the risks involved. Where aircraft captains are authorised to assess warnings, airlines should provide them with guidance to enable them to assess the risks and decide upon a course of action; they should consider the following: The circumstances surrounding the warning, to determine if it originated before the aircrafts departure or during the course of the flight. A captain should consider whether the warning could have been discovered during the pre-flight search or check of the aircraft, or at an earlier stage in the flight. If he concludes that the author of the warning is on board and would be affected by an explosion, he may consider that the warning is likely to be a hoax. A person whose motivation is extreme, such as terrorism or insurance fraud is unlikely to give notice of his intentions The precise wording of the warning, to determine whether it suggests there is a credible reason for the warning having been given. A warning is most likely to be genuine if there is a reason for it, such as a desire to avoid casualties that would result from an explosion. (It is likely that a person issuing such a warning will seek to ensure that it gets through and that there is time to react to it). Where no clear reason for the warning can be adduced, the warning is less likely to be genuine

3.4 3.4.1

ERA EMERGENCY PLANNING HANDBOOK

TERROR THREATS

Whether there is a person on board (for example, a political figure or other well known person) who might attract a threat Whether there are passengers on board who might be responsible for a warning (e.g. a potentially disruptive passenger (deportee or inadmissible), young people or rowdy passengers) Whether the airlines operations centre can be contacted by radio, to establish whether this is an isolated incident or one of a series of similar events affecting the airline The message itself should be preserved and protected from contamination by unnecessary fingerprints etc, then passed to the police after landing.

3.4.2

If the captain is not satisfied that the incident is a hoax, he should seek information through the airlines operations centre to establish: The current threat to the airlines interests at the airport of departure, with a view to establishing whether there are credible motives for attacking the aircraft or disrupting the flight The quality of security measures at the airport of departure to determine the likelihood that a device has been placed on board: for example, the effectiveness of screening and searching of passengers and baggage; checks to ensure that passengers who have checked-in baggage have actually joined the flight; supervision of baggage between check-in and the aircraft; security measures in respect of catering supplies; and control of access to the aircraft Cargo and unaccompanied baggage on board that may have presented someone with an opportunity to infiltrate a device onto the aircraft.

Note: it is the responsibility of airlines to develop procedures for making such information available to captains with the least possible delay. Where available, standard message formats transmitted by ACARS might be used. 3.5 3.5.1 CONTINGENCY PLANS In consultation with the police and other appropriate agencies, each airline and airport should develop contingency plans to be implemented when terror threats issued against it are assessed as Red or Amber, to reduce the risks arising from such threats. For the specific case of threats against an aircraft see Section 3.8, Section 3.9 and Section 3.10 below. As the situation develops, changing circumstances may necessitate reassessment of warnings, perhaps leading to the upgrading of a Green threat to Amber or Red, or vice versa. Airlines should develop procedures for the follow up and monitoring of warnings, including those initially assessed as Green. DETERRING AND DETECTING PERSONS RESPONSIBLE FOR TERROR THREATS Details of terror threat incidents should be recorded by airlines and airports and reported to the National Aviation Security Authority and the police (on Form B) in order that trends may be considered and the circumstances investigated. It is recommended that airports and airlines should install recording facilities on appropriate exchanges and/or telephones. Continuous loop equipment, which should be kept running, is preferable to conventional recording equipment which must be switched on when a recording is to be made. When a terror threat has been recorded, the recording should be stopped before the message can be overwritten and retained for possible use as evidence. In case of another call, the recording device should be re-armed as soon as the message has been down-loaded.

3.5.2

3.6 3.6.1

3.6.2

ERA EMERGENCY PLANNING HANDBOOK 3.6.3

TERROR THREATS

National telephone companies have a substantial and increasing capacity to trace calls. After consultation with the police, airlines and airports should: contact the providers or maintainers of their PBX, to check whether it can generate the necessary Malicious Call Identification signal and to arrange modification if necessary contact the local telephone customer services office to check whether the relevant telephone exchange will support the tracing facility ask the police to contact the local telephone customer services office and make the necessary arrangements. Once the arrangements have been made, the police will notify the airline or airport and nominate an officer as a point of contact.

3.6.4

Once the arrangements have been made, and on receipt of a terror threat, the PBX operator need only press a specified key or number of keys for the call to be traced immediately and automatically, provided that the public telephone exchanges through which the call is routed have the appropriate technology. He should then advise the nominated police officer to expect a call from the telephone company. (Telephone companies will usually only pass details of the tracing to the police, not to the airline or airport concerned). When a person initiating a terror threat is identified they should be prosecuted. Evidence of the cost and concern caused by the incident should be submitted for consideration by the court, and convictions should be publicised to deter potential offenders. STAFF INSTRUCTIONS AND TRAINING All staff those likely to receive a terror threat, their supervisors and threat risk assessors should receive comprehensive initial training as well as periodic refresher training. Training should include assessment so that the need for further training can be identified and in order to instil confidence in their ability to deal with an actual incident. This training should be reinforced by occasional exercises. Staff who are likely to receive terror threat calls, such as telephonists and sales staff, should be briefed on the subject on first taking up their duties. Training should include the responses required from them and should be incorporated into appropriate staff instructions. They should be provided with checklists to facilitate their actions. Training should include practical experience in completion of the Terror Threat Report (Form B). Supervisors should also be aware of the responses required and of the need to relay information about terror threats to risk assessors. They too should be familiar with Form B so that they can advise and help staff in its completion. Nominated threat assessors should be given practical experience in threat assessment. ACTION IN RESPONSE TO TERROR THREATS AGAINST AIRCRAFT GENERAL Responsibility for an aircraft is primarily a matter for the airline concerned. Section 3.10 below suggests a course of action that may be appropriate for an airline operating larger aircraft. Some of the suggested action would be inappropriate or even impossible for much smaller aircraft. Airlines will wish to tailor their response to a terror threat affecting an aircraft in flight to their own particular circumstances.

3.6.5

3.7 3.7.1

3.7.2

3.7.3

3.7.4 3.8 3.8.1 3.8.2

ERA EMERGENCY PLANNING HANDBOOK

TERROR THREATS

3.9 3.9.1

ACTION IN RESPONSE TO THREATS AGAINST AIRCRAFT ON THE GROUND When a terror threat is associated with an aircraft on the ground, and once the warning has been assessed, the following actions should be considered by airline representatives (and, where appropriate, aircraft captains) in consultation with airport authorities: disembark passengers and crew with all hand baggage as quickly as possible using air stairs, steps or jetties. Escape slides should only be used in extreme emergencies remove the aircraft to a remote location unload hold baggage search the aircraft require passengers and crew to identify personally their cabin and hold baggage, which may then be screened or searched before it is re-loaded check the integrity of catering supplies re-load cargo, diplomatic bags and courier mail only if they have been in the airlines custody for 24 hours or they have been screened or searched.

3.10

ACTION IN RESPONSE TO THREATS AGAINST AIRCRAFT IN FLIGHT

3.10.1 When a terror threat is associated with an aircraft in flight, and once the threat has been assessed, the airline operator or his agent should consider contacting the aircraft captain directly, or through the air traffic control service, to provide him with information about the threat and advice about how to respond. On receipt of the information, the captain should require a discreet search of the aircraft, insofar as this is possible in flight. 3.10.2 When an aircraft captain has reasonable grounds for believing that there is a bomb or other terror device on board his aircraft, he should consider the potential effects of an explosion on people on the ground, particularly within densely populated areas. He should be guided by the following: an emergency should be declared stating the nature of the emergency, and the aircraft should be diverted to the nearest airfield at which it can land safely, either civil or military unless instructed otherwise by ATC, the transponder should be set to the emergency setting when the aircraft is not over a densely populated area, it should be flown to the nearest suitable airfield, avoiding such areas. When the aircraft is planned to fly over densely populated areas, re-routing should be expected from ATC when the aircraft is making an approach to land over a densely populated area, it should be permitted to land at that airport in accordance with current emergency procedures. Its time in the air should not be prolonged in order to divert to another airfield if an immediate landing cannot be made, consideration should be given to seeking expert advice by communicating on radio with a ground station which may be able to provide a land-line link with appropriate expert authorities in general, passengers should not be informed in the air of the situation; announcements concerning return or diversion should indicate that this is for operational reasons.

ERA EMERGENCY PLANNING HANDBOOK

TERROR THREATS

3.10.3 In addition to the advice above, if a suspicious item is discovered on board an aircraft, the Captain may direct that: it should not be moved, touched or opened passengers should be moved as far away as possible and instructed to keep their heads below the tops of the seat backs portable oxygen, bottles of alcohol and first aid kits should be removed from the vicinity Fire extinguishers should be readily available.

3.10.4 If an immediate landing can be made, the item should be left in place, covered with polythene and then packed around with pillows, blankets, coats, cartons of drink etc. and other blast absorbent materials. The item itself must be kept dry (hence the polythene) but surrounding materials should be wet in order to reduce the risk of fire. 3.10.5 As a general rule, the device should not be moved. However, if an immediate landing cannot be made, the captain should take expert advice and consider moving it, especially if its position poses a real threat to the aircraft. 3.10.6 If the device is thought to be a bomb, the captain should identify the type-specific Least Risk Bomb Location; this may be designated in the aircraft Flight Manual. If this is a door, a platform of hard, blast attenuating materials, such as hand baggage, should be made up to the centre of the door, ready to receive the item. 3.10.7 If the device is thought to pose a chemical or biological threat, advice must be sought from the National Aviation Security Authority as to the least risk location, and relayed to the aircraft. 3.10.8 It is most unlikely that a device on an aircraft will be fitted with any anti-handling device. Nevertheless, if it is to be moved: it should not be opened a check should be made to ensure that it is free to move for example, that it is not attached to the aircraft structure by a thread or wire it should be moved gently and kept in the same attitude in which it was found it should be placed, in the same attitude, in the prepared least risk location, packed around as described in 3.10.4 and 3.10.6 above, and suitably restrained against movement during flight or during deceleration or landing.

3.10.9 If no suspicious item has been found and an immediate landing cannot be made, the captain should consider the following: Although a terror threat may have been received and assessed as Red, the likelihood of an explosive device being on board is low. The aircraft should be flown as normally as possible, striking a balance between the need to land as soon as possible and the risks associated with non-standard handling Declare an emergency and divert to the nearest suitable airfield. The choice of airfield should take into account landing performance requirements, approach aids, emergency facilities and the proximity of approach paths to densely populated areas Keep air traffic control fully briefed on flight intentions so that the appropriate ground measures can be initiated at the airfield of intended landing Brief Cabin Crew to be prepared for a possible emergency landing Prepare for possible use of crew oxygen/smoke masks When Minimum Safe Altitude and range considerations permit, descend aircraft to below 10,000 feet. If operationally possible, reduce the cabin differential pressure to

ERA EMERGENCY PLANNING HANDBOOK

TERROR THREATS

zero by descending the aircraft to the cabin altitude. Do not raise the cabin altitude. Maintain this cabin altitude until top of descent Minimise manoeuvres and try to avoid turbulence Consider carefully the choice between flying fast to minimise airborne time and flying slowly to minimise air-loads and damage in the event of fuselage rupture. In most cases the turbulent air penetration speed will be a reasonable compromise Consider establishing landing configuration as soon as possible On contacting the airfield of landing, request details of remote parking requirements and immediate availability of passenger steps. Advise airfield of need to remove passengers from the vicinity of the aircraft to at least 400m in an upwind direction as quickly as possible.

3.10.10 When an aircraft lands following receipt of a bomb warning that has been assessed as Amber or Red, provision should be made to disembark passengers and crew with a minimum of delay (with their hand baggage when circumstances permit). This is in order to provide the emergency services necessary to preserve life and prevent injury, and to place the aircraft where it will not hazard people or premises in the event of an explosion. The actions listed in Paragraph 3.9.1. above should then be considered. 3.10.11 Airport authorities have discharged their responsibilities when the aircrafts passengers and crew are safe and the aircraft is in a safe location. Decisions affecting resumption of the aircrafts operations are the responsibility of the airline. 3.10.12 When a warning is judged to be spurious, or current security measures are considered adequate to meet the degree of risk involved, no action need be taken.

ERA EMERGENCY PLANNING HANDBOOK

AIRCRAFT HIJACKS

PART 4 - AIRCRAFT HIJACKS IMPORTANT NOTICES: This part contains sensitive information. Access should be restricted to essential personnel only. Many national authorities issue specific procedures for dealing with Aircraft Hijacks. The information and suggestions given in this part is intended to supplement national instructions and advice. National procedures must always take precedence. 4.1 4.1.1 INTRODUCTION Unlawful seizure of or interference with an aircraft in service is a crime, wherever it occurs. As such, it may be investigated and dealt with by the police in the same manner as any other crime. Captains should therefore anticipate that the police, who have the necessary powers of arrest and entry onto premises and property without warrant, will exercise their power and authority to control the future course of events as soon as possible after an incident is reported. CATEGORIES OF HIJACKERS Hijackers usually fall into one of four categories: Criminal Refugee Psychotic Politically motivated terrorist. 4.2.2 Criminal. Criminal hijackers are solely interested in financial gain, using passengers, crew and the aircraft for ransom. Though armed and dangerous, they are unlikely to be overly violent and are usually handled by police negotiators. Refugees. Refugees are normally regarded as posing low threat to the safety of the aircraft as their objective is to seek refuge and political asylum. Psychotic. The psychotic hijacker is often looking for media coverage. He is usually a lone hijacker, perhaps with an imitation weapon. He is unpredictable and may be dangerous. Politically Motivated Terrorists. Terrorists may have cultural, religious or political reasons for choosing an airline or airport as a target for their violence. Hijacking an aircraft is a highly publicised event that will not be ignored by the media. This type of terrorism uses violence for effect; however, the threat of violence is usually aimed, not at the immediate victims of the hijack, but at the masses. The major targets for the violence are the millions watching the event unfold, usually by live satellite television. Not infrequently, the immediate victims of a hijack are totally unrelated to the terrorist cause before the incident. Modern aircraft hijackers are well trained and may well have rehearsed for the event. Religious and/or political beliefs held by the hijackers may be so strong that they are quite willing or even enthusiastic, to kill and to die for their cause. Hijackers usually attempt to coerce or involve a third party in the hijack scenario, usually a government or group of governments, in a desire to widen the issues or to meet their demands.

4.2 4.2.1

4.2.3 4.2.4

4.2.5

4.2.6

ERA EMERGENCY PLANNING HANDBOOK 4.2.7

AIRCRAFT HIJACKS

Exceptionally, terrorists may hijack aircraft with the specific intention of taking over control and crashing the aircraft into a building or other high profile target. Although their motives may be similar to other groups, their aim is to cause extreme damage and loss of life, thereby achieving publicity for their cause and revenge against their perceived enemies. Close attention to security procedures by airlines, airport authorities, handling agents and other airport workers, combined with good intelligence and prompt action by the security authorities, is essential in addressing this threat. A fundamental feature of hijacks is that they temporarily bring together in a confined and isolated space both the hostages and the hostage takers. This situation is reinforced as the event progresses by the efforts of the authorities who surround and isolate the aircraft. This feeling is real, not a psychological defence mechanism the hostages and the hostage takers are indeed in it together, both being the focus of attention of the responding law enforcement agencies and military weapons. This situation gives rise to a phenomenon known as the 'Stockholm Syndrome'. In a hostage situation, positive feelings may develop on the part of the hostages towards the hostage-taker, coupled with negative feelings towards the authorities attempting to resolve the situation. Sometimes there is a reciprocal positive feeling towards the hostages by the hostage-takers. However, the hostage-takers exercise control over the hostages with the threat of possible violence, as well as dictating or restricting movement, eating, toileting, etc. A further threat perceived by the hostages is that the actions of the hostage-takers may result in the 'authorities' taking direct action and ending the situation in a fatal, sudden and seemingly unpredictable action.

4.2.8

4.2.9

4.2.10 Whatever the outcome, the Hijack situation is highly charged with many varied aspects of mental health and human emotion. Very few of the people involved hostages, crew and emergency workers escape the incident without being affected to some degree, irrespective of their role or status. 4.3 4.3.1 CHARACTERISTICS OF HIJACKS Aircraft hijacks usually occur in the air, frequently soon after the aircraft has taken off; however, aircraft have also been seized on the ground. Hijackers may be politically motivated, in pursuit of a crime, or mentally disturbed. They may be in possession of firearms, knives or other weapons, explosives, flammable liquids, chemical or biological agents, or replica or simulated weapons, or they may simply claim to be in possession of weapons. Preparations for responding to aircraft hijacks made by airlines, aircrew and airport authorities should take into account the considerations and procedures discussed in this Part. RESPONSE BY AIRCREW Most national authorities require reinforced flight deck doors to be fitted to some aircraft. They usually require these doors to be locked and access to unauthorised personnel to be denied regardless of events in the cabin. Such Secure Door policies assume that hijackers intentions are as described in Paragraph 4.2.7. Where this is the case, national policy is overriding and consequently the response by aircrew will be different. The response recommended in this section must be interpreted accordingly. Where a Secure Door policy is in force, the flight crew will be unable to assist the cabin crew directly; in this case their primary consideration will be to land the aircraft safely as soon as possible. At the same time, the cabin crew must do their best to control the situation in the cabin by following those recommendations that are appropriate. Aircrew should be aware that the time when hijackers take over control of an aircraft is particularly dangerous, because hijackers will be nervous and uncertain. Aircrew should respond to hijacks calmly, and insofar as is possible, apply themselves to the safe

4.4 4.4.1

4.4.2

4.4.3

ERA EMERGENCY PLANNING HANDBOOK

AIRCRAFT HIJACKS

operation of the aircraft and the comfort of passengers. They should be aware of the tendency towards sympathising with the objectives of hijackers during protracted incidents (the Stockholm syndrome, see Paragraph 4.2.9) and guard against this influence. 4.4.4 Action by aircraft crew members in the event of a hijack should whenever possible include the following, where this is possible without further endangering themselves, other crewmembers or passengers: Inform ground control by RT that a hijack has occurred, and pass such additional information as is possible. Where possible keep ground authorities fully informed. Be observant. Ground authorities will require detailed information about the situation on board the aircraft. In particular, they will wish to know the following: number and gender of hijackers (being aware there may be some who have not made their presence generally known), their ages and ethnic groups names used by hijackers weapons, explosives, or other threatening devices observed mood and determination of hijackers apparent expertise with weapons, explosives etc. apparent familiarity and proficiency with aircraft systems and equipment, and with airline procedures terrorist tactics and the location of terrorists within the aircraft details of hostages injured, in distress, or under specific threat.

Where covert use of R/T is necessary: bear in mind that all transmissions will be recorded speak quickly but clearly dont ask questions just pass information.

Select the appropriate emergency code on Secondary Surveillance Radar (SSR) transponders Avoid violence. No attempt should be made to overpower hijackers unless: the circumstances referred to in Paragraph 4.2.7 above are suspected petrol or other flammable liquids are being distributed and the safety of the aircraft is endangered in this case aircrew should consider using fire extinguishers to contain the hazard and overcome hijackers, or their weapons are obviously fakes.

Note: The Tokyo Convention provides for aircraft commanders to request passengers to assist in restraining offenders. Comply with the instructions of hijackers insofar as these are compatible with the safety of the aircraft and secure door policy (if applicable). Operational limitations should be pointed out Accept instructions from air traffic services as to the airport of landing, provided the safety of the aircraft is not thereby further endangered. Subject to this, endeavour to land the aircraft as soon as possible, as the situation can be resolved at less risk on the ground Demonstrate that all crew members are necessary for the safe operation of the aircraft

ERA EMERGENCY PLANNING HANDBOOK

AIRCRAFT HIJACKS

Force the hijackers to make decisions in order to tax their energy and to avoid retribution in the event of a suggestion by a crew member being perceived to be a trick Maintain normality for passengers, insofar as this is possible. This may include serving food, but alcoholic drinks should not be dispensed, and the consumption of such drinks in the possession of passengers (e.g. duty free) should be discouraged Establish communications with hijackers through a single crewmember, to assist in establishing a rapport with the hijackers Avoid discussions with hijackers on politics, or the credibility of their motives. Communications should centre on the safety of the aircraft, on the well being of the passengers and the crew, and on the concern of their dependants If the hijackers have gained access to the flight deck, attempt to persuade them to leave, in the interests of air safety, particularly when landing the aircraft After landing the aircraft, expect and accept taxiing instructions to unfamiliar areas of the airport to which the aircraft may be directed Advise hijackers to accept fixed (secure) land-line communications with the aircraft Encourage the hijackers to speak directly to the authorities on the ground rather than using the crew as intermediaries Propose the release of as many passengers as possible, especially the sick, the elderly and children Escape from the aircraft when this can be achieved without undue personal risk and is unlikely to result in repercussions to other hostages Inform the hijackers of aircraft unserviceability or crew sickness or exhaustion as a means of encouraging acceptance of another aircraft or a replacement crew.

4.5 4.5.1

RESPONSE BY AIRCRAFT OPERATORS On receipt of information that one of their aircraft has been hijacked, the aircraft operators should respond as follows: Inform the appropriate National Aviation Security Authority, which will inform other government departments, airport authorities and police forces as appropriate, and provide for communications with other authorities if the incident occurs outside national boundaries Prepare to deploy an airline team to the point at which the aircraft lands, preferably in an aircraft of a similar type to that which has been hijacked. This team should be in possession of information on the specifications and characteristics of the hijacked aircraft Identify the passengers and crew on board the hijacked aircraft; their number, names, where they joined the flight, and so far as possible, their nationality Collate information on the crew, their time on duty, experience of the aircraft type and experience of the area of operation and potential destinations Establish the status of the aircraft involved, its serviceability, fuel state, and the support services (food, water, toilets) on board Consider establishing an emergency response infrastructure (Emergency Management Centre, Customer Care Unit, Media Relations Office, etc.) as described in Part 1.

ERA EMERGENCY PLANNING HANDBOOK 4.6 4.6.1 RESPONSE BY AIRPORT AUTHORITIES In responding to an aircraft hijack, the airport authorities should:

AIRCRAFT HIJACKS

Accept the aircraft; no physical attempt should be made to prevent the aircraft landing Establish communications with the police (Chief Constable or his local representative) and the National Aviation Security Authority as soon as possible Direct the hijacked aircraft to a preferred parking area remote from passenger facilities or vital installations where it may be serviced by fixed land-line communications and afford tactical advantage to the police Provide communications with the aircraft on a dedicated radio frequency until a landline link can be established Facilitate the arrival and deployment of the police, in particular the police officer who will undertake control of the incident (the incident commander) Deny the aircraft services, such as fuel or food, until the requirements have been considered and authorised by the incident commander (medical support and other services necessary for the preservation of life may be rendered at any time). Attempt to negotiate the release of sick or injured passengers rather than providing medical staff, who might also be taken hostage Control access to the area of the airport affected by the incident Allocate premises and communications facilities from which the incident commander may control the incident, and at which the airline may establish emergency facilities (Customer Care Unit, etc.) Establish the availability of senior representatives of the airport, airlines and air traffic control services, to provide an interface between the incident commander and aviation interests Endeavour to keep the airport operational Make provision for the security, safety and comfort of passengers or aircrew released during the course of the incident, or when the incident is brought to a close Prevent the departure of the aircraft by any means compatible with safety (denying towing services or blocking manoeuvring areas) unless the departure is authorised by the incident commander. 4.6.2 Action by airport authorities when an aircraft is hijacked on the ground should be similar to those outlined in Paragraph 4.6.1 above (excluding first sub-paragraph). EXPECTED RESPONSE BY NATIONAL AVIATION SECURITY AUTHORITIES Although there will be differences between national regulations and practices, the following response by aviation security agencies to aircraft hijacks is typical: Aircraft within national boundaries: 4.7.3 Inform government departments in accordance with current contingency plans, and inform the airline concerned.

4.7 4.7.1 4.7.2

Aircraft approaching national boundaries: Inform government departments and monitor the aircrafts movements Inform all national airports and all national police forces

when the aircraft comes within 500 miles (1-2 hours flying time) keep airports and police forces which may have to handle the incident informed by telephone.

ERA EMERGENCY PLANNING HANDBOOK 4.7.4

AIRCRAFT HIJACKS

The National Aviation Security Authority may not update information despatched to airports and police forces (except to those which may have to handle the incident) and may not advise when the incident has closed, because of the extensive information which is usually available from the press and broadcasting services. AFTER THE HIJACK It is possible that some members of the hijack team will not reveal themselves during the incident. Therefore, at the conclusion of the hijack the police will assume that all persons on board may still constitute a possible threat. Accordingly, until the full identity of bona fide passengers and crew have been established, treatment by police may be harsher than would normally be expected, and both passengers and crewmembers may remain in custody until this process is complete. Crew, and their families, should be warned that they will be subject to severe media attention and are also likely to face official enquiries, including possible appearance as a witness in court. No statements to the media should be made without permission of the airline CEO or Emergency Management Centre (as appropriate), who should prepare briefings for the media. Crew comments should be restricted to personal experiences and reactions. Detailed descriptions of the techniques used by either side throughout the incident should be avoided at all costs. STAFF TRAINING Training in matters discussed in this chapter should be provided as part of the airline Aircrew Training Programme or Ground Staff Training Programme as appropriate. Refer to national legislation for details.

4.8 4.8.1

4.8.2

4.8.3

4.9 4.9.1

ERA EMERGENCY PLANNING HANDBOOK

MEDIA RELATIONS

PART 5 - MEDIA RELATIONS 5.1 5.1.1 INTRODUCTION The aim of any organisation that faces an emergency situation is to survive it; the way in which the incident is covered by the media has a critical role in this by shaping how the organisation is perceived. The way in which an airline manages its relationship with the media is extremely important, as the high profile of the air transport industry means that the smallest incident can receive a disproportionate amount of media coverage. OBJECTIVE In an emergency situation, the public judges an organisation through the eyes of the media. The key features on which an organisation is judged include: professionalism concern for the casualties and their next of kin reassurance. 5.2.2 The public may perceive failure to co-operate with the media as lack of concern, or may suspect that the airline is deliberately trying to withhold the truth. PREPARATION Key questions during preparation for facing an emergency include: Who do we need to talk to? How should we communicate with them? What do we want to say? Are nominated spokespeople and staff trained in media relations? Can the public relations unit or nominated staff respond in a crisis? How do we monitor 5.3.2 5.4 5.4.1 what is going on when the emergency is in progress? how the media are covering the incident? how successful our efforts are?

5.2 5.2.1

5.3 5.3.1

A list of possible target audiences for media information is at Appendix 2. BRIEFING PACK During an incident the media demand information. Information will be requested about the incident itself, but also background information about the airline, aircraft, airport and other such areas. A major aid to the handling of media relations during the incident is the preparation of a briefing pack containing this background information before any incident occurs. The public relations department can provide this background information to the media without reference to the Emergency Management Centre if they judge it appropriate. Care must be taken that all information communicated reflects the known details of the incident; in no circumstances should reference be made to the possible or perceived cause.

ERA EMERGENCY PLANNING HANDBOOK 5.4.2 5.4.3

MEDIA RELATIONS

This information is particularly important for regional airlines, as the general media are less likely to have library information on the company and its operations. The following is a list of suggested contents for the Briefing Pack: Company history and profile Company ownership Aircraft fleet Route structure Senior executives Safety record and details of technical systems for airline and aircraft in association with aircraft manufacturer.

5.4.4

As a service to its members, the European Regions Airline Association (ERA) will normally supply this and any other pertinent information as soon as possible after an incident, when it may be used to corroborate or supplement information already available. ERA supply this information to the following: Airline involved in the incident Airports of departure and intended landing, plus diversion airport if appropriate European airlines operating similar aircraft types Aircraft manufacturer. Note: this service is only available during normal office hours or on special request.

5.5 5.5.1

MEDIA TRAINING The handling of a media interview during an incident is a very difficult task. It is important that the correct impression is given and that the right level of information is provided. The public will expect to see and hear one of the most senior airline executives appearing on the television and radio to communicate the airlines reactions to the incident. An executive who has not received specialist training in broadcast media techniques could make a bad impression and cause long-term problems. The executive should also be experienced in dealing with the type of questions that the media ask, and have been involved in dealing with the media in the past. Media training is best carried out by a company specialising in media training. Although such training can be expensive for a regional airline with limited resources; the alternative of being poorly perceived by the public and suffering a loss of reputation as a result is likely to be much more expensive. An example of an organisation specialising in media training is IATA Crisis Communications. RESPONSE SYSTEMS The airline must have an effective system for contacting senior public relations staff in the airline and any consultants they may retain 24 hours a day. This should include the use of mobile pagers and mobile phones.

5.5.2

5.6 5.6.1

ERA EMERGENCY PLANNING HANDBOOK 5.7 5.7.1 MEDIA MONITORING

MEDIA RELATIONS

Much of the damage caused by inaccurate or biased media coverage can be minimised if the media are monitored constantly following an incident. The way in which individual broadcast channels or publications cover the incident should be scrutinised and inaccurate reporting should be corrected. If a particular media group seems to be unreasonably hostile then steps must be taken to try to rectify the situation. Companies should monitor dedicated news agency services such as Reuters, Associated Press, Agencie France Presse etc. or services such as the Reuters Business Information or FT Profile systems. These services could of course be used as research tools for the company at other times. TRAINING AND EXERCISES As with other parts of the incident management process, the procedures and facilities for emergency media relations should be tested regularly in realistic conditions. The stress generated in an emergency situation is difficult to recreate but it is essential to test the airlines ability to cope with the unexpected. RELATIONSHIPS WITH MEDIA When an incident has occurred there will be great pressure from the media for even the most basic information. There is a danger that the general media may adopt a negative attitude towards the company. If a good relationship has been established in advance with some of the more important local and national media, they will be familiar with the airline and will not need to be briefed on every detail. More importantly, they are more likely to trust the information supplied and to understand the pressures the airline is under. DURING THE INCIDENT THE PRESS CENTRE

5.7.2

5.8 5.8.1

5.9 5.9.1

5.10

5.10.1 Although the decisions about what information will be communicated to the media will be decided by the senior management and public relations staff in the Media Relations Office, the media must be provided with a central point for all information. If the incident occurs at an airport then this would normally be the best location. The press centre should be manned at all times by a trained staff member accustomed to dealing with the media. This centre could most appropriately be the responsibility of the airport to manage on behalf of all involved agencies. 5.10.2 In consultation with the other organisations involved in the incident, the press centre should be the venue for regular press briefings. If the media know that if they remain in the press centre they will receive all necessary information, then a level of control over their activities can be maintained. 5.10.3 The press centre should be equipped to cater for the communication needs of the media. All journalists entering the facilities should have their credentials checked for authenticity. 5.11 DURING THE INCIDENT HANDLING MEDIA ENQUIRIES

5.11.1 During an incident there will be an extremely large number of media enquiries from throughout the world. For example, after the Amsterdam El Al crash there were well over 1000 phone calls from the media alone in the immediate aftermath. Even in a small regional airline, an overwhelming media interest in any incident or accident is likely.

ERA EMERGENCY PLANNING HANDBOOK

MEDIA RELATIONS

5.11.2 At the time of an incident it is most likely that the Reservations Department will receive most of the calls, because their telephone number is most widely available. All calls relating to the incident should be redirected to separate numbers depending upon the type of enquiry. Typical different categories include: Genuine Callers. Callers who are seeking information about friends and relatives who may be among the passengers and crew Business Enquiries Reservation Requests Media enquiries Hoax and nuisance callers. Calls from people not involved in the crisis who are trying to find out information or cause confusion Other agencies. Agencies involved in the incident, e.g. airport, emergency services etc. 5.11.3 Callers should be transferred to the most appropriate department or agency on separate published or unpublished numbers as soon as possible. 5.11.4 At all times, media enquiries should be dealt with promptly, accurately, consistently and politely. 5.11.5 One of the key skills for a successful journalist is to elicit information from people. It is important that all staff who are likely to receive media calls, e.g. switchboard operators or reservations agents, receive training in responding to media calls. 5.11.6 When receiving a media enquiry the respondent should take note of the main details (see Form L) then pass the enquiry to the relevant member of the Media Relations Office (MRO). A system should be established to ensure that the MRO does respond to every media enquiry. 5.11.7 A useful way to manage this process, even with high volumes of enquiries, is to use a preprepared form such as the example (Form L). 5.11.8 All staff should be warned that there may be some journalists who will try to trick or bribe them into passing confidential information. They may do this by posing as a caller who has the right to this information, or by encouraging the staff to gossip about the incident. 5.12 DURING THE INCIDENT THE PUBLIC RELATIONS OFFICER IN THE FIELD

5.12.1 Even if the incident has not happened at an airport, it is necessary to decide whether to send a Public Relations Officer (PRO) to the incident site. There will probably be large numbers of media at the site, including most of the main broadcast media. In order to show the airlines concern it may be wise for the most senior company executive to go to the incident site in most cases he will probably insist on doing so. In this situation, it is imperative that a trained and experienced PRO should also go, to advise and support him. 5.12.2 Appendix 3 is a list of suggested items that the field PRO should have prepared in a central location to take to an incident site. 5.12.3 In the immediate aftermath of the incident, the field PRO is the main contact point for the media. This is unavoidable and the field PRO must be in constant contact with the Media Relations Office so that he can respond correctly to media enquiries without having to constantly refer media enquiries to his home base.

ERA EMERGENCY PLANNING HANDBOOK 5.13 USE OF THE INTERNET

MEDIA RELATIONS

5.13.1 Nowadays, most airlines have their own Internet website, which is used for advertising, ticket sales, promotions, etc. Following an incident, an airline website can be used to great effect to pass information to the media, staff and the general public, thus relieving pressure on telephone operators and the Media Relations Office. 5.13.2 Airlines that do not have their own website can sometimes make arrangements with partner airlines to use their website following an incident. Such arrangements must be made in advance so that the mechanism for posting incident notices is understood by all parties. 5.13.3 To obtain maximum advantage from the Internet, statements regarding the incident should be in a special area accessed directly by a link from the Home Page. This link and the Incident Area should be suppressed during normal day-to-day operation and activated as soon as the first Internet statement has been prepared. 5.13.4 The first statement should be posted as soon as possible. It should contain the following information: A brief factual account of the incident, including the numbers of dead and injured where known, and

Telephone number for enquiries from relatives of passengers. 5.13.5 Subsequent statements should include the following: A statement of concern and condolence from the airline Board of Directors Further casualty information Further information concerning the incident and the process of the investigation as released by the Investigator-in-Charge, including recovery of the Flight Data Recorder and Cockpit Voice Recorder Details of counselling services provided to survivors and relatives of deceased Factual information relating to the accident record of the aircraft type and the airline Details of any memorial services held or planned Date, time and location of next press conference.

5.13.6 As with all press releases, information posted on the website should be confined to known facts. In particular, the names of dead and injured passengers and crewmembers must not be released until they have been positively established and the next of kin have been informed. 5.13.7 Appendix 4 contains some examples of how website pages might appear following a fatal aircraft accident.

ERA EMERGENCY PLANNING HANDBOOK

ACCIDENT AND INCIDENT REPORTING

PART 6 - ACCIDENT AND INCIDENT REPORTING 6.1 6.1.1 INTRODUCTION ICAO Annex 13 lays down the criteria for accident and incident reporting. In general, National Aviation Authorities (NAAs) base their regulations on Annex 13; however minor differences exist, which are also listed in ICAO Annex 13. In their regulations, the European Union (EU) and the Joint Aviation Authorities (JAA) follow the substance and language of ICAO closely. From September 2003, the European Aviation Safety Agency (EASA) will come into being. EASA will eventually assume responsibility for accident and incident reporting criteria within the EU and are likely to follow JAA requirements. For the present, some NAAs follow JAA requirements; others differ significantly. Airlines must therefore ensure that the guidance given to employees follows the more restrictive criteria and reflects changes in national and supranational requirements as they arise. The following paragraphs summarise JAA requirements in respect to the reporting of accidents, incidents and other occurrences relating to the safety of the aircraft. The information contained is not comprehensive and reference must be made to the original documents, and to related and associated guidance material (ACJs, AMCs and IEMs), which may in any case be revised from time to time. Reference must also be made to the requirements of the NAA of the state of registry. ACCIDENT REPORTING JAR-OPS 1.420(a) defines the terms Incident, Serious Incident and Accident using the same language as ICAO Annex 13. These definitions are repeated in the List of Definitions at the beginning of this document. JAR-OPS 1.420(c) states the responsibilities of an operator following an accident or serious incident. It requires that airlines establish procedures for reporting accidents and serious incidents and specifies that: 6.2.3 Aircraft commanders must report accidents or serious incidents involving their aircraft to the airline Airlines must report accidents and serious incidents by the quickest means available. In the case of accidents only, the accident must be reported before the aircraft is moved unless exceptional circumstances prevent this The aircraft commander or the airline must submit a report to the state of registry within 72 hours of the time when the accident or serious incident occurred.

6.1.2

6.1.3

6.2 6.2.1

6.2.2

Detailed requirements for the reporting of accidents and serious incidents vary from country to country. In general, airlines are required to notify the accident investigation authority in the state of registry and the state in which the accident or incident occurred; however, some states may require additional addressees to be informed. In the event of an accident or serious incident, airlines are advised to contact the nearest ATC unit to determine to whom reports should be made in the particular circumstances. An example of the information required is given at Form M. INCIDENT REPORTING JAR-OPS 1.420(b) requires airlines to establish an incident reporting system and specifies general incident reporting procedures.

6.2.4 6.3 6.3.1

ERA EMERGENCY PLANNING HANDBOOK 6.3.2 6.3.3

ACCIDENT AND INCIDENT REPORTING

JAR-OPS 1.085(b) specifies the responsibilities of crew members for reporting incidents that endanger, or could endanger, the safety of operation. JAR-OPS 1.420(d) gives details of types of occurrences for which specific reports are required. These are: Air Traffic Incidents Airborne Collision Avoidance System Resolution Advisories Bird Hazards and Strikes In-flight Emergencies with Dangerous Goods on Board Unlawful Interference, including Hijacking Encountering Potentially Hazardous Conditions, such as an irregularity in a ground or navigational facility, a meteorological phenomenon, or volcanic ash cloud encountered during flight.

6.4 6.4.1

OCCURRENCE REPORTING JAR-OPS 1.037(a)(2) requires airlines to establish an occurrence reporting system. JAROPS 1.085(b) specifies the responsibilities of crew members for reporting occurrences that endanger, or could endanger, the safety of operation. INVESTIGATIONS ICAO Annex 13 states that the sole objective of the investigation of an accident or incident shall be the prevention of accidents and incidents. It is not the responsibility of this activity to apportion blame or liability. Every accident or serious incident will be investigated by the national authority, which may also wish to investigate other incidents if they believe an air safety lesson may be drawn from the investigation. The accident investigation process is controlled by an Investigator-in-Charge appointed by the State of Occurrence, and all activity must be conducted with his authority. The State of Registry, State of the Operator and State of Manufacture may appoint accredited representatives to the investigation. A prime duty of parties attending the investigation is to ensure they co-operate with these officials. REPORTS AND RECOMMENDATIONS All investigations are eventually made the subject of reports. Where appropriate, the reports will contain safety recommendations and will be circulated to parties likely to benefit from their findings with regard to safety. In the case of incident reports, the report should protect the anonymity of the persons involved in the incident. Depending on the procedures in the State of Occurrence, parties to the investigation may make a submission, or review the draft report before its publication. Airlines should ensure they take every opportunity to do so.

6.5 6.5.1

6.5.2

6.5.3

6.6 6.6.1

6.6.2 6.6.3

ERA EMERGENCY PLANNING HANDBOOK

SPECIMEN FORMS

Form A

INCIDENT REPORT

(not for terror threats)

Note down the Date and Time of receipt of the message. Write down as much detail as possible. Pass to Operations Room as soon as possible. Date Location of incident Weather at incident site Aircraft type Flight no Incident details Reg no Time Time zone

Other Details

Callers Name Tel No Telex

Callers Organisation Fax No E-Mail

Callers Position

IF THERE IS ANY DOUBT, DUTY OPERATIONS OFFICER SHOULD CALL BACK INFORMANT TO CONFIRM AUTHENTICITY OF REPORT If unable to confirm, attempt to assess the reliability of the initial report. Telephone the airfield, Air Traffic Control Unit or police nearest to the reported incident and ask whether they were aware of any accidents or incidents involving a company aircraft. When confirmed, complete Incident Details (Form D) as fully as possible.

Form A

ERA EMERGENCY PLANNING HANDBOOK

SPECIMEN FORMS

Form B (Page 1)

TERROR THREAT INCIDENT REPORT

Operator: record as many details as possible while you are talking to the informant; complete as much of the form as you can at once; pass the form to a supervisor immediately. Supervisor: check the form and pass without delay to: The Company Terror Threat Assessor. The Police. The National Aviation Security Authority. From Date Person to whom should be directed enquiries Time Time Zone (Company)

Message: Exact language used

WHAT SORT OF DEVICE? (tick the appropriate word) Bomb Chemical Biological Other Detail _________________

WHERE IS THE DEVICE? (tick the appropriate word) Terminal which?_ _ _ _ _ Fuel farm Handling agent Flight no. ___________ From which?_ _ _ _ _ Cargo area Other ________________

Airline premises Aircraft Type To ______

____________

Detail

______________________________

Did caller appear familiar with aircraft or building by the description of the device location? Yes/No WHEN WILL IT OPERATE? (tick the appropriate word) Time In flight ____________ If moved Day Other _____________ Detail Date ____________

_______________________

WHAT DOES IT LOOK LIKE? (tick the appropriate word) Briefcase Box Carrier bag Other Detail Suitcase ________________________ Continued overleaf Form B (Page 1)

ERA EMERGENCY PLANNING HANDBOOK Form B (Page 2) WHY ARE YOU DOING THIS?

SPECIMEN FORMS

WHO ARE YOU? Organisation _________________ Where are you now?

Name

_____________________

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

BACKGROUND DETAIL (tick appropriate answer) Origin of call Number dialled by caller Callers identity Sex Pay phone Private phone Internal Mobile

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ M /F Approximate age ____________________ BACKGROUND NOISE -Quiet -Mixed -Trains -Music -Voices -Kitchen -Aircraft -Animals -Office Machinery -Factory Machines -Street Traffic -Party -Other

VOICE CHARACTERISTICS -Loud -Soft -High-pitched -Deep -Rasping -Pleasant -Intoxicated -Other ACCENT -Local -Regional* -Foreign* *(identify if possible) -Other

SPEECH -Fast -Distinct -Stutter -Slurred MANNER -Calm -Rational -Coherent -Deliberate -Righteous -Obscene

-Slow -Distorted -Nasal -Other

-Angry -Irrational -Incoherent -Emotional -Laughing -Proper

Command of language: Technical terms used?

Excellent

Good

Fair

Poor

_____________________________________

NAME OF PERSON WHO RECEIVED WARNING Position _____________________

________________________ Tel No. __________________

Passed to (name) Position Date Signed

________________________________________ Tel no __________________ Time Zone _________

_____________________ _ _ _ _ _ _ _ _ _ _ _ Time

____________

_____________________________________________

Form B (Page 2)

ERA EMERGENCY PLANNING HANDBOOK

SPECIMEN FORMS

Form C

INCIDENT LOG DATE _____/____/_____ Reported by Actioned Initials

ALL TIMES LOCAL*/UTC* (*delete as appropriate) Time Details of Event

Notes:

An event may be receipt of a message, a report of an incident, response to an incident, change of duty personnel, etc. All events, however minor, must be logged. When an event is reported, enter time, details of event and identification of person reporting event. When an event has been actioned or no action is required, enter in Actioned column together with identification of person who reported action complete. Use staff codes or similar unambiguous system to identify person reporting an event.

Form C

ERA EMERGENCY PLANNING HANDBOOK

SPECIMEN FORMS

Form D

INCIDENT DETAILS

An aircraft operated by Involved in an incident at

_______________________

(Airline Name) has been

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ (Location)

The Aircraft is a _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ (Type and version) Operating the Between and There are _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ ______________________________ _______________________________ ______ (number) Passengers and ______ (number) (Flight Number) (Departure Airfield) (Destination Airfield)

Crew on board the aircraft

AIRLINE CONTACT NUMBERS OPERATIONS CONTROL (until Emergency Management Centre is operational) Tel: ______________________

EMERGENCY MANAGEMENT CENTRE

Tel: Tel: Fax:

______________________ ______________________ ______________________

Telex/SITA: _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ E-mail: _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

PASSENGER INFORMATION:

Tel: _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

MEDIA RELATIONS OFFICE:

Tel: _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Fax: _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ E-mail: _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

Form D

ERA EMERGENCY PLANNING HANDBOOK

SPECIMEN FORMS

Form E OFFICE Managing Director

Office Home Mobile/Car

SENIOR COMPANY PERSONNEL GRADE 1 NAME/TEL NO ANDREW SMITH

+44 (0)1234 567890 +44 (0)1345 678901 +44 (0)7890 123456

(example list) CONTACTED YES/NO

Operations Director
Office Home Mobile/Car

YES/NO

Commercial Director
Office Home Mobile/Car

YES/NO

Technical Director
Office Home Mobile/Car

YES/NO

Financial Director
Office Home Mobile/Car

YES/NO

General Manager
Office Home Mobile/Car

YES/NO

Flight Operations Manager

Office Home Mobile/Car

YES/NO

Ground Operations Manager

Office Home Mobile/Car

YES/NO

Public Relations Manager

Office Home Mobile/Car

YES/NO

Training Manager
Office Home Mobile/Car

YES/NO

Personnel Manager
Office Home Mobile/Car

YES/NO

Chief Pilot
Office Home Mobile/Car

YES/NO

Flight Safety Manager

Office Home Mobile/Car

YES/NO

Form E

ERA EMERGENCY PLANNING HANDBOOK

SPECIMEN FORMS

Form F

ESSENTIAL INTERNAL DEPARTMENTS

Activate the following internal offices, which will carry out the tasks noted below: SENIOR CUSTOMER SERVICES REPRESENTATIVE Tel: _ _ _ _ _ _ _ _ _ _ _ _ Person informed _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Inform departure airfield of incident (Incident Details Form D) Instruct them to secure aircraft documents (load-sheets, pax manifests, pax coupons, cargo documents, see Appendix 1) Inform arrival airfield of incident (Incident Details Form D) Issue incident signal to all stations (Incident Details Form D) Take all available documents relating to the flight to Emergency Management Centre. (See Appendix 1) Refer incident, passenger and media enquiries to appropriate telephone numbers Form D.

SENIOR FLIGHT OPERATIONS REPRESENTATIVE Tel: _ _ _ _ _ _ _ _ _ _ _ _ Person informed _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Use Incident Details Form D for all information Secure staff records and take to Emergency Management Centre. See Appendix 1 Brief all flight operations staff Refer crisis, passenger and media enquiries to appropriate telephone numbers.

SENIOR CABIN SERVICES REPRESENTATIVE Tel: _ _ _ _ _ _ _ _ _ _ _ _ Person informed _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Use Incident Details Form D for all information Secure staff records and take to Emergency Management Centre. See Appendix 1 Brief all cabin services staff Refer crisis, passenger and media enquiries to appropriate telephone numbers.

SENIOR RESERVATIONS REPRESENTATIVE Tel: _ _ _ _ _ _ _ _ _ _ _ _ Person informed _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Use Incident Details Form D for all information Brief all reservations staff Brief switchboard Close down the incident flight with passenger reservation system (to inhibit all passenger records) Refer crisis, passenger and media enquiries to appropriate telephone numbers. SENIOR ENGINEERING REPRESENTATIVE Tel: _ _ _ _ _ _ _ _ _ _ _ _ Person informed _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Use Incident Details Form D for all information Secure relevant aircraft documents and take to Emergency Management Centre (maintenance records, life history, log sheets). See Appendix 1 Secure engineering premises from intrusion Notify aircraft manufacturer.

Form F

ERA EMERGENCY PLANNING HANDBOOK

SPECIMEN FORMS

Form G

LOCAL INCIDENT SITE TEAM

(Key Information)

LOCATION

____________________________________________ _________________________________________ ______________ FROM Male/Female Children _ _ _ _ _ /_ _ _ _ _ M/F REGISTRATION _______________ TO ____________

NEAREST TOWN AIRCRAFT TYPE FLIGHT NO CREW

_________

___________

_ _ _ _ _ /_ _ _ _ _ Adult

PASSENGERS CARGO

_ _ _ _ _ /_ _ _ _ _ M/F

______________________________________________

____________________________________________________ LIST TEAM MEMBERS (check time z one of ET A) _________ _________ _________ _________ _________ _________ _________ _________ ETA ETA ETA ETA ETA Fax Telex _________ _________ _________ _________ _________ _________ ________

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Mobile Tel _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Mobile Tel _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Mobile Tel _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Mobile Tel _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Mobile Tel LIST HQ EMC Tel MRO Tel Police Tel Hospital 1 Hospital 2 ________________ Tel _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Fax _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Fax ________________

______________________ ______________________ ________________

Tel Tel

________________ ________________

Fire Brigade Tel Other

______________________________________________ ______________________________________________ ______________________________________________ ______________________________________________

Form G

ERA EMERGENCY PLANNING HANDBOOK

SPECIMEN FORMS

Form H

INCIDENT SITE TEAM EQUIPMENT LIST

Location Item ID Cards Torches and spare batteries Portable Telephone1 and spare batteries Portable Radio1 Identification Tabards Camera and Film (not digital)2 Note Pads and Pencils First Aid Kit Cold/Wet or Hot Weather Clothing Road Maps/Large Scale Maps Laptop PC internet capable with printer and spare battery Hand-held GPS for survey Tick (") "

Notes:

1. Portable telephones, radios or other transmitting equipment must not be used near to suspected bombs. 2. Digital photographs may not be admissible as evidence in court of law.

Form H

ERA EMERGENCY PLANNING HANDBOOK

SPECIMEN FORMS

Form J

INCIDENT SITE TEAM DETAILS

1. Establish if team members are going straight to the site or are reporting to Head Office. Team Member1 Team Leader3 Senior Manager4 Engineering Representative Fleet Captain PR Representative 2. Confirm transport details to accident site by fastest possible means and arrange if required. Team Leader3 Method ETA2 Assistance Required Senior Manager4 Method ETA2 Assistance Required Engineering Representative Method ETA2 Assistance Required Fleet Captain Method ETA2 Assistance Required PR Representative Method ETA2 Assistance Required Notes: 1. Incident site team not limited to these posts. 2. Insert UCT or Local Time as appropriate. 3. Team leader may hold one of the posts. 4. Senior Manager to make statements to the media. Name Head Office Accident Site ETA2

Form J

ERA EMERGENCY PLANNING HANDBOOK

SPECIMEN FORMS

Form K PRINT ALL DETAILS Date Location

DOCUMENT RECEIPT

Time

Description of Documents and Reference

Copy or Original

No of Pages

Name of Official receiving documents Rank/Title Organisation Represented Details of Identification By what authority are the documents being demanded? Officials signature Date & Time Company Reps Signature Remarks Type Ref No

Form K

ERA EMERGENCY PLANNING HANDBOOK

SPECIMEN FORMS

Form L

MEDIA ENQUIRY FORM

Name of enquirer: Organisation: Date/time of call: Telephone No: Deadline: Questions asked: / Taken by: Fax No: Passed to:

Answers given:

Enquiry passed to: Check response given:

Form L

ERA EMERGENCY PLANNING HANDBOOK

SPECIMEN FORMS

Form M

ACCIDENT INVESTIGATION DEPARTMENT

Accident Report

Contact your nearest ATC Unit to determine who should be notified. Initial notification should be made by telephone followed by Telex or Fax.

FORMAT FOR TELEX/FAX MESSAGE: AIRCRAFT ACCIDENT A. B. C. D. E. F. G. AIRCRAFT TYPE/MODEL/NATIONALITY/REGISTRATION NAME OF THE OWNER/OPERATOR/HIRER (if any) NAME OF THE COMMANDER DATE AND TIME (UTC) OF THE INCIDENT LAST POINT OF DEPARTURE/NEXT POINT OF INTENDED LANDING LOCATION OF THE INCIDENT NUMBER OF CREW ON BOARD NUMBER OF PASSENGERS ON BOARD NUMBER OF CREW KILLED OR INJURED NUMBER OF PASSENGERS KILLED OR INJURED ANY OTHERS KILLED OR INJURED H. NATURE OF INCIDENT. BRIEF PARTICULARS OF DAMAGE TO AIRCRAFT

Any of the above information that is not immediately available should be sent as soon as possible.

Form M

ERA EMERGENCY PLANNING HANDBOOK

DOCUMENTS TO BE SECURED

Appendix 1

DOCUMENTS TO BE SECURED

The airline must take all necessary steps to ensure that any documents which are in their possession and contain any of the following information are secured from unauthorised access until required by the responsible authorities. Notes: 1. Electronic versions of documents must be secured in addition to paper documents. 2. No document may be released to any individual without the production of written authority as to his entitlement. 3. A signed receipt must be obtained whenever a document is yielded up to any person. (see Form K) 1. Aircraft Life History including Date of manufacture Record of modifications Total flying hours and cycles 2. Aircraft Maintenance Records including Record of maintenance checks Record of deferred defects Aircraft seating configuration Aircraft Technical Log Type and quantity of fuel loaded Type and quantity of fluid replenishment Details of de-icing and anti-icing completed

3. Aircraft Manuals, (originals if possible) including Flight Manual Operations Manual Loading/Weight and Balance Manual Navigation Documents & Data Maps & Charts (en route) Airways & Approach Flight Guides/Let Down Plates/Airfield Charts Flight Test Observers Logs & records Vital Data Cards (T/O & landing Performance Data in use) Check Lists Technical Log & Fuel uplift vouchers In-flight Navigation Logs

4. Flight Documentation including Copy of ATC Flight plan Copy of NAV Flight plan Copy of Pilot Log NOTAMS Crew Met Folder Departure, destination, intended route, planned alternate airfields Departure clearance details and ATD Route followed Approach clearance details Details of weather forecasts and actuals obtained by crew Crew Nav Bags & Brief Cases (in cases of fatalities only) Continued overleaf

ERA EMERGENCY PLANNING HANDBOOK

DOCUMENTS TO BE SECURED

5. Meteorological and Allied Data Full Meteorological records for the period in question In-flight Met Broadcasts available at time in question In-flight Reports & Post-Flight Reports by other Aircrew Approach/Landing Weather as transmitted by ATC Light conditions, Time of Sunset/Sunrise/Nautical and Civil Twilight Suns Azimuth and Elevation 6. Load Documentation, including Current Weight Schedule Load/Balance Sheet, showing Max. Weight Authorised, RTOW (if appropriate) and Take Off Weight C of G details Maximum Landing Weight and Calculated Landing Weight Fuel (T/O) 7. Passenger Manifests 8. Passenger Coupons 9. Cargo Documents, including Operator/Agent Dispatchers Name & Qualifications Baggage weight and location Freight weight and location Mail weight and location Details of Dangerous Cargo, including Notice To Captain (NOTOC) form

10. Accident Details Precise time and location of accident Weight, C of G and fuel remaining at accident time 11. Crew Records Personal flying log Company records of Duty/Flight Times and Rest Periods for last 6 months Number of flights to aerodrome in question, including details such as day/night, VMC/IMC* Number of times the route was flown, including details such as day/night/VMC/IMC* * Include names of other crew members flown with during these flights.

12. Records of Training and Qualification Licence details Renewal/validation dates Copy of type rating exam results Records of instrument rating tests, results and re-test details Records of last base check and line check, results and re-test details Records of last safety and survival drills, results and re-test details Training and progress sheets Record of last medical examinations

ERA EMERGENCY PLANNING HANDBOOK

MEDIA TARGET AUDIENCES

Appendix 2

MEDIA TARGET AUDIENCES

The following is a list of possible target audiences for media information. MEDIA 1. National and local - press: news and aviation correspondents - TV: news and aviation correspondents - Radio: news and aviation correspondents 2. Trade media AUTHORITIES 1. Government - Ministers and civil servants in Transport Department and Civil Aviation Authority 2. Members of national and European Parliaments 3. State or Provincial Governments and Local Councils. OTHER ORGANISATIONS PR DEPARTMENTS 1. Police 2. Fire 3. Ambulance 4. Hospitals 5. Accident investigation Unit 6. Manufacturers 7. Airline partners franchiser, code-share partners, etc. 8. Trade associations including ERA OTHER ORGANISATIONS THAT NEED TO BE ADDRESSED 1. Employees 2. Airline owners/shareholders 3. Trade unions 4. Lawyers 5. Insurance companies 6. Suppliers 7. Aircraft manufacturers (Design Engineering, Operations, through Customer Support function). 8. General Sales Agents 9. Handling Agents 10. Travel and Tourist Companies and agents - aviation and travel trade

ERA EMERGENCY PLANNING HANDBOOK

FIELD PRO EQUIPMENT LIST

Appendix 3

FIELD PUBLIC RELATIONS OFFICER EQUIPMENT LIST

The following is a list of suggested items that the field PRO should have prepared in a central location to take to an incident site. Identification card Mobile telephone and pager (including spare batteries) Notepad and pens/pencils Copy of airline Emergency Planning Handbook including contact details Press list for main media Camera (not digital) Watch or clock Tape recorder/Dictaphone and tapes Radio and pocket TV Large board, paper and pen for notices Fluorescent jacket Torch Company Briefing Pack Laptop PC internet capable with printer and spare battery

ERA EMERGENCY PLANNING HANDBOOK

SPECIMEN WEBSITE PAGES

Appendix 4

SPECIMEN WEBSITE PAGES

The following are examples of notices placed on an airline website following a fatal aircraft accident. They demonstrate the airlines openness and full support for the families and friends of the bereaved. 1. [airline] aircraft crashes near [place] - no survivors [place], [date], [time] - All the occupants of a [airline] [aircraft type] - the crew of [number] and [number] passengers - perished when the aircraft crashed near [place]. The aircraft crashed, shortly after takeoff, at [time] on [day]. [Airline] Flight No. [xxxxx] took off from [name] Airport at [time] and was scheduled to land in [place] about [number] minutes later. A few minutes after take-off, the aircraft [registration] disappeared from the radar screens. According to information supplied by [ATC service], weather conditions at the time were good and there was no indication of any problems given by the crew. The [airline] has set up an emergency telephone for relatives of the passengers at: [number]. (list domestic and international numbers separately) Note: The next press conference will be held at the [airline] Headquarters in [place] at [time]. 2. Cause of [airline] accident remains unclear - search for flight data recorder continues

[place], [date], [time] - The cause of the accident involving a [airline] [aircraft type] aircraft near [place] Airport this evening remains unclear. The [number] passengers and [number] crew on board the aircraft all perished. At a media conference held this evening in [place], [airline] CEO (or Chairman or Managing Director) [name] expressed his sincerest condolences to the family, friends and colleagues of the crash victims on behalf of the Board of Directors of the [airline]. [name], head of the [country] air traffic control agency [name], stated that there were no signs of trouble immediately after the aircraft took off from [place] at [time] local time. It is hoped that the evaluation of the flight data and cockpit voice recorders, once recovered, will provide clues as to the cause of the accident. As reported by [name] of the [police force], the aircraft impacted in a field some [number] metres from a residential area in [place], a village near [place] Airport. The names of the victims will be announced once all next-of-kin have been notified. The nationality of all passengers is still being researched. The flight's Captain was a native of [country] and had accumulated some [number] flights hours. The co-pilot was a [country] national and the single flight attendant was from [country]. At [time] a [airline] charter aircraft carrying members of the [airline] care team departed [place] for [place]. The care team will offer moral and psychological support to the victims' family members. The [airline] has established an emergency contact number for victims' family members under [number]. [airline] operated [number] [aircraft type] aircraft. Some [number] [aircraft type] have been in service world-wide since [date]. The [airline] aircraft was constructed in [year] and had accumulated [number] flight hours. A total of [number] [aircraft type] have been lost. The worst accident occurred in [year] in [place] when [number] people perished. Note: the next media conference will take place on [date] at [time] at [airline] headquarters in [place]. Continued overleaf

ERA EMERGENCY PLANNING HANDBOOK 3. Radar contact with [airline] aircraft lost after two minutes

SPECIMEN WEBSITE PAGES

[place], [date], [time] The [airline] aircraft that crashed yesterday evening was airborne [number] minutes before radar contact was lost. The [number] crew members and all [number] passengers on board the [aircraft type] perished in the accident. All victims have been identified. According to [name], head of [ATC service], [airline] flight [number] departed [place] en route to [place] at [time]. Takeoff was from [place] Airport's runway [number], heading [direction]. Radar contact was lost at [time]. The last contact with the pilot was recorded some [time] earlier. After this last radio message the aircraft executed (description of aircraft flight path and comparison with expected flight path). The reasons for the accident remain unknown at this time. The impact site is some [number] miles ([number] kilometres) from the point of takeoff, near the village of [name]. The search for the flight data and cockpit voice recorders began again this morning at daybreak. Recovery efforts are (comment on progress of the recovery, e.g. terrain, weather, etc. and their effect on recovery). The [number] passengers on flight [number] were (brief details of the passengers, their names, ages and nationalities). The crew members of flight [number] were (brief details of the crew members, their names, ages, nationalities and crew positions). A [number]-person care team, consisting of [airline] staff, are looking after the victims' family members in [place]. As mentioned by [name] at a media conference this morning, [airline] is offering the families immediate aid of roughly [amount]. Since last night [airline] has conducted a special technical inspection of its remaining [aircraft type]. The aircraft that was lost had been in the [airline] fleet since [year], having accumulated [number] flight hours and [number] takeoff and landing cycles. The pilots were both highly experienced and had completed examinations at [airline] that correspond to international standards. The Captain had accumulated [number] hours of flight duty time, including [number] on the [aircraft type]. The co-pilot had some [number] flight hours, [number] on the [aircraft type]. Note: the next media conference will take place on [date] at [time] at [airline] headquarters in [place]. 4. [Airline] [flight number] The names of the victims

[place], [date], [time] All the occupants of a [airline] [aircraft type] the crew of [number] and [number] passengers perished when the aircraft crashed near [place]. The aircraft crashed, shortly after takeoff, at [time] on [day]. Passengers Surname [list of passengers] Crew Surname First Name Nationality Crew Position First Name Nationality

5. Official memorial The official memorial service for the victims of flight [flight No] will take place on [date] at [time] in [place]. The event is open to the public and will be broadcast live to [if appropriate]. To honour the victims of the accident the entire [airline] will observe a minute of silence at [time] on [date].

ERA EMERGENCY PLANNING HANDBOOK

UNIVERSITY COURSES

Appendix 5

UNIVERSITY COURSES CITY UNIVERSITY

CRISIS MANAGEMENT SHORT COURSE The course outlines the organisation, teamwork, support, external relations and management issues related to incidents and accidents and illustrates the methodologies used for managing crisis situations in an airline operation. The detail includes crisis management and business continuity planning, and the teaching is reinforced by case studies of recent accidents and incidents. Presentations are included from some of the airlines involved. The course is run as a short course and also as a module within the MSc Air Transport Management and MSc Air Safety Management programmes. Students who attend the short course may subsequently enrol in an MSc course at a reduced rate. These, and other, modules are delivered by uVe aviation, a consultancy specialising in aviation safety and crisis management planning. These 3-day courses are offered in Hahn (Germany), Dubai (UAE), and City University London (UK). Contact details: Contact: Telephone: E-mail: uVe website: Tim Whitaker +44 (0) 1234 712760, or +44 (0) 7984 438787 tw@uve-aviation.com www.uve-aviation.com

ERA EMERGENCY PLANNING HANDBOOK CRANFIELD UNIVERSITY CRANFIELD DISASTER MANAGEMENT COURSES

UNIVERSITY COURSES

Cranfield Disaster Management Centre (CDMC) offers a range of educational and training opportunities in disaster Management. The following are examples. GLOBAL INTERNATIONAL DISASTER MANAGEMENT COURSE An annual, 3 week, UK-based course offering comprehensive, state-of-the-art training covering current and future needs in global disaster management. TRAINING OF TRAINERS FOR DISASTER MANAGEMENT This UK-based course aims to provide training tools and techniques with the focus on disaster management. SPECIALIST DISASTER MANAGEMENT COURSE This is a 2-week specialist course in Terrorism and Civil Emergencies. MSC IN DISASTER MANAGEMENT A one-year full time Masters degree commencing in September each year. This course is also offered as a part-time option over a maximum of five years (subject to Senate approval). Brochures covering these courses are available using the link www.rmcs.cranfield.ac.uk/dmc Places on the Global Disaster Management, Training of Trainers and Specialist courses are offered on a first come/first served basis. Contact Details: Address: Michelle Addison Senior Administrator Cranfield Disaster Management Centre Cranfield University Defence Academy RMCS, Shrivenham Swindon Wiltshire SN6 8LA UK +44 (0)1793 785287 +44 (0)1793 785883 disprep@rmcs.cranfield.ac.uk www.rmcs.cranfield.ac.uk/dmc

Telephone: Fax: Email: Website:

Continued overleaf

ERA EMERGENCY PLANNING HANDBOOK

UNIVERSITY COURSES

Cranfield University also offers the following 3-day short course in co-operation with Global DVI AIRLINE CRISIS MANAGEMENT An aircraft accident is a rare occurrence so few airline managers have had the opportunity of acquiring the knowledge necessary to deal with such a crisis. How should an airline deal effectively and courteously with its passengers and crew, the victims, both alive and dead, of an international aircraft accident, and also with their friends and relatives and at the same time with the media and with business, political and other pressures resulting from the accident? There is a clear need for intensive training of all who will be involved if and when an accident or other such event does occur. Without this knowledge or training a crisis can very easily become a catastrophe. This course comprises a table-top simulation exercise, based on real events, backed up by thorough briefing, debriefing and discussion sessions. Delegates will form the airlines Crisis Management Centre which has to keep control of the whole crisis. The course is intended for senior airline management staff responsible for or likely to be involved in contingency planning, training and/or the actual response to an accident. The course may also be of interest to members of the emergency services. In order to represent a crisis management team adequately and to keep all delegates fully involved the number of delegates is limited to a maximum of twelve. Contact details: Address: Short Course Office Cranfield University Cranfield Bedford MK43 0AL UK +44 (0)1234 754176 +44 (0)1234 751206 shortcourse@cranfield.as.uk

Telephone: Fax: E-mail:

ERA EMERGENCY PLANNING HANDBOOK

CRISIS MANAGEMENT SERVICES

Appendix 6

CRISIS MANAGEMENT SERVICES

listed alphabetically

BACP (BRITISH ASSOCIATION FOR COUNSELLING & PSYCHOTHERAPY) BACP is an association of over 20,000 practicing members, working to promote an understanding of counselling and psychotherapy throughout society and to set, monitor and maintain the highest possible standards of training and practice for public protection. Contact details: British Association for Counselling & Psychotherapy (BACP) Address: 1 Regent Place Rugby Warwickshire CV21 2PJ UK +44 (0)870 443 5252 +44 (0)0870 443 5160 bacp@bacp.co.uk www.counselling.co.uk

Telephone: Fax: Email: Website:

ERA EMERGENCY PLANNING HANDBOOK

CRISIS MANAGEMENT SERVICES

CENTRE FOR CRISIS PSYCHOLOGY (CCP) Psychological trauma and post traumatic stress disorder cannot be ignored. Post traumatic stress can damage staff and customers and hence your business. A poor response from managers will demoralise people further. The Centre's interventions go beyond simple trauma counselling or psychological debriefing. Our "help technologies" and experience deliver a flexible response that meets the needs of each situation A traumatic event within your business will affect your staff and customers. They are the future of your business. Effective recovery means having in place: Policy and plans to cope with the aftermath of trauma In-house capability involving trained personnel Intervention from expert clinicians

CCP has the experience to meet your needs in these three crucial areas. Contact details: Address: Fosse House Broughton Hall Broughton Skipton North Yorkshire BD23 3AE UK +44 (0)1756 796383 +44 (0)1756 796384 info@ccpdirect.co.uk www.ccpdirect.co.uk

Telephone: Fax: Email: Website:

ERA EMERGENCY PLANNING HANDBOOK

CRISIS MANAGEMENT SERVICES

COUNSELLING EUROPE Counselling Europe is a Netherlands based organisation offering an extensive range of counselling courses, from introductory level through to diploma level, together with tailored courses and workshops to meet our clients specific needs. Qualified facilitators work with you on a one-to-one basis. Together we plan a personalised programme to deal with your individual needs and specific skill development. This can be in the form of a short, intensive coaching session or as an on-going mentoring process. Trainers have extensive overseas experience, are excellent cross-cultural communicators, and take a creative, challenging approach. Courses can be offered with an open attendance or on a closed basis and in-house if facilities and numbers are sufficient. Contact details Telephone: Mobile: E-mail: Postbank: KvK: Website: +31 (0)70 384 0981 +31 (0)628 345 617 info@counsellingeurope.com Dereklainsbury@wanadoo.nl 4322359 NL.2384.05.771 B 01 www.counsellingeurope.com

ERA EMERGENCY PLANNING HANDBOOK DISASTER ACTION

CRISIS MANAGEMENT SERVICES

Founded in 1991, Disaster Action is a charity which was set up by survivors and the bereaved in response to the series of major disasters that happened in the UK in the late 1980s. It acts as an umbrella organisation to represent the common problems faced by individuals or disaster groups in dealing with government departments, legal agencies, industry and disaster management organisations. Disaster Action has three primary aims: 1. To campaign for a safety climate in which disasters are less likely to occur, which includes raising public awareness of issues such as corporate responsibility and working to change the laws governing involuntary manslaughter. To offer support and guidance to those directly affected by disaster. We offer a listening ear, from the perspective of those who have been through a similar experience; advise on how to form support groups; and how best to deal with the bureaucratic and legal hurdles people have to confront. We also help people to make contact with experts experienced in dealing with disasters, including therapists if needed (Disaster Action members are not counsellors). To provide continuing advice to emergency management organisations and to ensure that the immediate needs of those affected by disasters are fully taken into account.

2.

3.

The Disaster Action website: www.disasteraction.org contains much valuable information and useful links to other organisations. Contact details: All Enquiries to: Address: Pamela Dix Disaster Action PO Box 849 Woking GU21 8WB UK +44 (0)1483 799 066 pamela_dix@daction.freeserve.co.uk

Telephone and Fax E-mail:

ERA EMERGENCY PLANNING HANDBOOK DOCLEAF

CRISIS MANAGEMENT SERVICES

Docleaf is a company specialising in business continuity and crisis management. We provide not only preparatory support but also reactive assistance at the time of greatest need. We adopt a full service approach to your business needs, addressing all the issues that need to be managed when developing Business Continuity and Crisis Management procedures and response mechanisms. Docleafs services are designed to meet the specific needs of any organisation that assembles, moves or accommodates people. We provide preparatory assistance which includes risk assessment, training and real life simulations. Our professional team will deliver the latest in current expertise before, during and after any event. Our Crisis Advisors will be alongside you during the crisis so you can benefit from their first hand experience of managing chaotic and fluid situations. This can be at your head office or at the scene of the incident wherever you need our support. We also have a network of international specialists available, for example our media experts who can work with you to get the best out of any media coverage. Or, they could be our medical assistance teams, befrienders or trauma counsellors. Docleafs Inbound Crisis Call Centre can help relieve the pressure hundreds or thousands of calls could place on your business. It is available 24 hours a day, 365 days a year and can be activated within one hour of incident notification. Whatever your need, we can bolster your defences, for major or minor mishaps. After the event, youre not forgotten debriefing, counselling and continued support are available. Docleaf specialises in: planning and preparation; training and testing; and, support and response. Contact Details: Address: Docleaf Chequers Lane WATFORD Hertfordshire UK WD25 0LG +44 (0) 1923 681224 +44 (0) 1923 671375 info@docleaf.com www.docleaf.com

Telephone: Fax: E-mail: Website:

ERA EMERGENCY PLANNING HANDBOOK

CRISIS MANAGEMENT SERVICES

EPIC - EMERGENCY PROCEDURES INFORMATION CENTRE Function: EPIC acts as a focal point for public enquiries with a dedicated public telephone number and can handle an incident involving up to 1000 casualties. It collates and controls all information related to the passengers and crew involved in the incident and provides the next of kin with information and support. EPIC is operated by British Airways and is manned jointly by British Airways staff and the Metropolitan Police, Heathrow Division. British Airways has over 1000 trained volunteers from throughout the airline and with them they bring a host of different skills, experience and languages. The Heathrow Division police role in EPIC is to act as agents of the Incident Authority in the UK. In an incident which occurs outside UK, they act as a liaison point to ensure that specific requirements of the local Incident Authority are understood and actioned by the airline. EPIC acts as a focal point between the carrier concerned, the public and the Incident Authorities. This is achieved by being a public response centre which collects information from enquirers, the incident authority (this includes hospitals, mortuaries, etc) and the airline concerned. EPIC collates this information and disseminates it to those people and agencies who require it which includes next-of-kin, the Incident Authority as well as the airline involved. EPIC provides support for those who have been involved by assisting with travel arrangements, ticketing, funding, repatriation etc. Contact details: Address: Hazel Veal Contingency Planning Manager The Compass Centre (S751) PO Box 10 - Heathrow Airport Hounslow - Middlesex TW6 2JA United Kingdom +44 (0) 208 513 1819 +44 (0) 208 513 0922 LHRWZBA

Telephone: Fax: SITA:

ERA EMERGENCY PLANNING HANDBOOK

CRISIS MANAGEMENT SERVICES

GLOBAL PARTNERSHIP (DVI) LIMITED Crises affecting the travel and airline industry may be brought about by natural, accidental or manmade causes. These crises may directly affect the individual means of transport as well as the accommodation occupied or provided. Whilst the emergency services will deal with the danger phase, most will look to the involved airline to organise the final recovery aspect of a crisis. Repatriation of the victims, together with their recovered personal effects is customarily the responsibility of the airline involved. Global Partnerships comprehensive range of services reinforces the specific needs of any airline whatever their size of operation. We supply services that can be readily adapted to meet any eventuality that our clients may face. Our international professional teams not only have many years of operational experience but are at the forefront of developing good practices and techniques. Our advisors can be next to you during the crisis to ensure that you can take advantage of their expertise and advice. They in turn can link up with our network of over 450 working partners distributed around the world should the circumstances dictate. Global Partnership is a full service company in the areas of repatriation of victims and their personal effects and restoration. There are many advantages to choosing a company that can handle all your recovery needs. Fewer vendors operating in an already confusing, high stressed environment gives greater control by the customer Less opportunity for miscommunication of the customer's needs if there is only one company providing all the required restoration services There is one company responsible for proper execution of the project and quality control It is easier to be billed by one company for the whole project than by 2-3 companies for various portions of the project.

Global Partnership (DVI) Limited provide the following services: Comprehensive Crisis Management planning and awareness training, including media coaching. Victim restoration and sanitation Victim repatriation to appointed family representative Memorial services Monuments Personal effects Computerised project management - Security Cataloguing Photography - Restoration, cleaning and sanitation - Identification of ownership - Receipted return.

Global Partnership (DVI) Limited are always ready to talk. If you think that your operational planning could benefit from our expertise, together with our support capability, call us to discuss your needs You will find our depth of knowledge and the lengths well go to support your efforts reassuring. Contact details: Telephone: E-mail: Website: +44 (0)20 8707 0020 admin@globaldvi.com www.globaldvi.com

ERA EMERGENCY PLANNING HANDBOOK GREEN LIGHT Green Light aims to:

CRISIS MANAGEMENT SERVICES

"provide professional and consultancy services to states and organisation facing the threat of international terrorism, criminal activity and the actions of desperate individuals who aim to disrupt our daily life" It has long been recognised that the effectiveness of any security programme is dependent upon the ability and motivation of those personnel tasked with its implementation. New technologies certainly increase our potential to uncover the designs of a terrorist or otherwise desperate individual, however they will never be able to replace the human intuition that is such an important factor in ensuring safety in the skies. Accordingly, Green Light Training offers courses in the following areas: Hijack Management, Passenger Profiling, Fraudulent Travel Document Identification, X-ray Image Interpretation and Aviation & Maritime Security Techniques. Hijack Exercises are conducted to benefit crew. Threat Appreciation programmes are designed for business travellers, diplomats, frequent fliers and organisations posting staff overseas. The courses offered will ensure that your personnel are both security aware and trained in the techniques that will enable them to carry out their duties to the best of their ability. By customising each course to your requirements and conducting them at your own facilities we are able to provide you with a cost-effective method of enhancing staff performance and to direct our instruction to the specific needs of your personnel. All students receive certificates upon successful completion of a course. Green Light also offers additional services designed to enhance security such as auditing security procedures and drafting aviation security-related documentation. Through our cooperation with other agencies we are also in a position to coordinate drills and even full-scale exercises such as Hijack Enactment. Founder Philip Baum is also Editor-in-Chief of Aviation Security International. Contact details: Address: Green Light Limited 375 Upper Richmond Road West East Sheen London SW14 7NX United Kingdom +44 (0) 20 8255 9447 +44 (0) 20 8255 9446 greenlight@avsec.com www.avsec.com

Telephone: Fax: E-mail: Website:

ERA EMERGENCY PLANNING HANDBOOK

CRISIS MANAGEMENT SERVICES

IATA CRISIS COMMUNICATIONS The airline industry is the safest and probably the most consumer-conscious of all the public transport industries, yet, in terms of effectiveness in communicating in times of crisis, our performance often falls short. We are familiar with the often sensationalist and misinformed media coverage which tends to follow major airline disasters and which, unfortunately, can amplify weaknesses in an airline's own public response to the crisis. This usually results in significant damage to the airline's own reputation and to the public's perception of the industry as a whole. In 1998, IATA launched a number of initiatives to help airlines, and other related organisations, to plan and manage their public responses to crisis situations. Since then, IATA crisis Communications has worked directly with over 50 airlines, related companies as well as nonaviation corporations. The Crisis Communications consultancy service assists companies in preparing to deal with the demands of the news media in times of crisis. The range of services includes: Crisis Communications Audits, whereby an IATA consultant visits the client and interviews key officials in order to determine the company's state of crisis preparedness, with particular emphasis on its ability to communicate rapidly and effectively with the news media at all points in its network. Company Crisis Communications Manual, an essential element of a company's crisis preparedness. Developed specifically for the company, it provides a structure to deal efficiently and effectively with the demands of the media in crisis situations, both at HQ and elsewhere in the network. Crisis Communications/Crisis Media Training, designed to equip top executives and managers with the knowledge and skills to perform as spokespeople in crisis situations. The programme was developed in association with Lufthansa German Airlines, which was the first Member to commit to crisis Communications training for all of its overseas-based managers. The course is updated regularly and always adapted to the nature and requirements of the company, whether aviationrelated or in another industry. 24-Hour crisis Response Advisory Service, which provides airlines on-site advice and support in dealing with the media in the event of an accident or major incident, anywhere in the world. This service is available, on a retainer basis, in English, French, German, Italian, Japanese, Spanish and Portuguese. Alliance co-ordination, a service which helps airline alliances, as well as franchise or other partnerships, co-ordinate their crisis communications plans to be prepared in the event of a crisis involving two or more partners. IATA also provides its own Crisis Communications Manual, which contains a general crisis response plan and a practical section with tables and sample statements. The Manual serves as a guide for airlines to develop their own plan for their public response to crisis situations. IATA organises regional and global Crisis Communications Workshops for airlines, airports and related companies. Global workshops were held in Cape Town, South Africa, in 1996; in Phoenix, Arizona, in 1998; and in Munich, Germany, in May 2000, bringing together aviation Public Relations professionals from around the world. Regional workshops are held every year - contact us for further information. It is sobering to reflect that 80 percent of the corporations which have experienced a disaster, without prior plans to deal with a crisis, have found themselves out of business within five years. Crisis Communications is clearly not an expensive luxury. It should be regarded as part of a company's liability insurance and, for those who have not already addressed this issue, it should be given serious consideration. Continued overleaf

ERA EMERGENCY PLANNING HANDBOOK Contact details: IATA Crisis Communications E-mail: baileyj@iata.org Telephone: +41 (22) 798 5087 Fax: +41 (22) 770 2641 Address: IATA Crisis Management Services IATA Centre 33 Route de l'Aroport P.O. Box 416 1215 Geneva 15 Airport Switzerland

CRISIS MANAGEMENT SERVICES

Crisis Communications Manual E-mail: petracchie@iata.org Telephone: +41 (22) 798 5085 Fax: +41 (22) 770 2641 Web-site: www.iata.org

ERA EMERGENCY PLANNING HANDBOOK ICAS

CRISIS MANAGEMENT SERVICES

ICAS delivers a comprehensive range of crisis management and trauma intervention services, to assist organisations with their risk management and disaster recovery strategies Specialists use proven techniques (from group and individual psychological debriefing after critical incidents to trauma assessment and treatment services) in order to help the organisation recover. Our philosophy for crisis management is to provide an integrated service before, during and after incidents as well as consultancy and training. ICAS Consultancy and Training services are central to our commitment to support organisations in Behavioural Risk Management and people development. ICAS works at the interface between organisations and their employees to increase individual and business effectiveness and to reduce the 'people' risks associated with the workplace. Organisations choose ICAS because of its unique blend of business, clinical and people management expertise. Our access to multi-disciplinary, multi-national resources combined with our pragmatic, solution-focused approach make us the obvious choice for consultancy and training requirements. Our International Connections service is an innovative cross-cultural programme to help employees cope with the psychological and practical changes they may experience when sent on overseas assignments - Expatriate support wherever your employees are in the world. The Maestro Programme, a flexible and innovative tool for organisational and personal development, uses musical metaphor to draw out learning. Contact details E-mail: info@icasgroup.com Offices in Austria, Belgium, England, France, Germany, Italy, Netherlands, Scotland, Spain, Sweden and Switzerland. Full contact details on the ICAS website. Website: www.icasgroup.com

ERA EMERGENCY PLANNING HANDBOOK

CRISIS MANAGEMENT SERVICES

IRISH ASSOCIATION FOR COUNSELLING AND THERAPY (IACT) IACT exists to set, maintain and regulate standards for the profession of counselling and therapy, and in so doing, to protect the public. Operational Objectives Monitor the adherence to the IACT code of Ethics and Practice Operate Accreditation Schemes in relation to: Individual Counsellors/Therapists Counselling/Therapy training courses Supervisors Service the needs of the Members Maintain a national register of IACT accredited counsellors/therapists Operate and monitor the IACT Complaints Procedure Actively Seek to promote Counselling/Therapy as a profession Contact details: Telephone: Fax: Address: +353 (0)1-230 0061 +353 (0)1-230 0064 8 Cumberland Street Dun Laoghaire Co. Dublin iact@irish-counselling.ie www.irish-counselling.ie

E-mail: Web-site:

ERA EMERGENCY PLANNING HANDBOOK

CRISIS MANAGEMENT SERVICES

KIES KENYON INTERNATIONAL EMERGENCY SERVICES A mass fatality incident poses the greatest public relations challenge that any organization may meet. Most people can accept that a disaster has occurred; none will accept poor handling of the aftermath. A disaster is an immense medico-legal, sociological, psychological and diplomatic problem, and is potentially a crime scene. Disaster response must be disciplined and orchestrated by experienced professionals. Kenyon has acted on behalf of air, sea, ground and rail carriers, commercial and private organizations, insurance companies and governments, both nationally and internationally, at over 260 incidents since responding to our first civil aviation disaster in 1929. Kenyon offer practical experience in the provision of vital services. Kenyons total spectrum of response capability, from a single professional providing advice and guidance, to a full Disaster Response Team, is tailored to the instructions of the client and the requirements of the incident. The Field Team is led by a Kenyon Director, whose duties include diplomatic liaison, communicating with police, local authorities, government departments, relatives and all interested parties. Kenyon International Emergency Services can provide the following: Recovery of the victims and preservation of the evidence. Identification of the victims and preservation of the evidence. Sanitisation and restoration of the victims. Arrangements for repatriation and/or funeral of victims. Recovery and restoration of personal and other effects. Call centre. Family assistance

Kenyon also offers training seminars in disaster management and can provide lectures for inhouse seminars. For further information contact: Address: Mr. Allan D. Wood, Managing Director, Kenyon International Emergency Services, 231-235 Chaplin Road, Sudbury, Wembley, Middlesex HA0 4UR +44 (0) 0208 903 0072 (24hrs) +44 (0) 0208 902 6114 www.KenyonInternational.com wooda@kenyoninternational.com

Telephone: Fax: Website: E-mail:

ERA EMERGENCY PLANNING HANDBOOK

CRISIS MANAGEMENT SERVICES

MEDIA & CRISIS MANAGEMENT Ltd Media & Crisis Management was established as a partnership in October 1997 as a specialist agency providing a complete range of crisis management services covering advice, response, support and training. It was incorporated as a Limited Company in September 2002. At the core of the business is the provision of a 24-hour, 365-day emergency response. The valuable experience gained "on the ground" both nationally and internationally has enabled us to continually upgrade our skills and to pass on best practice while respecting individual client confidentiality. We are not a conventional PR agency, with crisis management as a sideline. We do not handle "good news". We do however offer a full service crisis management operation from risk assessment through to the business recovery phase. You will not only see us when there is a crisis. The M&CM approach is to develop the closest possible relationship with all our clients and this can only be achieved by regular contact. This close involvement provides us with a much better appreciation of: The client company structure and philosophy Its potential problems The people involved This enables M&CM to offer the client maximum flexibility when it comes to making the best use of our skills in any particular situation. We have extensive experience in developing and delivering client-specific packages covering preparation and advance strategy for crisis handling as well as practical experienced support for the in-house team where and when it is needed. We have a broad experience across a range of different business sectors. At present our clients include companies from the oil and gas industry, pharmaceuticals, retail, food, financial services, airports, airlines and shipping. We have found this most beneficial to the process of developing best practice. Our work often involves dealing with some very sensitive issues that require us to have deep knowledge of the company, for example with its security provision. Client confidentiality is therefore paramount. Our retained clients are supported by a 24-hour duty director system linked to the client company's call-out process. One call to a single dedicated number will guarantee a response and provision of whatever resource might be required. Contact details: Address: M&CM Ltd Sackville Place Magdalen Street NORWICH UK NR3 1JU +44 (0)1603 623090 +44 (0)1603 623091 crisis@mcmcrisis.co.uk www.media-crisis-management.co.uk

Telephone: Fax: E-mail: Web-site:

ERA EMERGENCY PLANNING HANDBOOK

CRISIS MANAGEMENT SERVICES

TRAUMA TRAINING Anne Eyre, PhD, CTS, MIEM Anne.eyre@traumatraining.com Dr Anne Eyre is an accredited trauma specialist with particular expertise in the psychological and social aspects of major incident planning and management. She provides crisis management consultancy services to a variety of private and public sector organisations. Anne belongs to a number of professional associations within the UK specialising in disasters and their management, including the UK Airlines Emergency Planning Group, the Institute of Emergency Management and the Emergency Planning Society. Internationally she is a trained responder on the American Red Crosss International Transportation Disaster Response Team and is on the Board of Directors of the Association of Traumatic Stress Specialists. She has practical experience as part of the trauma support team responding to major transport disasters. Anne also conducts research and has published widely on issues such as welfare co-ordination in disasters, supporting families in victim identification, psychosocial support for emergency responders and the impact of traumatic bereavement. She participates on a number of national and international Disaster Research Committees and has initiated a number of professional development groups within disaster management. Anne is also member of Disaster Action. This organisation offers support to those personally affected by disasters. It has also been involved in advising those responding to major rail and air tragedies including September 11 2001 and the Bali bombing. Paul Carney, MA MEd p.carney@traumatraining.com Paul is a counselling psychotherapist with specialist expertise in interventions following traumatic incidents. He provides counselling and therapeutic supervision services for a range of clients within the private and public sectors, including emergency responders, their support staff and a national trauma counselling support agency. Paul is a member of the British Association for Counselling and Psychotherapy (BACP) and the EMDR Institute. Internationally, he holds membership of the Association of Traumatic Stress Specialists and the International Critical Incident Stress Foundation. He is also a trained responder on the American Red Crosss International Transportation Disaster Response Team. His independent therapeutic practice includes a range of interventions such as Critical Incident Stress Management and Eye Movement Desensitisation and Reprocessing. This latter intervention is recognised by the Department of Health as being of particular benefit in the treatment of Post Traumatic Stress Disorder. Paul also provides training and educational services to various universities at undergraduate and postgraduate level. This includes courses specialising in counselling and in psychosocial responses to disasters. Contact details: Address: Trauma Training P O Box 2590 Leamington Spa Warks CV31 1GQ UK +44 (0)1926-427939 or +44 (0)777-3894675

Telephone:

ERA EMERGENCY PLANNING HANDBOOK uVe AVIATION

CRISIS MANAGEMENT SERVICES

uVe is a small consultancy group specialising in the provision of technical and operational leadership to clients in the defence and aviation sectors. The focus of uVe's Aviation business area, which represents about 60% of uVe's activity, is aviation safety. The Company's consultants have experience at executive level in all areas of air transport including flying operations and air traffic control (military and civil), flying training, airline operations management, and ground handling. Areas of skill include business development, data transfer and analysis, crisis management & business continuity, risk assessment, safety management, and training. In partnership with City University, London, uVe aviation delivers courses in air transport and aviation safety management. uVe offers assistance in the development of company Crisis Management procedures, with particular reference to the following areas: Emergency Response Executive/Management training Procedures and Manual Call Centre (TEC) Formation of company Special Assistance Team (SAT) Media review Training for Handling Agents Passenger and employee care Exercise and review Tim Whitaker Principal Consultant uVe aviation Limited Rosewood House 117 The Street Hullavington Wiltshire SN14 6DR UK +44 (0) 1234 712760, or +44 (0) 7984 438787 tw@uve-aviation.com www.uve-aviation.com

Address:

Telephone: E-mail: uVe website: