EMERGENCY RESPONSE MANUAL Revision 2

Transcription

1 EMERGENCY RESPONSE MANUAL Revision İSTANBUL

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5 INTRODUCTION Chapter 0 Page 3 / FOREWORD Commercial air transport operations are based almost entirely on public confidence, any accident has a significant impact. For this reason Emergency Management has more significance today than ever before. This manual is designed to provide a framework for protecting staff, clients and facilities, as well as to describe the responsibilities of staff members, for a wide range of emergency and disaster situations that may occur. This is not a complete, step-by-step, how-to-do-it manual since each crisis is unique, with varying levels of threat and impact. However, the ERM will provide vital information to ensure a timely and effective response. The CMC Teams will use this information to increase confidence in its ability to manage an emergency in an appropriate manner as and when necessary. Mehmet BOSTAN Safety & Quality Director

6 INTRODUCTION Chapter 0 Page 4 / TABLE OF CONTENTS 0.1 FOREWORD TABLE OF CONTENTS RECORD OF NORMAL REVISIONS LIST OF EFFECTIVE PAGES DEFINITIONS ABBREVIATIONS DISTRIBUTION LIST ERP CHAPTERS... 13

7 INTRODUCTION Chapter 0 Page 5 / 14 Revision 2 Date RECORD OF NORMAL REVISIONS When receiving a revision, insert the "DATE FILED", insert the name to the "FILED BY" box and sign in the "SIGNATURE" box. REVISION INSERTION NO DATE DATE NAME SIGNATURE

8 INTRODUCTION Chapter 0 Page 6 / 14 Revision 2 Date LIST OF EFFECTIVE PAGES Page No Rev No Chapter Page No Rev. No Chapter Chapter 2 Chapter 3 Page No Rev. No Page No Rev. No

9 INTRODUCTION Chapter 0 Page 7 / 14 Revision 2 Date Chapter 4 Chapter 5 Page No Rev. No Page No Rev. No

10 INTRODUCTION Chapter 0 Page 8 / DEFINITIONS ACCIDENT : is an occurrence associated with the operation of an aircraft that takes place between the times any person board 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 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 the passengers and crew; or b. The aircraft sustains damage or structural failure which: Adversely affects the structural strength, performance or flight characteristic 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, tires, brakes, fairings, small dents or puncture holes in the aircraft skin; or c. The aircraft is missing or is completely inaccessible. Note 1: For statistical uniformity only, an injury resulting in death within 30 days of the date of the accident is classified as a fatal injury by ICAO. Note 2: An aircraft is considered missing when the official search has been terminate and the wreckage has not been located. ACCIDENT SITE : the place and location of the accident; such site may be the airport, the surrounding area of the airport or any other country or location. AIRCRAFT GROUND ACCIDENT : other than the flight operation of the aircraft, such occurrences resulting in any damage to or failure/defect of the aircraft due to crashes or fires, natural disasters and other reasons during the maintenance and repairing and operation of the aircraft on ground, replacement/relocation thereof by means of ground vehicles or human power; AIRCRAFT HIJACKING: is an interference and attack, where the captain of the aircraft is compelled to lose his authority on the aircraft by those who attempt to hijack the aircraft; BOMB WARNING : refers to the reporting by air traffic controllers and safety, security units and other officials of any threats on ground or in the air in Turkey or abroad faced by Tailwind Airlines;

11 INTRODUCTION Chapter 0 Page 9 / 14 Revision 2 Date CRISIS MANAGEMENT CENTER: is the office, where the emergency response plans and procedures of Tailwind Airlines are implemented and where the emergency response team members perform their related duties (Headquarters of Tailwind Airlines, which is located at the World Trade Centre Istanbul (WTC) on Floor 11.) [ DARK SITE: special site which can be activated almost immediately (i.e. within minutes) after notification of an accident and replaces the normal home page on the website. Only activate the dark site in the event of an accident with fatalities. For further info please refer Annex III ] EMERGENCY: Any occurrence, actual or threatened, which places at risk any Tailwind aircraft, property or staff. The causes of an emergency can be varied but the following are specifically included: Aircraft accident, Sabotage, Hijacking and Pilot Incapacitation. FAMILY ASSISTANCE TEAM: refers to such team, which is responsible for providing the required information to the families and the kinsmen of the crew members involved in the accident or incident, which causes the initiation of the emergency response plan, about the accident or incident or about the conditions of such crew members as well as for dealing with and providing assistance to crew member families and relatives on any matter. HAZARD: A condition or an object with the potential of causing injuries to personnel, damage to equipment or structures, loss of material, or reduction of ability to perform a prescribed function. INCIDENT: An occurrence other than an accident, associated with the operation of an aircraft which affects or could affect the safety of operation. The types of incidents which are of main interest to ICAO for accident prevention studies are listed in the Accident / Incident Reporting Manual (Doc 9156). MAJOR ACCIDENT: any accidents which result in serious damage to one or several aircrafts during the flight operation; OCCURRENCE: A happening that takes place different enough from the normal as to cause it to be recordable. Categorised according to severity as either a happening, incident or in the worst case scenario an accident. OPERATOR: the natural and legal persons, who operate any aircrafts for commercial or non-commercial purposes; OPERATING STATE: the state, by which the air operator is granted an operating license or where the main place of business thereof is located; PLAN: which is implemented in respect of rendering any services such as any kind of funeral, hospitalization, transportation and insurance works of the families of the injured and dead involved in the accident/incident as well as the provision of physiological support thereto by the group, composed of the assistant general manager for finance, human resources and support services.

12 INTRODUCTION Chapter 0 Page 10 / 14 Revision 2 Date SERIOUS INJURY: Any injury which is sustained by a person in an accident and which Requires hospitalisation for more than 48 hours, commencing within 7 days of the date the injury was received; or Results in fracture of any bone (except any fractures of fingers, toes or nose); or Involves lacerations, which cause severe haemorrhage, nerve, and muscle or tendon damage; or Involves injury to any internal organ; or Involves second or third degree burns, or any burns affecting more than 5% of the body surface; or Involves verified exposure to infectious substances or injurious radiation. SERIOUS INCIDENT: An incident involving circumstances indicating that an accident nearly occurred. The difference between an accident and serious incident lies only in the result. Examples of serious incidents can be found in Attachment C of Annex 13 an Accident/Incident Reporting Manual (Doc 9156). STATE OF REGISTRY: the state where the aircraft is registered; STATE OF MANUFACTURE: the state, which is responsible for issuing the airworthiness certificate of the prototype aircraft;

13 INTRODUCTION Chapter 0 Page 11 / 14 Date ABBREVIATIONS ACCID: Initial notification of an aircraft accident AIS: Aeronautical Information Service AOC: Air Operator Certificate ATC: Air Traffic Controller ATS: Air Traffic service CAA: Civil Aviation Authorisation CC: Call Centre CCOM: Corporate Communication CFO: Chief Financial Officer CM: Crisis Manager CMC: Crisis Management Centre CMT: Crisis Management Team CVR: Cockpit Voice Recorder DCS: Departure Control System ERM: Emergency Response Manual ERP: Emergency Response Plan FAC: Family Assistance Centre FAT: Family Assistance Team FDR: Flight Data Recorder ICAO: International Civil Aviation Authorities IMM: Integrated Management Manual IT: Information Technologies LCMC: Local Crisis Management Centre QAR: Quick Access Recorder PART-ORO: Operational Requirements for Operators PEF: Passenger Enquiry Form PRC: Passenger Record Card SAG: Safety Action Group SHY-SMS: Turkish DGCA Regulation for Safety Management System SMS: Safety Management System T-DGCA: Turkish Directorate General of Civil Aviation VDU: Visual Display Unit

14 INTRODUCTION Chapter 0 Page 12 / 14 Revision 2 Date DISTRIBUTION LIST COPY NO. OPERATIONS MANUAL HOLDERS COPY REMARKS 1 Safety & Quality Director 1 A4 2 Turkish DGCA 1 This document is 3 Accountable Manager 1 distributed as an attachment of 4 Ground Operations Director 1 Tailwind Integrated 5 Technical Director 1 Management Manual 6 Flight Operations Director 1 (IMM) 7 Training Director 1 8 Finance & Human Resource Director 1 9 Sales Manager 1 10 Cabin Services Manager 1 11 Cabin Training Manager 1 12 FDM Chief 1 13 Security Manager 1 14 Maintenance Manager 1 15 Engineering & Planning Manager 1 16 Logistic Manager 1 17 Technical Safety & Quality Manager 1 18 Operations Safety & Quality Manager 1 19 Flight Operations Support Manager 1 20 OCC Manager 1 21 Station Manager(s) A/R 22 Line Maintenance(s) A/R 23 Library 1

15 INTRODUCTION Chapter 0 Page 13 / 14 Revision 2 Date ERP CHAPTERS CHAPTER 0: INTRODUCTION CHAPTER 1: POLICY AND OBJECTIVES CHAPTER 2: CMC ORGANIZATION CHAPTER 3: CMC ACTIVATION CHAPTER 4: TRAINING & EXERCISES CHAPTER 5: [ APPENDICES ] [ ]

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17 POLICY & OBJECTIVES Chapter 1 Page 1 / 8 TABLE OF CONTENTS 1 POLICY & OBJECTIVES PURPOSE SCOPE AUTHORITIES AND LEGISLATIVE REQUIREMENTS MANAGEMENT COMMITMENT ERP OBJECTIVES ERP FORMAT MITIGATION PREPAREDNESS RESPONSE RECOVERY CRITICAL INCIDENT STRESS DEBRIEFING EVALUATION AND IMPROVEMENT CONTENTS, LAYOUT AND USAGE OF MANUAL PLAN MAINTENANCE AND UPDATE IMPORTANCE OF REPORTING & RECORD KEEPING... 7

18 POLICY & OBJECTIVES Chapter 1 Page 2 / 8 1 POLICY & OBJECTIVES 1.1 PURPOSE This manual describes Tailwind Airlines corporate emergency response plan for the central management and coordination of all activities for responding to a major aircraft accident or other type of adverse event that results in fatalities, serious injuries, considerable damage and/or a significant disruption of operations. Emergency response planning is an element of the safety policy and objectives component of the SMS framework. Tailwind emergency response plan is based upon an assessment of risk appropriate to the size and type of operations, and includes consideration of a major aircraft accident and other potential aircraft and/or non-aircraft events that would require a full corporate emergency response. The purpose of Tailwind Emergency Response Plan is to ensure that there is an orderly and efficient transition from normal to emergency operations, including delegation of emergency authority and assignment of emergency responsibilities. Authorization for action by key personnel is also contained as well as the coordination of efforts to cope with the emergency. The Plan is established as a supplement to the administrative policies, procedures and practices followed during normal operations. When implemented, it serves as the emergency response plan, setting forth the authorities and policies for activation, personnel emergency assignments and operational procedures. 1.2 SCOPE It is Tailwind s intent to prevent all foreseeable emergency situations that might impact the safety of employees and clients through the implementation of a safety management system and the regular training of personnel in emergency procedures. However, it is recognized that emergency situations are not totally preventable. Therefore this plan has been developed to achieve the following objective: Provide employees with procedures to follow for effective and safe actions during an emergency situation, including evacuation. The purpose of this ERM is to assist employees and management of Tailwind in making quality decisions during times of crisis. Tailwind shall appoint a Crisis Manager who is qualified and independent from operational and line management activities to be responsible for the implementation and maintenance of the ERM. The ERM will involve the entire organization therefore creating an enabling environment for the effective management of serious incidents and accidents. Tailwind shall assume full responsibility for the response to an accident or serious incident and for all casualties. The ERM shall also address the actions to be taken in the event of an aircraft accident, major property damage, environmental damage, bomb-threat, hijacking, fire, explosion and damage or injury caused by severe weather phenomena. Tailwind shall remain aware and sensitive of good industry practices. The ERM includes all operational locations outside the main base and procedures to maintain coordination with the CM and CMC.

19 POLICY & OBJECTIVES Chapter 1 Page 3 / 8 Revision 2 Date AUTHORITIES AND LEGISLATIVE REQUIREMENTS This manual contains guidance in determining the appropriate actions to take to prevent injury and property loss from the occurrence of emergency incidents. The plan will meet the applicable requirements of; SHY-SMS ICAO Annex 13 Aircraft Accident And Incident Investigation ICAO Circular 285-An/166 Guidance On Assistance To Aircraft Accident Victims And Their Families [ ICAO Annex 19 Safety Management Security Manual (ICAO Doc 8973) ECAC Doc 30 Chicago Convention ICAO Annex 17 ] 1.4 MANAGEMENT COMMITMENT In the event of a major incident or accident, Tailwind management shall ensure the establishment of a Crisis Management Centre (CMC) equipped with appropriate communication equipment, a Call Centre (CC) to handle the large volume of calls and Local Crisis Management Centres (LCMC) at all operational locations. Dedicated teams shall be made available to extend humanitarian assistance to passengers, crew and their families. A support team comprised of trained humanitarian assistance specialists, who can be dispatched to the location of an accident or serious incident at short notice, shall be established. 1.5 ERP OBJECTIVES The major goals of the plan are the preservation of life, the protection of property and continuity of Tailwind operations. The overall objective is to ensure the effective management of emergency efforts involved in preparing for and responding to situations associated with emergencies. Specifically this will include: Overall managing and coordinating of emergency operations includes on-scene incident management; Ensuring to care for those directly involved, including passengers and crew, their relatives and friends, airline staff and others who are closely involved with the emergency, Coordinating or maintaining liaison with appropriate governmental agencies and appropriate private sector organizations; Requesting and allocating resources and other related support, Activating and using communication systems; Preparing and disseminating emergency public information; Managing the movement and reception of persons in the event an evacuation is ordered; Collecting, evaluating and disseminating damage information and other essential data; Minimising any negative effect on the image of the airline,

20 POLICY & OBJECTIVES Chapter 1 Page 4 / 8 Responding to requests for resources and other support; Restoring essential services. Minimising disruption to the continued day-to-day operation of the airline. 1.6 ERP FORMAT The format is intended to require minimal time to find guidelines, procedures and supplemental information, once the reader is familiar with the document. This allows for immediate use when required during an emergency. The format is also intended to be "response ready." Users are to utilize the checklists when participating in drills, exercises, or in actual events. The completed forms are then kept on file, as official records of the emergency response. Users are encouraged to supplement the Plan with additional materials in order to have complete information for an emergency. Tailwind s ERP is a comprehensive, flexible plan based on the incident command system and establishes the following: Mitigation; Preparedness; Response: o Declaration of a Disaster o Incident Command System o Command Post o Operations Post o Communications o Public Relations o Conclusion of Emergency Situation Recovery; Critical Incident Stress Debriefing; Evaluation and Improvement MITIGATION Mitigation activities are those that actually eliminate or remove the chance of occurrence or the effects of an emergency situation (disaster). These are more commonly known as the steps to take to prevent an emergency situation or at the very least, reduce the damaging impact for those emergency situations that cannot be prevented PREPAREDNESS Preparedness actions are those utilized for planning how to respond in case an emergency occurs and working to increase the availability of resources in order to respond effectively. These activities are designed to help save lives and minimize

21 POLICY & OBJECTIVES Chapter 1 Page 5 / 8 damage by preparing people to respond appropriately when an emergency situation is imminent. The emergency operation plans that are completed are the end product of preparedness. Tailwind utilizes a multiple approach to prepare for emergency situations. The primary approach is training. Employees are trained on the roles they may be expected to fulfil during an emergency situation. The Incident Command System has been implemented in Tailwind. Those employees expected to fill roles within this system are trained in the use of the Incident Command System. Drills are held to test preparedness to handle these situations RESPONSE Response activities occur during and immediately following an emergency situation. They are designed to provide emergency assistance to victims of the event and reduce the likelihood of secondary damage. Response is generally divided into three categories - people oriented, property oriented, and damage assessments. Tailwind uses a set of guidelines for handling specific emergency situations and can be found in this ERM. The ultimate goal during the response phase is to provide emergency care to individuals in need. Other areas of endeavour are to protect people from further harm and to protect and stabilize the infrastructure of the company RECOVERY Recovery actions are those actions that continue until all systems return to normal or near normal. These actions take place after emergency assistance has been completed. Recovery is broken down into two categories: short-term and long-term recovery. Short-term recovery returns operations to minimum-operating standards. Long-term recovery may go on for years until the entire affected area is completely redeveloped either as it was prior to the emergency situation or developed to new standards. The recovery phase is often the most overlooked phase of emergency management. This is when lives and property are brought back to a state as close as possible to what it was prior to the emergency situation. This phase can take the most time to complete. It also tends to blend into the mitigation stage during the latter stage. This section is broken down into two main categories: people and property. The recovery work for people is usually completed by use of Critical Stress Debriefing. Tailwind has no retention personnel who are trained to defuse situations and complete debriefings. Bringing the infrastructure back to the condition it was prior to the emergency, is usually what extends into mitigation.

22 POLICY & OBJECTIVES Chapter 1 Page 6 / CRITICAL INCIDENT STRESS DEBRIEFING Tailwind understands that a major part of recovery is the well being of employees and clients affected by the emergency situation. In order to accomplish this, Critical Incident Stress Debriefing individuals have been identified to work with clients and employees and their families when necessary EVALUATION AND IMPROVEMENT The Crisis Management Team will critique all emergency situations during SAG meetings. A summary of the critique, along with any recommendations, will be routed through the Safety & Quality Office. 1.7 CONTENTS, LAYOUT AND USAGE OF MANUAL The manual is designed to enable the team member to begin work in his particular function, start liaising with other employees within the company and with Agencies outside Tailwind. The ERM contains checklists for specific functions, which are assigned to Tailwind employees/team members. List of the names of persons assigned to emergency response teams and their contact phone numbers are kept updated in the Appendix V. A separate checklist is added at the end of ERM for easier use. In the event of an alarm, it is essential that each team member carry out his assigned checklist items quickly and completely. The immediate actions following an aircraft accident or incident are vital. Acts and decisions taken soon after such an occurrence can seriously affect Tailwind and its partners in the following months. Particular importance matters such as ensuring passenger and crew member welfare, controlling the emergency response, investigating the accident, maintaining a good public image and relationship with family members. It is recommended that team members maintain a full ERM at the office and a separate copy of their respective checklist and Appendices at home and while travelling. The holder of the ERM must ensure that he is familiar with the assigned checklist before an accident occurs. The plan must be kept in an easily accessible location. Because of the nature of the information contained in this plan, all revisions must be entered immediately when received. This is in order to ensure up-to-date information for every Team Member. Reporting changes in team member contact information, such as telephone numbers, is essential and is the responsibility of the holder of the plan. The address for submitting contact information changes is: Mehmet Bostan Crisis Manager Tel: / 151 Fax: Mobile: mehmet.bostan@tailwind.com.tr

23 POLICY & OBJECTIVES Chapter 1 Page 7 / PLAN MAINTENANCE AND UPDATE The ERM will be reviewed at least annually by the CMT with recommendations for changes and/or modifications. These recommendations will be forwarded in writing to the Accountable Manager who, in conjunction with the Safety & Quality Director, will implement changes to the plan as necessary. The Safety & Quality Director will keep the Accountable Manager advised of any changes that may be necessary based on changes to local or international regulations and requirements. 1.9 IMPORTANCE OF REPORTING & RECORD KEEPING After an aircraft accident or incident, it is absolutely crucial for everyone in Tailwind to think Preservation of Evidence. Every CMT Member has the responsibility to preserve evidence for the flight or aircraft involved within their jurisdiction. This means, in practical terms, that he is to ask Company Directors, Managers and Supervisors for the preservation of evidence in their own area. It is important that all evidence, including documents, reports, recordings and photographs, be preserved by log keeper on behalf of the Tailwind CM. Later the collected evidence will need to be provided to the CM for his Master Accident File. They are valuable company property which must be treated confidentially. They will need to be efficiently collated, logged and centrally stored in a secure place (with access restricted to define personnel) for future reference. Record keeping is essential for managing the aftermath of an accident or incident. During an emergency, special care should be exercised with regard to waste paper disposal to ensure that it does not fall into unauthorised hands. All waste paper, including duplicate or photocopied documents which are no longer required, should be 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. 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. Each CMT Member should write a summary to report his activities to the CM. The reports will be used to form a basis for debriefing by the CM and for official company records. When an aircraft becomes involved in an accident or incident, Flight Data Recorders (FDR) and Cockpit Voice Recorders (CVR) and their records, to the extent possible, must be kept preserved and retained in safe custody pending disposition in accordance with the appropriate investigations (for details refer to Go Team checklist). Under ICAO Annex 13, Flight Data and Cockpit Voice Recorders fall under the jurisdiction of the Official Investigator in charge and are under no circumstance to be played back or opened by Tailwind.

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25 CMC ORGANIZATION Chapter 2 Page 1 / 20 Revision 2 Date TABLE OF CONTENTS 2 CRISIS MANAGEMENT CMC GENERAL RESPONSIBILITIES ORGANIZATION CHART CONTACT INFORMATION ROLES AND RESPONSIBILITIES CRISIS MANAGER (CM) LOG KEEPER CMC FLIGHT OPERATIONS [ CMC CABIN SERVICES CMC TECHNICAL CMC GROUND OPERATIONS CMC SALES MANAGER CMC ADMIN HEAD OF IT LOCAL CRISIS MANAGEMENT CENTRE (LCMC) CRISIS MANAGEMENT TEAMS GO TEAM FAMILY ASSISTANCE TEAM (FAT) MEDIA TEAM CMC COMMUNICATIONS SUBCONTRACTED SERVICES CMC MANAGEMENT CENTRE (ROOM LAYOUT)... 19

26 CMC ORGANIZATION Chapter 2 Page 2 / 20 2 CRISIS MANAGEMENT The overall coordination of external and internal information, communication and response in the event of an accident, major aircraft emergency, bomb threats, aircraft hijack or sabotage is the responsibility of the CMC located at the Tailwind Headquarter in Istanbul, which is equipped with dedicated equipment and material necessary for execution of ERP. Tailwind also makes sure that a LCMC can be established at all its destination stations. Tailwind will activate a CC to respond to public enquiries in the event of an accident or emergency in Istanbul or at any en-route location. This Centre will operate under the control, capable to handle the expected volume of calls and in conjunction with the CMC at Istanbul and will liaise with the LCMC and Police Command Centre at the location of the accident or emergency. Incidents to wet-lease flights operated by partner airline will require close and continuous liaison between the CMC and of the partner airline. An open telephone line will be established between the two CMCs and communication maintained between the two CMs. Additionally the two airlines will provide a joint response to handle survivors and friends/relatives at the incident location. A Senior Representative of the partner airline will attend the CMC as soon as possible to provide liaison between the two CMCs. The joint response to incidents to wet-lease flights not operated by Tailwind will be under the coordination of the CMC of the AOC holder but the Tailwind CMC will be activated to provide its corporate response and liaison with the partner airline. The CMC will immediately appoint a senior representative to attend the partners CMC. Tailwind CC will also establish a direct telephone link to the partner airlines CC and ensure the continuous exchange of passenger details, location and status throughout the operation. 2.1 CMC GENERAL RESPONSIBILITIES Assessment, formulation and coordination of the Airline's response to the incident / accident. Assembly of the Tailwind Investigation Identification, Repatriation and Support Teams, travel arrangements for any special flights and provision of facilities, equipment and other resources. Continuous liaison and monitoring of progress or problems at the incident/accident location Liaison with search and rescue and air traffic services if required. Liaison with the National Police or overseas Police concerning the location of victims and notification of relatives. Coordination of the response to public enquiries through the CC in IST. Coordination of the response and/or statements to the media, where applicable in conjunction with overseas appointed Public Relation Agencies. Overall liaison with the accident site or nearest on line airport. Liaison with the Brokers and/or Underwriters regarding all insurance claims.

27 CMC ORGANIZATION Chapter 2 Page 3 / 20 Revision 2 Date Collection and analysis of all relevant information concerning the possible cause of the accident and its consequence and casualty assessment. Continuous liaison with ambulance, hospitals, medical specialists and environmental agencies. Ensure that regular briefings are given to the Chairman and the Board. 2.2 ORGANIZATION CHART [ CONTACT INFORMATION Refer to Annex V 2.3 ROLES AND RESPONSIBILITIES Aircraft accidents do not follow any precise pattern due to the varying nature, location, circumstances and severity of the accident, accessibility of the wreckage, local facilities, ground response by the local authorities and the handling agent, quality of communications and availability of resources. Since the accident may require the operation of the CMC for 24 hours a day and for a number of days, it is necessary to have alternative representatives for each of the departments involved in order to provide shift coverage. The following operational notes are therefore issued as a guide line CRISIS MANAGER (CM) ] Primary Alternate Notify Safety & Quality Director Security Manager Accountable Manager, Chairman, CFO, And ensure notification of: Ministry of Transport, T-DGCA, Police, etc.

28 CMC ORGANIZATION Chapter 2 Page 4 / GENERAL DUTIES BEFORE EMERGENCY OCCURS Responsible to prepare, revise and distribute ERM, Plans emergency response exercises, staff training, Attends meetings concerning emergency situations, Keeps documentation in relevant areas in case of emergency, Audits stations on this subject, Makes available ERPs of Third Party Organizations, anytime needed GENERAL DUTIES WHEN EMERGENCY OCCURS a. Proceed to CMC (Please refer to [ TWI-CHKL-QD-102 ] CM Checklist) b. Establish all communications are operational and the CMC is ready to activate. c. Assume command of the CMC and as soon as all CMC Team members are assembled hold first briefing, assess current situation, review all available information and agree strategy with CMC team. d. Check the status of key resources with:- i. CMC Operations that CMC Admin or alternate is arranging for the assembly of the Support Team and their expected time of readiness. ii. CMC Admin regarding establishment of the CMC Media Team and the activation of the Tailwind CC iii. Go Team Leader regarding the assembly of the Investigation Team and their expected time of readiness iv. CCOM regarding the appointment of specialist crisis communications adviser at accident location. e. Ensure OCC or reporting airport have sent the ACCID Signal to the T-DGCA the CAA of the State of Occurrence and any other designated CAA's. f. Establish contact with Tailwind Area or Station In charge - brief or obtain briefing on current status and arrange direct liaison link. g. [ Establish continuous coordination with external entities ERPs ] h. Monitor arrangements with CMC Sales for the need to charter a flight or make alternative travel arrangements for the airline specialist teams to the accident location. i. Agree first Press Statement with CCOM. j. Monitor progress and status reports from the LCMC at the accident location and initiate CMC response where necessary. k. Discuss with Chairman, Accountable Manager and CCOM for representation at future Press Conferences and visits to the accident site. l. Liaise with CMC Admin on legal and insurance implications of the accident/ emergency and examine/ approve general expenditure requests for the provision of services and facilities to respond to the accident.

29 CMC ORGANIZATION Chapter 2 Page 5 / 20 Revision 2 Date m. Initiate regular briefing and policy response meetings of the CMC Team members and call special meetings when problems or local developments demand a coordinated response. n. Liaise with CCOM regarding future press statements, conferences and in-house staff information statements and the overall plan for setting up a Media Centre, o. Ensure the Chairman and Accountable Manager are updated as the situation clarifies and as progress develops in all of the operational activities. p. Coordinate subsequent senior management 24 hour covers for the CMC and decide on required manning levels. q. Monitor the Tailwind representation requirements at the accident location and coordinate their subsequent reinforcement if necessary including the provision of specialist activities such as interpreters etc. r. Oversee the operational response by functions or branches activated to deal with the emergency. Branches activated under Operations may include Law Enforcement, Communications Dispatcher, Search & Rescue, Medical, and Health & Safety. s. [ Communicate vital information to regulatory authorities, corporate management, operational personnel and the local community whenever the ERP is activated, ] t. Announce the end of emergency GENERAL DUTIES AFTER EMERGENCY The emergency ends when the CMC prepares the initial documentation report which states that it has fulfilled all of its duties stated in this procedure and when the normal work order finally starts again. Third Party Organizations who are affected by the crisis are informed about. CM collects all the documentation from the CMC members required for the TWI-F-QD-040 Operation Occurrence Report Form. Then, CM declares the termination of the CMC activities and prepares the TWI-F-QD-040 Operation Occurrence Report Form then sends it to T-DGCA. The further activities with T-DGCA is coordinated by the CM [ DEBRIEFING & CRITIC AFTER EMERGENCY All emergencies will be documented, indicating the results of the actual event and any problems that were encountered, along with recommendations for plan modifications. The CM will issue a report and submit this report to the Accountable Manager indicating results of the emergency and necessary changes to be used as the basis for continual improvement of the emergency response plan and checklists. After the emergency, a detailed debriefing is mandatory. The most important phase (learning phase) is the debriefing and critique when procedures and timings are discussed with both internal and external entities, as well as the performance of each function. Debriefing should take place in a no blame atmosphere.

30 g. Arrange EMERGENCY RESPONSE MANUAL CMC ORGANIZATION Chapter 2 Page 6 / 20 Revision 2 Date When recommendations or other changes are made after debriefing, the external and internal entities are informed to ensure awareness and consideration of such recommendations. ] LOG KEEPER The log person consider the welfare of the team, support the CM, and assist with rostering future team members, providing a hard copy daily log record and arranging travel [ and daily catering needs ] as required. This person may be best suited to setting up the CMC. (Please refer to [ TWI-CHKL-QD- 109 ] Log Keeper Checklist) CMC FLIGHT OPERATIONS Primary Alternate Notify Flight Operations Director Training Director Fleet captains GENERAL DUTIES BEFORE EMERGENCY OCCURS Form teams of their related areas, advice staff of ERP, form lines of communication and update, make ERPs available from their Suppliers to Safety & Quality Director GENERAL DUTIES WHEN EMERGENCY OCCURS a. Proceed to the CMC. (Please refer to [ TWI-CHKL-QD-103 ] CMC Flight Ops. Checklist) b. Liaise with CMC Admin details of crew records that may be required by the insurers, underwriters and CCOM. c. Fill the information of Cockpit [ ] Crew Licenses & Training Details (refer to [ TWI-CHKL-QD-103 ] ). If there is anybody on board more than minimum required crew (like safety pilot, etc) please use the suitable section of that form at the checklist. d. Establish contact with Crew Planning to obtain and secure/copy of all crew records and to provide detailed list of crew next of kin, addresses and telephone numbers. e. Provide liaison between the LCMC at the accident location and Crew Planning regarding details of [ cockpit ] crew status and location. Arrange and monitor all subsequent requirements for notification of crew next of kin (where necessary) in liaison also with Police. f. Liaise with CMC Technical regarding departure time and arrangements for flight to the accident location. subsequent Senior Management cover for your responsibilities in the CMC

31 CMC ORGANIZATION Chapter 2 Page 7 / 20 Revision 2 Date [ CMC CABIN SERVICES Primary Alternate Notify Cabin Services Manager Cabin Training Manager Cabin crews GENERAL DUTIES BEFORE EMERGENCY OCCURS Form teams of their related areas, advice staff of ERP, form lines of communication and update, make ERPs available from their Suppliers to Safety & Quality Director GENERAL DUTIES WHEN EMERGENCY OCCURS a. Proceed to the CMC. ( Please refer to TWI-CHKL-QD-104 CMC Cabin Services. Checklist) b. Liaise with CMC Admin details of cabin crew records that may be required by the insurers, underwriters and CCOM. c. Fill the information of Cabin Crew Licenses & Training Details (refer to TWI- CHKL-QD-104 ). If there is anybody on board more than minimum required cabin crew please use the suitable section of that form at the checklist. d. Establish contact with Crew Planning to obtain and secure/copy of all cabin crew records and to provide detailed list of crew next of kin, addresses and telephone numbers. e. Provide liaison between the LCMC at the accident location and Crew Planning regarding details of crew status and location. Arrange and monitor all subsequent requirements for notification of crew next of kin (where necessary) in liaison also with Police. f. Liaise with CMC Technical regarding departure time and arrangements for flight to the accident location. g. Arrange subsequent Senior Management cover for your responsibilities in the CMC. ] CMC TECHNICAL Primary Alternate Notify Technical Director Engineering Manager Maintenance Manager, Engineers GENERAL DUTIES BEFORE EMERGENCY OCCURS Form teams of their related areas, advice staff of ERP, form lines of communication and update, make ERPs available from their Suppliers to Safety & Quality Director.

32 o. Arrange EMERGENCY RESPONSE MANUAL CMC ORGANIZATION Chapter 2 Page 8 / 20 Revision 2 Date Prepare check lists especially for bomb search to assist law enforcement technically, documents indicating location of doors and emergency exits in case of hijacking. Be ready to answer any requests directed from airport authorities GENERAL DUTIES WHEN EMERGENCY OCCURS a. Proceed to the CMC (Please refer to [ TWI-CHKL-QD-105 ] CMC Technical Checklist) b. Contact Engineering and Crew Records to obtain and secure all relevant records for the affected flight and bring them to the CMC. These should be checked and passed to CMC Admin, who will arrange for these together with the legal and operations documents to be copied (minimum 5 copies). Originals and one copy to be returned to CM, the other copies to be held by CMC Admin, for the insurers and CMC Admin. c. Maintain liaison with CM and agree assembly point and time for the briefing of the Investigation Team. d. Liaise with T-DGCA and provide details of incident and coordinate any requirements for T-DGCA representation at the accident location, e. Liaise with CMC Sales regarding provision of a charter flight or alternative means of travel to the accident location and keep CM advised of progress and arrangements. f. Monitor progress in the impounding of crew technical, flight and training records and provide for their availability to the T-DGCA and National Investigation Team (make copies of all records before transfer). g. Provide for regular briefings of CMC Flight Operations on progress and/or of problems that may develop from time to time h. Liaise with the CMC Admin in providing details of flight records that may be required by the Insurance Brokers and Underwriters. i. Liaise with the Aircraft manufacturer about the accident/incident details. j. Brief the Investigation Team prior to departure and ensure they have full communications information for subsequent contact with the CMC k. When the Investigation Team is at the accident location ensure communications channels are established and maintained and list contact numbers and locations. Arrange regular updates by the Investigation Team. l. Monitor any additional requirements of the Investigation Team, T-DGCA and ensure Head Office support through the CMC. m. Coordinate (liaise with CMC Ground Operations) arrangements for the recovery of baggage, cargo and mail n. Coordinate arrangements for the recovery and removal of wreckage when authorized by the T-DGCA subsequent senior management coverage for any tasks in the CMC.

33 CMC ORGANIZATION Chapter 2 Page 9 / 20 Revision 2 Date CMC GROUND OPERATIONS Primary Alternate Notify Ground Operations Director OCC Manager OCC Personnel, General Duties Before Emergency Occurs Form teams of their related areas, advise staff of ERP, ensure exercise is completed in stations for this purpose, form lines of communication and update, make ERPs available from their Suppliers to Safety & Quality Director. Ensure measures to be taken with handling companies for handled aircraft General Duties When Emergency Occurs a. Proceed to the CMC. (Please refer to [ TWI-CHKL-QD-106 ] CMC Ground Ops. Checklist) b. Ground Operation shall provide the name list of passengers who have boarded the subject aircraft, confirms and present this list to the CMC. Due to passengers declaring incorrect telephone contact numbers and the ticket sales agencies differing applications a lot of problems are faced in this aspect. To not issue wrong passenger name lists, extra care shall be given. Handling Companies shall be warned for vigilance. c. Determine a confirmed list of pax and crew on the aircraft. Tailwind aims to verify this list within 3 hours of an accident. [ If the verified list is different than the first list which is used for preparation of TWI-F-QD-063, then subject form must be corrected and sent to T-DGCA, again. ] The accuracy of the list is of paramount importance. Arrange for Passengers Boarded list to be copied at departure airport and copies dispatched by fax to CMC Tailwind CC Police Casualty Bureau TWI LCMC Incident Airport TWI LCMC En-route Airport TWI LCMC Arrival Airport d. If computer based system ensure the DCS flight record is frozen and inhibited to outside access in liaison with CMC Sales. e. Obtain details of Mail, Cargo, including any Dangerous or Hazardous Goods being carried on the affected flight and send to Incident LCMC. f. Arrange with Airports of departure for all Flight Coupons to be impounded, photocopied (6) and then secured to await further instructions from the T-DGCA or the Tailwind Go. Forward by fax copies of the Flight Coupons to CC, LCMC, CMC and the Police Casualty Bureau, Tailwind Go Team (2). g. Check with LCMC that Survivors Reception Area is manned with Tailwind representation and that the Tailwind staff/handling Agent are coordinating their response with the Airport Authority and Police.

34 CMC ORGANIZATION Chapter 2 Page 10 / 20 Revision 2 Date h. Check that Meeters and Greeters Areas are being activated and manned by Tailwind staff/handling Agent at airports of departure and arrival, and en-route airports, if applicable. i. Subsequently ensure the LCMC in conjunction with the Tailwind Support Team provide representatives at Hospitals to provide liaison on a daily basis with all hospitalized survivors and regular contact with visiting next-of-kin. j. Coordinate repatriation of bodies in conjunction, with the Identification Team or Repatriation Team, LCMC and the CC. k. Arrange with Security Manager for additional security and control of access to the CMC and the CC and assess the necessity for increased security at other locations. l. Arrange if the event of emergency, including bomb threat, which necessitates the subject aircraft to be positioned in a safe area determined by the airport authority, be ready for check in, boarding, baggage handling activities. m. Arrange subsequent Senior Management cover for the responsibilities in the CMC CMC SALES MANAGER Primary Alternate Notify Sales Manager Head of Revenue management and network planning Network planning officer, GENERAL DUTIES BEFORE EMERGENCY OCCURS Form teams of their related areas, advise staff of ERP, ensure exercise is completed in stations for this purpose, form lines of communication and update, make ERPs available from their Suppliers to Safety & Quality Director GENERAL DUTIES WHEN EMERGENCY OCCURS a. Proceed to the CMC. (Please refer to [ TWI-CHKL-QD-108 ] CM Sales Checklist) b. Establish if any Tour Operators have a significant number of passengers on the flight. c. Notify Senior Management of Tour Operators affected by the accident or emergency and arrange a liaison link with the Tour Operator's own Emergency Centre. Ensure they are aware of the role of the CMC, Tailwind CC and the LCMC and the necessity of ensuring full liaison links with the CMC. d. Ensure the LCMC and Support Team establishes an office with Tailwind staffing at hotels accommodating visiting next-of-kin and maintain regular contact. e. Subject to verification of their identity coordinate travel arrangements for relatives approved by CMC for travel to the accident location. This is in conjunction with the LCMC, Call Center. f. Ensure manning and operation of the Tailwind is proceeding as planned. g. Coordinate repatriation travel arrangements for survivors when released from the Reception Centre or hospital through the LCMC and CC.

35 CMC ORGANIZATION Chapter 2 Page 11 / 20 Revision 2 Date h. Arrange subsequent senior management coverage for your tasks in the CMC CMC ADMIN Primary Alternate Notify Chief Financial Officer Head of Human Resources & Administration CCOM, Legal Officer, GENERAL DUTIES WHEN EMERGENCY OCCURS a. Proceed to the CMC. (Please refer to [ TWI-CHKL-QD-107 ] CMC Admin Checklist) b. In conjunction with CCOM ensure all CMC communications are operational and monitor the supply of any additional or special operational communications requirements. c. Arrange the availability of funds for the Support and Investigation Teams at the accident location through the LCMC and Go Team. d. Arrange any accommodation, transportation, refreshments and food needs demanded by teams (Go Team & FAT). e. Arrange the activation of the Tailwind CC. f. Coordinate with FAT members about special passes/emergency badges from Airport for access to restricted areas (support team might help). g. Establish contact with Legal representative of the Underwriters and provide any assistance or information required in conjunction with CMC Technical / Legal Officer. h. Liaise with CMC Technical regarding the impounding and security of all key documentation relating to the aircraft, crew and the operation. i. Advise Company Lawyers/Solicitors. j. Provide the Insurance Brokers/Underwriters with the information given in CMC Admin Checklist k. In conjunction with CMC Technical and Legal Officer obtain the original documents which is listed in [ TWI-CHKL-QD-111, -112, -113, -114 & -115 ] and arrange for them to be copied. All originals and one copy to be passed to CMC Technical Director and copies held for Investigating Authority, TWI Legal, appropriate authorities and CMC Admin. l. In addition copies of the crew and aircraft record details shown in [ TWI-CHKL- QD-103, -104 & -105 ]. m. The following information will also be required:- i. Details of any costs incurred or about to be incurred for reasons of safety or protection of the aircraft. ii. Notices served by the T-DGCA relating to the investigation. iii. General conditions of carriage of passengers, cargo, tariffs etc.