ERP Rev00 Issue01[1]

EMERGENCY RESPONSE PLAN AND CRISIS

MANAGEMENT MANUAL

PREFACE

of 8 Date 01/09/2011 Revision: 00 Issue: 01

INTRODUCTION

Documents used within Midwest airlines departments are Subject to manage and control. The primary purpose of document control is to ensure necessary, accurate and up-to-date documents are available to those personnel required to use them, to include, in the case of outsourced operational functions, employees of external service providers.

UAccordingly,

This manual defines the procedures and controls that have been designed to ensure that 'safe operational practices and airworthy airplanes’ are produced under controlled conditions.

The Company has introduced a Quality Management System as a basis for continuing operations. All Managers and Supervisors are responsible for ensuring their team members are aware of and understand this system. Every individual in the company is responsible for ensuring "quality" in their own activities.

This document shall apply to all work undertaken by Midwest Airlines unless covered in Quality Plans detailing specific requirements. It forms the company's response to the requirements of ECAR.

This manual includes processes that provide for on-going conformity with all IOSA Standards and Recommended Practices (ISARPs), to include:

a. Auditing and evaluation of the management system, as well as operations and maintenance functions, against all IOSA Standards and Recommended Practices during a period not to exceed 24 months;

b. Production of an IOSA Conformance Report that is approved by senior management and documents the state of conformity with each IOSA Standard and Recommended Practice.

It has been prepared in accordance with the relevant provisions of the ECAA it also contains company policies, regulations and procedures and it complies with publications of the ECAA. The holder of this manual is responsible for keeping his copy updated by immediately iserting, deleting, or changing all revisions whenever issued.


MANAGEMENT MANUAL

PREFACE


Record of normal revisions (NR):

When receiving a revision, insert the "Date filed", "Filed by" and sign in the "Signature" box.

Rev. No.

Issue Date

Date filed

Filed by

Signature


MANAGEMENT MANUAL

PREFACE


Record of Temporary Revisions (TR):

When receiving a Temporary Revision, insert the "Issue date", "Date filed", "Filed by" and sign in the "Signature" box.

TR No.

Issue Date

Date filed

Filed by

Signature

Remarks


MANAGEMENT MANUAL

PREFACE


DISTRIBUTION LIST

*Where the Second digit in the control number indicate the following departments: 1- ECAA 2- Top Management 3- Operation Department 4- Technical department

5- Safety Department 6- Quality Assurance Department 7- Training Department 8- Dispatch.

9- Cabin Crew 10-Security Department 11-Commercial Department 12- Stations

13- Aircraft 14- Staff 15-FinancialDepartment

NO ASSIGNED NO. OF COPIES *CONTROLLED NO. MEDIA

1 ECAA 1.1 2 Post holders

1. C.E.O 1.2.1 2. Accountable Manager 1.2.2 3. Accounts Manager 1.15.1 4. Operations Director 1.3.2 5. Technical Director 1.4.1 6. Safety Director 1.5.1 7. Quality Assurance Mgr 1.6.1 8. Training Manager 1.7.1 9. Instructor 1.7.2 10. Examiner 1.7.3 11. Check Airman 1.7.4 12. Dispatch Manager 1.8.1 13. Chief Pilot 1.3.1 14. Cabin Crew Manager 1.9.1 15. Security Manager 1.10.1 16. Commercial Manager 1.11.1 17. Stations Manager 1.12.1 18. Head Office Library 1.6.2

3 Station 1. Cairo 1.12.2 2. Sharm El Sheikh 1.12.3 3. Hurgada 1.12.4

Outside station 1. Name

1.12.5

4 AIRCRAFT 1. SU-MWD 1.13.1 2. SU-MWF 1.13.2 3. SU-MWE 1.13.3

5 STAFF 1. COCKPIT CREW 1.14.1 2. CABIN CREW 1.14.2 3. ENGINEER 1.14.3 4. DISPATCHER 1.14.4


MANAGEMENT MANUAL

PREFACE


LIST OF EFFECTIVE PAGES

Chapter Page Issue Revision Date

ONE INTRODUCTION

1 01 Rev: 00 15/05/2011 2 01 Rev: 00 15/05/2011 3 01 Rev: 00 15/05/2011 4 01 Rev: 00 15/05/2011


TWO ORGANIZATION CHART

1 01 Rev: 00 15/05/2011 2 01 Rev: 00 15/05/2011


THREE GENERAL DESCRIPTION

1 01 Rev: 00 15/05/2011 2 01 Rev: 00 15/05/2011 3 01 Rev: 00 15/05/2011 4 01 Rev: 00 15/05/2011 5 01 Rev: 00 15/05/2011 6 01 Rev: 00 15/05/2011 7 01 Rev: 00 15/05/2011 8 01 Rev: 00 15/05/2011 9 01 Rev: 00 15/05/2011

10 01 Rev: 00 15/05/2011 11 01 Rev: 00 15/05/2011


MANAGEMENT MANUAL

PREFACE



FOUR REPORTING AND ANALYSYS SYSTEM


10 01 Rev: 00 15/05/2011 11 01 Rev: 00 15/05/2011 12 01 Rev: 00 15/05/2011 13 01 Rev: 00 15/05/2011 14 01 Rev: 00 15/05/2011 15 01 Rev: 00 15/05/2011 16 01 Rev: 00 15/05/2011


FIVE OUTSTATION EMERGENCY TEAMS


10 01 Rev: 00 15/05/2011 11 01 Rev: 00 15/05/2011 12 01 Rev: 00 15/05/2011 13 01 Rev: 00 15/05/2011 14 01 Rev: 00 15/05/2011 15 01 Rev: 00 15/05/2011


MANAGEMENT MANUAL

PREFACE



SIX SABOTAGE THREATS

1 01 Rev: 00 15/05/2011 2 01 Rev: 00 15/05/2011 3 01 Rev: 00 15/05/2011 4 01 Rev: 00 15/05/2011 5 01 Rev: 00 15/05/2011


SEVEN HIJACKED AIRCRAFT

1 01 Rev: 00 15/05/2011 2 01 Rev: 00 15/05/2011 3 01 Rev: 00 15/05/2011


EIGHT

PUBLICITY AND INFORMATION



NINE

E.R.P. POLICIES

1 01 Rev: 00 15/05/2011 2 01 Rev: 00 15/05/2011 3 01 Rev: 00 15/05/2011


MANAGEMENT MANUAL

PREFACE



TEN

FORMS



MANAGEMENT MANUAL

GTOC

Page 1 of 3 Date 01/09/2011 Revision: 00 Issue: 01

Contents

1.0 Introduction .................................................................................................................................................................... 2 1.1 General Instructions................................................................................................................................................... 2 1.2 Important Definitions: ................................................................................................................................................. 3

1.2.1 Disaster: ............................................................................................................................................................. 3 1.2.2 Crisis: ................................................................................................................................................................. 3 1.2.2.1 Airplane Emergency ........................................................................................................................................ 3 1.2.2.2 Accident........................................................................................................................................................... 3 1.2.2.3 Non-Flight Emergency ..................................................................................................................................... 4 1.2.2.4 Other Disruptions ............................................................................................................................................ 4 1.2.3 Crisis Mode: ....................................................................................................................................................... 4

2.0 Organization Chart ......................................................................................................................................................... 2 3.0 General Description ....................................................................................................................................................... 2

3.1 Important Instructions2 ............................................................................................................................ تعليمات عامة 3.2 Flight Operation Center Responses .......................................................................................................................... 3 3.3 Flight Operation Center Manager-on-Duty duties / Responsibilities in case of a crisis .............................................. 4

3.3.1 Flight Operation Manager on Duty Checklist in case of an emergency (accident / incident) .............................. 5 3.4 Duty Manager / Crisis Manager Time Event Log ....................................................................................................... 6 3.5 Emergency Report (For All) ....................................................................................................................................... 7 3.6 Flight Operations officer on duty checklist ................................................................................................................. 8 3.7 Statements and Advisory ........................................................................................................................................... 9 3.8 Notification Directory................................................................................................................................................ 11

4.0 REPORTING & ANALYSIS SYSTEM ............................................................................................................................ 2 4.1 Crisis Center Duties & Responsibilities ..................................................................................................................... 2 4.2 Crisis Management Manager ..................................................................................................................................... 2

4.2.1 Crisis Management Manger Checklist: - ............................................................................................................. 3 4.1.2 Crisis Center Access/ Crisis Center Team Formation ........................................................................................ 4 4.1.2.1 Crisis centre facilities ................................................................................................................................. 4 4.1.3 Crisis Center Team Names ................................................................................................................................ 5

4.2 Crisis Manager in Charge-: ........................................................................................................................................ 6 4.2.1 Crisis Manager in Charge Check List: ................................................................................................................ 6

4.3 Crisis Team Commercial Representative in Crisis Center: ........................................................................................ 8 4.3.1Crisis Team Station Representative Checklist .................................................................................................... 8

4 .4 Crises Team Flight Operation Representative in Crisis Center ................................................................................ 9 4.4.1 Crisis Team Flight Operation Representative Checklist ..................................................................................... 9

4.5 Crisis Team Maintenance Management Representative in Crisis Center................................................................ 10 4.5.1 Crisis Team Maintenance Management Representative Checklist: ................................................................. 10

4.6 Crisis Team Public Relations Representative in Crisis Center ................................................................................ 11 4.6.1 Crisis Team Public Relations Representative Checklist ................................................................................... 11

4.7 Crisis Team Security Representative in Crisis Center: ............................................................................................ 12 4.7.1 Crisis Team Security Representative Check List ............................................................................................. 12

4.8 Crisis Team Insurance Representative in Crisis Center: ......................................................................................... 13 4.8.1 Crisis Team Insurance Representative Checklist ............................................................................................. 13

4.9 Go Team Formation:................................................................................................................................................ 14 4.9.1 The Go-Team & Special Assistance Team Duties: .......................................................................................... 14 4.9.2 Go Team Names .............................................................................................................................................. 15 4.9.3 Special Assistance Team from MIDWEST AIRLINES ...................................................................................... 16 4.9.4 Special Assistance Team from Other Agencies and/Or Volunteers ................................................................. 16

5.0 Out Station Emergency Teams ...................................................................................................................................... 2 5.1 Outstation Emergency Teams ................................................................................................................................... 2 5.2 General Procedures................................................................................................................................................... 2

5.2.1 Local Command Post-Time Event Log ............................................................................................................... 3


MANAGEMENT MANUAL

GTOC


5.2.2 Local Emergency Procedures – Location Log .................................................................................................... 4 5.3 Local Command Team Duties ................................................................................................................................... 5

5.3.1 General Procedures ........................................................................................................................................... 5 5.4 Local Command Team Station / Senior Manager ...................................................................................................... 6

5.4.1 Senior Manager Checklist .................................................................................................................................. 6 5.4.2 Local Command Station / RAMP Manager ......................................................................................................... 7 5.4.3 Station / RAMP Manager Checklist .................................................................................................................... 7 5.4.4 Local Central Command Maintenance Supervisor ............................................................................................. 8 5.4.5 Maintenance Manager Checklist ........................................................................................................................ 8

5.5 Airport Action Group Duties ....................................................................................................................................... 9 5.6 First-to- Scene ......................................................................................................................................................... 11

5.6.1 First-to- Scene checklist ................................................................................................................................... 11 5.6.2 Maintenance Manager / Supervisor.................................................................................................................. 12 5.6.3 Maintenance Manager Checklist ...................................................................................................................... 12

5.7 Airport Terminal Group Duties ................................................................................................................................. 14 5.7.1 General Procedures ......................................................................................................................................... 14 5.7.2 RAMP Services Supervisor .............................................................................................................................. 14

5.8 Manager / RAMP / supervisor check list .................................................................................................................. 15 6.0 Sabotage Threats .......................................................................................................................................................... 2

6.1 General Main Steps followed by any Sabotage Threats ............................................................................................ 2 6.2 Basic Questions ......................................................................................................................................................... 2 6.3 Sabotage / checklist (Determination of Authenticity) ................................................................................................ 3 6.4 Sabotage Threats (Prior to Departure) ...................................................................................................................... 4 6.5 Sabotage Threats Aircraft Airborne ........................................................................................................................... 4 6.6 Physical Search: ........................................................................................................................................................ 5

7.0 Hijacked Aircraft ............................................................................................................................................................. 2 7.1 Procedures – Hijacked Aircraft .................................................................................................................................. 2

7.1.1 Notification.......................................................................................................................................................... 2 7.1.2 Flight Operation Rules ........................................................................................................................................ 2 7.1.3 Communication .................................................................................................................................................. 2 7.1.4 Local Command Center In Case Of Hijacking Situation ..................................................................................... 2

7.2 Bomb Threat / Sabotage / Checklist .......................................................................................................................... 3 8.0 Public relation and Information ....................................................................................................................................... 2

8.1 Publicity and Information Department’s (P.I.D) Procedures In Case of Crisis ........................................................... 2 8.2 Publicity and Information Goal ................................................................................................................................... 3 8.3 Types of Media .......................................................................................................................................................... 3 8.4 Background Information............................................................................................................................................. 3 8.5 Publicity & Information Priorities ................................................................................................................................ 4 8.6 Publicity & Information Strategy ................................................................................................................................. 4 8.7 Publicity & Information Tactics ................................................................................................................................... 4 8.8 Public relation checklist ............................................................................................................................................. 5 8.9 Giving a Television Interview Check List ................................................................................................................... 6 8.10 News Conference Checklist ..................................................................................................................................... 8 8.11 Publicity & Information Do’s and Don’ts ................................................................................................................... 9

8.11.1 Do’s .................................................................................................................................................................. 9 8.11.2 Don'ts ............................................................................................................................................................... 9

8.12 Publicity & Information Dept. Contacts: ................................................................................................................... 9 8.13 Photographers ......................................................................................................................................................... 9

9.0 E.R.P Policies ................................................................................................................................................................ 2 9.1 E.R.P Training Course ............................................................................................................................................... 2

9.1.1 Attendant Course ............................................................................................................................................... 2 9.2 E.R.P Rehearsal & Testing ........................................................................................................................................ 3

10.0 FORMS ........................................................................................................................................................................ 2


MANAGEMENT MANUAL

GTOC


10.1 Flight Operation/ Duty Manager Time Event Log..................................................................................................... 2 10.2 Accident / Emergency Report .................................................................................................................................. 3 10.3 Go Team Names ..................................................................................................................................................... 4 10.4 Special Assistance Team from MIDWEST AIRLINES ............................................................................................. 5 10.5 Local Command Center (LCC) ................................................................................................................................ 5 10.6 Local Command Post-Time Event Log .................................................................................................................... 6 10.7 Local Emergency Procedures – Location Log ......................................................................................................... 7 10.8 Sabotage/Hijacked checklist Determination of Authenticity ..................................................................................... 8 10.9 Photographer declaration ........................................................................................................................................ 9


MANAGEMENT MANUAL

CHAPTER 1

INTRODUCTION


Contents

6T1.0 Introduction6T .................................................................................................................................................................... 2 6T1.1 General Instructions6T................................................................................................................................................... 2 6T1.2 Important Definitions:6T ................................................................................................................................................. 3

6T1.2.1 Disaster:6T ............................................................................................................................................................. 3 6T1.2.2 Crisis:6T ................................................................................................................................................................. 3 6T1.2.2.1 Airplane Emergency6T ........................................................................................................................................ 3 6T1.2.2.2 Accident6T........................................................................................................................................................... 3 6T1.2.2.3 Non-Flight Emergency6T ..................................................................................................................................... 4 6T1.2.2.4 Other Disruptions6T ............................................................................................................................................ 4 6T1.2.3 Crisis Mode:6T ....................................................................................................................................................... 4


MANAGEMENT MANUAL

CHAPTER 1

INTRODUCTION


1.0 Introduction

This Emergency Response Plan (E.R.P) has been developed to provide a common system in the management of emergencies. The purpose of this manual is to present to the user an overview of emergency response actions at any of MIDWESTAIRLINES positions. It clearly defines departmental responsibilities & interaction between departments as well the coordination with agencies responding to emergencies at any station.

- The duty manager of flight operation represents initially directorate until revealed by Crisis Center (CC) Crisis Center (CC) should be activated to be supportive of those at the emergency scene & participate in major decisions. All personal selection with responsibilities under the emergency response center are appropriately selected qualified to execute the applicable procedures

1.1 General Instructions UFor all personnel in Cairo or abroad in case of a Crisis or Emergency case contact Flight Operations Center (FOC) confirmed or not confirmed UMIDWEST AIRLINES Flight Operations

Place .

Telephone

Fax

E-mail

After confirmation of the Emergency case call Crisis Center (CC) Crisis Center Information Dept. Direct. Tel. / Fax E-Mail Crisis Center ----------------------------------- Crisis Center Manager


MANAGEMENT MANUAL

CHAPTER 1

INTRODUCTION


1.2 Important Definitions: The following are definitions of different types of emergency conditions. It is important because they define what situations we are talking about:

1.2.1 Disaster: For any organization, a disaster is an incident or a series of incidents in a short period of time that:

Cause major injury and/or loss of life; Cause major destruction of property; Halt or curtails operations for a significant period of time; Prevent employees from pursuing their normal duties; Cause a substantial reduction in purchases of products or services; Bring the organization under scrutiny by media or government.

1.2.2 Crisis: “Any event or set of circumstances that significantly affects an organization’s ability to carry out its business plan”. This definition includes the following events for airline:

1.2.2.1 Airplane Emergency An airplane emergency that:

Has resulted or may result in the death of or injury to passengers or employees; Has resulted or may result in significant damage to or loss of an aircraft;

Attracts significant media attention that could threaten the airline’s reputation.

1.2.2.2 Accident An accident is an occurrence associated with the operation of an aircraft and taking place between the times any passengers or crew board the aircraft until everyone has disembarked, and in which:

A person is seriously or fatally injured as a result of any the following:

Being in the aircraft. Direct contact with any part of the aircraft, including parts, which become detached from the aircraft. Direct exposure to jet blast.

This case does not include occurrences where the injuries are from natural causes, self-inflicted or inflicted by other persons, or where the injuries are to stowaways hiding outside the areas normally available to the passengers and crew.


MANAGEMENT MANUAL

CHAPTER 1

INTRODUCTION


A serious injury sustained in an accident and which: Requires hospitalization for two or more days; Results in fracture of a bone (except simple fractures of fingers, toes or nose); Involves lacerations which cause severe hemorrhage, or nerve, muscle or tendon damage; Involves injury to any internal organ; Involves second or third degree burns, or any burns affecting more than five percent of the skin.

A fatal injury resulting in death (for statistical uniformity only, an injury resulting in death within thirty days of the date of the accident is classified as a fatal injury by ICAO). 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. This case does not include engine failure or damage, when it is limited to the engine, its cowlings or accessories, nor damage limited to propellers, wing tips, antennas, tires, brakes, fairings, small dents or holes in the aircraft skin. The aircraft is missing or is completely inaccessible. An aircraft is considered to be missing when the official search has been terminated and the wreckage has not been located.

1.2.2.3 Non-Flight Emergency Such events involve deaths, injuries or significant damage to airline facilities caused by fire, an industrial accident or a natural disaster death, injuries or the endangerment of passengers or employees as a result of criminal acts

1.2.2.4 Other Disruptions Other disruptions include labor strife, major flight delays, major flight cancellations and important overbooking problems. In-flight food poisoning can turn into a crisis, as can cases where the cause of the problem is completely independent of the airline or the industry altogether. For example, a crisis can be an occurrence where there are injuries due to natural causes, self-inflected or inflected by others, or where the injuries are to stowaways hiding outside the areas normally available to the passengers and crew. It can be a passenger being seriously ill (e.g. heart attack), or knowing/unknowingly having a contagious disease, or giving birth in flight. The media can also make a crisis out of minor incidents, such as engine failure or damage limited to the engine, its cowlings or accessories, or damage limited to propellers, wing tips, antennas, tires, brakes, fairings, small dents or holes in the aircraft skin which do not compromise the safety of the aircraft or flight.

1.2.3 Crisis Mode: “A particular operational state of an organization, following the official crisis signal, where the normal operating practices are largely disrupted because of the crisis handling preoccupation of large numbers of employees.” Crisis mode starts with an official signal put out by one of the authorized crisis management staff. As a result, the internal notification system becomes operational. Some or many of the normal business operations are disrupted as employees from different divisions abandon their usual tasks to take part in crisis management.


MANAGEMENT MANUAL

CHAPTER 2

ORGANIZATION CHART


Contents

6T2.0 Organization Chart6T ......................................................................................................................................................... 2


MANAGEMENT MANUAL

CHAPTER 2

ORGANIZATION CHART


2.0 Organization Chart UOrganization Chart of Crisis Management

Accountable Manager Captain: Magd El Din Refaat

Maintenance Representative

Mr. Nathan Smith

Flight operation representative

Captain: Sherif El Missiri

Deputy Maintenance Representative

Mr. Adel saad

Terminal group

Ramp Supervisor.

Deputy Flight operation representative

Captain: Ismail A. Azim

Crisis Team 1-Fligt ops Rep.

2-Maintenance Rep.

3-Station Rep.

4-Security Rep.

5-Publicty&information

6-Ground Service Rep.

7-Legal Rep.

8-Insurance Rep.

9- Quality

Go Team 1- Flight OPS

2-Corporate Public Relation

3- Corporate Security

5- Maintenance

6- Station services

7- Insurance 8- ECAA 9- Quality


MANAGEMENT MANUAL

CHAPTER 3

GENERAL DESCRIPTION


Contents

3.0 General Description ....................................................................................................................................................... 2 3.1 Important Instructions2 ............................................................................................................................ تعليمات عامة 3.2 Flight Operation Center Responses .......................................................................................................................... 3 3.3 Flight Operation Center Manager-on-Duty duties / Responsibilities in case of a crisis .............................................. 4

3.3.1 Flight Operation Manager on Duty Checklist in case of an emergency (accident / incident) .............................. 5 3.4 Duty Manager / Crisis Manager Time Event Log ....................................................................................................... 6 3.5 Emergency Report (For All) ....................................................................................................................................... 7 3.6 Flight Operations officer on duty checklist ................................................................................................................. 8 3.7 Statements and Advisory ........................................................................................................................................... 9 3.8 Notification Directory................................................................................................................................................ 11


MANAGEMENT MANUAL

CHAPTER 3

GENERAL DESCRIPTION


3.0 General Description

3.1 Important Instructions تعليمات عامة

1-ALL Managers, Supervisors, Staff, must read the Emergency Procedures Plan and become thoroughly familiar with the information contained therein. Local Command Center, Local Support Team, Local Go-Team, and Local Operations Team leaders will review these sections periodically with their personnel.

يجب علي المديرين و مديرى األقسام و العاملين- 1 كاملة دراية على ويكونوا الطوارئ خطة قراءة

فرق من فريق قائد كل على.بداخله المحتواة بالمعلومات.فرقهم افراد مع دوريا الدليل هذا اقسام مراجعة االزمات

2-Personnel on-duty at the time of the accident will remain at their posts, carrying on their duties in a normal manner.

- عند حدوث طارئ/ حادث يجب على االفراد فى النوبات 2 االستمرار فى اماكنهم و متابعة أعمالهم بطريقة عادية.

3-Personnel OFF-duty is requested to remain at their telephones. If your services are required, a member of management will notify you. DO NOT CALL IN!

عند حدوث طارئ/ حادث يجب على االفراد الغير - 3متواجدين في النوبة البقاء في منازلهم ألحتمال االتصال بهم بمركز عند الحاجة اليهم و يجب التنبية عليهم بعدم األتصال

او مركز االزمات حتى ال يتم شغل التليفونات.الجويةالعمليات

4-All personnel should advise their families and friends NOT to call the airport during an emergency.

- على كل فرد التنبية على عائلتهم و أصدقائهم بعدم االتصال 4 بالمطار عند حدوث أزمة لعدم شغل التليفونات.


MANAGEMENT MANUAL

CHAPTER 3

GENERAL DESCRIPTION


3.2 Flight Operation Center Responses Flight Operation Center Emergency Responsibility: The Flight Operation Center (FOC) is responsible for all of MIDWEST AIRLINES emergencies coordination. This ensures that the Company responds effectively and rapidly to emergency situations. The Flight Operation Center (FOC) Manager-on-Duty acts as the front-line representative of upper management. All stations and personnel call the Flight Operation Center (FOC) Manager-on-Duty first The expected types of crisis

Types of crisis

1 Aircraft accident on ground or during flight.

حادث مباشر للطائرة على األرض....(إصطدام طائرة بجسم اخر- حريق بالطائرة) حادث مباشر للطائرة أثناء الطيران (إختفاء طائرة- سقوط طائرة-حريق بالطائرة).

2 Severe weather conditions either in Cairo Airport or any others airports. . سوء أحوال جوية شديد بمطار القاهرة أو أي مطارات أخرى

3 Sabotage & Hijacking security threats.

تهديدات أمنية (بالغ بوجود قنبلة على الطائرة- بالغ بوجود قنبلة بإحدى مباني المطار-إختطاف طائرة).

4 Labor strikes. أي درجة من درجات اإلضراب فى أي جهة و في أي مطار تؤثر على إنتظام تشغيل الرحالت.

5 Incidents major problems affecting air navigation, guidance, communication with aircrafts& Major off-Airport problems affecting flight movement.

أحداث تؤثر على المالحة الجوية و نظم األرشاد و األتصاالت مع الطائرات أحداث خارج المطار تؤثر على إنتظام تشغيل الرحالت

6 Major off-Airport problems affecting flight movement or Natural disasters. أو كوارث طبيعية (زالزل-براكين). أحداث خارج المطار تؤثر على إنتظام تشغيل الرحالت

7 Severe injuries to passengers or employees. . إصابات شديدة للركاب أو العاملين خالل الرحلة


MANAGEMENT MANUAL

CHAPTER 3

GENERAL DESCRIPTION


3.3 Flight Operation Center Manager-on-Duty duties / Responsibilities in case of a crisis Location: Flight Operation Center Manning” Midwest Head quarter : Flight Operation Center Manager on Duty.

1. The Flight Operation center manager on duty Acts as the front-line representative of upper management responding effectively and rapidly to emergency situations

2. Assuming control of the situation until managed by personnel of Crisis Center (CC) and seniors of the

company

3. Maintaining time and event log and recording all activities concerning the emergency.

4. 4.In case of an accident/incident shall prepare a brief statement upon receiving confirmation and positive identification of the flight or aircraft involved in an accident, (Using the examples of standard statements as a guide) of the details of the event containing only known facts. All personnel involved will use this statement in any communication.

5. Verifying the information concerning the crisis such as nature, date and time of crisis and also place of

occurrence type, registration, of the aircraft flight number and, flight origination and destination. Geographical locations of aircraft and severity of damage. Number of injured passengers and crew and number of fatalities

6. The Flight Operations manager on duty is responsible for insuring primary notifications HQ

7. The Flight Operations manager on duty must secure all flight documents in safe place.

8. Provide turnover to the Crisis Manager

9. Maintaining normal follow up for the rest of scheduled flights and avoid disturbance.

10. The coordination with Crisis Manager on duty in case of an accident to set up flight(s) to transport Go-

team members (HDQ, and Special Assistance Team). Flight should be set up to depart as soon as possible.

NOTE: Departure time may vary depending on availability of aircraft, crew, go-kits and go-team members. Normally not more than three hours from the time of the event.


MANAGEMENT MANUAL

CHAPTER 3

GENERAL DESCRIPTION


3.3.1 Flight Operation Manager on Duty Checklist in case of an emergency (accident / incident)

STEPS Time / initial 1. Upon being notified of a potential or actual crisis / accident involving the

company flights immediately advise the following personnel of the initial report even though not confirmed. Operations Director:……………………..

2. Obtain positive confirmation and identification of the flight and the aircraft involved through dispatcher on duty.

3. If the emergency is confirmed you have to get the following information (using the accident /emergency report form no.2)

4. Inform involved departments and personnel of the H.Q Crisis Team according to Notification Directory (N.D) of that case

5. Activate Crisis Center (CC) as soon as possible.

6.Prepare advisory statements to be used in answering telephone calls (using statements and advisory in this chapter section3-7

7. Inform involved departments and personnel of the H.Q Crisis Team according to Notification Directory (N.D) of that case.

8. Activate Crisis Center (CC) as soon as possible. 9. Prepare advisory statements to be used in answering telephone calls

(using statements and advisory in this chapter section3-7

10. During normal business hours appoint personnel who are capable of answering telephones and relaying information giving only the information contained in the statement prepared by the Flight Operation Manager on duty.

11. Outside normal business hours call any off-duty personnel available to report to the office and assist.

12. Maintain accurate log and record all activities and all related events with the time noted for each entry, using the same time reference (local or UTC) through out the event (using time event log form no.1) page 3-7.

13. Provide turns over the Crisis Manager. 14. Advise the next shift personnel follow up the rest of the flights to be

conducted 15. Advise personnel who are scheduled on the following shift to arrive as

early as possible to pick up the routine work. 16.Secure all flight documents and make two copies of each (1copy for

Crisis Center –investigation team ) and keep original documents in safe place these documents include: A-Operation documents (flight plan-meteorology folder & NOTAM-aircraft

technical report-fuel order-load sheet and balance sheet-loading instruction –NOTOC)

B- Cargo documents (Cargo manifeste-AWB Copies All official mail documents)

17.Coordinate with to Set up flights, to transport Go-Team members (HQ-and Special assistance team Relatives) upon request from Crisis Center


MANAGEMENT MANUAL

CHAPTER 3

GENERAL DESCRIPTION


3.4 Duty Manager / Crisis Manager Time Event Log

Reporter Name:

Position:

TIME & EVENT LOG

City:

Flt. No.: Description of Emergency:

A/C Type:

Tail No.:

Captain:

Routing:

Notification Received (Time/From):

0BDate/Time 1BSequence of events & action taken

Form (1)


MANAGEMENT MANUAL

CHAPTER 3

GENERAL DESCRIPTION


3.5 Emergency Report (For All) Use this form to record information when you are notified of an accident Source of information Tel Fax SITA Media Public

What happened

Flight Number Intermediate Stops

Origination City Destination City

Actual Departure time

When did it happen? Date:

Time:

Time of notification Date:

Time:

The place of accident / incident

Type of Aircraft Aircraft Registration:

Number of crew and employees

Cockpit:

Active: Dead-head crew:

Cockpit crew names

Number of victims

Number of injuries Severity

Number of survivors

Type of cargo Hazard materials

Yes No

Type of Hazard materials

Status of Aircraft Completely damaged

Partially damaged

Report prepared by: Date: Time:

Form (2)


MANAGEMENT MANUAL

CHAPTER 3

GENERAL DESCRIPTION


3.6 Flight Operations officer on duty checklist Location: Flight Operation center Manning: Flight Operation officer

STEPS Time / Initial

1.Perform all support functions as directed by the Flight Operation manager

2.Maintain logs and records all activities (Form no 1)

3. Open Crisis Center.

4. Notify IT to ensure all Crisis Center equipment is functioning correctly.

5. Advise IT to call in additional staff and to relocate fax and laser printer to as necessary.


MANAGEMENT MANUAL

CHAPTER 3

GENERAL DESCRIPTION


3.7 Statements and Advisory For all duty managers / Station Managers

If you have received a telephone call from the press, media, or from the public informing you or asking about crisis or emergency case concerns the company flight or some other thing affecting the company regularity. The following steps must be done:

عند تلقى اى مكالمة من االعالم أو من الجمهور تفيد أو تستفسر عن حادث أو طارئ يخص طائرات الشركة أو أى ش آخر يؤثر على انتظامية الحركة يجب اتباع التى:

First: If the information received is the first rumor and still not confirmed, answer the caller with using this statement as example: “We have not heard anything about what you have just said but we will check and call you back right away, please leave your name and phone number”.

اذا كانت المعلومات الواردة شائعة لم يتم التاكد منها بعد يجب مخاطبة المتحدث مستخدما هذة العبارة كمثال: أوال:" ناسف حيث اننا لم نتلق اى معلومات عما أخبرتنا به . الرجاء ترك االسم و رقم التليفون حتى يتم االتصال بكم عند

التأكد من صحة تلك المعلومات".

Second: When more information is received and things is confirmed, answer the caller with the following statement: “ We have received information that an emergency has occurred involving aircraft at…at this time we have not received any details on the emergency. Please give me your name and telephone number .We will call you back as soon as information is received”

عند تلقى معلومات صحيحة يمكن الرد على المتحدث مستعينا بتلك العبارات كمثال: ثانيا: فى ......... و حتى " لقد تلقينا معلومات تفيد بأن هناك حادث / طارئ حدث لطائرة من طائرات الشركة

اآلن لم نتلق أى تفاصيل عن هذا الحادث / الطارئ . الرجاء ترك األسم و رقم التليفون ليتم األتصال بكم عند تلقى معلومات جديدة".

Below are examples of standard statements, which can be used in a crisis. Following are example, basic press releases and advisories and a list of recommended background information. (Note: before using these statements and releases, check for local and cultural customs. Always take cultural differences in considerations.


MANAGEMENT MANUAL

CHAPTER 3

GENERAL DESCRIPTION


ACCIDENT-TAKE OFF:

• A --------- (Company ) aircraft flight no---------on its way to -----------------(destination port) has been involved in an accident during take off at--------------------. At this point we cannot accurately tell you the extent of the damage or possible injuries other than to say that it has involved ------------- (specific information- if known) and --------------- (number) people. Their names and conditions are not known at the present time .We are receiving emergency assistance from--------------, --------------- and --------- (police, fire etc). We also have company management at the scene and more --------- (Company) officials are on their way. Members of the media should gather at ------------(location of press room) so they can be briefed as soon as additional is available and verified

: حادث طائرة أثناء اإلقالعرحلة الشركة رقم--------- المتجهةمن---------- الى--------- قد تعرضت لحادث أثناء األقالع من ----------

.-----------وحتى هذه اللحظة ال نستطيع تحديد مدى الدمار الذي لحق بالطائرة او عدد االصابات وكذلك اسماء المصابين والحالة العامة لهم (امااذا كانت هناك معلومات مؤكدة يتم ذكرها) ان الطائرة تعرضت لحادث ------- وعدد

المصابين ----------. ولقد تلقينا مساعدات من------------ (المطافئ--الشرطة--------و----------و----------) ولدينا عدد من مسئولى

الشركة فى مكان الحادث وفي انتظار المسئولين وسيكون تجمع مسئولي االعالم فى------------------ لموافاتهم . بما يرد الينا من معلومات

ACCIDENT- LANDING: • “A---------- (Company) flight no-------on its way from ------- (originating port) has been

involved in an accident while landing at-----------. At this point we cannot accurately tell you the extent of the damage or possible injuries ( Other than to say) that it has involved ---------------------(Specific Information-if known) and --------(number) people. Their names and conditions are not known at the present time. We are receiving assistance from-----, -----and------ (Police, Fire, etc). We also have company management at the scene ------ (Company) officials are on their way. Members of the media should gather at --------- (location of press room) so they can be briefed as soon as additional information is available and verified.”

: حادث طائرة أثناء الهبوطلهبوط في------------ارحلة الشركة رقم--------- المتجهة من---------- الى-------- قد تعرضت لحادث أثناء

---------. وحتى هذه اللحظة ال نستطيع تحديد مدى الدمار الذي لحق بالطائرة او عدد االصابات وكذلك اسماء المصابين والحالة العامة لهم (امااذا كانت هناك معلومات مؤكدة يتم ذكرها) ان الطائرة تعرضت لحادث -------

وعدد المصابين ---------- ولقد تلقينا مساعدات طارئة من------------ (المطافئ--الشرطة--------و----------و----------) ولدينا عدد من

مسئولى الشركة. فى مكان الحادث وفي انتظار المسئولين وسيكون تجمع مسئولي االعالم فى ------------------ لموافاتهم بما يرد

. الينا من معلومات


MANAGEMENT MANUAL

CHAPTER 3

GENERAL DESCRIPTION


3.8 Notification Directory Pr. Job Position Personnel &

Dept. notified Office Phone Mobile

1 Chairman

2 Airport Fire Fighting

3 Director of Flight

Operation

4 Crisis Center ECAA

5 G.M Security

6 Director of Maintenance

7 Director of Safety &

Quality

8 Ops Control Manager

9 Quality Assurance

Manager


MANAGEMENT MANUAL

CHAPTER 4

REPORTING & ANALYSIS

SYSTEM


Contents

4.0 REPORTING & ANALYSIS SYSTEM ............................................................................................................................ 2 4.1 Crisis Center Duties & Responsibilities ..................................................................................................................... 2 4.2 Crisis Management Manager ..................................................................................................................................... 2

4.2.1 Crisis Management Manger Checklist: - ............................................................................................................. 3 4.1.2 Crisis Center Access/ Crisis Center Team Formation ........................................................................................ 4 4.1.3 Crisis Center Team Names ................................................................................................................................ 5

4.2 Crisis Manager in Charge-: ........................................................................................................................................ 6 4.2.1 Crisis Manager in Charge Check List: ................................................................................................................ 6

4.3 Crisis Team Commercial Representative in Crisis Center: ........................................................................................ 8 4.3.1Crisis Team Station Representative Checklist .................................................................................................... 8

4 .4 Crises Team Flight Operation Representative in Crisis Center ................................................................................ 9 4.4.1 Crisis Team Flight Operation Representative Checklist ..................................................................................... 9

4.5 Crisis Team Maintenance Management Representative in Crisis Center................................................................ 10 4.5.1 Crisis Team Maintenance Management Representative Checklist: ................................................................. 10

4.6 Crisis Team Public Relations Representative in Crisis Center ................................................................................ 11 4.6.1 Crisis Team Public Relations Representative Checklist ................................................................................... 11

4.7 Crisis Team Security Representative in Crisis Center: ............................................................................................ 12 4.7.1 Crisis Team Security Representative Check List ............................................................................................. 12

4.8 Crisis Team Insurance Representative in Crisis Center: ......................................................................................... 13 4.8.1 Crisis Team Insurance Representative Checklist ............................................................................................. 13

4.9 Go Team Formation:................................................................................................................................................ 14 4.9.1 The Go-Team & Special Assistance Team Duties: .......................................................................................... 14 4.9.2 Go Team Names .............................................................................................................................................. 15 4.9.3 Special Assistance Team from MIDWEST AIRLINES ...................................................................................... 16 4.9.4 Special Assistance Team from Other Agencies and/Or Volunteers ................................................................. 16


MANAGEMENT MANUAL

CHAPTER 4


SYSTEM


4.0 REPORTING & ANALYSIS SYSTEM

4.1 Crisis Center Duties & Responsibilities 1. Acts as the Company focal point for all actions taken in response to all emergency situations. 2. Determination extent of notification of MIDWEST AIRLINES Headquarter personnel. 3. Authorization travels of (Go Team-Special Assistance Team- families-other personnel and any other

support requested) and arrange transportation, if needed. 4. Establishing communications with the Local Command Center to:

a) Maintain a list of passenger and their medical status. b) Oversees overall support effort and communicates information from the crash site, hangar and

hospitals to upper management and the Special Assistance Team. c) Obtain and Confirm crew list / dead head crew / and cargo load information include dangerous

goods. d) Arrange transportation for survivor's members to hotels or hospitals from the accident

site/airport. 5. Keeping accurate time and event logs of all incoming and out going telephone calls and other action

taken using Time Event Log 6. Ensuring communication links that are established with all key personnel and reassignment of duties

that are accomplished in a timely manner. 7. Determine staffing hours of the Crisis Center 8. Coordinate with the Local Command Center to collect Documents, records and statements all 9. Determination when Crisis Center will be deactivated.

4.2 Crisis Management Manager Location: Crisis Center Manning: Crisis Center Management Manager The safety manager is the designated manager for development , implementation and maintenance of the corporate E.R.P. ER manager qualification:-

1. Shall be trained in E.R.P procedures. 2. Has background experience that ensure the requested knowledge in Emergency response principles.

DUTIES &RESPONSIBILITIES:

1. Works with all MIDWEST AIRLINES Departments, Governments, Agencies and Other Airlines to evaluate and determine best course of action in case of an Emergency.

2. Writing, updating, revising, modification and promoting Emergency Response Plan ERP. 3. Following up the Agreements between MIDWEST AIRLINES and other agencies 4. Revise the response of each station, department in crisis to avoid the shortage in the future. 5. Ensure that internal communications strategies are up-to-date. 6. Provide an accurate manifest to ECAA in the event of an aircraft accident, such manifest shall list.

List crew members. Passenger.


MANAGEMENT MANUAL

CHAPTER 4


SYSTEM


4.2.1 Crisis Management Manger Checklist: - STEPS Time /Initials 1- Prepare Crisis Center to be ready for use in crisis management. 2- Secure all documents needed to manage the crisis. 3- Insure all Crisis Center equipment are working efficiently and evaluate staff requirements 4-Security of building must be provided and restrict admittance to Crisis Center to People with a need to be there. 5-Receive all corporate public relation Media press approved from crisis manager release prior to dissemination. 6-Maintain time and event log for all members of the crisis team including conversation, directions, phone calls and actions taken. 7-Messages generated via SITA are to be identified by including the word “EMERGENCY” in the first line. 8- * Deliver passenger and crew list (in case of an accident) from Crisis Manager to be published. * Notify the rescue coordination centers of all lists of the survival Equipments carried on board the company aircraft. 9- Liaison with ECAA 10- Liaison with external entities. Fire Police Ambulance

- Rescue Facilities. - Medical specialists. - Hospitals. - Defense agencies. - Poison Control centre. - Chemical or radiation specialist. - Environmental Agencies. - Insurance company.

11-folow up and record all Media/WEB news concerning the crisis to inform crisis about any development.

12-Inform personnel of next conference after confirmation from crisis manager 13-Close the Crisis Center after confirmation from crisis manager. 14-Gather all documentation associated with event and store in a secured area And review the shortage to be avoided in the future.

15-Review the flight operation manager on duty-Duty’s checklist to ensure completion

16-Review notification list and continue notification of departments and officers as appropriate.

17-Establish Crisis Center conference coverage schedule for Crisis Center: a. Plan 24/7 coverage (8 hour shifts) b. One-1 person per position c. Initially it may be necessary to send people home to ensure relief is

available for all positions

18-Order food service for Crisis Center - 3 meals each day.


MANAGEMENT MANUAL

CHAPTER 4


SYSTEM


19-Ensure all Crisis Center equipment needs are met and coordinated through IT

20-Ensure computer access to flight record is secured

21-Coordinate building security. 22-Coordinate distribution of nametags for all personnel authorized in the Crisis Center.

23-Coordinate the set up of a Company Work Order Job Record Sheet to cover labor, material, and outside service.

24-Establish filing system for significant documents (Crew records, contacts, flight Documents, turnovers, etc.)

4.1.2 Crisis Center Access/ Crisis Center Team Formation Admittance to Crisis Center will be restricted to those with a need to be there. (See next item for a listing of departments) All others will be denied entry. And representatives from the following departments:

1. Flight operations 2. Technical Division 3. Corporate Security. 4. Commercial Division 5. Corporate Public Relations. 6. Insurance. 7. Ground Service 8. ECAA 9. Legal Department.

4.1.2.1 Crisis centre facilities Midwest crisis centre in the main head office has sufficient space, furnished and equipped with computers, internet and communication facilities and successfully manage the execution of the corporate GRP.


MANAGEMENT MANUAL

CHAPTER 4


SYSTEM


4.1.3 Crisis Center Team Names

Department Name P A

Job position

Telephone Work Cellular Home

Station P A

Tech.Div. P A

Security P

A

ECAA P A

G.Service P

A

Flight Operation P A

Publicity & Information

P

A Safety & Quality

P

A

P= Primary A= Alternate


MANAGEMENT MANUAL

CHAPTER 4


SYSTEM


4.2 Crisis Manager in Charge-: Location: Crisis Center Manning: Crisis Manager in charge DUTIES &RESPONSIBILITIES: Overall responsibility for all company activities involving the accident and all emergency situations Perform and review all duties and responsibilities of the Crisis Center mentioned later. Informing and cooperating with the authorities (Airport Crisis Center/ECAA/FAA…) Addressing the media- in cooperating with Press Department Obtaining regular information to/from the accident coordinator Initial legal financial matters (may be in conjunction with Head Office) Deliver the documents concerning the emergency to Crisis Management Manager with negative

notices to avoid any shortage In the future.

4.2.1 Crisis Manager in Charge Check List: STEPS Time Initials

1- Obtain turnover from the Flight Operation Manager-on-Duty. 2- Assign person(s) to notify the needed persons of the crisis team (page 4-6) to be gathered in the Crisis Center within 45-90 minutes after activation of Crisis Center

3- Open bridge line from the Crisis Center with all departments notified and act as chairperson throughout the event.

4- Assign and Establish:

a. Go-team activation (HDQ, and Special Assistance Team)

b. Communication with (Accident site -LCC - Special Assistance Team Government Agencies-Local Authorities- Corporate Insurance)

5- Delegate individual to maintain time and event log for all members of the crisis team including conversation, directions, and phone calls actions taken.

6- Messages generated via SITA are to be identified by including the word “EMERGENCY” in the first line.


MANAGEMENT MANUAL

CHAPTER 4


SYSTEM


STEPS Time Initials 7-Prepare a brief statement of the details of the event containing only known facts. This statement used in any communication by all personnel involved

8-Confirm crew list. 9-Coordinate with the Local Command Center to arrange transportation for survivors/family members to hotels or hospitals from the accident site/airport.

10-Designate primary and alternate official company spokesmen for direct contact with the media.

11-Review all Corporate Public Relations Press releases prior to dissemination.

12-Review all Crisis Center Advisories prior to dissemination 13-Verify all information and clear content with airline’s headquarters. 14-Set up next conference and future conference call schedule 15-Gather all documentation associated with event and store in a secured area.

16-Determine the Closure time of Crisis Center


MANAGEMENT MANUAL

CHAPTER 4


SYSTEM


4.3 Crisis Team Commercial Representative in Crisis Center: Location: Crisis Center Manning: Commercial Representative Duties & Responsibilities 1-Assist airport(s) involved with development of accurate passenger list so MIDWEST AIRLINES may inform families, and Corporate Public Relations Department can release information to media. 2-Compare on-list with local airport ticket lift. 3-Work with up and/or down line stations that may be involved to insure accuracy of lists.

4.3.1Crisis Team Station Representative Checklist STEPS Time Initials

1-Request briefing from crisis manager or support team. 2-Establish open telephone line with manager of station concerned.

3-Collect incoming messages from concerned station (manifest / special load notification / load plan / load sheet….)

4-Determine number of crew and passengers on board. 5-Compare on-list with local airport ticket lift. 6-Work with up and/or down line stations that may be involved to insure accuracy of lists.

7-Turn over all records, logs, transcripts, statements, etc. Pertaining to the emergency action to the Crisis Center manager

8-Arrange entry visa-accommodation of (go team /special assistance team-families) with co-ordination of the local Station Manager

9- Report activity to the Crisis Center manager every 30 minutes


MANAGEMENT MANUAL

CHAPTER 4


SYSTEM


4 .4 Crises Team Flight Operation Representative in Crisis Center Location: Crisis Center Manning: Flight Ops Representative Duties & Responsibilities: 1- Assist crisis manager about all information concerning the flight and crew. 2-Perform what is required from crisis manager.

4.4.1 Crisis Team Flight Operation Representative Checklist

STEPS Time Initials

1-Request briefing from crisis manager or support team. 2-Prepare all flight documents will be required for entry into destination and mid-route nations (flight plans, weather reports, crew names and crew information…).

3-Prepare all information of all airports around the accident area and coordinate with authorities which airport suitable to handle the go team flight considering curfew or working hours of the airport.

4-Inform Crew names of go team flight to prepare the requested entry visa.

5-Perform what other jobs needed from Crisis Manager.


MANAGEMENT MANUAL

CHAPTER 4


SYSTEM


4.5 Crisis Team Maintenance Management Representative in Crisis Center Location: Crisis Center Manning: Technical Division Representative Duties & Responsibilities:

1. Provide expertise on the development, configuration and other technical details of an aircraft. 2. Provide the crisis management center and local authorities with information that will assist in the rescue

activities. 3. Assisting in an accident response effort by suggesting safe points of entry and exit to the hull and

identifying the location of dangerous, toxic and inflammable substances.

4.5.1 Crisis Team Maintenance Management Representative Checklist: STEPS Tim

e Initials

1-Request briefing from crisis manager or support team 2-Provide technical details of the aircraft (tech.log, series number in fleet, last check)

3-Provide the crisis management center and local authorities with information that will assist in the rescue activities.

4-Suggesting safe points of entry and exit to the hull and identifying The location of dangerous, toxic and inflammable substances.


MANAGEMENT MANUAL

CHAPTER 4


SYSTEM


4.6 Crisis Team Public Relations Representative in Crisis Center Location: Crisis Center Manning: Corporate Public Relation Representative Duties & Responsibilities:

1. Communicate information to the public and media following a business disruption a disaster or other crisis, which could affect the company’s public image or reputation

2. Work closely with crisis management to compile accurate information.

4.6.1 Crisis Team Public Relations Representative Checklist STEPS Time Initials

1-Request briefing from crisis manager or support team 2-Invite outside officials as appropriate. 3-Check with the company spokesman to select the best time for a conference

4-Prepare a list of reporters, editors that will attend. 5-Assign someone for arrangement of the conference. 6-Check all the sound equipment and tape recorders before the Conference.

7-Guide the media to the conference room. 8-Notify the media of time and location. 9-Tell the employees that the conference will be held but they are not allowed to attend.

10-Prepare an opening statement. 11-Place a log sheet in the conference room to take the names of the attendees.

12-Check recorded message or music tapes that callers may have to listen to while waiting for their call to be answered -cheerful jingles are not appropriate


MANAGEMENT MANUAL

CHAPTER 4


SYSTEM


4.7 Crisis Team Security Representative in Crisis Center: Location: Crisis Center Manning: Security Representative Duties & Responsibilities:

1- Ensures the safety of employees and customers and the security of company facilities. 2- Implementation pre-defined company safety and security measures for the duration for the

response phase.

4.7.1 Crisis Team Security Representative Check List STEPS Time Initials

1-Request briefing from crisis manager or support team 2-Determine if restricted articles were on board, location and what type. Provide this information to the Fire Chief and investigative authorities.

3-Arrange with crisis support team who must enter to Crisis Center and record the entry persons by issuing them entry cards.

4-Arrange with crisis support team & public relation the gathering location for families and meters & greeters: Gathering location will be at (-------------------------)

5-Arrange with crisis support team and media representative the location of media conference Conference will held at (---------------------)

6-Use the fastest means of communication to get a complete list of cargo board at previous stations. Check this list against cargo recovered and note condition of each shipment on the list


MANAGEMENT MANUAL

CHAPTER 4


SYSTEM


4.8 Crisis Team Insurance Representative in Crisis Center: Location: Crisis Center Manning: Insurance Representative Duties & Responsibilities: 1- Provide the crisis management team with an accurate interpretation of the company’s insurance coverage. As the crisis response progresses or terminates the crisis management team will be able to better determine the extent of damage and level of losses incurred.

4.8.1 Crisis Team Insurance Representative Checklist STEPS Time Initials

1-Request briefing from crisis manager or support team 2-Provide the crisis management team with an accurate interpretation of the Company’s insurance coverage

3-Work closely with the damage assessment and salvage team to obtain the information required to accurately and quickly file insurance claims


MANAGEMENT MANUAL

CHAPTER 4


SYSTEM


4.9 Go Team Formation: Essential personnel from the following departments can be represented in the Go Team. In some emergency cases other departments not mentioned below can be needed, for additional support and information exchange & considered as a Go Team.

1. HDQ Management Personnel 2. Egypt’s Pilot Association 3. Special Assistance Team 4. Maintenance and Engineering (M&E) 5. Representatives of operations. 6. Representative of Medical 7. Security

4.9.1 The Go-Team & Special Assistance Team Duties:

The Special Assistance Team is part of Go-Team members (Go-Team=HDQ Management Personnel+ Special Assistance Team).

1. The Special Assistance Team will be active upon request from the manager in-charge and they must be in contact with him to direct and support efforts.

2. The team will permit their Transportation or Travel for emergency response

3. Upon arrival of the Go-team to the accident site they will take over the responsibilities of the station/ or

regional manager.

4. If requested from LCC the special assistance team will assist for the coordination with all passengers' related requirements, from notification to arranging transportation of family relatives of deceased.

5. The special assistance team will take care of passengers and crewmembers especially if slide

evacuation has taken place because most of passengers and crew will be barefoot and need assistance to be transferred from the crash side area or to the assistance team location.


MANAGEMENT MANUAL

CHAPTER 4


SYSTEM


4.9.2 Go Team Names

Department Name

Job position

Telephone

Work Cellular Home

1- HDQ Management Personnel

2-Egypt’s Pilot Ass.

3- Maint. .and Eng.

4- Operation

5- Medical Representative

6- Security

7- Medical

HDQ Management Personnel

1-

2-

3-

Form (3)


MANAGEMENT MANUAL

CHAPTER 4


SYSTEM


4.9.3 Special Assistance Team from MIDWEST AIRLINES

Department Name Job position

Telephone

Work Cellular Home

Form (4)

4.9.4 Special Assistance Team from Other Agencies and/Or Volunteers

Department Name Job position

Telephone

Work Cellular Home

Form (5)


MANAGEMENT MANUAL

CHAPTER 5

OUT STATION

EMERGENCY TEAMS


Contents 28T5.0 Out Station Emergency Teams28T ...................................................................................................................................... 2

28T5.1 Outstation Emergency Teams28T ................................................................................................................................... 2 28T5.2 General Procedures28T................................................................................................................................................... 2

28T5.2.1 Local Command Post-Time Event Log28T ............................................................................................................... 3 28T5.2.2 Local Emergency Procedures – Location Log28T .................................................................................................... 4

28T5.3 Local Command Team Duties28T ................................................................................................................................... 5 28T5.3.1 General Procedures28T ........................................................................................................................................... 5

28T5.4 Local Command Team Station / Senior28T ..................................................................................................................... 6 28T5.4.1 Senior Manager Checklist 28T .................................................................................................................................. 6 28T5.4.2 Local Command Station / RAMP Manager28T ......................................................................................................... 7 28T5.4.3 Station / RAMP Manager Checklist28T .................................................................................................................... 7 28T5.4.4 Local Central Command Maintenance Supervisor28T ............................................................................................. 8 28T5.4.5 Maintenance Manager Checklist28T ........................................................................................................................ 8

28T5.5 Airport Action Group Duties 28T ....................................................................................................................................... 9 28T5.6 First-to- Scene28T ......................................................................................................................................................... 11

28T5.6.1 First-to- Scene checklist28T ................................................................................................................................... 11 28T5.6.2 Maintenance Manager / Supervisor28T.................................................................................................................. 12 28T5.6.3 Maintenance Manager Checklist28T ...................................................................................................................... 12

28T5.7 Airport Terminal Group Duties28T ................................................................................................................................. 14 28T5.7.1 General Procedures28T ......................................................................................................................................... 14 28T5.7.2 RAMP Services Supervisor28T .............................................................................................................................. 14

28T5.8 Manager / RAMP / supervisor check list28T .................................................................................................................. 15


MANAGEMENT MANUAL

CHAPTER 5

OUT STATION

EMERGENCY TEAMS


5.0 Out Station Emergency Teams 5.1 Outstation Emergency Teams

This standardized Emergency Procedure Manual format will be used by all MIDWEST AIRLINES personnel as a basic template for individual Local Emergency Procedure Plans. Additional details beyond this template are encouraged. It shall be responsibility of the senior MIDWEST AIRLINES Manager to assign and train personnel providing contract services and/or negotiate interline agreements with other carriers to provide specific actions. Emergency actions that may require implementation of this Plan could vary from a natural disaster, an aircraft incident that results in only minimum damage or injuries, to a major catastrophe resulting in total loss of an aircraft, multiple injuries and/or fatalities. The degree of preparedness and individual knowledge of immediate responsibilities must be the same regardless of the accident or severity. Response actions must be automatic and without reference or question of "where to go" or "what to do." The Senior Manager, Supervisors, and/or designate immediate responders maintain current copies of a station’s Local Emergency Procedure Plan. Immediate responders and local supervisors should be encouraged to review and enhance the plan periodically. When personnel changes occur, it shall be the responsibility of the senior manager/supervisor to ensure proper training and continuity of incoming personnel. The senior manager and supervisors will be Responsible for assuring that subordinates with assigned functions are familiar with the Emergency Response Plan ERP This ERP should be made available electronically (via disk, e-mail). Local station personnel can edit this ERP with the necessary information (names, titles, phone numbers etc.). Provide FLIGHT OPERATION CENTER with a copy of the updated plan, as they will refer to it in the event of an emergency.

5.2 General Procedures When an accident occurs, THESE DUTIES MUST BE PERFORMED:

a. The first duty is to save lives and care for the injured. b. The next responsibility is to take care of the other passengers. c. Protection of mail, baggage, cargo and property.

In an emergency, a smooth working plan must go into action at once without waiting for detailed instructions. The plan and each initial action are based upon a worst-case situation. Initial response should always be on assumption that the accident is serious. UThis plan provides for:

Central Command Post - to handle notification and coordination Action group - to assist at scene and communication information back to Central Command Post. Special Assistance Team - to assist passengers and/or relatives and friends of passengers Terminal Group - to continue essential operations


MANAGEMENT MANUAL

CHAPTER 5

OUT STATION

EMERGENCY TEAMS


5.2.1 Local Command Post-Time Event Log Reporter Name: Position:

TIME & EVENT LOG City:

Flt. No.: Description of Emergency: A/C Type: Tail No.: Captain: Routing:

Notification Received (Time/From):

0BDate/Time 1BSequence of events & action taken

Form (7)


MANAGEMENT MANUAL

CHAPTER 5

OUT STATION

EMERGENCY TEAMS


5.2.2 Local Emergency Procedures – Location Log

Station Item Location Tel.

Local Command Center

Local Go-Team Assembly

Special Assistance Team

News media Room

Temporary morgue

Hanger/Warehouse (for aircraft components assembly/analysis)

Emergency Kit location

Airport Medical Station/Physician

Photographer

CAA Command Center

Area hospitals

Important Telephones

Service Telephone

Police Department

Fire Fighting

Rescue and Search

Ambulance

Airport Tower

Airport Security

Electric Company

Gas Company

Custom

Immigration Office

Egyptian Embassy

Egyptian Ambassador

Form (8)


MANAGEMENT MANUAL

CHAPTER 5

OUT STATION

EMERGENCY TEAMS


5.3 Local Command Team Duties

5.3.1 General Procedures UDefinitionU: It is the working nerve center in an emergency situation, also the primary point or assistance, information, requests, etc. All notification and coordination will be handled at this point. Maintain 24-hour communication with Crisis Center. ULocationU: Conference room away from the accident site. UManningU: The Manager/Supervisor/Agent will act as Emergency Coordinator (until relieved by a higher ranking member of management). UAction Documentation:U To assure proper documentation of Emergency Actions, each member of the Control group must maintain time and event log. UCommunications: U The following is the Basic Emergency Telephone Communication requirements: Single-line telephone. Portable, mobile or satellite phone. Personal Computer, Fax, printer and copier. -Communication via E-mail can be very useful if possible.

Local Command Center Posts LCC

Station or Senior Manager Station or RAMP Manager Maintenance Supervisor


MANAGEMENT MANUAL

CHAPTER 5

OUT STATION

EMERGENCY TEAMS


5.4 Local Command Team Station / Senior Manager

Location: Conference room or assembly area away from the emergency site. Manning: Station Manager or representative Duties & Responsibilities: Coordinating all local emergency response activities. Manage the information flow between the authorities and Crisis Center C. Controlling of the Emergency until relieved by a higher-ranking member of management.

5.4.1 Senior Manager Checklist STEPS Time /

Initials 1-Proceed immediately to the <location>, which is the designated Central Command Post and remain there until relieved.

2-Assure communications are established with Crisis Center. 3-If necessary, request assistance from neighboring cities to supplement local station personnel 4-Assign interpreters/translators if needed for dealing with the local media, monitoring reports in the local press, and/or working with local authorities and help in translation of bulletins or other printed materials will be released at the site. 5-Obtain complete passenger and crew name list immediately 6-Obtain names and statements of witnesses as soon as possible for future follow up by investigation authorities. 7-Assume responsibility for publicity ONLY in the absence of a representative from Corporate Public Relations. DO NOT give out information concerning the probable cause of the accident. 8-DO NOT, under any circumstance, issue any statement that may be interpreted as admitting company negligence in connection with the accident 9-Call Airport Medical station or identified physician <pre-arranged> <phone number> to report to the assigned first aid station location 10-Arrange crew (cockpit/cabin) hotel accommodations. NOTE: DO NOT inform media of crew location or authorize any contact with them 11-Assign news media location away from passenger assembly area. If a facility is not available at the terminal area, the closest hotel 12-Information released from media location will be the same information as released at Crisis Center.


MANAGEMENT MANUAL

CHAPTER 5

OUT STATION

EMERGENCY TEAMS


5.4.2 Local Command Station / RAMP Manager

ULocationU: Conference room or assembly area away from the accident site. UManningU: Station Supervisor Duties & Responsibilities:

1- 1-Review duties and responsibilities with MIDWEST AIRLINES station Manager 2- Secure all MIDWEST AIRLINES airport / RAMP vehicular access points.

5.4.3 Station / RAMP Manager Checklist

STEPS Time Initials

1-Reports to <Central Command Post>. 2-Review duties and responsibilities with <Senior MIDWEST AIRLINES Manager> and, in his absence, performs his duties.

3-Assume responsibility notification and coordination of entire emergency procedure.

4-Ask all unnecessary personnel to leave the Central Command Post 5-Obtain cargo load information on the flight involved, including type, quantity and hazards.

6-Secure all MIDWEST AIRLINES airport/RAMP vehicular access points.

7-Set up office space for the MIDWEST AIRLINES investigation team.

8-Make arrangement A- a temporary morgue, B- Coordinate a Biohazard area, Refrigeration trucks, etc.

9-Assist in assuring sufficient manpower is available to the Special Assistance Team, Passenger Services, Corporate Public Relations

10-Dispatch the airline. Action group /go team to the scene. Of accident in close co-ordination with local authorities and supply him with:

A. Emergency kit (must contain: - check list…….etc) telephone list/paper/pen.

B. Communications equipment (mobile phone-walky-talky) C. Photo or video camera if permitted and available without

delays


MANAGEMENT MANUAL

CHAPTER 5

OUT STATION

EMERGENCY TEAMS


5.4.4 Local Central Command Maintenance Supervisor

Location: Conference room or assembly area away from the accident site Manning: Maintenance manager

5.4.5 Maintenance Manager Checklist

STEPS Time Initials

1-Reports to <Central Command Post >and keep Manager at Central Command Post informed of progress, at all times.

2-Procure and dispatch to the location of the Action Group Staging Area, the supplemental emergency equipment located at---------------

3-Provide 24-hour security to entire hangar area. (If necessary, contact hangar space.)

4-Assign personnel to scene as required. 5-Dispatch emergency kit. 6-Obtain additional equipment and supplies as needed by various groups. Keep list of purchases to be charged against station work order.

7-Provide additional manpower as needed. 8-Request portable lighting from airport operations. Off airport locations, coordinate with airport operations lighting equipment or local electric company. a. AIRPORT OPERATIONS PHONE _________________ b. ELECTRIC COMPANY __________________________

9-Alert telephone repair service of possible need for emergency/mobile phones at the scene of an accident. a. Business Number: ____________________ b. Home Number: ___________________ NOTE: This essential function is normally provided by the airport emergency procedures plan but, if not, it must be prearranged and provided by the MIDWEST AIRLINES Local Emergency Procedure Plan.


MANAGEMENT MANUAL

CHAPTER 5

OUT STATION

EMERGENCY TEAMS


5.5 Airport Action Group Duties

Airport Action Group: Airport Action Group Duties &Responsibilities: Perform Responsibilities for all airlines Activities at the accident site. Interact with local Rescue organization Report all activities from the accident site to LCC and Crisis Center in Cairo.

UGeneral Procedures UNotification/Response U: In the event of a major accident on/off the airport proper, recognize that the Airport Crash/Fire Rescue and Police Departments will more than likely arrive at the scene first. The Fire Chief at the scene is in charge until the threat of fire is removed. These people are far better qualified and equipped in handling fire situations and in handling victims of an accident. The function of the Action Group is to provide assistance as necessary under the direction of the civil authority in charge. UNOTE: IMMEDIATE RESPONSE IS IMPERATIVE: UACTION GROUPU: The remainder of the Action Group should also get to the scene as fast as possible. This Group should meet at <Designated Location> and proceed as a group. The Group should include uniformed employees whom passengers will readily identify as MIDWEST AIRLINES’ representatives. All personnel should have their MIDWEST AIRLINES identification in their possession. This group must take the Emergency Kit with them and necessary Emergency Communication Equipment. UON-THE-SCENEU: One of the first duties of <Designated Leader> will be to assess the situation and advise the Central Command Post by available communication as quickly as possible.

UDUTIESU: The following Action Group duties/checklists were developed to assist on scene. Action on each of the items will vary depending on the type and severity of the accident situation. Regardless of the type of accident or degree of severity, there can be no substitute for level headedness and intelligent action.


MANAGEMENT MANUAL

CHAPTER 5

OUT STATION

EMERGENCY TEAMS


UEmergency Kit UUSED BY ACTION GROUP The following items should be maintained and stored in Operations. The emergency kit should remain pre-assembled in an attaché case, READY-TO-GO.

1- Six (6) Pads of Paper, lined and graph 2- Twelve (12) Pencils and Pens 3- Six (6) Flashlights 4- Six (6) Sets of Batteries 5- Six (6) Pairs of Cotton Impregnated Rubber Gloves 6- Five Hundred (500) Passenger Information Cards 7- Surgical Mask and Gloves 8- Small General Purpose First Aid Kit 9- Mobile Phones 10- Personal Protective Equipment

Local Management will be responsible for the contents of the Emergency Kit and should conduct an inventory of the kit every six months. After the inventory, the Emergency Kit will be locked and the key kept in <location>. If the key is not immediately available when the kit is needed, the lock will be broken.

Maintenance Manager / Supervisor Passenger Service Supervisor

Airport Action Group

First to scene


MANAGEMENT MANUAL

CHAPTER 5

OUT STATION

EMERGENCY TEAMS


5.6 First-to- Scene Location: Accident/Emergency Site. Manning: First-to- Scene

5.6.1 First-to- Scene checklist

STEPS Time/Initial

s 1-On receiving notification of the accident, proceed to the scene of the emergency by the fastest mean available.

2-Request Walky-Talky and or mobile phone from station manager and Check if communication equipment is operational

3-Approach the scene, assess conditions and provide information to the Central Command Post:

a) Fire (YES-NO) b) Passengers evacuated (YES-NO) c) Fire Department on scene (YES-NO) d) Injuries/fatalities (YES-NO) e) General Condition

f) Equipment needed (i.e., transportation, blankets)

4- DO NOT interfere with the duties of the crash/fire rescue teams. DO NOT OPEN CARGO DOORS OR ACCESS DOORS UNLESS AUTHORIZED BY THE FIRE CHIEF, OR THE NTSB

5-Be familiar with Emergency Access Locations on MIDWEST AIRLINES aircraft types.

6-Report to on-scene Action Group Leader on his/her arrival, report status and immediate assistance requirements.

7- Keep the Central Command Post informed at all times.

8-Get 2 copies of following documents if available

A. Crew list B. Cargo Manifest & or load message


MANAGEMENT MANUAL

CHAPTER 5

OUT STATION

EMERGENCY TEAMS


5.6.2 Maintenance Manager / Supervisor

Location: Accident/ Emergency site. Manner: Area Manager Maintenance.

5.6.3 Maintenance Manager Checklist

STEPS Time / Initials

1-Upon notification proceed directly to <Action Group Staging Area> and proceed to scene of accident with camera (preferably Digital), holding the emergency kit and Radio/ Telephone equipment take a minimum of three mechanics to the scene

2-DO NOT interfere with duties of crash/fire rescue groups, until there is no threat of fire. DO NOT open aircraft cargo or access doors unless authorized by the fire chief and local authorities. 3-Determine through Central Command Post if restricted articles were on board, location and what type. Provide this information to the Fire Chief and investigative authorities. 4-Check with cockpit crew to assure circuit breakers of voice and flight recorders were pulled, if not, wait until the authorities arrive. Flight data recorder and cockpit voice recorder are considered part of aircraft records and are NOT to be disturbed when removing voice recorder, do not remove tape from unit. Tape removal must be done in accordance with authorities instructions. 5-Record and photograph (digital or 35mm preferred) any pertinent information and details of utmost importance as (Significant tracks on ground that may be obliterated, signs of bird strike, Position of aircraft controls outside aircraft…etc) Draw sketches, or maps of these positions etc 6-Preserve Perishable Evidence,(Icing, Soot marks, Broken trees, Ground tracks, etc…..). 7-No ground power be connected to aircraft until authorized by local authorities Investigators in charge. 8-Impound any related maintenance records at station. NOTE: Assure all tags; photographs and notes are marked with date, time and position.

9-Insure the aircraft’s tail and any other part of the aircraft displaying the flag colors and/or the airline’s logo is covered or, if possible painted white –or another color – to cancel the airline’s distinctive marks. As the crashed aircraft will be photographed, filmed and often portrayed by the media.

10-Take necessary steps to prevent disturbance of aircraft by appoint guards from available persons or from police if necessary to prevent further damage to the aircraft or cargo, make notes of the position of all parts disturbed.


MANAGEMENT MANUAL

CHAPTER 5

OUT STATION

EMERGENCY TEAMS


STEPS Time/Initials

11-After ditching or water landing in which the location of wreckage may change due to tides and current, point of impact and/ or position of main wreckage should be located by marine buoys as soon as possible.

12-After crewmembers have been attended to safe places. Assure adequate security and protection from weather. If contents are hazardous, place in secure biohazard area.

13-After clearance by local authorities investigators and Safety Division Representative, obtain disposition information before removing baggage/cargo from scene.


MANAGEMENT MANUAL

CHAPTER 5

OUT STATION

EMERGENCY TEAMS


5.7 Airport Terminal Group Duties

5.7.1 General Procedures

A. The Terminal Group will undertake the most essential and most difficult task. B. This group consists of those who remain in the Terminal to continue operation and services and man

the designated assembly point for passengers. C. The Terminal Group will respond to emergency requests for equipment, supplies and personnel. D. MANNING: The Terminal Group will be headed by a Passenger Services Manager / Supervisor and

assisted by personnel from each department. E. -NOTIFICATION/LOCATION: Upon notification of an emergency, personnel designated in the Terminal

Group will proceed to pre-assigned locations and take up duties vacated by personnel in either the Central Control or Action Groups.

UNOTE: Since the Terminal Group members will have direct contact with passengers and the public, it is imperative that they be kept informed on pertinent details necessary to keep the public informed, i.e., waiting rooms for passengers, whom to contact for information pertinent to passenger status, etc. UTASKS: The following task sheets outline specific responsibility / duties. The degree of accomplishment will vary with the type and severity of the emergency situation. Good judgment, level headedness and advance preparation will minimize confusion and associated unanticipated problems.

5.7.2 RAMP Services Supervisor

Location xx station Officer / Agent. Manning: Station Supervisor or Station Officer / Shift Leader / Agent. Duties & Responsibilities:

A. Secure written report from physician about condition of each examined pax. B. Assist pax to change their clothes and other things.

RAMP Supervisor RAMP / Cargo Manager

Airport Terminal Group


MANAGEMENT MANUAL

CHAPTER 5

OUT STATION

EMERGENCY TEAMS


5.8 Manager / RAMP / supervisor check list STEPS Time Initials

1-Establish contact with central Command Post and proceed to designate assembly area and keep him apprised of progress in the area.

2-Coordinate all activities transpiring in the assembly area, which is the combination first aid station/physical examination area for passengers.

3-When passengers arrive at the assembly area <...............>, collect the signed information cards from each passenger. Additional cards are located at -----

4-Secure written report from physician as to condition of each examined passenger.

5-Request additional assistance as required from the Central Command Post.

6-Keep the Central Command Post apprised of progress in your area.

7-Keep the news media away from the Passenger Assembly Area <...............>.


MANAGEMENT MANUAL

CHAPTER 6

SABOTAGE THREATS


Contents 6.0 Sabotage Threats .......................................................................................................................................................... 2

6.1 General Main Steps followed by any Sabotage Threats ............................................................................................ 2 6.2 Basic Questions .................................................................................................................................................... 2 6.3 Sabotage / checklist (Determination of Authenticity) ............................................................................................ 3

6.4 Sabotage Threats (Prior to Departure) ...................................................................................................................... 4 6.5 Sabotage Threats Aircraft Airborne ........................................................................................................................... 4 6.6 Physical Search: ........................................................................................................................................................ 5


MANAGEMENT MANUAL

CHAPTER 6

SABOTAGE THREATS


6.0 Sabotage Threats

6.1 General Main Steps followed by any Sabotage Threats

No. STEPS

1- The person receiving the threat shall IMMEDIATELY notify the Supervisor on Duty and in his turn notify Flight Operation General Manager.

2- Flight Operation manager will determine if the threat is positive or indefinite.

3- If the threat is classified as indefinite, it is important that NO further discussion is continued with anyone unless directed by Flight Operation Duty manager

4- After Flight Operation Duty manager has determined the threat to be positive, then he will notify the captain and Notification List will be implemented

5- Flight Operation will immediately notify HQ of any positive threats.

6- Consider alert procedure, which mean that the alert should extend one hour beyond the scheduled flight time. And full safety and security measures should be taken, including remote parking of aircraft, passengers’ safety and convenience and inspection of baggage, cargo and aircraft.

6.2 Basic Questions

(Use a separate paper if required):

Recipient of a bomb threat telephone call should always ask the following basic questions

If possible (To get more information and to prolong the telephone call as long as possible):

NO. QUESTIONS ANSWERS

1 What time the bomb set to explode?

2 Where is the bomb placed?

3 What kind of device is it?

4 Who and where are you?

6 Why have you chosen to damage or destroy this aircraft /building?

7 What explosive is being used?

Notify the FLIGHT OPERATION CENTER (FOC) Manager-on-Duty immediately. Based on the above information, FLIGHT OPERATION CENTER (FOC) will determine whether the threat is to be considered a positive threat and handle accordingly.


MANAGEMENT MANUAL

CHAPTER 6

SABOTAGE THREATS


6.3 Sabotage / checklist (Determination of Authenticity)

The Integrated Operations Control Center (FLIGHT OPERATION CENTER (FOC)) At (telephone number) will receive any announces The Supervisor or the person receiving the call will furnish details of the alleged report including pertinent information:

No. INFORMATION NOTICES

1- Reporter Name

2- Time of call

3- Flight Number

4- Gender of Reporter (male-female)

5- Mean of report (telephone – fax – Sita)

6- Caller 's voice (calm – angry – excited slow – rapid – soft – loud – laugher –

crying– deep breathing – familiar)

7- Background sounds (clear – music – voices – house noises – other – threat – Street noises – factory noises – animal noises)

8- Language: 1-Arabic 2-English 3-French 4-Others

(well spoken – incoherent – irrational)

9- Speech:(fast-distinct-stutter-slow)

10 Location call received

11- Accent:(local-foreign-race-regional-other)

12- Warning pertains to: 1-aircraft -Flight number: -date: -a/c type: -Reg.: -present location: -Demand: 2-Buildings and installations: -Details of threat: -Details of building:

13- Location of bomb

14- Name of call Recipient

Form (10)


MANAGEMENT MANUAL

CHAPTER 6

SABOTAGE THREATS


6.4 Sabotage Threats (Prior to Departure)

Aircraft at the terminal Aircraft maneuvering on Ground

Steps Steps

1-Notify the Captain. 1-Notify the Captain.

2-Passengers/Crew will deplane and be escorted to a secure area.

2-Do not return the aircraft to or approach the terminal. Aircraft will taxi to remote area as specified by Airport Control Tower, stop, shut down engines, and deplane the passengers and crew immediately. DO NOT DELAY to remove personal belongings

3-Open all exits and cargo compartments 3-Buses and mobile passenger stairs will be dispatched from <staging area> under radio escort.

4-Move aircraft to a safe area at least 300 feet from other aircraft, buildings or fixed locations. This area to be specified by the Airport Control Tower.

5-Open all exit and cargo compartment doors.

6.5 Sabotage Threats Aircraft Airborne

STEPS

1- Notify the Captain.

2-The Captain will declare an emergency and will land at the nearest suitable airport, at his discretion.

3-After landing and clearing the runway, the Captain may proceed to remote are as designated by the Control Tower. (The Captain may elect to execute an emergency evacuation at any time.)

4-Shut down engines; evacuate the passengers and crewmembers immediately using mobile passenger stairs at the Captain’s discretion. Station Management will transport passengers to regularly assigned gate area


MANAGEMENT MANUAL

CHAPTER 6

SABOTAGE THREATS


6.6 Physical Search:

In the event of a positive sabotage threat, the search should include:

No. STEPS

1 Cargo compartments

2 Coat compartments

3 Overhead racks

4 Seat pockets

5 Areas under seats

6 Lavatories

7 Containers, including waste containers. Inside of cabinets and drawers in food service storage area

8 Wheel wells

9 Control area

10 Enclosed areas having access doors with quick opening fasteners

11 Any other areas deemed appropriate by the authorities, or by Company personnel

TIME INITIALS

NOTE: Aircraft searches need NOT be conducted if the aircraft arrives at the station after the threat is received, or when the threat definitely states that the bomb is in the possession of a person or is in the baggage or cargo area. Flight Operation may also determine that a search is not required. Baggage, cargo, priority, mail, expedite baggage, unclaimed baggage and carry-on items suspected of containing a bomb will remain isolated awaiting the arrival of the airport’s Explosive Ordinance Personnel


MANAGEMENT MANUAL

CHAPTER 7

HIJACKED AIRCRAFT


Contents 28T7.0 Hijacked Aircraft28T ............................................................................................................................................................. 2

28T7.1 Procedures – Hijacked Aircraft28T .................................................................................................................................. 2 28T7.1.1 Notification28T.......................................................................................................................................................... 2 28T7.1.2 Flight Operation Rules28T ........................................................................................................................................ 2 28T7.1.3 Communication28T .................................................................................................................................................. 2 28T7.1.4 Local Command Center In Case Of Hijacking Situation28T ..................................................................................... 2

28T7.2 Bomb Threat / Sabotage / Checklist28T .......................................................................................................................... 3


MANAGEMENT MANUAL

CHAPTER 7

HIJACKED AIRCRAFT


7.0 Hijacked Aircraft

7.1 Procedures – Hijacked Aircraft

In the event of a hijacking or an attempted extortion, the safety of passengers, crewmembers, other employees and aircraft are first and primary considerations.

7.1.1 Notification

No matter where or under what circumstance a hijacking, attempted hijacking or attempted extortion is undertaken,

7.1.2 Flight Operation Rules

1. The person first becoming aware of the situation will IMMEDIATELY notify his supervisor, Flight Operation Manager-on-Duty at (telephone number), and the General Manager in the city from which the flight last departed. DO NOT delay any of these notifications.

2. The Flight Operation will be the official point of coordination for all actions related to the handling of the situation. All strategy decisions regarding handling of a hijacking or extortion attempt will be the responsibility of Flight Operation unless the Chairman designates a person to assume the responsibility at the Crisis Center.

3. No statements will be made to News Media except through the Public Relations Department.

7.1.3 Communication

Flight Operation Center will establish direct two-way radio communications with the aircraft including Flight Dispatch Flight Operations.

7.1.4 Local Command Center In Case Of Hijacking Situation

1. The station, at which the hijacked aircraft is located or towards which the hijacked flight is proceeding, will IMMEDIATELY establish a Local Command Center with direct and continuous communication with the Flight Operation

2. The Local Command Center will serve as the local contact point for government and local law enforcement agencies, including any other MIDWEST AIRLINE Departments or outside agencies directly involved at the scene.

3. The Local Command Center will serve as the local coordination point for all planning, parking, deplaning, debriefing, and other pertinent details, but no action will be taken without prior Flight Operation approval. Local station management/agent will make certain that all local authorities understand the need for close coordination with MIDWEST AIRLINES Headquarters through the Local Command Center.

4. Under NO circumstances will any authority be given to outside agencies or personnel to communicate with an MIDWEST AIRLINES aircraft in these cases without first obtaining prior Corporate approval through Flight Operation (except routine ATC communications.

5. Station personnel will keep Flight Operation informed of all ongoing activities and all requests made by the flight.

6. Station personnel with mobile communication will relay information from the aircraft site to flight operation either directly or through the Local Command Center.

7. Station management will make a maximum effort to keep all non-essential personnel and equipment from going to the aircraft site


MANAGEMENT MANUAL

CHAPTER 7

HIJACKED AIRCRAFT


7.2 Bomb Threat / Sabotage / Checklist

No

INFORMATION NOTICES

1 Reporter Name 2 Time of call 3 Flight Number 4 Gender of Reporter 5 Mean of report (Telephone – Fax – SITA)

6 Caller 'S Voice (Calm – Angry – Excited Slow – Rapid – Soft – Loud – Laugher – Crying – Normal – Nasal – Deep – Deep Breathing – Familiar).

7 Background Sounds (Clear – Music – Voices – House Noises – Other – Threat –

Street Noises – Factor Noises – Animal Noises)

8 Language: 1-Arabic 2-English 3-French 4-Others

(Well Spoken – Incoherent – Irrational)

9 Speech:(Fast-Distinct-Stutter-Slow)

10

Location Call Received

11

Accent:(Local-Foreign-Race-Regional-Other)

12

Warning Pertains to: 1-Aircraft -Flight Number: -Date: -A/C Type: -Reg.: -Present Location: -Demand: 2-Buildings And Installations: -Details of Threat: -Details of Building:

13

Location of Bomb

14

Name of Call Recipient

Form (10)


MANAGEMENT MANUAL

CHAPTER 8



Contents 28T8.0 Publicity and Information28T ................................................................................................................................................ 2

28T8.1 Publicity and Information Department’s (P.I.D) Procedures In Case of Crisis 28T ........................................................... 2 28T8.2 Publicity and Information Goal28T ................................................................................................................................... 3 28T8.3 Types of Media28T .......................................................................................................................................................... 3 28T8.4 Background Information28T............................................................................................................................................. 3 28T8.5 Publicity & Information Priorities28T ................................................................................................................................ 4 28T8.6 Publicity & Information Strategy28T ................................................................................................................................. 4 28T8.7 Publicity & Information Tactics28T ................................................................................................................................... 4 28T8.8 Public relation checklist28T ............................................................................................................................................. 5 28T8.9 Giving a Television Interview Check List28T ................................................................................................................... 6 28T8.10 News Conference Checklist28T ..................................................................................................................................... 8 28T8.11 Publicity & Information Do’s and Don’ts 28T ................................................................................................................... 9

28T8.11.1 Do’s28T .................................................................................................................................................................. 9 28T8.11.2 Don'ts28T ............................................................................................................................................................... 9

28T8.12 Publicity & Information Dept. Contacts:28T ................................................................................................................... 9 28T8.13 Photographers28T ......................................................................................................................................................... 9


MANAGEMENT MANUAL

CHAPTER 8



8.0 Public relation and Information

8.1 Publicity and Information Department’s (P.I.D) Procedures In Case of Crisis The P.I.D must be informed in Case of occurring a Crisis from the formal channels (like flight operation Manager – On – Duty Or the Chairman of Company or his office manager... etc) Also P.I.D must be Provided by a list of all managers or Responsible in MIDWEST AIRLINES whose concerned by the crisis including telephone numbers, faxes, E-mails and a list of formal officials or managers who are allowed to use P.I.D ‘s information or data and media means, the crisis is to be dealt with as follows: -

1. Making Verification for the received data with the higher management especially if these data have been received from medium or lower management.

2. Establish a media room equipped with at least telephone, Fax, Computer and printer. 3. Assembling or forming a team of Publicity Specialists and Photographers and assign a manager for

the Team. 4. Determine a task for each person in the team as follows:

A specialist or more for collecting Data about the crisis (like in case of accident) - The nature of the incident or accident. - Time, Date and place of occurrence. - Type of aircraft and flight number. - Total Passengers and Crew. - Number and type of injuries and fatalities of both passengers and crew. - Type and severity of aircraft damage.

A specialist or more for Following up the news of the Crisis through all the local and international media means.

A photographer or more to cover the crisis by photos. A Manager of the team whose responsibilities:

- Reviews tasks of each person in the team i.e. reviewing incoming data and potential strategies and makes up- to – Date reports to G.M. of P.I.D.

- Clear content of pre-prepared information packages-filled in with the current information – with headquarters and advise them concerning public and media reaction.

- Manage the information flow and content throughout the response phase. - Ensure security procedures are in place to prevent unauthorized media access to restricted

areas, including the accident site. - Co- ordinate with Emergency Response Team. - Co- ordinate closely with Internal Communications Team to ensure consistency of information

before distributing it to external and internal audiences.

The G.M. of P.I.D provides the higher management or the chairman or the company’s spokesman with a report of what written in newspapers or magazines, what broadcasted on radio, what shown on T.V and Satellites so he can clear any mysterious and correct misunderstanding and show the truth


MANAGEMENT MANUAL

CHAPTER 8



8.2 Publicity and Information Goal

To Project an image of the airline, for both media and public, that is positive, caring and competent, in spite of the crisis it faces

8.3 Types of Media

(1) Newspaper:

This is a good medium to explain the company's pint of view especially if political or social issues are involved

(2) Radio:

It is a good medium for quick access to a large audience.

(3) Television:

"Pictures paint a thousand words"

A good spokesperson is crucial for television. To get the best way to control TV coverage is to be the first to have access to it.

(4) Magazines:

There are three groups: general / social, business, and trade /technical

(5) Internet:

News is constantly updated and can be accesses worldwide 24 hours a day.

8.4 Background Information

The following must be prepared in advance to be released to the media following the accident.

All the following materials must be prepared in such a way:

1. A brief history of the airline and its routers. 2. Operating statistics that illustrate the safety of the airline such as number of flights each day. 3. Revenue passenger miles flew last year and the fleet size. 4. The process used by the airline to confirm the passenger list and notify families. 5. What the airline does to help the families and the survivors. 6. Aircraft fact sheet by type with seating plans and photos. 7. List of key personnel and spokesman including telephone numbers. 8. The safety record of the airline. 9. Record of the airline past accidents.


MANAGEMENT MANUAL

CHAPTER 8



8.5 Publicity & Information Priorities Crisis Communication has three priorities:

Help the media focus on known facts and positive airline behavior. Portray the airline as safe, efficient and caring. Maintain public confidence in the safety of air travel.

8.6 Publicity & Information Strategy

Be a source of accurate information that is useful, important and easily obtainable. Know the airline’s safety records and procedures. Know the aircraft’s safety record and history. Position the airline in a larger context than the crisis. Actively communicate. Keep the airline’s employees informed, but maintain rigid control over media-outlet.

8.7 Publicity & Information Tactics

Have a crisis communications plan. Prioritize the media. Be caring, honest and open. Know the media, their needs and their procedures. Co-ordinate with others (externally, i.e. aircraft and engine manufacturers, airport authorities,

ATC, certification authorities, enquiry commission material ahead of time. Prepare important communications material ahead of time. Identify facilities for briefing the media and secure necessary equipment. Use plain, everyday language. Never Speculate. Monitor media; quickly respond to slurs or misinformation. Be honest. Advise marketing and/or advertising division to stop all advertising campaigns worldwide Liaise with aircraft and engine manufacturers to avoid possible conflicted statements.


MANAGEMENT MANUAL

CHAPTER 8



8.8 Public relation checklist

UUpon activation of the contact list the public relation personnel must do the following:

Steps (1) Open Media Briefing Center, ensure all equipment is available and working.

(2) Arrange security for information center and Media Briefing Center. (3) Ensure that journalists are directed to Media Briefing Center and make sure that journalists are separated from waiting relatives

(4) Ensure personnel from public relation is answering and logging media calls.

(5) The public relation must receive the airline statement and the daily reports.

(6) Contact public relation representatives at government and manufactures to receive copies of all the statements

(7) If requests for interviews are received, give the interview but with Information approved for public release. Do not ever speculate.

In case of an interview the following preparations must be done:

• Prepare in advance for any interview • Never talk to a reporter unless what exactly message you wish to convey • If you do not have facts, do not talk to a reporter. Try to delay the interview. If you have no answer try to delay the interview but if not allowed take the reporter's name and telephone number and promise to response him. • Prepare yourself for difficult questions. • Facts and figures must be available • Prepare guidelines in advance. • Have a short statement ready.

(8) Receive the second statement for the first press briefing. (9) Make sure that no logos, posters and models are displayed in Media Briefing Center and never use an airline insignia on either background curtain or the lectern.

(10) Arrange following media briefings at the appropriate time. (11) Ensure rotation of staff members to avoid fatigue. (12) Timely notification of the next-of-kin.

(13) Timely release of names of victims and survivors upon notification

Of the next-of-kin

(14) Always share with the emergency facts.


MANAGEMENT MANUAL

CHAPTER 8



8.9 Giving a Television Interview Check List

Steps 1- Dress appropriately:

The spokesman has to be dressed to reflect the airline's concern.

• Recommendations: • Wear a solid colored shirt or a blouse in pastel tones. Men's tie can be bold in color. • Avoid putting label badges or other distractions such as pens or eyeglasses. • Be aware of closely cover or mixed vibrant colors which produce a distracting effect on television screens.

• If you wear glasses make sure they are clean. • Women should be sure their make up is fresh and slightly bolder than usual since television lights will tend to wash out flesh tones.

2- Ensure that the situation is comfortable for you:

• Be comfort with the location or setting (e.g. chair). • Inform the studio crew if you have physical problems. • Inform the make up person if you perspire heavily. • If the sun is in your eyes, or the lighting is too extreme, say so

3- Retain physical assurance:

• Don't put your hands on the microphones and avoid sudden body movements. • If there is a disturbance and you have to look off camera, move your whole head not just the eyes.

• If you do perspire, deal with it (e.g. use handkerchief). Don't do any physical mannerisms like scratching an ear or touching your tie.

4- Maintain eye contact with the interviewer:

• Don't look at camera and ignore the changing camera shots if you are highly experienced. • Focus on the interviewer's eyes during your answers.

5- Maintain complete concentration:

• Focus on what you want to say and use every question as a means to state a message. • Keep your answers as brief as possible.

6- Try to get the last word in any interview:

• Try to finish the interview at a strong point. • If u make a major mistake try to start again. • Try not to loose your head because interviewers often try to provoke you to get from you unguarded response


MANAGEMENT MANUAL

CHAPTER 8



Steps 7- Points to score:

• Try to define one headline by making it clear, coherent, and strong. • Try to get an official quote to kill ant speculation. • You must establish credibility so the audience accept your statements and be sympathetic to the airline.

• If you are dealing with specialist reporters try to use technical materials. If not try to take time to go through the material to ensure they get the main points.

• Do not say "NO COMMENT" tries to explain why you are unable to say anything and you can say " THE AIRLINE REFUSES TO COMMENT”.

• Be honest – no jokes – explain quietly. Use simple language. - Do not answer to speculations: "IF" " BUT".


MANAGEMENT MANUAL

CHAPTER 8



8.10 News Conference Checklist

Steps

1- Check with the company spokesman to select the best time for a conference

2- Prepare a list of reporters, editors that will attend.

3- The background must be interested to the reporters

4- Invite outside officials as appropriate

5- Assign the physical arrangement of the conference to someone.

6- Give a brief to the public relation on the subject, speakers and the schedule

7- Prepare an opening statement.

8- Review anticipated questions and answers with the speaker.

9- Check all the sound equipment and tape recorders before the conference

10- Place a log sheet in the conference room to take the names of the attendees.

11- Handout materials must be in the conference room. Include the following: News releases, Background information such as facts sheets, maps, and statistics histories and biographical information. Printed copies of the opening statement.

12- Tell the employees that the conference will be held but they are not allowed to attend.

Steps

13- Guide the media to the conference room.

14- Make sure they sign in the sign-in-sheet.

15- Assigned staff members open the conference.

16- Distribute the background materials.

17- Monitor questions and answers closely. Make sure to make any clarification before the end of the conference.

18- Prepare as soon as possible verbatim transcript of the conference

19- Check list after the conference: • Handle requests for follow up information. • Monitor the coverage received and contact any news organization with uncorrected reports. • After the end of the crises contact each reporter who attend the conference and ask him what should be done for an improvement.


MANAGEMENT MANUAL

CHAPTER 8



8.11 Publicity & Information Do’s and Don’ts

8.11.1 Do’s

Publicity & Information Do’s 1- Stick to hard information 2-Send information out quickly. 3-Know and respect media deadlines; help reporters need them. 4-Remember that the public is a prime audience that needs and deserves information

5-Draw upon the airline’s “reservoir of good-will”. 6-Promise to check details and keep the promise 7-Be aware of special needs of TV & Photographers. 8-Be accessible –be available for enquiries. 9-Speak with one voice, co-operate and co-ordinate. 10-If you do not know, admit it; get the answers when possible. 11-Project Confidence; be aware of your body language 12-When asked for an interview, if necessary delay, do not be unprepared 13-Try to define the headline by making clear, coherent and strong statements

8.11.2 Don'ts

Publicity & Information Don’ts 1. Do not make promises you cannot keep. 2. Do not waffle or bluster; do not speculate 3. Do not suspend normal good practice rules of media relations simply because you are in crisis mode.

4. Do not be flustered into panic action. 5. Never say “No comment”. 6. Do not evade responsibilities-do not be defensive 7. Never repeat slurs or inflammatory remarks

8.12 Publicity & Information Dept. Contacts:

GM.: …………………….. Tel.:

Location: ……………. Tel: Location of Media Room …………….

8.13 Photographers

S/ N Name Mobile No.

1

2


MANAGEMENT MANUAL

CHAPTER 9

E.R.P. POLICIES


Contents 28T9.0 E.R.P Policies28T ................................................................................................................................................................ 2

28T9.1 E.R.P Training Course28T ............................................................................................................................................... 2 28T9.1.1 Attendant Course28T ............................................................................................................................................... 2

28T9.2 E.R.P Rehearsal & Testing 28T ........................................................................................................................................ 3


MANAGEMENT MANUAL

CHAPTER 9

E.R.P. POLICIES


9.0 E.R.P Policies 9.1 E.R.P Training Course

UERP Training curriculum

Family assistance / special assistance Cultural sensitivity. Telephone Enquiry. Team call – Out assembly. Crash site discipline. Effects retrieval.

UDay (1) 1. Introduction. 2. Definitions 3. The emergency response organization. 4. Flight operation center Responsibilities 5. Crisis center Responsibilities 6. Family assistance / Special assistance. 7. Cultural sensitivity. 8. Telephone Enquiry.

UDay (2) 1. out station crisis teams 2. Sabotage Threats 3. Hijacking 4. Publicity and Information 5. Team call – out assembly. 6. Crash site discipline. 7. Effects retrieved.

UNOTEU: annual refreshing course every two years

9.1.1 Attendant Course

ERP manager. Line operation manager. Station manager. Accountable manager.


MANAGEMENT MANUAL

CHAPTER 9

E.R.P. POLICIES


9.2 E.R.P Rehearsal & Testing Midwest Airlines shall ensure the corporate ERP is rehearsed once every year to:

i. Familiarize personal with responsibilities and procedures. ii. Ensure ready functionality of all equipment and facilities. iii. Expose deficiencies in the plan and its execution, and ensure such deficiencies are addressed

- ERP rehearsed or practical exercises include the involvement of all personal that called upon during an actual emergency or crisis situation.

- Results of rehearsed or practice exercises are normally recorded and analyzed and then used as the basis for continual improvement of plan.

The vital information of each station, crisis teams, agencies, hospitals and authorities will be tested monthly by suitable mean (Fax, Telephone, Site and e-mails, etc………..

In order to provide the necessary training & rehearsal to test emergency procedures in coordination with Cairo airport authorities so the plan will conduct drills at a minimum personnel participating in the drill shall include: - Activation of Crisis Center. - Reporting. - Facilities

Following an actual event, rehearsal or drills associated with testing vital information is communicated to regulatory authorities, corporate management, other organizations & local community as appropriate to identify deficiencies discovered during the event or drill

Recommending corrective and / or preventative action. The crisis center shall follow up that the recommendations made following emergencies and drill are

properly considered and addressed.

ERP Rev00 Issue01[1]

Documents

Transcript of ERP Rev00 Issue01[1]