info@autobcm.com | +971 4 3695306

Risks of Not Having a Business Continuity Management Program for Airport Operations

13
Oct

Ostrich syndrome:

“Is it worth to close ones eyes and ears especially for an International Airport handling high density of aircraft operations; and let an actual airport emergency reveal all “clinks in one’s armour” endangering safety of passengers, crew and emergency firefighting personnel?

As the author rightly said,

business-continuity

Every organization is vulnerable to unforeseen incidents and natural disasters, where the companies suffer from minor to major losses, in terms of property, revenue, resources, infrastructure and reputation.

Few Pertinent Readiness Assessment Questions – “post-accident”

  1. How much time it took for Emergency Services / Fire Tenders to reach the “crash site” and start firefighting operations?
  2.  

  3. Did fire tenders / emergency services have to stop / divert from their “shortest route” while transiting to crash site?
  4.  

  5. How much time it had taken to provide “first-aid” to injured passengers?
  6.  

  7. How effective was passenger management post-accident? Was there any arrangement to treat passengers for “mental trauma”?
  8.  

  9. “Welfare and safety of staff and their belongings” – how well it was handled. Were staffs trained to handle such situation-present at site?
  10.  

  11. How effective was the “crisis communication management”?
  12.  

  13. How long it took to communicate “ safety status” of all passengers on their “emergency contact mobile numbers”
  14.  

  15. Time taken to release effective communications to “internal & external stake holders”?
  16.  

  17. How much time was taken to provide a “CEO Press Release” to the media about the nature of emergency and safety aspect?
  18.  

  19. Time taken to remove the crashed aircraft and clear the runway for safe “flying operations”.
  20.  

  21. How effective was the Business Continuity “Crisis / Emergency Response Mechanism”?
  22.  

  23. How much time it took to “invoke BC plans”.
  24.  

  25. Was there any impact on “continuity of critical operations and customer support functions”

 

Be prepared to deal with all perceived threats in a planned and methodical manner by embedding “Business Resilience Management System” in airport operations, support functions and critical third party supplier services.

Unsatisfactory answers to above questions must lead to “immediate actions” towards better preparedness – 

Time taken post “accident” for all above points must be “noted” and checked against “benchmarks” set by ICAO / Aviation Industry best practices.

Preventive & Corrective actions must be noted and acted upon till closure and Top Management must monitor and provide appropriate advise to close all actions.

Leave A Reply

Your email address will not be published. Required fields are marked *