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Emergency Response (ER)

In case of accident, to take action to prevent to be a crisis The Impact of Proactive vs. Reactive Forces

    • Incident can occur fairly regularly and often do not escalate to the point of an emergency or crisis.
    • Each incident should be mitigated as quickly as possible and monitored and evaluated to ensure that it does not escalate to crisis.
    • Additionally, an incident can serve to identify prevention efforts which could decrease the likelihood of the incident occurring again.
    • Immediate effects are often local in nature (i.e., on site fire; pipe burst with oil spilling into containment dikes; or computer malfunction)
    • Impacts typically are short-term (i.e., minor loss in production time; minimal air pollution due to fire smoke)
    • On-site local area resources are generally adequate to respond to and manage the situation
    • May or may not have potential to escalate into a crisis
    • Timeframe for action is extremely limited
    • Limited and often conflicting information regarding the situation,
    • Potential to impact the organization with long-term consequences
    • May require significant corporate resources (financial support, staffing management and technical expertise, etc.) to respond effectively
    • Off-site and contract resources are usually required
    • Timeframe for action is extremely limited
    • Limited and often conflicting information regarding the situation
    • Disasters are thought of in terms of natural disasters and the consequence of these events on a specific geographic area.
    • Disaster example include the flooding, earthquake, etc.
    • The focus of emergency management tends to be tactical; i.e. to “put out the fire” and manage all the activities associated with that task.
    • Notification of response personnel that an incident has occurred
    • Managing  emergency resources and response activities at the site (i.e. fire brigade, evacuation teams, etc.)
    • Ensuring that any and all necessary equipment is either in place or on way to the site
    • Crisis management encompasses tasks associated with overseeing the management of emergency response, but it focuses on the consequences and strategic aspects or impacts of the incident.
    • A crisis team usually has oversight authority with regard to the emergency management efforts.
    • The impact of image, and the need/parameters of humanitarian or claims efforts for the surrounding community
    • The impact of the crisis on a pending contract to build a similar facility in the town 10 miles away
    • Other long-term business consequences that may arise from an emergency or other circumstances
    • An effective exercise program
    • Developing high-quality exercise activities.
    • nternal benefits

      • Enhancing capability
      • Improving coordination and proficiency
      • Finding areas in need of program improvement
      • Validating existing plans and procedures
    • Externally-driven

      • Meeting regulatory requirements
      • Responding to political and public pressure
      • Demonstrating a commitment to preparedness and meeting expectations
    • Philosophy

      • alidate capabilities vs. Test
      • Training vs. Exercising
      • Mix of Exercise Activities
      • Exercise Scheduling
      • Overall Exercise Cycle

Exercise Scheduling

The Exercise Process Cycle

Function of an Management System

ER Organization

Crisis Response Organizations will be established in accordance with Appendix 3A in the event of an emergency.

Following organization and staff will be deployed in the CMC.

    • Crisis Command Board
    • Crisis Director

      • Information Team
      • Support Team for Departments concerned
    • Crisis Communication Director

      • Crisis Communication Team

Following organization and staff will be deployed in the SAC.

    • SAC Principal
    • SAC Director

      • Special Assistance Team Center
      • Manifest Team
      • Support team
      • Telephone Enquiry Center
      • Family Assistance Team
      • Logistic Support Team

Following organization and staff will be deployed in the SOC

    • SOC Principal
    • SOC Director
    • Family Operations Center

      • Administration Team
      • Special Assistance Team Center
      • Family Center
    • Technical Team

      • Investigation Team
      • Aircraft Recovery Team
    • Crew Support Team
    • Cargo & Mail Team
    • Site Media Center

- 3.5.1 Department dispatches its staff to the CMC (Appendix 3E)

    • Corporate Planning
    • General Administration (In charge of Legal Affairs)
    • Flight Safety
    • Airport & In-Flight Services - Airport Services (In charge of Cargo & Mail Services)
    • Airport & In-Flight Services - In-Flight Services Administration
    • Operations Control - Administration Group
    • Operations Control - Security & Emergency Response Planning Group
    • Flight Operations - Administration Office
    • Flight Operations - Flight Operations Standards Office
    • Maintenance Administration

- 3.5.2 Department dispatches its staff to the SAC (Appendix 3F)

    • General Administration
    • Personnel
    • Finance & Accounting
    • Sales & Services

    • Appendix 3A Organization Chart-General

    • Appendix 3B CMC Organization Chart

    • Appendix 3C SAC Organization Chart

    • Appendix 3D SOC Organization Chart

    • Appendix 3E Departments dispatches its staff to CMC

    • Appendix 3F Departments dispatches its staff to SAC