aviation incidents on business continuity crisis management v0.2
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The better the question. The better the answer.
The better the world works.
Annual Emergency Management & Business Contingency Conference
Aviation Incidents on Business Continuity & Crisis Management 6 October 2016
Annual Emergency Management & Business Contingency Conference – BCM in Aviation Page 2
Agenda Incident lifecycle 3
Threat landscape 4
Case 1: Emirates flight caught fire in Dubai International Airport
6
Case 2: Delta Air Lines experienced system-wide outage
12
Appendix 18
Page 3 Annual Emergency Management & Business Contingency Conference – BCM in Aviation
Business recovery is the step-by-step process to resume operations at the earliest and plan ahead
Recovery timeline
Incident detection & Escalation
Damage assessment
& Emergency response
Invoke Business
continuity and Crisis
response
Return to normal
Incident detection & Emergency response Business continuity & Crisis response
Incid
en
t
Incident response addresses: • Incident notifications and
mobilization • Damage assessment and
containment • Incident management plan • Business resumption and
recovery • Stakeholder health and safety • Public relations/media
management strategy and details
• BCP test and maintenance plan
• Review and upgrade of BCP arrangements
Page 4 Annual Emergency Management & Business Contingency Conference – BCM in Aviation
• Crash landing accident • Engine failure • Fire, gas leak and explosion • Infrastructure constraints • Power and utilities failure • Staff unavailability • Network services failure • IT system failure • Product unavailability
• Willful destruction • Aircraft equipment sabotage • Runway damage • Contamination • Epidemic • Outbreak of disease or infection
• Terrorist attack • Community activism • Riots/civil disturbances • Government interventions
Socio-political
Operational Natural
Other
Potential Aviation threats
• Wind conditions • Earthquake • Flood • Cyclones and windstorms • Hurricanes and tornadoes
• People • Process • Technology • Infrastructure
Airport operations
Page 5 Annual Emergency Management & Business Contingency Conference – BCM in Aviation
• Willful destruction • Aircraft equipment sabotage • Runway damage • Contamination • Epidemic • Outbreak of disease or infection
• Terrorist attack • Community activism • Riots/civil disturbances • Government interventions
Socio-political
Operational Natural
Other
Recent Aviation incidents
• Wind conditions • Earthquake • Flood • Cyclones and windstorms • Hurricanes and tornadoes
• Crash landing accident • Engine failure • Fire, gas leak and explosion • Infrastructure constraints • Power and utilities failure • Staff unavailability • Network services failure • IT system failure • Product unavailability
Mult
iple
recen
t in
cid
en
ts
• People • Process • Technology • Infrastructure
Airport operations
Case 01 Emirates flight caught fire in Dubai International Airport
Page 7 Annual Emergency Management & Business Contingency Conference – BCM in Aviation
Emirates flight caught fire in Dubai International Airport
Emirates Flight EK521 caught fire following the impact with the runway during an attempted go-around at Dubai International Airport on 3 August 2016.
Quick facts about Dubai Airport • One of the aviation hubs in the world • World’s third busiest international airport
(2015) • 78 million passengers traveled in 2015 • Airport had an Aerodrome Emergency Plan
(AEP), revised partly in February 2015
Page 8 Annual Emergency Management & Business Contingency Conference – BCM in Aviation
Dubai International Airport’s operations disrupted for 29 hours
Incident life cycle
Recovery timeline
Incident detection and escalation
• Notifying Air Accident
Investigation Sector
• Confirmation by
Government via Social
Media
Damage assessment and emergency response
• Multiple injuries
• Aircraft destroyed
• Runway and other
damages
• Activating Emergency
center
Invoke business continuity and crisis response • Communication through
social media
• Extended customer
service
• Transport authority’s
support
Resumed normal operations after 29 hours of the incident
Incident detection and emergency response Business continuity and crisis response
Page 9 Annual Emergency Management & Business Contingency Conference – BCM in Aviation
Impact of the Crisis
► Overall financial losses of the airport and the airline companies in a several hundred million dollars
Financial implications
► One firefighter fatally injured, one person majorly injured and 23 minor injuries
► Accident site contaminated by aircraft structure decomposition, firefighting fluids and aircraft fuel spillage
Safety and environment
► The airline has to give US$7,000 as compensation for each passenger
Compensations
► More than 21 airlines cancelled 242 flights
► Catering companies activated emergency operations
Stakeholder impact
► Airport operations disrupted for more than five hours and stayed to minimal for next 24 hours
Core operation disruption
► Reputation of being one of the world’s best carriers is expected to be adversely impacted
Brand reputation
Page 10 Annual Emergency Management & Business Contingency Conference – BCM in Aviation
1 2 3 5 4 6
Twitter first Instant communication
The airline operator (Emirates airlines), aircraft company (The Boeing Company) and the affected passengers extensively used Twitter.
“The Government confirmed the incident to the masses through twitter in 16 minutes.”
Control news
Emirates airline and
Dubai Airport
immediately leveraged
social media to
proactively communicate
incident updates and to
avoid confusion.
CEOs on social media
The CEO of Emirates
airlines communicated
about the incident within
three hours of the
incident via mass media.
Facebook was used by
the authorities for
communication to the
masses.
Social first customer service Extended customer
services to the
passengers by the airline
operator, aircraft
company and the airport
authorities.
Dark sites
To show empathy to
a situation.
Social media as a key medium for crisis communication
Page 11 Annual Emergency Management & Business Contingency Conference – BCM in Aviation
Robust evacuation mechanism
Full evacuation within 90 seconds
Airport Rescue and Firefighting Service (ARFFS)
Foam tenders dispatched within 40 seconds after the impact.
Fire team arrived at the incident site within one minute of the aircraft coming to rest.
Dubai Civil Defense (DCD)
Upon requesting for support from the Fire commander, the DCD fire vehicles arrived at the site in nine minutes after the impact.
Break internal silos and ensure integrated communication.
1 2 3 4
Commendable coordination resulted in effective crisis response
Case 02 Delta Air Lines experienced system-wide outage
Page 13 Annual Emergency Management & Business Contingency Conference – BCM in Aviation
Quick facts about Delta Air Lines • World’s biggest public airline company by total assets (2016) • World’s third airline by number of passengers carried (2015) • World’s second largest airline in terms of fleet size (2016) • One of the five remaining legacy carriers • Sixth-oldest operating airline by foundation date • Oldest airline still operating in the United States
Delta Air Lines Inc., one of the world’s largest carriers, canceled more than 2000 flights and delayed many others due to a computer system outage on 8 August 2016, grounding planes and stranding passengers at airports around the globe.
What happened?
5 Massive failure at Delta’s
Technology Command Center.
4 Around 300 of about 7,000
data center components were discovered to not have been configured appropriately to avail backup power.
3 Critical systems
and network equipment did not switch over to backups.
2 Backup power
stabilized and was restored quickly.
1 An uninterrupted
power source switch experienced a small fire.
System-wide Outage
Delta Air Lines system-wide outage due to network services failure
Page 14 Annual Emergency Management & Business Contingency Conference – BCM in Aviation
Incident life cycle
Recovery timeline
Incident detection and escalation
• Check-in systems and passenger advisory screens halted
Damage assessment and emergency response
• Manual check-in for a few flights
• Approximately 2080 flights canceled
• Airline started travel waiver
Invoke business continuity and crisis response
• Communication through
website
• Extended customer service
• Customers were provided
with ground transportation
and overnight stay
Resumed normal operations after 48 hours
Incident detection and emergency response Business continuity and crisis response
Operations continued through slow manual check-ins and hence resulted in cancellation of flights
Page 15 Annual Emergency Management & Business Contingency Conference – BCM in Aviation
Impact
of
the in
cid
en
t
► Overall financial losses of the airline at an estimated US$100m
Financial implications
► Delta will provide US$200 in travel vouchers to all customers who experienced a delay of greater than three hours or a cancelled flight.
► Provided with hotel vouchers to several thousand customers
Compensations
► Shares of Delta Air Lines stock lowered 1.3% in pre-market trading after the company announced its global outage
Shares impacted
► More than 2000 flights cancelled over the three-day period (1000 on day 1, 700 on day 2 and more than 300 on day 3)
Core operation disruption
► Reputation of being one of the world’s biggest carriers is expected to be adversely impacted
Brand reputation
Estimated losses in millions of dollars and brand reputation impacted
Page 16 Annual Emergency Management & Business Contingency Conference – BCM in Aviation
Leveraged social media and company website extensively for crisis communication
1 Twitter first Instant communication about outage status
“Delta Air Lines also extensively monitored customer tweets and responded effectively by giving out coffee vouchers, flowers and apology cards in response to customer’s tweets over the outage.”
2 Control news
Delta Air Lines continuously updated the outage details through their dedicated News Hub page in the website.
Also used social media to convey important outage-related information.
3 CEOs on social media
Delta’s CEO updated customers on the outage that led to disruptions in Delta's flight schedule and also conveyed important messages through its website and social media.
4 Social first customer service
Social media insights helped a personalized service recovery by analyzing customer posts and responding to them by every means possible.
Page 17 Annual Emergency Management & Business Contingency Conference – BCM in Aviation
Approach to build safer airport operations
• Reduction of risk in airport operations • Less damages and incidents • Fewer injuries to personnel • Safer ground operations • Better understanding of high-risk areas • Support to implementation of Safety Management System
Be
ne
fits
Proactive preparedness
(IATA standards)
Safer airport
operations
Reactive response preparedness
(BCM Incident/ Emergency/Crisis
management)
(NCEMA/ISO22301)
BCM for safe airport operations require adherence to standards and regulations
Page 18 Annual Emergency Management & Business Contingency Conference – BCM in Aviation
The aviation ecosystem is large and complex and comprises multiple supporting entities
Avia
tio
n e
co
syst
em
Def
ense
eco
syst
em
Sate
llit
e c
om
munic
ati
ons
ecosy
stem
S
ecuri
ty a
nd t
echnolo
gy e
cosy
stem
Airport operations
• Airport authorities
• Governments
• Airport service providers
• BOT-airport infrastructure
Aviation FBOs/MROs
• MROs
• Hangers
• Service and maintenance
Aviation service providers
• GDs
• ANSPs, ATCs
• Travel agents
Airlines
• National carriers
• LCCs
• Charter airlines
• Private/Business jets
• Helicopters
• Sea planes
Aviation regulators
• CAAs
• Federal regulatiors
• Local regulators
• Regional
Global aviation industry bodies
• IATA
• ICAO
• ACI
• UFTA
• National and regional bodies
Th
e s
pa
ce
eco
syst
em
Adoption of latest technology developments in airport operations, such as server and desktop virtualization, cloud computing, use of mobile devices among workforce and social networking added with multiple external threats demand a robust business continuity plan for uninterrupted service delivery.
Page 19 Annual Emergency Management & Business Contingency Conference – BCM in Aviation
Technology enablement
Support functions
Airlines’ clients such as
travelers, visitors etc.
Airports’ business continuity management system
Technology enablement
Support functions
Airports’ business continuity management system
Locati
on
BC
M p
lan
nin
g
Locati
on
BC
M p
lan
nin
g
Process 1 Baggage handling
Process 2 Check-in management
Process 3 Security operations
Process 4 Airside operations
Business continuity framework aligned to sector requirements
People Technology
Suppliers & Vendors
Physical & Information
systems
Basic amenities
Business enablers
Page 20 Annual Emergency Management & Business Contingency Conference – BCM in Aviation
Recover
Incident management plan Emergency response plan Crisis management plan
BRP Business
layer Operations
resumption plan Premises recovery
plan Personnel recovery
plan Supply chain recovery plan
Protect, sustain, respond, resume, recover, restore and return
Business continuity framework aligned to sector requirements - implementation output
► BRP encompasses people, processes and infrastructure (the business layer) of the airport while a DRP addresses the technology layer.
► A DRP is reactive and usually focuses on recovering the IT environment and network infrastructure of the airport.
DRP Technology recovery plans Technology
layer
Page 21 Annual Emergency Management & Business Contingency Conference – BCM in Aviation
Let’s connect…
Appendix
Page 23 Annual Emergency Management & Business Contingency Conference – BCM in Aviation
Incident life cycle
Recovery timeline
Incident detection and escalation • The Air Accident
Investigation Sector (AAIS) of the UAE was notified about the incident within 3 minutes
• Government confirmed the incident to the mass through social media in 16 minutes
Damage assessment and emergency response • 1 person fatally injured • 24 personnel injured • 1 aircraft destroyed • Runway damage • Aerodrome lighting and
signage damage • Environmental
contamination • Airline activated
emergency centre in the Airport within 2 hours of the incident
Invoke business continuity and crisis response • Communication through social media • The airline operator, the aircraft company, and the airport
authorities extended their customer services to the passengers.
• Roads and Transport Authority (RTA) provided extra taxis (1136 nos.) and buses (66 nos.) to move stranded passengers to nearby airport.
Resumed normal operations after 29 hours
Incident detection and emergency response Business continuity and crisis response
Emirates flight caught fire in Dubai International Airport
Page 24 Annual Emergency Management & Business Contingency Conference – BCM in Aviation
Incident life cycle
Recovery timeline
Incident detection and escalation
•Airport check-in systems and passenger advisory screens were halted by the systems failure
•Airline website and apps were functioning
Damage assessment and emergency response
• Manual check-in for a few flights • 1000 flights were cancelled on first
day, 750 on the next day and approximately 330 flights were cancelled on the third day.
• Airline started travel waiver for re-scheduling and cancellation to customers significantly affected by delays or cancellations
Invoke business continuity and crisis response •Communication through social media •Airline extended their customer services
to the passengers •Ground transportation and the delivery of
checked luggage was arranged by the Airline for customers upon landing at their destination
•Wherever available, customers were provided with hotel rooms and other accommodations if a cancellation required an overnight stay
Resumed normal operations after 48 hours
Incident detection and emergency response Business continuity and crisis response
Delta Air Lines experienced system-wide outage
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