Airport Preparedness Guidelines for Outbreaks of Communicable … meetings seminars and...

transcript

Airport Preparedness Guidelines for

Outbreaks of Communicable Disease and

Business Continuity Planning

Presented by

Arturo García-Alonso

ACI World

CAPSCA Europe Kick-Off Meeting

Paris, France, 20 - 22 September 2011

Content

0. The Role of ACI

1. Pandemics Preparedness Guidelines

a. Introduction

b. Responsibility

c. General Communication

d. Communication with Departing Travellers in an outbreak event

e. Other aspects covered in the Guidelines

2. Business Continuity Planning

3. Summary

International ACI

ACI´s vision:

Lead, represent and serve the world´s airport community

International ACI

ACI’s mission

To advance the collective interests of world's airports and

promote professional excellence in airport management

and operations.

Six priority areas

Safety

Security

Customer Service

Environment

Economic Development

Efficiency and continuous

improvement

Membership: airports

580* members operating 1650 airports in 179 countries and

territories: 96% of the world’s passengers

Europe:

188 members, 46 countries,

435 airports

Asia-Pacific:

469 airports

Africa:

250 airports

North America:

298 airports**

Latin America-Caribbean:

181 airports

*Membership as of 31 Dec 2010, as approved by annual assembly

** Regular members only

ACI around the world

ACI World: Montreal, Canada

5 regional offices

ACI Europe:

Brussels,

Belgium

ACI Asia-

Pacific: Hong

ACI North America:

Washington DC, USA

ACI Latin America-

Caribbean: Quito,

Ecuador ACI Africa:

Casablanca, Morocco

ACI World:

Montreal, Canada

1. a Introduction: need of preparedness

Aviation can potentially increase the rate of disease spreadness

Airport operators need to protect passengers, staff and the public

Fast, efficient, collaborative decision-making and action is crucial

Results of following these guidelines:

greater predictability of the measures to be taken by the various stakeholders

1. b Responsibility (1)

Main Responsibility: Local/Regional/National Health Authority

Competent Authorities as in IHR Article 22

Airport operators should coordinate actions with the Competent

Authorities through an Airport Preparedness Plan, addressing:

communication (especially with the public);

logistics (transport of travellers to health facilities);

entry/exit controls;

Special Focus on Personal Protection Equipment

Including hand washing facilities and /or sanitising gels

Training in aspects of preparedness planning

Specific for each airport/non airport staff role

Special Focus on Personal Protection Equipment

Training Sessions in aspects of preparedness planning

1. b Responsibility (2)

Source: HKIA Public Health Preparedness

1. c General Communication (1)

Good communication is a key factor for

effective preparedness planning

Airport operators should establish:

A clear contact point of operational

organisation of preparedness

A responsible for the operational

implementation of the airport preparedness

Communication links with the relevant

entities/stakeholders:

Internal

External

1. c General Communication (2)

HKIA: Circular to all stakeholders

• airlines

• handling agents

• air traffic management

• airport medical service providers

• emergency medical services

• police

• customs

• immigration

• security

• cleaning

• maintenance

• …

1. d Communication with Departing Pax

1. e Other aspects of preparedness

Passenger Screening

Only to be considered under

specific circumstances, advised by

Inbound aircraft suspected case

Parking position and related

processes

Exercises

Necessary to test preparedness

and to involve all stakeholders

2. Business Continuity Planning for Airports

Business Continuity Management System (BCMS)

Framework

‘Business Continuity Management System’ (BCMS)

An integrated , multi-layered, business driven, process based

approach to plan for and manage business disruptions and crises.

‘Crisis’

Any critical event requiring an immediate, proactive response in

order to minimize its negative impact to the airport operator’s

operations, reputation and profitability.

‘Incident’

An event which causes an impact or has the potential to cause an

impact or disruption to the normal operational flows at an airport.

Terminology

Framework

Preventive & Maintenance

IT Recovery Plans System Fallback

Operational Continuity Plans

BCP for each business process

and operational system

Pre-Critical Event Plans Post-Critical Event Plans

Business Recovery Plans

Critical Event

Courtesy of AAHK

Development Process

Establish the

BCMS Project

Map the core

processes

Conduct

operational

impact analysis

Review / Develop

Preventive

Measures

Review / Develop

Post Event

Review / Develop

Crisis

Management

Capability

Preparedness /

Quality

Assurance

Management

Review

1. 2. 3. 4.

8. 7. 6. 5.

Map the core

processes 2.

AIRPORT ESSENTIAL SERVICES

LANDSIDE

AIRSIDE

TERMINAL

(MTB/CP/SAT)

LANDINGTAKE-OFF

TAXING / PARKING

FREE COMMERCIAL ZONE

TAXING / PARKING

BAGGAGE

SCREENING

PASSPORT

CLEARANCE

DISEMBARK /

UNLOADING

BAGGAGE CLAIM

CUSTOM

CLEARANCE /

QUARANTINE

PASSPORT

CLEARANCE

WAITING / TRANSIT

CHECK-IN

BOARDING /

LOADING

TERMINAL

(LCCT)

LANDSIDE

BAGGAGE

HANDLING

PASSPORT

CLEARANCE

DISEMBARK /

UNLOADING

BAGGAGE CLAIM

CUSTOM

CLEARANCE /

QUARANTINE

PASSPORT

CLEARANCE

WAITING

BOARDING /

LOADING

TRANSPORT

DROP OFF /

PICKUP

PARKING

CARGO STORAGE

FREE ZONE

DECLARATION

CLEARANCE

DROP OFF /

PICKUP

TRANSPORT

FIRE RESCUE

SERVICES

SECURITY

SERVICES

PARKING

CUSTOM CLEARANCE /

QUARANTINE

RENTAL RENTAL

RETAIL RETAIL

AIRPORT SUPPORT SERVICES

HR SERVICESIT SERVICESFINANCIAL

SERVICES

CORP COMM

SERVICES

PROCUREMENT

SERVICES

ENGINEERING

SERVICES

AIRPORT

OPERATIONS

LEGAL &

SECRETARIAL

SERVICES

BAGGAGE

HANDLING

BAGGAGE

SCREENING

CHECK-IN

PAX SCREENING

PRE-EMBARKATION

SCREENING

TRANSPORTATION

DOCKING / UNDOCKING &

AIRCRAFT PREPARATION

PAX SCREENING

Arrival Processes

Departure Processes

Airport Essential Services & Airport Services

Cargo Processes

Transit Processes

Aircraft Process

Cargo Process

Passenger Process

Retail Process

Retailing & Rental

Rental Process

Domestic Processes

Courtesy of Malaysia Airports

Normal operations = 100% of agreed Service Delivery Standards

Degraded (Impact) Level 1 = XX% of agreed Service Delivery Standards

Degraded (Impact) Level 2 = YY% of agreed Service Delivery Standards

Conduct

operational

impact analysis

Development Process

Establish the

BCMS Project

Map the core

processes

Conduct

operational

impact analysis

Review / Develop

Preventive

Measures

Review / Develop

Post Event

Review / Develop

Crisis

Management

Capability

Preparedness /

Quality

Assurance

Management

Review

1. 2. 3. 4.

8. 7. 6. 5.

5. Review / Develop

Post Event

Manage FnB tenants at KLIA

Manage retail tenants at KLIA

Monitor and manage retailing activities at MA Niaga owned/ managed

retail stores

Process baggage (includes baggage reclaim area)

Process Passengers (i.e. check-in, customs clearance, passport

clearance, flight information services, information counters, passenger

holding area, passenger loading & disembarkation facilities)

Ability for aircraft to land & take-off (at least 1 runway is available)

Airport Core

Process

Process Free Zone Declaration applications

RTO Description

RETAIL

RENTAL

PASSENGER

AIRCRAFT

Courtesy of Malaysia Airports

Establishing the Recovery Time Objectives (RTO)

Review / Develop

Crisis

Management

Capability

Courtesy of AAHK Courtesy of Fraport

Preparedness /

Quality

Assurance

Testing preparedness through drills and

exercises

Courtesy of AAHK

Development Process

Establish the

BCMS Project

Map the core

processes

Conduct

operational

impact analysis

Review / Develop

Preventive

Measures

Review / Develop

Post Event

Review / Develop

Crisis

Management

Capability

Preparedness /

Quality

Assurance

Management

Review

1. 2. 3. 4.

8. 7. 6. 5.

BCMS – Best Practices for Infectious Disease

Pandemics Pandemic Risk Matrix

Severe

Intermediate

3 4 5 6

Business as usual

On alert and close monitoring

Containment and mitigation

Activation of the BCP

Courtesy of Malaysian Airlines

WHO Phasing

Pandemics Planning Templates

Pandemics Operational Checklists

Courtesy of Fraport

ts / S

Departments / Sections

Pandemics Operational Status Coding

Critical – Unable to maintain

operation if one more staff is

absent

Operation possible with

limited reserve

10 - 9

13 – 10

Continuity impacted

Full capacity with sufficient

reserve

Full capacity with limited reserve, re-stocking

very urgent

Stock reserve

for max. 3

Full capacity with reduced reserve, re-stocking

should be undertaken

Stock reserve

for 7 days

No Stock

Stock reserve

for > 1 weeks

Full 24-h operations not possible, reduction of

operation capacity

Full capacity with sufficient reserve

Human Resources

Supplies/Stocks

Courtesy of WHO

Pandemics Use existing infrastructure

Passenger reception

center that’s used in an

aircraft accident response

Modified to be the

temporary holding area in

a possible aircraft

quarantine situation

3. Summary

www.airports.org/aci/aci/file/ACI_Priorities/Health/Airport%20preparedness%20guidelines.pdf

Airport operators need to be ready for communicable disease outbreaks

It is crucial to coordinate with the Health Authorities

Communication with all stakeholders is critical

Passengers need to be informed on the situation and procedures

Consideration on screening should be taken according to WHO indications

It is very important to execute tests involving all stakeholders

An integrated, multi-layered, business driven, process based BCMS is

very important to plan for and manage business disruptions and crises.

For more information, please check:

THANK YOU Contact us

ACI World - Montreal

Tel: +1 514 373 1200

Fax: +1 514 373 1201

E-mail: aci@aci.aero

www.aci.aero

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