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
© 2011 Airports Council
International ACI
ACI´s vision:
Lead, represent and serve the world´s airport community
© 2011 Airports Council
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:
97 members, 48 countries,
469 airports
Africa:
56 members, 47 countries,
250 airports
North America:
175 members, 3 countries,
298 airports**
Latin America-Caribbean:
59 members, 37 countries,
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
Kong
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
plan
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
• …
Source: HKIA Public Health Preparedness
1. d Communication with Departing Pax
Source: HKIA Public Health Preparedness
1. e Other aspects of preparedness
Passenger Screening
Only to be considered under
specific circumstances, advised by
WHO
Inbound aircraft suspected case
Parking position and related
processes
Exercises
Necessary to test preparedness
and to involve all stakeholders
Source: HKIA Public Health Preparedness
14
2. Business Continuity Planning for Airports
15
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
16
Business Continuity Management System (BCMS)
Framework
TIME
Preventive & Maintenance
Plans
IT Recovery Plans System Fallback
Plans
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
17
Business Continuity Management System (BCMS)
Development Process
Establish the
BCMS Project
Team
Map the core
processes
Conduct
operational
impact analysis
Review / Develop
Preventive
Measures
Review / Develop
Post Event
Plans
Review / Develop
Crisis
Management
Capability
Preparedness /
Quality
Assurance
Management
Review
1. 2. 3. 4.
8. 7. 6. 5.
18 18
Map the core
processes 2.
CARGO
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
CARGO
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
CARGO
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
19 19
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
3.
20
Business Continuity Management System (BCMS)
Development Process
Establish the
BCMS Project
Team
Map the core
processes
Conduct
operational
impact analysis
Review / Develop
Preventive
Measures
Review / Develop
Post Event
Plans
Review / Develop
Crisis
Management
Capability
Preparedness /
Quality
Assurance
Management
Review
1. 2. 3. 4.
8. 7. 6. 5.
21 21
5. Review / Develop
Post Event
Plans
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
CARGO
(FCZ)
AIRCRAFT
Courtesy of Malaysia Airports
Establishing the Recovery Time Objectives (RTO)
22 22
Review / Develop
Crisis
Management
Capability
6.
Courtesy of AAHK Courtesy of Fraport
23
23
7.
Preparedness /
Quality
Assurance
Testing preparedness through drills and
exercises
Courtesy of AAHK
24
24
Business Continuity Management System (BCMS)
Development Process
Establish the
BCMS Project
Team
Map the core
processes
Conduct
operational
impact analysis
Review / Develop
Preventive
Measures
Review / Develop
Post Event
Plans
Review / Develop
Crisis
Management
Capability
Preparedness /
Quality
Assurance
Management
Review
1. 2. 3. 4.
8. 7. 6. 5.
25
BCMS – Best Practices for Infectious Disease
Pandemics Pandemic Risk Matrix
Severe
Intermediate
mild
WH
O P
an
de
mic
Se
ve
rity
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
26 26
BCMS – Best Practices for Infectious Disease
Pandemics Planning Templates
27 27
BCMS – Best Practices for Infectious Disease
Pandemics Operational Checklists
Courtesy of Fraport
De
pa
rtm
en
ts / S
ec
tio
ns
Departments / Sections
28
BCMS – Best Practices for Infectious Disease
Pandemics Operational Status Coding
Critical – Unable to maintain
operation if one more staff is
absent
8
Operation possible with
limited reserve
10 - 9
< 8
13 – 10
Continuity impacted
Full capacity with sufficient
reserve
Full capacity with limited reserve, re-stocking
very urgent
Stock reserve
for max. 3
days
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
Etc.
Human Resources
IT
Supplies/Stocks
Courtesy of WHO
29 29
BCMS – Best Practices for Infectious Disease
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:
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Tel: +1 514 373 1200
Fax: +1 514 373 1201
E-mail: [email protected]
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