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The hijacking of Flight ET 702: The challenges of managing a major security threat, media attention and continuing daily airport operations
Journal of Airport Management,
9
(4),
310-316
(2015)
Abstract
Many organisations tend to see crisis and emergency management as a nuisance or a regulatory obligation. On a day when a major incident occurs, however, they are happy to have the structure and processes in place to allow them to manage the situation safely. A well-structured emergency response plan (ERP) will allow an organisation to face any major disruption in normal operational processes and provide for an organised approach to the return to normal operations. The coordination and communication processes set up within the ERP should be designed to streamline the decision-making processes throughout the disruption. In this digital world, any major disruption will very quickly attract media attention. A well-structured ERP will provide a crisis communication plan that will allow the organisation to proactively manage relationships with media outlets throughout the crisis situation and should ensure that a clear and coherent message is broadcast. Communications across multiple media types, and in particular social media, have further complexified the communications process in case of an event, rendering a crisis communications plan even more necessary. This paper explores the need for an ERP — including a communications plan — within an airport organisation, through the example of the hijacking of flight ET 702 at Geneva Airport.
Keywords: emergency management; emergency response plan; airport operations; business continuity
The full article is available to subscribers to the journal.
Author's Biography
Thomas Romig is a graduate of Embry Riddle Aeronautical University, where he obtained a degree in aviation business management. After four years with Airports Council International (ACI World), where his responsibilities included the development of policies, recommended practices, guidelines and strategies for airport operations, safety, airport IT and air cargo, Thomas took up the position of safety officer at Genève Aéroport, where he was in charge of developing the airport’s safety office and implementing the aerodrome certification process. In this role Thomas also managed the development and implementation of the safety management system, employee health and safety processes, infrastructure safety (fire code), and emergency planning and management. In 2013 Thomas changed roles to become the department head for the airport operation control centre (APOC). He is now tasked with developing an airport-wide operational coordination and management centre that is aimed at increasing the efficiency and performance of Geneva Airport in order to maintain the current operational capacity, improve punctuality and customer service and ensure the safety of operations. Thomas has kept a strong link with the international regulatory world through ACI, EASA and ICAO. He participates on a number of committees and working groups developing regulations and recommendations, including the EASA aerodrome rules and the ICAO PANS Aerodromes. In addition, Thomas earned his ICAO/ACI International Airport Professional accreditation (IAP) in 2012.
