Crisis Management: Airline Emergency Planning. Guidelines for best practices concerning alliances, code-sharing and related matters

This thesis provides guidance for the production of a set of practicable guidelines for emergency procedures’ manuals that could be adapted and adopted by airline partnerships world-wide. To this end, an investigation was undertaken of three main areas. Firstly, of the emergency response procedures of a selection of airlines. Secondly, of the problems that have arisen following some of the recent high-profile accidents, and finally, of the likely impact of the new US legislation on Assistance to Families of Victims of Air Disasters.

There is enough evidence from past accidents that many airlines, when acting independently, do not have effective plans to manage post-accident crisis. Even leaving moral responsibilities aside, this cannot be acceptable in an industry that is entirely based upon public confidence. The damage done to the industry as a whole and the airline(s) involved would be beyond calculation. The high level of integration and globalisation in this industry provides extensive scope for the development of guidelines for emergency plans for airline partnerships, in order to determine how airlines should work together to manage a major crisis such an aircraft accident.

To downplay the detrimental impact any accident might have, any partnership has to make sure that it can effectively respond to a major crisis at network level. This would require a close working relationship between airline partners based on a high level of coordination and cooperation. To achieve a standard level of response, airlines need to develop a process that would allow for auditing, standardisation of procedures and training, exercise and mutual support.
ACKNOWLEDGEMENTS

In producing this thesis, the author would like to express thanks to Chris Peet and Sandra Swords of Emirates, Jeff Morgan of Delta Air Lines, Jim Konz of United Airlines and Ron Lindsay of British Airways, for their assistance and support with acquiring information.

A special acknowledgement goes to Jacky Davies of British Airways for providing the inspiration to undertake this study. Her help and support made a great contribution in the preparation of this thesis.

The author would also like to take this opportunity to thank his supervisor Frank A. Taylor for his guidance and assistance.