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Command Upgrade Handbook
Command Upgrade Handbook
16.2.5.5 Diversions............................................................................................................................................... 61
16.2.5.6 Emergency & Evacuation Procedures .................................................................................................... 61
16.2.6 Post flight .................................................................................................................................... 62
16.3 COMMUNICATIONS WITH GROUND STAFF & COMPANY ....................................................................... 62
16.3.1 Ground Staff................................................................................................................................ 63
16.3.1.1 Dispatchers ............................................................................................................................................. 63
16.3.1.2 Handling Agents ..................................................................................................................................... 63
16.3.1.3 Operations Control Centre (OCC) .......................................................................................................... 64
16.3.1.4 Flight Dispatch / Fleet Office ................................................................................................................. 65
16.3.1.5 Engineering (MCC) ................................................................................................................................ 65
16.4 COMMUNICATIONS WITH PASSENGERS ................................................................................................. 66
17 NEW SITUATIONS ................................................................................................................................... 67
17.1 PUSHBACK & STARTUP - SOME PITFALLS AND HAZARDS ...................................................................... 67
17.2 TAXIING ............................................................................................................................................... 68
17.3 HANDLING REVERSE THRUST................................................................................................................ 69
17.4 REJECTED TAKE-OFF (RTO) ................................................................................................................ 71
17.5 DE-ICING AND ANTI-ICING ............................................................................................................. 71
17.6 MANAGING DELAYS ...................................................................................................................... 72
17.6.1 Technical delays ......................................................................................................................... 72
17.6.2 Air Traffic Control Delays .......................................................................................................... 73
17.6.2.1 Known delays ......................................................................................................................................... 73
17.6.2.2 Advised delays ....................................................................................................................................... 74
17.6.3 Communication of delays to passengers ..................................................................................... 74
17.6.4 Final............................................................................................................................................ 74
17.7 MINIMUM EQUIPMENT LIST (M.E.L) .................................................................................................... 74
18 CONCLUSION ........................................................................................................................................... 75
This manual is a self study guide. It should be used in conjunction with other study
material such as AOM Parts A, B, C and D …etc. For brevity the male terms he/him
are used throughout but are considered to be interchangeable with she/her.
It is expected that all QR Captains have a good general aviation knowledge as well as
good knowledge of the company manuals and that they stay up to date with changes.
It follows therefore that the same level of knowledge and commitment to learning and
self improvement is expected of ‘apprentice’ captains – in other words those who have
aspirations to command. Some guidance towards areas of the manuals that have
particularly relevance to captains is given in the section ‘The Ops manuals’.
It is worth emphasising that the majority of individuals who have got into ‘bother’ of
one sort or another in the past have usually done so not because of a lack of handling
skill, but because of poor or incomplete knowledge or a failure to apply that
knowledge to best advantage.
The message is clear – you must know what is in the manuals and thus be aware of
the location of information for subsequent referral and use. You cannot be force fed
this information nor have it magically downloaded - you will have to make the effort
yourself. This consists of that old fashioned concept reading! This handbook will give
some general direction to your studies and specific guidance on some other topics
that are pertinent to an ‘apprentice captain’.
Aside from widening your knowledge there will be classroom training to expand on
some aspects of commanding a modern commercial airliner. This is also your
opportunity to clarify any uncertainties that you might have. Make notes of any queries
you have and bring them to the classroom.
Next comes the line flying (total of 30 sectors) to cover practical aspects of the
syllabus and look at real time operational aspects of command. First 4 sectors must
be with a TRE, sectors number 5 to 18 can be carried with LI, TRI or TRE,while
sectors number 19 and 20 are considered as final line check and must be done with a
TRE. The last 10 sectors will be done with first officers while the instructor must be a
TRE who occupies the jump seat. Last 2 sectors of these 10 sectors is considered as
command release check
. The intention is to encourage your use of your new found knowledge and to involve
you in all aspects of decision making.
In summary, Command Preparation is just that. It is an orientation course aimed at
providing you with an understanding of the role and responsibilities of a Captain. It is
not a Technical Refresher, a Performance Course or even a 'How to fly an Airbus or
Boeing’ course. Some aspects of Technical, Performance and Handling will be
covered but within the overall context of the course. You will have plenty to keep you
occupied. Lastly it is not a guarantee of promotion; you have to pass the assessment
and subsequently maintain a high standard in your line operation and routine checks –
just as you will when subsequently promoted.
Traditionally Command Training in most airlines has been just simulator and aircraft
based. This training was primarily a 'hands on' practical experience and constituted
the industry norm for a long time. It has become obvious that the relentless increase
in the complexity and intensity of Airline operations had escalated to the point where
this approach needed updating. The 'Command Upgrade’ course evolved as an
alternative.
The principal aim of this was to instruct candidates in the rudiments of command and
provide a preparation process prior to evaluation.
This was very successful and led to a reduction in the number of failed command
courses. Later this was upgraded with more emphasis on improving knowledge by
use of a broad but structured syllabus, rather than just focusing on clearing the
'evaluation hurdle'. The Command Upgrade course is a direct follow on from the Pre
Command Training “PCT” course. Some improvements have been made in the light of
experience, and reflect our policy towards improving quality
The line flying evaluation will assess your decision making capabilities during 'routine'
line flying, you will be expected to deal with whatever occurs on the day.
The simulator evaluation will require you to demonstrate your ability to handle the
aeroplane (simulator) from the LHS and to be able to take COMMAND of the
aeroplane. This will include an opportunity to demonstrate your ability with failure
management, to prioritise your actions and those of your crew. Following on from this
you will be debriefed and any areas requiring improvement will be commented on.
Good Luck.
2 Definitions
There are a number of keywords which are frequently used in Company Operations
Manuals and in all relevant legislation. A review of their meaning may prevent
misunderstanding.
Note especially the linked words which are in bold italics.
3 Captain’s responsibilities
3.1 An introduction
In the starkest terms the Captain is responsible for everything that happens on the
aircraft of which he has command. It follows therefore that he must be fully aware of
his responsibilities and those of crew and supporting ground staff. In particular he
must be aware of specific responsibilities as laid down by statute and in Company
operations manuals and also of the wider and more general responsibility that is
attached to one in a position of authority.
“Every person on board an aircraft shall obey all lawful commands which the
commander of that aircraft may give for the purposes of securing the safety of the
aircraft and of persons or property carried therein or the safety, efficiency or
regularity of air navigation.”
The following references to the Ops Manual and other publications provide the kernel
from which to widen the study area of command responsibilities.
It must be recognised that a good Captain never ceases updating his knowledge
and appraising new information and techniques.
You should be aware by now that the backbone of your command upgrade training
will be OM Part A: General Basics. As a future captain you are supposed to know all
the Operation Manuals from A to C.
To aid your studies, but not to limit them, the following sections of these manuals
encompass areas that are of particular significance to the Pilot in Command:
MEL/CDL Make sure you know the difference in use between the MEL and CDL
Study thoroughly the MEL and make sure you are familiar with all the
codes, special authorizations and the applicability of the MEL.
4.3 OM Part C
Especially useful as soon as your line training will start, it is a good idea to start
reading this manual (often neglected as a First Officer besides the crew layover
information) at this stage with “the eye of a captain”.
Remember that things like the loading of the aircraft, which airport to choose in case
of a diversion and much more now becomes your direct responsibility. Good
knowledge of this manual, as well as knowing where to find what information, might
one day save your day!
In our modern society the means of communication are developing at an amazing rate
and becoming an ever more complex subject. The technology of communication is not
our subject here.
We will examine some rather less advanced concepts than e-mail, Internet and
satellite communications. We will consider basic communication on a person to
person level. Communication on this level is being somewhat degraded by the
electronic revolution. In our society language is the currency which enables most
communication. This of course is complicated on a global scale by the vast number of
languages and dialects that exist in different ‘tribes’. They also have different
conventions on communicating. However, without language and the communication
that it permits within its ‘subscribing’ membership there would be no exchange of
ideas or information and society could not function.
In our particular business we rely heavily on communication in various forms. Without
it we, as a ‘mini-society’, could not function as we currently do.
Almost everything we do involves communication of some sort; talking to ATC, read &
respond checklists, P.A to the Passengers, Crew briefings, filling in the Tech. Log. or
Flight Report, talking to Ops. or Crewing on the phone; all of these are
communication. All of them contain the same elements - a sender, a message, a
receiver and feedback.
There are two primary mediums for communication: aural and visual. Various paths
exist for the transmission of information by both these means.
However it is achieved, to be effective communication must be a two way
process. A verbal message is pointless if it goes unheard. If it goes
unacknowledged it will be a cause for concern – Was it heard? Was it
understood? Was it misunderstood?
The sender of a written message (e.g. a company memo or NOTAM) has only
communicated with those who read it (not just those who received it!) If some of the intended
recipients do not receive or read it, then it has failed to reach a part of its audience. In this
case the sender may not know if the message reaches its intended target, as any feedback
will inevitably be delayed by such remote communication. In reality there is often no
feedback built into such communications and as such they are suspect as a reliable means
of transmitting important information.
A first rate example of feedback is the repeating of ATC clearances. The controller
gives you a clearance and by repeating it back to him, he is made immediately aware
that you have correctly received and understood the clearance. If the read-back is
incorrect or incomplete then the controller can repeat the clearance in order to ensure
full understanding and compliance. To summarise, feedback provides ‘closure’ on a
communication.
Poor communication on the Flight Deck, with ATC, Cabin Crew, Company or
Passengers is a common cause of misunderstanding and conflict (remember that this
works both ways) and has been responsible either directly or indirectly for many
accidents and even more incidents. As the Commander of the aeroplane it follows
that you must be as good as you can be at communicating and encourage
others to strive in a similar fashion.
The primary requirement is to be aware why you are communicating and who with.
This will enable you to make your communication appropriate for the circumstances.
Messages need to be tailored to the needs of the receiver. Being the best you can at
communicating will take a little effort initially, but with practice will become second
nature. It will pay handsome dividends in that you will be less likely to be
misunderstood and will have the esteem of your colleagues and crew.
Some considerations
• You are all members of one crew on the same aeroplane - good
communication throughout the crew is essential to a smooth running
operation. As Captain you must set the right example.
• Remember that a two pilot aeroplane is just that - NOT two pilots taking
turns at flying solo! Keep the cross cockpit communication lines open at all
times.
Vocal style
• Rate of Speech delivery - too fast can sound a bit panicky; too slow will
put them to sleep.
In these circumstances slowing down your delivery rate may help the other
guy - speak slowly enough to be understood without sounding like a demented
tourist! Also speak clearly and use simple words. In face to face situations
carefully watching the other persons’ reactions to what you say will provide an
early warning that understanding may not be taking place. Do not make the
assumption that just because you have told someone something that
they understood you.
A useful method of analysing your verbal style is to tape record your own voice. Quite
apart from the inevitable ‘cringe’ factor, it can be quite revealing about your style of
speech and may help you to improve your delivery - the chances are you won’t
recognise that disembodied, hesitant, mumbling monotone as yours!
5.1.2 Listening
A bit of an overstatement, after all if you don’t ask questions how do you find out that
which you need to know? Having said that you will probably spend more time
listening to ‘incoming’ than you will spend on ‘outgoing’.
Listening is easy, isn’t it? It just happens doesn’t it? No, it’s not really quite that
easy, to listen well you must pay attention. You must pay attention to the meaning
and listen to the feeling and emotion being put into the words.
The problem is most of us listening passively and only change up a gear to listening
actively when we really want to hear something. How many times have you ‘listened’
to a briefing only to realise later that you didn’t take any of it in? By listening passively
we listen only to a fraction of what is said and may miss something important.
Whether we want to hear it or not is entirely another matter.
Consider sitting at a table in a restaurant, you can hear the background ‘buzz’ all
around you can’t you? No, you can’t because it’s just that, background noise, it gets
filtered out. But just wait until someone a couple of tables away mentions something
you have an interest in, your ears will ’prick up’ and you will strain to listen to that
conversation through the hubbub of all the ‘buzz’. This is the difference between
‘passive’ and ‘active’ listening.
Real active listening is a skill that must be learned and practiced. Beware that over
concentration on listening can lead to listening only to the words and not the
message. In the same way that a secretary taking short hand dictation is interested
only in capturing on paper the words that are spoken, to her the message is
irrelevant. Active listening should be conducted in a relaxed fashion and not with the
air of an inquisitor.
2. We should also be careful to transmit this gem at a time when the recipient is
able to receive, in other words when they are likely to be able to actively listen.
If they are busy doing something else there is a good chance that your
communication may be lost in the background noise of their passive listening.
3. If the mental picture to be transmitted is more complex then the same rules of
transmission apply, but you are going to have to break the picture down
into smaller and more easily understood frames.
It’s a bit like painting by numbers, the picture appears gradually. When doing
this, start from a known point and define where you are starting your
explanation from. If you miss out that stage or you don’t build your mind
picture up in a logical sequence then you will get into a muddle and not be
understood.
4. Beware also of making assumptions about what someone else might, or might
not, know. If you have to communicate in this piecemeal fashion, then ensure
that each piece is acknowledged and understood (feedback).
5. Allow the recipient adequate time to assemble each piece of the picture and fit
it in with the deliveries already made.
As Captain you must be open to ‘all round’ communication. This means facilitating
those who wish to communicate with you or other members of your crew. Try not to
shut people out, particularly by the use of ‘closed’ statements or negative remarks
and don’t talk at them. You are the one who sets the example to your crew and to
others, so do make it a good example.
5.2.1 General
If your initial communication was incorrect or incomplete then the return information
will also be awry and incorrect actions may already have been enacted.
Good communication and decision making can be seen to be (in simple terms) a part
of a never ending ‘information loop’ and as such become inseparable.
Good communication does not prevent bad decisions but does make them less
likely. Certainly it enables good decisions to be made by making the correct
information available.
Bad communication however will hamper the process of decision making and may
so obscure the facts that a correct answer to a problem is unachievable.
If you find yourself qualifying a statement with “You know what I mean, then you were
not really happy with the transmission you just made. This means that the other party
(or parties) has to guess at what you really meant. This is not a satisfactory
situation especially on the Flight deck.
1. Being certain that you say what you mean is important to enable others to
understand you, particularly in times of stress e.g. Emergency situations.
2. Being certain that you mean what you say is important for sincerity’s sake.
3. If the information you pass to others is ‘duff’, then they will make ‘duff’
decisions, and in return pass you ‘duff’ information about what is happening.
5.2.2 Definitions
Diagnose
Make a diagnose. Utilize all available resources and view differing options as being
helpful and not a hindrance
Options
Work out what your options are. Encourage all crew members to express options and
air their doubts or objections without fear of being made to look
foolish
Decisions
Make the decisions. Always explain the reasons for a particular decision, deal only
with facts. Do not be inclusive but remember that any decision
may be modified in the light of changing circumstances
Assign Tasks
Allocate the tasks and share the workload
5.2.3 Personalities
Most of the people you will deal with as a Captain are hard working professional
people, whose overall aim is much the same as yours: to despatch the aircraft
safely and if humanly possible on time.
Unfortunately not everyone is as focused on assisting you in your aims. You will come
across a few of the following (and possibly others as well)
1. First Officers who think they would make a better Captain than you
2. Senior Cabin Crew who fail to communicate adequately with you, and
probably also the rest of crew and the passengers
3. Engineers who aren't going to fix anything - "It can be done on the night stop”
or refers immediately to the MEL.
4. Dispatchers who are only interested in getting the flight to leave on time -
regardless of overriding factors
How you deal with these and other problems you encounter daily is of course entirely
up to you.
YOU ARE THE CAPTAIN (remember those definitions) - it is up to you to sort out the
problem.
How you do this will obviously vary with the circumstances, your own personality and
the experience and personality of those who are involved.
It will be worth your while putting some effort into general considerations along the
following lines so that you are at least prepared.
You will have heard it before: Safety is the first priority. This is even more valid when
you are the Captain:
3. Finally, consider your approach to these individuals. You must be firm but fair
in your dealings with your crew. Open communication and a respect for their
fears and feelings will go a long way to making You a Captain that crews
respect and enjoy working with. Simple things such as explaining what is
happening when you have a ‘tech delay will allay their worries (Is it safe?) Do
remember most of the crew has little technical aviation background, but many
are highly educated and want and need to understand what is going on. Apart
from demonstrating that you care enough to explain what is happening, it
widens their knowledge and increases their respect for you when they can see
that you have a good understanding of the situation.
The aim of the Captain therefore is to achieve safe, comfortable and efficient
operations. This he cannot do alone; he must delegate tasks as appropriate to crew
members and others and ensure prompt and accurate compliance.
The Captain holds the final responsibility for the operation of the aircraft. However
all crew members must assist the Captain in decision making and obtaining
information on which decisions may be made.
The Captain must allow other crew members to question his decisions. Previously we
saw how incomplete or poor communication can hamper good decision making. It
therefore follows that no one, least of all the Captain, is infallible.
Making correct decisions is only part of the story; making them at the correct time so
that they can be implemented without adverse impact on other tasks and prioritizing
the resultant workload are of paramount importance in flight deck management. A
well managed flight deck should appear to be a calm and well ordered place, busy at
peak periods certainly, but never frantic and definitely never degenerating to the point
where one or both pilots are overloaded. In the former well ordered arena, the pilots
will have enough spare capacity to accept unexpected additional tasks without undue
distraction from that primary task, Flight Path Control.
In the latter chaotic state, one extra task may be sufficient to distract one or both
pilots for long enough for an irrecoverable situation to develop.
Consideration needs to be given to other aspects of the progress of the flight. This
involves communicating with cabin crew (a two way process) and also passengers,
albeit not at the expense of primary tasks. The parallel operation of the cabin in
concert with the physical progress of the airplane through the sky is an important part
of any airline’s success. The passengers pay for it all!
‘Pilot error’ is one of the great misused and misunderstood phrases of the industry.
CRM training will have shown you most convincingly that incidents and accidents are
the result of multiple causal factors. However it will suffice if we simplify and accept
for this section of the course that we treat ‘Pilot error’ as an error or oversight of a
crew member that causes an incident or accident, even if it is the final link in the
chain.
A well ordered Flight Deck where forward planning, workload management, SOP’s
and teamwork reign supreme is unlikely to become the 'scene of crime’ as far as
multiple errors and omissions are concerned. The calls and cross-checks that are an
integral part of our SOP’s will help to ensure this.
An undisciplined and chaotic flight deck where an artificially high peak workload is
created and non-standard procedures are the norm is the breeding ground for a
situation to develop which the crew no longer has the capacity to recognise or deal
with.
It is well known and documented that most accidents occur to airplanes during
phases of flight that take them close to or on the ground. During these phases of flight
the airplane is operated at the very lower end of its fight envelope and undergoes
considerable acceleration to its enroute climb speed, or deceleration from descent to
approach speed. Also it undergoes the transformation from a wheeled to a winged
vehicle, and vice versa, during takeoff and landing. This alone creates a higher
workload for the crew than a stable phase of flight (e.g. - cruise). Inevitably the takeoff
and landing involve passing through the most hazardous layer of the atmosphere.
The layer nearest the ground contains a greater concentration of hazards than any
other e.g. terrain, turbulence, wind shear, precipitation, icing, birds and other
airplanes. It is also the busiest time for both pilots flying a SID or STAR often with
noise abatement considerations, increased frequency of R/T calls and changes to
frequencies and clearances, checklists to read, altimeters to set and check, radio aids
to identify, reconfiguring the airplane (flaps, gear, speed brakes), operating AI
systems, manoeuvring onto final approach etc! Clearly the collective wits of the crew
need to be available to deal with this and still be able to cope with the unexpected.
A superior pilot is one who uses his superior judgement to avoid situations that
require him to demonstrate his superior skill!
Some statistics
The figures do serve to emphasise that the areas of peak workload are those where
most accidents occur. Look again at the figures for ‘Ground, T/O & Climb' & 'Final
Approach & Landing’.
75% of hull losses for less than 20% of the average flight time!
A strong and interesting correlation exists between accidents, as detailed above, and
incidents reported to 'CHIRP'. An exact comparison is difficult bearing in mind that the
reporting categories are slightly different, that the above figures relate to Hull Loss
Rates (not just damaged aircraft) and that the CHIRP incident reports are selective
(i.e. not mandatory or universal). Nonetheless the overall similarity is remarkable.
High workload phases of flight are the most vulnerable to both accidents and
incidents.
Almost one half (50%) of the reported incidents that occurred in the Descent
Approach & Landing phase were in part attributed to communication failure (NOT
Radio Failure') with ATC. Over a third (33%) was attributable in part to
communications failures on the Flight Deck. (Consider WHEN and IF you use the
Cockpit speaker and hand mike rather than the headset).
• Workload - Prioritise tasks and plan your routine workload to keep as much
as possible away from operating 'peak periods'
• Preparation - Are you SURE that the airplane is prepared for TO or landing?
• Terrain – Vertical awareness – know where the ground and obstacles are –
All the time!
• Direct routings - Be airspace aware (What Category airspace are you being
sent into – what level of ATC service can you expect)
Be vertically aware – have charts available – it’s the only way to obtain that
information.
• Icing - Take great care in icing conditions - be very particular about de-icing
and anti-icing procedures.
All of these items come under the banner of airmanship. The first two are perhaps
less tangible than the rest but are none the less vital to proper management of the
flight deck environment and safe flight progress. It is not possible to write a procedure
or a checklist to regulate workload planning or eliminate distractions. A thoughtful and
professional approach to the problem is required and evidently experience also helps.
Task prioritisation and workload planning will help toward the goal of a safe operation.
Clearly such careful and organised planning of workload will improve the flow and
overall tone of the flight deck. In itself this will not prevent some unforeseen
catastrophe from befalling you, but it will leave you in a far better position to cope with
it and prevent you becoming a statistic.
Do not overload PNF with extra tasks, again particularly at peak times e.g. asking the
F/O to calculate the diversion fuel whilst attempting to intercept the ILS is clearly a
bad idea and also contrary to SOP.
• P.A. or Company R/T calls on final approach (Remember: PF Flight Path Control /
PNF Monitoring PF actions & Flight Path Control).
• PNF completing OFP at low altitude. (PNF should be 'Head Up'- Monitoring
flight path and maintaining lookout).
As captain you must be prepared to prioritize tasks for both pilots – regardless
of who is PF.
6.4 Planning
Experience dictates that the best run Flight Decks are those where there are few
surprises. 'Anticipation' or 'Forward Planning' will have removed the element of
surprise by considering options before a decision is required. By doing this the
workload has been transferred to the 'off peak' areas. And due and correct
consideration has been given to all the factors involved. An optimum solution to the
problem can now be deduced.
Should you find yourself, or your F/O being 'surprised' by a particular circumstance, or
should you find yourself with a very high workload, particularly towards the end of a
flight, ask yourself:
• WHY?
• What did you as a crew miss?
• Could you have done it better?
• And finally…
The content of the sections thus far is not meant to overwhelm you with the gravity of
the position of aircraft commander, but should have given you a flavour of the level of
responsibility.
Commercial flying is not inherently dangerous but the sky can be a particularly
unforgiving place to be.
Wilbur Wright said in 1908: "For flying to be completely safe you must sit on the
fence and watch the birds".
Not a practical proposition for Qatar Airways pilots! It does mean that an aircraft
captain must strive to ALWAYS be vigilant and work to improve standards and never
allow experience to pave the way to complacency.
Rudyard Kipling wrote a poem where the machines talk to their operators;
We can pull and haul and push and lift and drive,
We can print and plough and weave and heat and light,
We can run and race and swim and fly and drive,
We can see and hear and count and read and write,
But remember, please, the Law by which we live,
We are not built to comprehend a lie,
We can neither love nor pity nor forgive,
If you make a slip in handling us you die.
The following is a review of areas which require the particular attention and
consideration of the Captain during briefing. In general these areas are also of
concern in flight and affect decisions regarding destination, choice of alternates,
carriage of fuel etc.
CAT should be avoided whenever possible. If it cannot be avoided then it will affect
your thoughts on cruise levels and also briefing your Cabin Crew.
At light aircraft weights it may be possible to climb above the CAT and over fly it. More
usually and particularly at heavy weights or on short sectors where time at cruise level
is brief, it will be preferable to cruise beneath any area of CAT. This will avoid or
minimise any encounter and has the advantage of improved buffet margins. It should
be recognised that this may be detrimental to fuel economy and timekeeping.
If CAT is experienced, forecast or in particular reported by aircraft on your route and
at your planned cruise level, then Cabin service may need to be amended or curtailed
for the duration of the event. In which case, you will need to advise the CSD as early
as possible, giving appropriate information.
CAT can be found on the significant weather charts as well as on the OFP. The
windshear factor on the OFP gives you a good idea of when to expect CAT.
(Remember the factor varies from 1 to 20)
Note: staying ‘low’ and widening your buffet margins will give you much greater
protection should you encounter any severe CAT. If you accept a climb to a level that
you can only just make, your margins will be smaller and the presence of any CAT
should cause you to think seriously about the combination of the two factors. (Do not
climb to a level close to or above REC MAX ALTITUDE, as buffet margins will reduce very quickly)
These should be avoided whenever possible. Even the smallest ones are
uncomfortable.
• Consider the passengers; if you are uncomfortable they are in all probability
worried, upset or frightened and many of them will, inevitably, be sick.
• Consider the Cabin Crew; they will be similarly affected and if attempting to work
in the cabin or galley may be placed in a hazardous situation.
The worst CB/TS are downright dangerous. Consider the output of an active CB with
TS: Turbulence, Windshear, Icing, very heavy Hail and/or Rain and Lightning. These
are aircraft damaging and thus life threatening conditions. Cruise levels may need to
be raised, subject to weight considerations etc., and routings may need altering at
other stages of flight in order to avoid CB’S. It is often the case that a routing avoiding
all encounters with CB’S can be flown by good use of the weather radar and liaison
with ATC. Judicious use of requests for ‘direct’ routings can sometimes also give the
added benefit of a shorter route.
Again Cabin Crew must be informed according to the likely impact on Cabin service
and safety. In the event that CB’s, with or without TS, have to be flown through or
round during initial climb or the latter part of descent, then the only safe option is for
the Cabin Crew to remain seated for the duration of the event. After take-off this will
mean a delay to the start of the ‘service’, and prior to landing may require curtailment
of the service.
However how important the service might be towards the passengers and the image
of the company, safety should always come first!
Extra fuel may need to be carried in order to account for the anticipated use of anti-
ice systems, extended routings or holding at destination (or possibly alternate)
awaiting the clearance of TS before an approach can be commenced.
This is usually associated with strong wind conditions and in general only affects the
lower few thousand feet of the atmosphere (Beware Standing waves, Lee rotor etc.,
which may extend above this). In these circumstances the same conditions apply to
the cabin crew and service as mentioned in the section on CB/TS. The advantage is
that the duration is usually brief, whereas with CB it may continue up to a
considerable altitude.
7.1.4 Crosswinds.
In the event that a take-off or landing is likely in conditions at or near to the minima for
the anticipated runway other considerations apply:
If icing is forecast, consider allowing extra fuel for use of anti-ice systems. In particular
take note of any icing forecast for all anticipated holding flight levels. Extended flight
times in such conditions will inevitably result in prolonged use of anti-ice and a
consequent increase in fuel burn. Jeppesen text manual. Meteorology Aerodrome
Weather Forecast- TAF DECODE for icing SIX digit decoder it always starts with 6
then five digits
7.1.8 NOTAMs
A scan of the NOTAMs must be undertaken, this needs to be every bit as thorough
and systematic as the check of the weather charts and forecasts.
As appropriate the airfields of departure, departure alternate, en-route alternate,
destination and alternates need to be checked for their opening hours, serviceability of
approach aids and any changes, temporary or otherwise, to the RFF category.
The forms are self explanatory. In all cases you will need to arm yourself with copies
of the appropriate forms in order to study them. A text explaining a form, or providing
more information, is given if experience shows that a particular document causes
problems with its completion.
Both have the benefit of providing the information to the recipient in a pre-planned and
logical format. Please bear this principle in mind when completing any narrative on a
report. Flight Reports and ASR’S are a common example, and from time to time you
may wish, or be requested to submit a report on some other subject or occurrence.
Some guidelines:
In order to use the Tech. Log to advantage you must be familiar with its contents and
confident in its usage. Research the detail from the Ops manual then next time you fly
take time to have a detailed look at the Tech. Log.
A thorough explanation on how to use the technical log can be found in OM Part A
8.1.12
• Extension of duty
• Reduction of rest
More details regarding these forms and how/why to use them can be found in OM
Part A Chapter 7.
This means bringing it to the attention of the operator (QR in our case) and, in serious
cases, to the attention of the regulatory authority (the QCAA). This will trigger
investigation and appropriate action to prevent a recurrence. Well defined and
established reporting systems are in place to allow this information to flow.
The QCAA has a range of other forms available to cover specific safety related
incidents.
Qatar Airways has its own Air Safety Report (ASR). This report covers all the
demands of the QCAA regarding reporting any incident involving safety of a
flight.
Utilising the ASR form and faxing/sending it to the Flight Safety Manager absolves
you from the need to file any form directly with the QCAA, upon receipt of your ASR
he will do it for you. It should be noted that if you have a serious bird strike and file an
ASR, then a bird strike form will also be filed by the ATC unit concerned. (They have
the carcasses of the culprits!)
If a following airplane reports wake turbulence with you cited as the preceding
airplane, you are also required to file a wake turbulence report.
As the ASR is the recommended form to use you should familiarise yourself with its
use. Copies are available in dispatch and in the aircraft forms folder. An exact list of
when it is required to file an ASR can be found in OM Part A chapter 11.6
An eASR link is available on the crew portal for online ASR filling.
All of the documents are self explanatory and all are required by law to be completed
whenever appropriate. Part A contains guidance on the completion requirement and
other related areas.
Although these incidents are rare in occurrence you have to make sure you are
familiar with them. Exactly how to handle these incidents is described in detail in OM
Part A 8.2.2.6.2
As a reminder:
• Category “A” airfields are those which have ILS facilities and no significant
terrain within 25nms.
• Category “B” airfields are those which have NPA or have significant terrain
close by.
• Category “C” airfields are those which require special briefings/visits/simulator
sessions and have a regency limit.
Equally knowing which airfields have specific terrain or operational problems may help
in the decision making when selecting a diversion, particularly if required for a non-
normal situation.
OM Part C chapter 3 titled ‘Area Briefings’ gives details of the requirements to operate
in MNPS & RVSM and also details ETOPS procedures. The Area briefs are contained
in this section and are self explanatory and should be part of your general knowledge.
A load sheet must be produced before every flight. This is a legal requirement as well
as being common sense. The load sheet after all not only gives you the disposition of
weight throughout the airplane but also the trim figures required for stabiliser settings
for take-off.
There are three distinct types of load sheet you will encounter:
Remember that as Captain you are responsible for checking the load sheet if it has
been compiled by someone else. Do not merely sign it and assume that the figures
are correct. In general if you are operating to destinations that do not have personnel
handling the turnaround nor does it have facilities for DCS style load sheets then you
must arrange for a manual load sheet to be prepared. In the event that a manual load
sheet is required it is good airmanship for one pilot to compile the load sheet and the
other to check it. Equally it is common sense to pre-prepare the known elements of a
manual load sheet prior to its being required.
Always make sure you have signed the load sheet. If there is a NOTOC make sure
you have signed this as well. In case several editions exist of a load sheet for a
certain flight you are required to demand and keep a copy of all previous editions of
the load sheet so you can put it in the flight folder.
Retain a copy of the ACARS load sheet and a carbon copy of the load sheet (for the
other two types)for eventual submission to the company with the flight folder and give
a the top copy to the handling agents at your airfield of departure.
Although as a Captain of the flight you are, in this instance, to trust the ground staff for
the correct loading and packaging of the dangerous goods on board, it is good
airmanship to verify the goods as noted on the NOTOC with the UN and Emergency
drill codes to be found in the red ICAO Emergency response guide, which is always
on board of your aircraft.
Note: you may be presented with a NOTOC in a completely different format; typically
this will be a NOTOC from a different carrier and will be formulated to suit their
requirements. The content of the NOTOC however should be the same and provide
you with adequate information on the risk associated with carrying that particular
cargo. Should the information not be forthcoming then the cargo should not be
accepted for carriage.
8.9 Conclusion
Paperwork, even in this Electronic and Virtual Age, is still the lifeblood of most
commercial organisations. It is important to make sure that it is correctly and promptly
completed. However important the paperwork may be, it must never interfere with
your primary task of operating the airplane safely.
We have covered most important forms in this chapter, however many more exist.
They can all be found in OM Part A. Please make sure you familiarize yourself with all
of them.
And do remember:
9 Flight Procedures.
The subjects covered in this next section are broadly 'technical' subjects. They all
require a good knowledge of legal requirements and company policy in order to fulfill
your duties as a Captain.
The following are a non extensive list of topics related to fuel that should be
researched in depth from company manuals and other documentation:
1. Fuel Policy
2. Fuel Requirement and planning.
3. Fuel Emergency - ATC response
4. Fuel Policy - Options
5. Load Sheet trip fuel figure
6. Action before flight - tech log requirement & discrepancies
7. Flight Manual Limitations
8. Wide cut fuel - grades - company procedure
9. Refueling precautions
10. Maintenance & HF radio use whilst refueling
11. Fuel contamination procedure / water check
12. Contract fuel suppliers
13. Calculating sector fuel
14. Ordering fuel
15. Refueling procedure
16. Refuelling with passengers aboard, boarding or disembarking
17. Fuel price and how to maximize efficiency and safety at the same time.
18. Economy fuel values (cost index)
19. In flight fuel checks
Following are some of the parameters that should be verified on the OFP.
• Route: Either a stored route or a ‘tactical route’ – note this may or may not tie
up with the FMGS paired airfield routes so exercise care in inserting into the
FMGS.
Considering the large number of variables involved it is fair to say that a high degree
of accuracy is achieved. Despite this, the document is based on certain assumptions
and is computer produced. It always remains the Captains responsibility to load the
correct quantity of fuel. To be confident that the fuel figure is realistic the following
items should be examined for accuracy:
In general OM Part C gives an extensive list of the adequate airfields which can be
used in case an alternate airfield is needed. Here you can find as well the exact QR
requirements for an airport to be considered adequate. (Operating hours, customs,
fuel availability…) To determine the suitability of these alternates, OM Part A
chapter 8 gives you all the weather requirements depending of the stage of your flight.
Weather
OM Part A chapter 8.1 (planning stage) and OM Part A chapter 8.3 (in flight) provides
the guidelines regarding weather minima for specific alternates.
Alternate selection
For the best cost efficiency in cruise you should always stay in a window ranging from
3000ft below to 1000ft above your optimum cruising level. So if your optimum FL is
FL350 you should try to climb to a window between FL320 and FL360.
Airbus recommends to, in this case, climb to FL 360. When you get lighter the
optimum FL goes up due to the fuel burn off. Wait until your optimum level is FL370
and then climb again to FL 380.
Contrary to common belief, climbing more than 1000ft above your optimum level will
NOT save you any fuel. It is the opposite as the fuel penalties will be much higher if
you do this than if you would have stayed on a lower level.
Other things to consider regarding a good cruising level are the existence of CB’s,
CAT and ISA deviation. The OFP considers wind component and ISA deviation for
selection of FL but is not able to plan for ‘significant weather’, although Shear Rate
(on the wind tables of the OFP) will give a guide to possible turbulence.
9.5 Routing
Always plot your planned route on the significant weather chart to see if any CB’s,
CAT, ISA deviation (indicating turbulence) and jet streams are protruding your route. If
so, a re-routing might be required.
Also check the Notams for any airspace/airways closure which might need you to
adjust your time over a certain route or even might necessitate a re-routing.
9.6 Delays
Delays prior to departure can be caused by all sorts of factors, known as well as
unknown. This section only covers the known factors.
Certain airports which are busy and need flow control (mostly Europe and the USA)
departure slots are issued at certain times of the day. Usually the ground staff will
inform you if such a slot exists. If this is the case it is good airmanship still to plan to
be fully ready at the scheduled time of departure. As soon as you are ready you can
issue a “ready” message to ATC which might improve your slot.
In case your slot is significant and cannot be improved, take the following into
consideration:
Some delays, for example ATC Computer Failure or RVR at Departure Airfield below
minima for takeoff are more difficult to assess because the correct duration of the
delay is impossible to determine. Frankly a generous 'educated guess' using your
experience is the only sensible way to deal with what is thankfully a very rare
occurrence. Congestion at the holding point is also difficult to judge.
In all cases do not forget to keep a watchful eye on your fuel planning!
This section deals with delays that may occur without specific warning, but some of
which may be reasonably anticipated. Airmanship dictates that the possibility of a hold
en-route or at destination be considered, particularly with regard to expected traffic
and weather, especially at busy terminals (e.g.LHR, JFK...). However, in normal
operating conditions the likelihood of holding need not be overstated. In unusual
circumstances however, an increase in fuel may be needed to permit extending
holding. It is also worth considering how busy your alternate field will be should you
need to go there. You may not be the only one!
Many things can go unplanned regarding your cruising level planned. You might be
restricted by MDD’s regarding your maximum cruising level, or you simply might have
a good chance you will be denied a slot at your planned cruising level (Jeddah FIR).
In all cases, remember that cruising either above or below optimum (not necessarily
your planned level) has a fuel burn penalty.
Consider also the trade-off between fuel burn and flight time. Whilst tactical changes
of speed are sometimes necessary to beat an airfield closure time, DO NOT habitually
fly at a higher speed than your managed speed target as dictated by your CFP cost
index.
9.6.3.2 Weather
Adverse weather
Consider the effects of an extended routing to avoid e.g. a sigmet predicting
turbulence along your route, CB’s etc…
Another factor, often underestimated, is the requirement at some airport to fly a set
speed on final approach. If you combine the LHR requirement to maintain 160KIAS
until 4Nm on final with 40Kts winds at 5000Ft you might find yourself dire on fuel.
The following factors need considering to varying degrees for the appropriate stage of
flight to determine the likely effect on fuel burn:
• RVR: The application of Low Visibility Procedures reduces traffic flow rates
and induces delays, aside of any approach ban that may exist.
• Crosswind: Extended routing may be needed to position for an into wind
runway.
• Contaminated / slippery runways: Delays may occur due to runway closure
for runway clearance or de-icing, or by very slow clearance of landing aircraft
due to reduced braking friction coefficients or possibly closed runway exits.
• Icing: Use of engine or wing AI is not included in the OFP fuel figures.
Prolonged use of AI will require an adjustment to the figures (e.g. holding in
icing conditions).Engine Ice Removal Run-Up – this procedure will use more
fuel – particularly if used repetitively.
9.6.3.3 Operational
The good news is that you should not have to consider all these factors on any one
flight. Rarely will you be called upon to take account of more than two or three. Many
of the factors have a small, almost negligible effect on fuel burn, but awareness of
such variables shows good airmanship and should circumstances dictate allowance
can be made in the fuel uplift.
A Take Off alternate must be nominated whenever weather conditions (or any other
condition) would prevent you to turn back to your departure airfield. How to deal with
this is described in OM Part A chapter 8.1.
Qatar Airways requests you to always nominate at least one alternate airfield prior to
departure. In certain cases two alternates are required.
In special circumstances and if your flight time would be below 6hours you might
consider to plan a flight without an alternate. This is however very unusual and rarely
done at Qatar Airways.
All the rules and specifications regarding alternates can be found in OM Part A
chapter 8.1.
Qatar Airways determines which alternate can be used based on suitability, making
the evaluation easy for you. In OM Part C you will find a full list per country/FIR with
all the adequate airports as per Qatar Airways regulations. There are lists for both
enroute as well as ETOPS alternates. The company actually took the effort of
verifying whether the airports in these lists fulfill all the requirements to be an
adequate airport.
It is advisable, unless you find yourself in a full scale emergency, to always use the
airports in these lists when needed.
In the same OM Part C you will find an airport briefing for all our destinations. At the
end of each airport briefing you will find a list of possible DEST ALTN for that
destination. The commercially preferred alternate can be found there, printed in bold.
In any case it is clear that when using these predetermined alternates a lot of
pressure will be taken of your shoulders in the mid of your already stressful decision
making during a diversion. Basically all you would have to verify still is:
• Weather
• Notams
• Fuel requirement
In the rare case a technical stop would be required; you would get full support of the
Qatar Airways dispatch staff. Certainly in the case of a planned technical stop (e.g.
refueling) all the logistical items will be dealt with for you.
In case this would still not be possible, using the lists of adequate airports as
mentioned above will help you a lot further in all cases. In Qatar Airways you will very
rarely find yourself alone to make a possible heavy decision.
• Safety precautions
• Carriage of safety equipment
• Equipment location in your aircraft
• Diagrams
• First aid kit
• Hypoxia and its prevention
• Smoking on board
• Unruly passengers
• Oxygen - regulations
• Oxygen - passenger system
• Oxygen - crew system
• Oxygen - portable oxygen
• Smoke hoods
• Seats, seat belts and restraints
• Fire extinguishers
• Emergency exit lights
• Emergency evacuation routes and over-wing hatches
• Escape slides
• Inoperative exits
• Lifejackets & flotation devices
• Electronic interference
• Passenger devices
• Lightning strikes
With pressurised aircraft, loss of cabin pressure at any altitude above 10000 ft will
result in some deterioration of consciousness, while at altitudes greater than 20000 ft
there will be a very rapid impairment of ability unless oxygen is breathed directly at the
moment of decompression. Mountaineers and people living at significantly high
altitudes may adapt to the low-density air, but there will not be time for this to occur in
the rapid ascent associated with flight.
The energy essential for living processes is obtained by the oxidation of complex
foodstuffs, and thus oxygen is one of the most important materials required for the
maintenance of normal function by living cells. The cells of the brain are particularly
sensitive to lack of oxygen. Total cessation of the oxygen supply to the brain results in
unconsciousness in 6-8 seconds and irreversible damage occurs if the oxygen supply
is not restored within 4 minutes.
The supply of oxygen to the tissues is normally maintained by blood which picks up
the O2 in the lungs and delivers it to the tissues. The concentration of oxygen in the
blood leaving the lungs, and hence the supply of oxygen to the tissues, depends upon
the partial pressure (molecular concentration) of oxygen in the lung gas which is
closely related to the partial pressure of oxygen in the air inhaled. Although the
concentration of oxygen in the air is constant at all altitudes the partial pressure of
oxygen in it falls directly in proportion to the reduction of atmospheric pressure which
occurs with ascent to altitude. Thus the partial pressure of oxygen in the air at 18000
ft (0.5 atmospheres) is about half that at sea level. Because of the presence of water
vapour, the partial pressure of oxygen in air in the lungs is further reduced. However
the affinity of the red cells of the blood for oxygen enables the partial pressure of
oxygen in the cells of the brain to be maintained at half normal. At this pressure, the
oxygen supply to the tissue is inadequate to maintain normal function, and the
condition known as Hypoxia arises.
The intensity of the hypoxia induced while breathing air varies with the altitude, the
duration of the exposure and the rate of ascent. The other major factor affecting the
intensity of hypoxia at altitude is the degree of physical exercise. Exercise markedly
intensifies the effects of a given degree of hypoxia. Finally there is considerable
individual variability in the symptoms and effects of hypoxia.
Generally the higher the altitude, the more marked the symptoms. Rapid rates of
ascent however allow higher altitudes to be reached before severe symptoms occur.
Seated individuals have few symptoms apart from some loss of night vision. Their
ability to perform most complex tasks will be unimpaired. However, the speed with
which they can react to novel conditions can be shown in the laboratory to be
impaired at an altitude of 8000 ft. The marginal impairment of performance produced
in normal healthy individuals by breathing air at altitudes up to 10000 ft is considered
acceptable.
Resting individuals have little or nothing in the way of symptoms but their ability to
perform skilled tasks such as aircraft control and navigation is impaired. This
impairment is increasing with altitude above 10000 ft. Individuals are frequently
unaware of the hypoxia or of the impairment of performance which it produces.
Indeed, they may well believe that they are performing better than usual. Physical
exercise particularly at altitudes above 12000 ft frequently produces mild symptoms,
especially breathlessness. Exposure to these altitudes for longer than 10-20 minutes
often induces a severe headache.
The previous paragraphs describe the hypoxia induced by either slow ascent whilst
breathing air or cessation of supplemental oxygen at a given altitude. The severity and
rate of onset of hypoxia when it is induced by a sudden failure of the pressure cabin of
an aircraft (i.e. time if decompression to above an altitude of 20000 ft less than 1.5
minutes) is considerably greater than when the hypoxia is induced by cessation of
supplemental oxygen at the same altitude. Thus serious impairment of
performance will occur within 1.5 minutes following a rapid decompression
whilst breathing air to 25000 ft.
These facts emphasise the importance of the correct use of oxygen equipment in the
event of the decompression of a pressurised aircraft. It must be remembered that the
effects of hypoxia outlined in the previous paragraphs apply to healthy, normal
individuals. A proportion of passengers may be suffering, either knowingly or
unknowingly from conditions which reduce their tolerance of hypoxia below that of the
normal, healthy individual. Heavy smoking has the equivalent effect of raising the
altitude by several thousand feet. Individuals suffering from certain diseases of the
heart or lungs do not tolerate well the hypoxia induced by breathing air at altitudes
greater than 5000-6000 ft.
General
11.1 Definitions
Abnormal situation: a situation which is non-normal, not usual or not typical.
When flying Airbus or Boeing your most important sources of information regarding
how to handle abnormal situations and emergencies will be in FCOM, FCTM and
QRH:
• FCOM 3: Abnormal and Emergencies
• FCOM 3: Supplementary techniques
• FCOM 2: Special operations
• FCTM: Flight crew training manual for your type of aircraft
• QRH
ECAM or QRH will not tell you what is and what is not defined as an Emergency.
Some situations (e.g. Collision Avoidance), which are clearly emergencies, are not
covered by either one of them!
Reliance on the 'Non-Normal' drills for every conceivable situation eventually is just
not possible. They simply cannot be made to cater for every eventuality.
So, the big question is: "What does constitute an Emergency?" As already seen the
complexity of the situation makes it unfeasible to catalogue all abnormal situations
into Emergency and Non-Emergency.
The following is a blanket definition to use as a yardstick for any abnormal
circumstance.
"An emergency situation is one which threatens the life, health or well being of
any passenger, crew member of person on the ground or which threatens or is
reasonably likely to threaten the safety of the aircraft".
Aviation history reveals too many occasions where inappropriate action by the crew
has turned the proverbial drama into something of a crisis. Worse has occurred when
a minor malfunction has resulted in a major accident because of incorrect crew action.
There are four (4) possible incorrect paths to follow when dealing with an abnormal
situation and more importantly, they are not difficult to avoid.
Unacceptable. As Captain you must decide who is flying the airplane and who is to
execute the drill (i.e. PF / PNF duties). Ensure that PF is not unduly distracted by the
requirements of any drill, checklist or other action from proper flight path control. This
is good old fashioned flight deck management.
If you think that this cannot happen consider the TriStar that flew into the Everglades
whilst the three man crew changed a bulb.
This is commonly the result of an incorrect 'snap' diagnosis. This of course is a failure
to gather and analyse all the pertinent facts. It can be avoided by using all available
sources (including ATC, Engineer on headset and Cabin Crew) to obtain relevant
information.
Remember that a complete picture of what is happening has to be built up. If you don’t
gather all the information you will not be able to create a complete and accurate
picture.
Caution: The phraseology of non-pilots to describe an event may differ from that
which we would consider 'standard'. You must therefore be prepared to ask the right
questions and if necessary confirm, by other means, that the event described is
indeed what you understood and also that which has occurred.
At best an incorrect diagnosis and subsequent drill will make your life much harder.
You will have to undo the incorrect drill and then, having correctly identified the
problem, action the correct drill.
At worst the situation may become so confused by actioning an incorrect drill that an
irrecoverable situation is created or loss of control results.
This is typified by an inappropriate and usually excessively rapid response to the initial
event. In response to a shot of adrenalin a somewhat panicky "Do something -
anything!" attitude has taken over rather than a deliberate response to an identified
problem or threat. In most cases a few moments mature reflection rather than a knee
jerk reaction would provide a better result.
An example: failing to confirm that the reported 'Galley Fire' was exactly that and not
just smoke from grease spilt on the oven inserts. The resultant emergency descent,
diversion and evacuation were therefore a clear over reaction.
The Air Canada DC9 at Cincinnati in 1983 with a rear toilet fire is an example. Over
four minutes were lost before diversion commenced and then several suitable
airfields/runways were over flown en-route to a major terminal.
Note: In many cases the cabin crew are responsible for the initial incorrect
identification and poor communication. E.g. an alarmist cry of "FIRE" instead of
“Smoke from oven X” creates the seed of the inappropriate response by their
overreaction to a situation. Unfortunately too many people do believe the old saying:
“There is no smoke without fire” and thus make a connection that may not exist.
Equally Cabin Crew who are ‘in denial’ of the reality of a situation can feed you
reassuring words, and maintain a continued affirmation that the situation is under
control. This will contribute to a delay in taking appropriate action. It is worth noting,
that an initial over or under reaction to the event in their domain by the Cabin Crew
will result in a similar response by the flight deck crew. Unless of course the flight
deck crew ask the correct questions in order to obtain the correct answers.
11.4 Summary:
The ultimate responsibility for dealing with abnormal situations lies, as always, with
the Captain.
You must:
Remember that no two events are identical. Each situation must be examined and
treated as an individual case. There is no such thing as a 'standard' failure or
emergency situation, each is unique and needs to be treated as such. The Operations
Manual (OM Part A) provides guidance on the management of emergencies; the
specific details are up to you.
12 Failure management
12.1 General
As mentioned in the previous chapter, a clear cut method of handling failures cannot
be given in a single manual. Every failure is different and subsequently asks for a
different approach. On the other hand you as a Captain are required to develop your
own methodology for approaching failures. It has been proven that in case you, as a
human being, approach every situation with a certain working method which is always
the same for your case; you are much less prone to making a mistake or to forget
something.
In the following paragraph we will look at some basic principles your working method
should incorporate.
Remember: once the status page is in view the aircraft is in a safe state to fly (except
in case of inextinguishable fire) and you basically have all the time to do your decision
making.
2. Get safe
3. Tidy up
4. Analysis
5. Plan
• Hold: how long? Fuel available vs. fuel required to complete all tasks.
• Continue flight if possible ( provided Safety is ASSURED )
• Use commercial alternate unless failure dictates otherwise. Involve F/O with
decision
• Brief CSD (NITES briefing) should be done before informing the PAX.
• Inform your passengers in an appropriate way.
• Time permitting inform the passengers in an appropriate way.
6. Evacuation guidelines
The decision to evacuate the passengers and crew from the aircraft is one not to be
taken lightly. The decision either way could have enormous implications.
It must be based on the overall situation of the Aircraft, influenced by both internal and
external factors. It is probable that the full picture will evolve as you gather
information. (Remember: use all sources of information. Use all available brains).
Each piece of information needs to be analysed and added to the whole in order to
see how it affects the overall picture.
Flight crews should address two questions when deciding on the appropriate course
of action in a given scenario, utilising the most reliable information available at the
time:
If, within the best information available, the above answers are YES, do not initiate an
evacuation unless circumstances change for the worse.
In the case of PLANNED evacuation make sure your correct orders are briefed and
understood by your CS/CSD during your NITES briefing. This is why it is so
important your NITES briefing is repeated by the CS/CSD word by word!
The crew must endeavour to obtain accurate information on exterior events from any
reputable source. Whenever time permits, stress to the external observer (mostly
cabin crew) the need to describe to you exactly what he/she can see, not what he/she
thinks or supposes is happening.
Remember that at the height of an aircraft incident observers may be excited or under
some degree of stress. A puff of smoke from a wet start, APU exhaust or generator
cooling vent can all too easily be portrayed by the message "you're on fire". Ask what
color the smoke is, the answer gives a clue as to its origin, you can even ask the
cabin crew to take a picture of what you want using a digital camera or mobile phone.
The following topics are suggested for review / revision (non-exhaustive list):
• Approach bans
• T/O minima
• Circling minima
• RVR and IRVR
• State minima
• Area and airfield brief
• Airport and area clearance certificate
• Fire cover
• Operations to CAT II and CAT III A/B minima
14 Medical
The information in OM Part A chapter 6, 8 and 14 give excellent advice on medical
matters, including the following important topics. Being fully aware of the advice given
is of paramount importance.
15 Dangerous goods
As dangerous goods training is covered as part of the bi-annual ‘ground refreshers’,
you should be well briefed on this subject. It is not suggested that an intimate
knowledge of the Dangerous Goods Regulations is required. However a good working
knowledge along with the ability to find appropriate guidance material is essential. To
this end it is suggested that you review the appropriate sections of OM Part A chapter
9 together with the excellent course handout received during your DGS course It is
important to have good knowledge of the procedures when dealing incidents involving
Dangerous Goods utilizing the ICAO EMERGENCY RESPONSE GUIDE (the Red
Booklet ).
Specific information is given to cover some of the 'new' situations in order that correct
procedures are known and the pitfalls are avoided.
However, to have specific procedures for dealing with people are not possible.
People are individuals and must be treated as such in order to encourage them to do
their best. Guidance of a general nature on the other hand regarding the content of
communication is possible and, where appropriate, is given.
It is important to remember that the style of your communication will be unique to you.
By giving some prior consideration to this you will at least ensure that ambiguity is
avoided and offence is not given. In dealing with personnel and coping with situations,
some situations are bound to be more demanding than others.
Do not be overwhelmed by this, use all available resources and consider all
possibilities before selecting your optimum solution.
As a Captain the majority of your dealings with other pilots will now be with First
Officers. You are now the senior pilot on board, the one that others, including your
F/O, look to for guidance and leadership and of course solve those tricky problems
that they cannot solve themselves.
Your F/O is your senior crew member, your second in command, or if you prefer so an
“apprentice Captain”. Accordingly your F/O deserves to be treated with respect by all
concerned but in particular by you. Working on the basis that the F/O is provided to
work as an airborne clerk and is aboard merely to keep your paperwork in order, and
occasionally you reluctantly let him/her fly the aircraft, has proven to be wrong,
counterproductive, and in many cases DAONGEROUS.
He or she is unlikely to respect you as a Captain if you operate on the 'one man band'
principle, and consequently is unlikely to perform optimally.
Equally you are failing to contribute in enriching and enhancing their experience that
they’ll need when they become Captains.
Always remember that not so long ago you where in exact the same situation!
• Your F/O may be older and/or more experienced as a pilot than you. Do not be
overawed by this situation, an F/O who is truly a professional pilot will take this
situation in his stride and so should you.
• At all times your F/O is a valuable source of a second opinion, more so when
you have a very experienced F/O.
• Situations may arise where it is more prudent to allow the F/O to handle the
aircraft whilst you manage the problem.
• With problems on the ground it is often best to leave the F/O in charge of the
aircraft whilst you are elsewhere dealing with a problem.
• Occasions will arise when a change of control is advisable:
F/O's leg, but conditions place the operation outside Co-pilots handling
limits (refer to OM Part A Chapter 1.5: responsibilities as a commander)
Your leg, but the need arises for a lengthy HF call or any other situation
which would distract you from your PF duties unduly.
F/O's performance not up to standard.
• If the F/O's performance is not up to standard in any area you should let them
know. Improvement is unlikely if the individual is not aware of any
shortcomings. Major or continued problems might warrant a discrete word with
the Fleet Manager.
• Delegation of any task to the F/O does not absolve you from responsibility. In
this respect you must be aware that the experience levels of our co-pilots vary
enormously and this should be a major consideration when deciding which legs
to delegate to F/O's.
• Do not allow the F/O's handling of the aircraft to create a situation which is
beyond your ability to recover. If you have any doubt about the manner in
which the aircraft is being handled you have two possible options. The first is to
give instructions or advice to your F/O to stop a situation deteriorating and
thereafter to improve it. The second is to take control yourself and correct it.
• It must always be clear who is flying the aircraft. This is particularly true when a
change of handling pilot occurs. The time honoured: "You have control" routine
should be used.
• Should it be necessary to ‘debrief’ your F/O for some shortcoming in their
performance, it is essential to do this out of earshot of other crew or ground
staff and particularly passengers. The Flight Deck should provide adequate
privacy for a 'quiet word'. Shouting matches are not to be contemplated.
• A clear understanding of 'who does what' in both normal and non-normal
circumstances is essential.
• First Officers briefings. If your F/O gives a takeoff or landing brief that is
deficient or employs a technique that you do not wish to use (e.g. flex T/O
when windshear is reported),then clearly you must correct his briefing and
explain why.
Remember: Always try to clear any ambiguity, and try to solve any problem on board
of your aircraft so both pilots can go home after the flight with a pleasant feeling! This
is a skill any good commander should possess and failure to do so you should
consider it as a personal challenge for you as Captain to acquire that skill.
On certain fleets all QR Captains are checked to operate as 'PNF RHS' for routine
duties but are also able to handle the aircraft from the RHS in emergencies (pilot
incapacitation for example). This is facilitated by a RHS check as part of every
Captains Proficiency Check. So, in most circumstances, there is no reason why two
Captains cannot share the flying, each taking a turn in the LHS and being Captain and
PF simultaneously. The colleague in the RHS is fulfilling the PNF/PM role of First
Officer when he is occupying that seat. By operating like this there can be no doubt or
confusion as to just who is in charge of the aircraft. Each pilot has a clearly defined
area of responsibility within the Flight deck and will operate in his appropriate capacity
(PF or PNF) during both normal and non-normal operations.
Problems do occasionally arise when a Captain feels uneasy with operating from the
RHS as PNF/ PM. This can lead to an unpleasant atmosphere in the flight deck, which
at worst case could be potentially dangerous. Anyone in this category should accept
their temporary change of role with good grace and bear the following in mind:
Do’s
Don't
The flight and cabin crew of an airliner should always aim to act as one
cohesive crew.
This difference between flight deck and cabin crew can and does lead to a number of
difficulties.
• ignorance of each other’s tasks, duties and responsibilities,
• Refusal to communicate adequately under normal conditions.
• To have ‘Them and us’ situation.
• With weak or indifferent leadership, it can lead to the situation where multiple
leaders emerge thus having a team without a commander.
(Worse still can occur with weak or indifferent leadership, which can lead to the
assumption of authority by those with no right to exercise it and without proper
knowledge of the responsibility which that authority bestows.)
Clearly with these sorts of problems existing it is not surprising that events sometimes
go awry in both normal and non-normal situations.
It is clear that good, firm leadership from the flight deck crew, and in particular the
Captain of a flight, will influence the attitudes and actions of the cabin crew and thus
by-pass many of these potential obstacles. Good communication is required among
the crew. (Note that although in these notes it is editorially expedient to deal
with the flight deck and cabin crew as separate, we must still try to consider the
crew as a whole).
Communication should be both concise and precise as well as being delivered at the
correct time. Given all of this, the efficiency of the operation in normal circumstances
should be maximised and the potential for miscommunication in any non-normal
circumstance minimised.
The following section provides some generalised guidance on liaison with your cabin
crew before, during and after a flight. Remember that the cabin crew is your eyes and
ears in the cabin and also that certain of their tasks like the safety briefing, life jacket
demonstration etc, are your responsibility (Legally) but are delegated to the cabin
crew to perform.
lose sight of the primary reason for cabin crew: SAFETY. So under no circumstances
must service, however important, infringe upon safety.
16.2.2 Pre-flight
Initial contact with your cabin crew by means of a short briefing is important for a
variety of reasons. For one, it permits the introduction of all crew members, thus
establishing a 'who's who' for the entire crew.
This is particularly important to ensure that new crew members feel part of the 'team'.
It allows for the exchange of information relevant to the forthcoming duty. This will set
the tone for the day: you will have opened the door to two way communication by the
disclosure of this information hereby getting rid of any communication barrier that
might have existed.
By ensuring a proper instruction it indicates to the crew that you are concerned about
their welfare. This goes a long way to creating a team spirit that should outlast the
duty period. By the passing of information at the briefing you show that you are
efficient and keen to ensure that the job is done properly. It is to be hoped that the rest
of the crew will follow you as an example!
And most importantly: It creates the “one crew” we have been talking about before,
instead of two separate entities!
In Qatar Airways it often is difficult to do a crew briefing at the briefing room in the
technical building. If this is the case always try to go onboard the aircraft a bit earlier
so you can conduct a briefing on board. In the rare case where even this would not be
possible it would show good leadership, as a Commander of the flight, to at least
introduce himself to the crew in a way that doesn’t hinder the Operation.
The briefing is unlikely to take more than a few minutes and whichever of the following
are relevant should be included:
• Names of the crew ( flight & Cabin ) to get acquainted “break the ICE” .
• Flight times
• Flight conditions. In particular turbulence is it CAT, TS or simple low
altitude turbulence caused by strong winds. These are the conditions
most likely to have an impact on cabin service and safety.
• Legalities: people called from standby. Make sure everybody is legal to
perform the duty of the day.
• Slot times/delays
• Refueling or not
• If it is a training flight, inform the crew about jump-seat occupants or any
other operational constraint.
• Any other information you deem necessary.
Given the above information the CS/CSD will now have a clearer picture of the likely
workload and can plan accordingly. And once more, now the crew will feel much more
as being part of one team.
On routes where problem passengers are known to exist e.g. with excessive hand
baggage or alcohol related behavior problems, a reassuring word to your cabin crew
that they have your full backing to deal with the situation will improve that confidence
to deal with it properly. As a result you are less likely to be bothered later in flight or
post flight with endless horror stories which you can do little about.
16.2.3 Onboard
Once on the aircraft but before departure the need for communication between flight
deck and cabin crew still exists. It is in fact becoming more important as the situation
is now dynamic and errors or omissions can have serious consequences.
Cabin defects
The CS/CSD must be advised of any Cabin Defects relating to cabin equipment or
furnishings. This may (for example) save them the time and effort in loading meals
into an unserviceable oven only then to have to unload and reload them, possibly in
the galley at the other end of the aircraft and quite possibly in flight. This sort of
occurrence may have a considerable effect on cabin service and can be easily
avoided.
This also will prevent the CS/CSD re-entering a previously entered defect in
ignorance. This saves time: theirs, yours and the engineers.
Any defects discovered pre-flight or at any later stage should be reported to you by
the CS/CSD. The necessity of that item should be considered and if required
engineering called without delay. More routine items such as replenishing the potable
water or toilet servicing may also need attention.
These should be advised immediately to the load controller if present or via the R/T to
the company or handling agent.
This book is an annexe to the Aircraft Technical Log. Defects relating to cabin
furnishings or equipment are entered by cabin crew in the Cabin Defects Log and the
entry signed and dated by the crew member making the entry. In order to legitimise
the Log page it must be countersigned by the Captain. The defect will subsequently
be rectified and annotated as such, or will be "carried forward" via a Technical Log
page and annotated and cross referenced accordingly. Any defect recorded relating to
an item of safety equipment must be entered in the Technical Log as a defect. (A full
list of items to be transferred can be found in OM Part A 8.1), as it is a legal
document remind the CSD/CS that they need to write in BLOCK CAPITAL letters,
sign, and date each item as they usually don’t.
An essential pre-requisite for boarding is completion of the cabin security check, the
CS/CSD being required to inform the Captain that the check is complete and that the
aircraft is free from unidentified or suspicious objects.(A form proving this has to be
signed by the Captain) It seems obvious, but is all too often overlooked that cabin
clearing must be completed and all cleaners (and other non-crew personnel) and their
equipment should be away from the aircraft before the security check can commence.
Should a decision to board whilst refuelling or refuel with passengers aboard be
necessary, then the CS/CSD must be briefed and the procedure in OM Part A 8.2
applied. Local regulations concerning the procedure must also be adhered to; these
may include the attendance Fire Fighting personnel & equipment, the placing of steps
or other means of egress. Some airport authorities prohibit refuelling with passengers
aboard. Local ground staff, engineers or refuellers should be able to advice on local
regulations.
16.2.5 In Flight
16.2.5.1 ETA
Keeping cabin crew up to date with flight progress is important particularly on the
short, busy flights. On the short sectors their flexibility to accelerate the service if flight
time is reduced is minimal, the only option being to somehow curtail the service if
circumstances dictate In order to avoid this situation a realistic estimate of arrival time
should be given early in the flight, usually short sectors pose greater demand and
stress on Cabin Crew, thus good coordination can mitigate or reduce such stress.
Early advice of a delayed ETA due to holding, increased track distance, runway
change etc, should be given as this may allow completion of service or at least allow it
to be completed in a more relaxed fashion.
16.2.5.2 Turnarounds
Cabin crew will normally rise to the challenge of a quick turnaround but may need the
occasional prompt. As Captain your job is to manage the turnaround in the main by
delegation of tasks to your crew, the engineers and ground staff. In this area tact and
diplomacy including the words 'please' and 'thank you' will achieve far more than the
Sergeant Major approach! Becoming too involved with accomplishing tasks may
diminish your capability to supervise the turnaround and detect which task is liable to
be the critical one i.e. last to be completed. This may prevent timely corrective action
being taken. In these cases it can be helpful to delegate the technical aspects of the
flight to your F/O so you can handle the managerial tasks.
It is obvious that, when possible, crew meals should be consumed as near to normal
meal times as possible and obviously on a lot of flights this is hardly possible!
Difficulties can also arise on routes where short, multiple sectors are operated. Here it
may be that by deferring a meal break to a later turnaround, which is of longer
duration, the meal may be taken in a more relaxed and sociable atmosphere than is
the 'norm'. However, when contemplating this, the physiological aspects, especially
the time since the crew last ate must be considered. A crew whose members have
low blood sugar levels (hypoglycemia), due to a lack of recent nourishment is less
likely to cope well with routine tasks, and may fail to cope adequately with any non-
normal circumstance. Note: symptoms short-temper, inability to exercise proper
judgement, and to make sound decisions.
Do not be tempted to coerce your crew to skip a meal entirely in order to make up
time. The time saved is at best minimal as eating almost always takes place
concurrently with other turnaround activities which would anyway prevent passenger
boarding at an earlier time. Should you attempt this you will end up with a hungry and
dispirited crew who will not give of their best to our passengers and may well
introduce you as Captain Blight!
If the encounter is of sufficient duration or severity then the 'fasten seat belt' sign must
be illuminated and a PA made. Normally the CS/CSD will make this PA, but in the
event of a sudden onset of significant turbulence the cabin crew (for their own safety)
may need to be secured as well and in this case a PA by the flight crew may be
necessary. The PA should be as re-assuring to the passengers as possible and as
informative to the cabin crew as is reasonable. The onset of even light to moderate
CAT at altitude can be scary for even seasoned travellers, inexperienced passengers
may well be terrified by the experience. The CS/CSD will give you a 'cabin secured’
check once the cabin is secured. it is good to mention to the crew during the briefing
to call you if they feel the turbulence to be significant and you haven’t turned on the
FASTEN SEAT BELT sign yet, as in the cockpit the feel can be deferent from the tail
of the aircraft.
16.2.5.5 Diversions
In the event of a diversion the CSD will have a number of questions, these will
include:
Have your answers ready, as inevitably a diversion increases the workload of the
entire crew and they need relevant information to enable them to plan that workload.
Diversions, and to some extent tech-stops, are situations where maximum flexibility of
all concerned is required to expedite matters and minimise disruption to our
passengers.
In Qatar Airways a set procedure exists for these kinds of situations: the N.I.T.E.S.
briefing. This procedure is described in the “Cabin Safety Manual”, a manual you can
find on your Operation Manuals CD. It is of the utmost importance you are absolutely
familiar with this procedure as your Cabin Crew is trained to receive any information
regarding an Emergency in exactly this format.
Remember: once you have given your NITES briefing (and maybe some additional
information) it is a requirement for your CS/CSD to repeat your briefing “literally”. This
ensures you they have fully understood the extent of the situation.
Once this has been done, do not forget to ask for updates from the Cabin Crew
regarding the progress of their preparations in the cabin. You will be very busy trying
to deal with the situation in the Flight deck, trying to land the airplane safely, so this
part is often overlooked. Their feedback is an important detail in your time
management dealing with the situation. (Is the cabin secured? Are there any
passengers in urgent need of medical assistance? Is there panic on board etc…?)
You, as the captain, will be expected to remain on board to monitor the evacuation
internally whilst your first officer will be in charge to guide evacuated passengers away
from the airplane on the outside.
Also it is important to highlight, when the landing has been completed and the
airplane has rested on ground safely, evacuation might not be required any
more (i.e. engine failure) therefore it would be important to remember that you
might elect to cancel the emergency and for this purpose, you must inform
passenger and cabin crew before intent to clear the runway. The “Cabin
Safety Manual” states when evacuation is no longer required, you must inform
them by announcing "Cabin crew and Passengers remain seated".
Ensure that all relevant details are completed on the flight report and that any other
'special' reports are completed. Do remember to thank the cabin crew for their efforts,
particularly if they have worked hard on a busy or disrupted day. A little praise will go
a long way toward making them feel valued both as an individual and as a crew
member.
Any particularly outstanding performances by the crew, good or bad, you may wish to
record for posterity by writing a line or two to your fleet’s Chief Pilot. He in turn will
pass these on to Cabin Services for appropriate action.
16.3.1.1 Dispatchers
Their responsibility is to liaise with and co-ordinate all those agencies required to
ensure that the aircraft is safely and expeditiously prepared for flight and if possible to
dispatch it on time. Their most obvious contribution may be the load sheet. They
should be able to provide you with the following essential information:
• All documents pertinent the flight (OFP, NOTAMs, Weather briefing etc)
• Information on departures delays (ADT/CTOT) and if available an estimate of
holding delays at destination.
• Details of any ‘specials’ i.e. Disabled passengers, deportees…
• Advice of any dangerous goods to be carried.
The fuel load is required by the Load Controller for inclusion in the load sheet and the
Dispatcher usually collects this data. At many locations they will pass the figure to
engineering or refuellers on your behalf.
Other items that you will from time to time need to discuss with the Dispatcher:
Operations Control Centre is responsible for the smooth running of the airline's
aviation activities on a day to day basis.
It is in everyone’s interests for relations between the crew and OCC to be good.
Should you be faced with a diversion for technical or weather reasons and you are
fortunate enough to have a range of alternates available (i.e. fuel is not yet a factor)
then a call to OCC to ascertain where is the best alternate from an operational
viewpoint is essential to assist in the management of the operation.
If, however you are forced into an emergency diversion due to a serious situation
developing, then different criteria apply. This is not an area for discussion or options,
but if you find time OCC would appreciate a call so that they are aware of your
intentions. It must be emphasised that such a call is an 'extra' in these circumstances
and in all probability you would not have sufficient time or capacity to make the call.
In this case a 'phone call or HF call after landing and after the situation is secure will
put their minds at rest, and they will now know where you are, what happened and
can start to sort out the situation.
Non urgent calls to OCC are no less important. They enable you to pass your ETA
and to give any further information that OCC may require, particularly if you are not
running on schedule. The passing of basic defect information to Maintenance Control
Centre (MCC) via OCC is an example. If some defect occurs after getting airborne,
that will require investigation or rectification on arrival at destination, then pass the
details to MCC via OCC (or direct through ACARS). They can start the process of
letting engineering at destination know of the problem and also start locating possible
spares that may be required.
This also has the advantage that engineering can send an engineer of the correct
trade; he in turn has the chance to refresh his memory from the maintenance manual
and can bring with him any specialist tools or equipment needed. This simple initial
act of forethought on your part will save a very valuable commodity: Time.
The overall message for dealings with the OCC is "keep in touch".
Note: In Doha OCC, MCC and flight dispatch can be reached on the same VHF
frequency (125.15 MHz). Make sure you know who to call in which situation.
Working in Flight Dispatch are a number of people with a wide experience and
particular specialist knowledge of the operation of our aircraft. Should you have a
problem you cannot solve nor need some advice on, use their expertise. A quick
phone call or request on VHF (125.15 MHz) or ACARS message to relay your query
should give you the answer and put your mind at ease. In particular the management
pilots in the Fleet Office are all very experienced Training Captains, so the chances
are they can solve your problem from personal experience.
Flight Ops Support can help with unusual performance problems. Also unusual
requirements for on or off route alternates, details of airfields not in the 'performance'
manuals, and alternative routing OFP’s are just a few of the items with which they can
assist you with.
The relationship between pilots and engineers can at its most basic be described as:
In fact the professional regard between the two is probably greater than between any
other two dissimilar groups in the airline industry. Perhaps because pilots and
engineers are the only two professional groups in the industry that is specialists and
are required, by law, to be licensed.
However, just as cabin crew and pilots attract different types of people, pilots and
engineers not necessarily find communication straight forward. If you were, for
example, to ask a pilot and an engineer for a description of a flight, just imagine how
different each story would be. For ground crew the flight is already over by the time it
is airborne. The flight will be defined by whatever problems or defects were remedied.
They will remember the technical aspects more readily than the personnel involved.
The ground maintenance role, an organisational and systemised function, ends when
that of the flight crew starts and vice versa.
The primary working interface between the two groups is the Aircraft Technical Log.
It is a common occurrence that when an aircraft goes 'AOG' on a turnaround the
majority of the station staff are too busy 'fire fighting' to be able to give OCC and MCC
an accurate picture of the problem. All too often an incorrect picture is given by
ground staffs who have almost no technical knowledge. You, however, are temporarily
redundant as your aircraft is being repaired, so a moment to call OCC and MCC with
details of the technical aspect of the problem and the engineers/your estimate of the
delay to departure will be appreciated.
Passenger contact is inevitable. From time to time you will come into direct contact
with passengers, either on the airplane or in the terminal. Not surprisingly our
passengers expect a certain standard from the aircrew (and especially the Captain) to
which they entrust their lives. Poor behaviour, an apparent flippant attitude or untidy
appearance may create an image that passengers cannot reconcile with their
expectations. This may persuade some of these people to use other airlines or even
other means of transport. Do make sure your crew is smart enough to appear in
public, be particular and insist on the uniform regulations being adhered to. Let us not
lower our standards to those of certain of our competitors! Do not permit or engage in
any horse play in public. Remember that your behaviour should be the yardstick for
your crew.
In case of an unexpected situation or emergency always make sure you inform your
passengers accordingly. This is an art on its own as you do not want to go in too deep
in the reasons why a diversion or certain decision might be necessary, but on the
other hand you do not want to leave them completely in the dark as well. It is a good
idea to practice certain situations, and the most appropriate PA in each one of them,
at home well before any actual situation arises. You will be grateful to yourself you did
so on the day you need to actually use that PA.
Remember: many passengers are still not very comfortable with air travel and they
literally put all their faith in you as the Captain. A reassuring word from you when the
situation demands it will do wonders, both for them as well as for the safety of the
entire flight!
17 New Situations
17.1 Pushback & startup - Some pitfalls and hazards
Although you probably have done several push backs and startups as First Officer
before, things change rather drastically now you are the commander of a flight.
Especially the legal aspect now becomes important. So take special care of these
items and remember to monitor your First Officer whenever he/she is PF!
Following is a list with aspects you know are required to have a deeper insight into.
• Ground checks. Legally it is of the utmost importance that you receive a clear
signal from the ground crew that your aircraft is secured and ready to be
pushed back. Once you receive this clearance and you start pushing back, you
have the full responsibility of the flight. You need to be sure about the
following:
All doors and hatches are closed and locked
The steering bypass pin is properly installed
All ground checks completed
Area behind and around the aircraft is clear
• Rudder pedals. Not keeping all feet away from brake pedals and flat on the
cockpit floor during pushback unless actually intentionally applying or releasing
the brakes (i.e. park brake).
• Communication (GRND). Communication with the ground crew is of the
utmost importance. Remember that communication is transferring a message
and making sure the message has been understood by the receiving party! An
additional factor in our kind of operation is the vast range of nationalities
among the ground engineers as well as pilots. Most of us do not have English
as a mother tongue. Therefore standard phraseology is the key to successful
communication! The use of “Brakes released” and “Brakes set to ON” are
recommended over the use of often barely understandable phrases such as
“Brakes ON” or “Brakes Off”.
Note: In case you where to notice a break in communication due to a
language barrier between your flight deck and the ground crew it might be a
good idea to revert to whatever wording your engineer is using i.e. if he says
“Brakes Off please” reply with “brakes OFF”.
• Communication (ATC). Not monitoring both VHF1 and the flight interphone
for the duration of pushback and start up. Use of the intercom switch for
communications on the flight interphone is preferred.
• Distraction. Allowing distractions to interfere with the pushback or engine
start. (E.g. doing the PA during Engine start is not a good idea!)
• Releasing ground crew. After pushback/engine start and when the parking
brake has been set, the ground engineer in charge will be waiting for your
signal to be released. Make sure both the tractor/tow bar and the ground
engineer are well clear of the aircraft before asking taxi clearance. Note as
well that you (or your PF) need to visually verify that the engineer is holding
the steering bypass pin in his hand. Therefore do not move the aircraft until
you have positively confirmed that the engineer is clear and, if appropriate, you
have been shown the steering by-pass pin.
17.2 Taxiing
As an Airbus F/O you will have had plenty of practice at taxiing. You may also have
learnt a few bad habits so a review of techniques is worthwhile.
Always make sure that the aircraft is moving before initiating even the gentlest of
turns. Otherwise undue strain is put upon the nose gear leg, the steering gear, tyres
etc. In similar fashion always be gentle and progressive with the steering.
Too tight a turn, at low speed in particular, will cause the aircraft to pivot about the
inner (relative to the turn) main gear, again placing an enormous strain due to side
loads on the gear leg and causing the tires to be scrubbed.
Riding the brakes will lead to high brake temperatures. Brakes should be applied to
reduce speed and then allow the aircraft to accelerate again, repeating the cycle as
required. It is QR SOP on all fleets to let the aircraft accelerate to 30kts taxi speed
and then to use one brake application to decelerate again to 10kts taxi speed.
As with during any long vehicle or towing a trailer, the inner wheels in a turn 'cut in' or
describe a smaller turn radius. Do not be tempted to cut corners and be aware
constantly of the overall size of your aircraft. Be aware also of the limits of visibility of
each particular model and in turns to the right make sure that the F/O clears you
visually to the right, just like you would clear him in a turn to the left. These call-outs
should be made verbally so they are recorded on the CVR in case an incident would
occur.
Entering a stand at certain airports is rather akin to parking in a municipal car park.
Vehicles of all shapes and sizes abound and if the vehicles are stationary the chances
are that the personnel who arrived in them are not! Caution and a good lookout and
proper control of your speed should ensure a safe arrival. Whenever you are moving
onto a stand and you are not sure you have sufficient clearance to proceed on both
sides of your airplane:
• STOP and call a marshaller. Beware at this juncture of the helpful but
unqualified souls who will appear out of the woodwork to 'marshal' you onto
the stand, only to disappear when something goes wrong. A Qualified
marshaller is required by Qatar Airways as well as many airports to guide you
in! The same applies if the stand guidance (AGNIS etc) is unserviceable or
switched off. Do not take any risk!
Do not taxi close behind other aircraft as jet blast can be damaging and any slush or
similar may be blown up onto your aircraft causing you severe problems. On a similar
theme, be careful using breakaway thrust, a light aircraft, especially if going downwind
or downhill, because it will move away happily at idle thrust only. At the other end of
the scale a heavy aircraft moving off into wind or uphill will need a considerable
increase in N1 to enable initial movement. Try to limit thrust as much as possible in
order to reduce the potential blast damage injury and also to limit the possibility of
FOD. An engine at idle power is an effective vacuum cleaner; one at a high N1 setting
is devastatingly efficient at picking up anything in its area of influence. Even a simple
newspaper or plastic bag can cause serious problems if ingested.
Note: For Airbus fleet, supplementary techniques and FCTM recommend not to use
more than 40%N1 thrust in order to start taxi.
(Note: QR SOP’s prohibit the use of engine settings above 40%N1 when on the
ground for this reason.)
• Qatar Airways SOP’s recommends the use of “LOW” auto brake and idle
reverse, unless otherwise dictated for security reasons. Therefore in many
occasions it has been witnessed that pilots, due to e.g. wet runway, will revert
to using auto brake ‘LOW” with full reverse in an effort to reduce the landing
distance. This however only results in less brake wear but it will not reduce
your landing distance.
Let’s think about it. The auto brake system demands a certain deceleration
rate only (E.g. on A320 auto brake LO gives you 1.7meters/sec while auto
brake MED gives you 3 meters/sec deceleration rate). When using LO and
switching to Full reverse, the only result you will have is that the brake
pressure will release in order to maintain the same deceleration rate.
So if you really want to reduce your landing distance you will have to use auto
brake MED or revert to manual braking. When doing so it is always a good
idea to use full reverse thrust in order to help the brakes in doing their job.
• There are landings that do not require the use of "full" reverse thrust, merely
the selection of reverse idle. There is no doubt that passenger comfort is
improved and fuel burn and engine wear and tear reduced with the use of idle
rather than full reverse thrust. In order to reduce unnecessary brake wear it
should be associated with landings on long runways without intermediate turn
off points where it is possible to land without the use of auto brake. This
should not be done on wet or contaminated runways.
• Note also that some airfields are particularly noise sensitive and may request
the use of reverse idle during night hours. The use of reverse idle (to comply
with local rules) may mean performance constraints that require the use of a
higher auto brake setting for landing. (See before).
• Do remember that thrust reversers are not 100% efficient as only fan air is
reversed on bypass engines, the exhaust gases from the N2 spool (the 'Hot
Section') are unaffected. At a TAS of 150kts a typical reverse thrust output is
about 40% of the equivalent forward thrust.
Regarding this point, it is highly important to remember that there are several
factor or errors that might affect the decision to reject a takeoff and hence
would affect ASDA. Some of them are;
Ice, on the wings or any other part of the airframe will cause an increase in drag and
an increase in weight. Both of these are undesirable and will degrade aircraft
performance by an unquantifiable amount. Worse still are the changes to the
aerodynamic properties on which the aircraft relies for predictable and controllable
handling. The angle of attack at which CL max is achieved as well as its value is both
significantly reduced by a contaminated aerofoil. It no longer possesses the profile its
designer intended. This means that the angle of attack at which the stall occurs
maybe reached prior to the angle of attack at which the stall warning devices are
activated and that the ability of the wing to lift a given weight is compromised.
Changes to the handling may include a rapid pitch up during rotation or severe roll
once airborne. There is no guarantee that sufficient control authority will be available
to counter these and loss of control may ensue. Note that flying an approach without
control problems due to wing icing is no guarantee that the wings are clean. High
values of CL are required during the go-around; hence attempting this manoeuvre
subsequently may result in difficulties.
"Make sure the wing is clean AND keep it clean" is simple but sound advice.
Cabin Crew are on board to ensure the safety and to enhance the comfort of our
passengers. They need to know when to prepare the cabin, including the all important
catering, in advance of passenger embarkation or alternatively departure. The
CS/CSD needs to be kept informed of developments and given a reasonable estimate
of the time to complete the engineering work, in order to prepare the cabin.
Alternatively, should passengers remain aboard during the delay it may prove
thoughtful to carry out some form of refreshment service. Do remember that trolleys
are prohibited from the aisles on the ground as they would impede an evacuation.
Extra catering may need to be uplifted. Whether passengers remain on board or not
can be something of a dilemma. Many passengers are unhappy watching engineers
working on an aircraft in which they intend to fly, particularly when engine cowlings,
inspection panels etc, are opened or removed. Others may complain after a lengthy
period of being “locked up” in the aircraft. Comfort levels are almost always better in
the departure lounge as are the available facilities: telephones, toilets, refreshment
facilities, newsagents, TV etc. In particular if the onboard air conditioning is unusable
or otherwise unable to cope with ambient conditions, then if the delay is other than
brief, the passengers will be in a more comfortable and less stressful environment
back in the terminal. In that case you will not have the problems of extra catering; the
demand for information relayed via the cabin crew, air-conditioning requirements and
requests for mobile 'phones to be used or messages to be passed.
Incredibly the down side of returning passengers to the terminal is that they
disappear! There is a tendency for them to wander off, decide not to travel but tell no-
one, or just ignore boarding announcements! This in turn can lead to further delays
whilst discrepancies are resolved or the bags of missing passengers located and
removed from the aircraft.
A further difficulty can arise if you are not on a stand adjacent to the terminal building -
transport. Airside transport (coaches usually) at most airports is a slow and a
generally inflexible way to move passengers.
The logistics of removing a hundred or more passengers from the aircraft to the
terminal and back from a remote stand makes this a task not to be undertaken lightly.
Advice must be taken initially from engineers as to the expected length of delay once
initial diagnosis is complete. This advise must then be combined with the “big picture”
already formed by information from the ground staff regarding airport facilities,
transportation etc in order to find the proper solution for the situation.
One thing is sure: in case of a lengthy delay there is no other option but to return the
passengers to the terminal!
"Can you be airborne in the next ten minutes?" from ATC, which otherwise you could
not accept.
In the event of an advised delay the CS/CSD as well as the engineer in charge of the
pushback should be informed in order to allow them to plan their respective duties.
Local ground staff should also be kept informed either directly if still in attendance or
otherwise by R/T.
A quick word to your passengers will always be appreciated in situations like this as
well. It shows you are in control of the situation while trying to improve it at the same
time! Never leave your passengers in the dark! They count on you for a reliable
update on the situation.
In all cases of delay a PA should be made by the Captain explaining the reasons for
the delay. It should not be too technical or too long, keep it short and simple. Any
delay is an entirely negative experience for any passenger as for them it has no good
side at all. In order then to ameliorate the impact of this disruption to our customers
the PA should be positive. It should be optimistic as well as mentioning the measures
that you, the engineers, ground staff, air traffic control or whoever is taking to expedite
matters. Be positive at all times!
17.6.4 Final
Do remember, when managing any delay, that your priorities are to minimise the
extent of the delay wherever possible, to minimise the disruption to our passengers
and to ensure that they remain as comfortable as possible throughout the whole
ordeal.
Legally the MEL is only applicable as long as the aircraft is at the gate without the
engines started. As soon as we initiate engine start, legally, we only have to follow
standard procedures (E.g. ECAM/ECAS/QRH) to handle any malfunctions.
In real life however it is good airmanship to use your MEL as a reference document in
all cases. It will provide you with very good extra information regarding the failure you
just suffered.
For example, you have a FCTL: Spoiler 3 fault on taxi out. This is a straight forward
ECAM/ ECAS procedure with very few possible resets so in theory you could depart
with it. The MEL however says that dispatch is only allowed after a maintenance
action securing the faulty spoiler! In this case, as a good captain, you should contact
MCC and return to a gate for maintenance action.
In the same philosophy the MEL can provide you, in case of any in-flight failure, with a
better idea whether it is better to return to homeport or to continue the flight!
Special procedures for operations outside the conditions of the MEL exist. Not
surprisingly this is a little used procedure that exists to allow you get an aircraft 'home'
in exceptional circumstances. This procedure can only be initiated by the Captain of
the aircraft concerned and is usually done in coordination with MCC and the company.
It is worth stating that the MEL needs to be read and considered very carefully and in
full prior to making a decision. A second or third opinion is often useful. Get the First
Officer to read it also and make sure that you both understand the requirements. If
one is available then an engineer’s view of the MEL is always worthwhile.
18 Conclusion
We hope you found the Command Upgrade Handbook both interesting and
instructional. Those older and more experienced, who may have had a
command elsewhere, may view some of the contents as ‘old hat’ in which case
you will/should treat the information herein as valuable refresher training. The
less experienced amongst you have perhaps had your eyes opened a little
toward the differences in responsibility and role between the occupant of the
left and right hand seats. None of you, regardless of experience level, should
allow yourselves to be overwhelmed by the apparent scale of the task that
appears to be the Captains burden. You do not need to be either Superman or
Einstein to be a good Captain on a Qatar Airways Airplane. The necessary
attributes include a conscientious and considered approach to the job and the
ability to lead from the front (No pun intended!).
Successful Captains are those who are prepared to think their way through
problems, but are not too proud to seek assistance from their peers; they are
good communicators. This means listening as well as talking and above all they
never, ever stop learning and never, ever cease to strive to improve their
standards and those of their colleagues.
The knowledge gained during your recent studies will serve as a solid
grounding for your future career. Furthermore it will enable you and your
Training Captain to concentrate on the practicalities of decision making on the
line during your forthcoming line training.
Good luck!