General Operations Manual

1. General Operations Manual

2. Chap 1 - Introduction A. General: • GOM uses the appropriate FARs as guidelines • Provides personnel with company procedures and policies • Each employee engaged with flight operations responsible to be completely familiar with the contents.

3. Chap 1 - Introduction B. Federal Aviation Regulations: • ALL flight operations will be conducted in strict compliance with the FARs • Company may elect to use more restrictive procedures • Any discrepancy between manual, Ops Specs and FARs – most restrictive will apply

4. Chap 1 - Introduction C. Deviations: • NO deviations from GOM are authorized • EXCEPT: • Positioning, ferrying, training or test operations • Do not involve carrying persons or property • Operate under Part 91 operations

5. Chap 3 - Emergencies 3.1 Emergency Authority: A. General • Safety is ALWAYS the primary consideration • Airline Emergency Manual maintained by Director of Flight Safety • Outlines responsibilities of all persons involved during/after emergency, incident, accident • Flight crew is responsible for reporting all available info to Dir of Safety, Flight Control Supervisor, Chief Pilot, Director of Ops • Sr. Vice Pres of Ops, Dir of Flt Safety, Dir of Flt Ops, Chief Pilot, Flt Control Manager, or delegated personnel, shall coordinate all company activities required by Airline Emergency Manual

6. Chap 3 - Emergencies 3.1 Emergency Authority: C. Pilot in Command: • If immediate action required may take any action considered necessary • May deviate from prescribed operations in the interest of safety D. Flight Control Emergency Authority: • If an Emergency situation occurs during flight and requires immediate action by Dispatcher he/she must • Advise Captain of emergency • Ascertain the decision of the Captain • Record the decision of the Captain • If Dispatcher cannot communicate with Captain he/she MUST declare an Emergency and take any action considered necessary • If Dispatcher declares Emergency submit written report to be forwarded to FAA within 10 days.

7. Chap 3 - Emergencies 3.2 Aircraft Accidents/Incidents: A. Categories: • Categories “A” – Catastrophic Accident • Destruction of aircraft • Loss of life • Substantial damage to property • Serious injury to company or non-company personnel • Category “B” – Major Accident/Airborne Emergency • Substantial damage to aircraft • Serious injury to flight crewmember • Any type of declared emergency reported while airborne • Category “C” – Minor Accident/Incident • Any kind of incident involving either ground or airborne operations not reportable as substantial damage or serious injury

8. Chap 3 - Emergencies A. Categories: • Categories “D” – In-Flight Medical Emergency • Flight Crewmember or passenger • Category “E” – Bomb Threat • Warning or threat against an aircraft of facility • Category “F” – Highjacking • An act of air piracy against either an aircraft or flight crewmember

9. Chap 3 - Emergencies B. Declaration of Emergency: • An Emergency may be declared by: • PICSenior Vice President of Operations • Director of Flight Safety • Director of Flight Operations • Director of Airline Operations • Manager of Security and Ground Safety • Chief Pilots Office • Flight Standards Office • Flight Control Manager or Supervisors • The Dispatcher on Duty, after consultation with any of the above individuals, or on their own initiative should these individuals not be available

10. Chap 3 - Emergencies C. Continuing Flight in Unsafe Conditions: • NO flight may continue toward an airport to which it has been dispatched if in opinion of PIC or Dispatcher, the flight cannot be completed safely. • If PIC determines there is no safer procedure, an Emergency shall be declared and the flight shall continue. D. Release of Information: • ONLY the Sr. VP of Operations is authorized to make any statement or release information to media, public, or any person not employed by the Company

11. Chap 3 - Emergencies E. Reporting the Use of Emergency Authority: • Whenever emergency authority is exercised, the person declaring the emergency shal promptly submit and Event or Aviation Safety Action Program (ASAP) Report. • Report shall contain the record of events recorded during an emergency and any other pertinent information. • Director of Flight Operations shall submit a complete report of all events and actions to FAA • Report submitted within 10 days of the PIC’s return to his domicile if emergency was declared by PIC.

12. Chap 3 - Emergencies F. Determination of an Emergency: • An emergency situation exists when: • Mechanical condition of the aircraft is impaired while in-flight • Flight is unable to establish definite position • Communication or Navigation equipment is impaired • Flight is overdue for more than 30 minutes • Arrival report has not been received by Flight Control • Distress message from the aircraft • WX at scheduled destination/alternated below minimums • Fuel is insufficient to reach scheduled destination/alternates • Suspected explosive device on board • Aircraft diverted w/out ATC knowledge or by person on board • Any condition causing potentially dangerous operations

13. Chap 3 - Emergencies 3.3 Communications: A. Distress and Urgency Communications: • A flight that that encounters a distress/urgency condition can normally obtain assistance from ATC • Transmissions should begin with “MAYDAY, MAYDAY, MAYDAY” • Urgent conditions use “PAN-PAN” • Distress transmissions have absolute priority • Normally use ATC facility at the time • 121.5 MHZ – used if no response on ATC freq • 2182 KHZ – generally less than 300 miles

14. Chap 3 - Emergencies 3.4 Aircraft Rescue and Fire Fighting: A. Communications: • Some airports have a discreet frequency • ATC may instruct to use discreet frequency • Gives ARFF IC ability to talk directly to crew

15. Chap 3 - Emergencies 3.5 Emergency Diversions: A. General: • Situation may dictate divert to more suitable airport • Serious illness or death • This manual or Aircraft Operating Manual dictates • Diversion in the best interest of safety 3.6 Military Airport Landings: A. General: • US military airports are available for immediate or emergency landing

16. Chap 4 – Duties and Responsibilities 4.1 Responsibilities: A. Director of Flight Operations: • Reports directly to Sr. VP of Operations • Responsible for supervision of all flight operations • Responsible for all Flight Manuals and current publications • Responsible for company Ops Specs • Liaison with FAA • Responsible for operational control through Flight Control and dispatchers

17. Chap 4 – Duties and Responsibilities 4.1 Responsibilities: B. Manager of Flight Control: • Reports directly to Director, Airline Operations • Responsible for management and admin of Flight Control Department • Includes overall flight control and checking of dispatchers • Establishes/implements polices and procedures • Maintains duty rosters and shift schedules • No less than 3 months • Demonstrate duty time limitation compliance of FAR 121.465 • Retains record of en-route radio contact no less than 30 days

18. Chap 4 – Duties and Responsibilities 4.1 Responsibilities: C. Flight Control: • ALL persons exercising authority as dispatcher will be certified and qualified as an aircraft dispatcher • Operational Control • Exercises authority over initiation, continuation, diversion or termination of a flight • Cannot be exercised by contractors • Exercised through all activities of Flight Control and dispatchers • Dispatcher responsible for monitoring flight progress • Dispatcher issues necessary safety of flight information • Dispatcher cancels or re-dispatches if cannot execute safely as planned

19. Chap 4 – Duties and Responsibilities 4.1 Responsibilities: C. Flight Control: • Retention of Records – records required to be maintained by Flight Control (original or copies) • Completed weight and balance • Flight plan • Dispatch or flight release • Aircraft log • Takeoff and landing data card (TOLD card) • All available weather reports and forecasts

20. Chap 5 – Policies 5.1 Flight Deck: A. Operating Philosophy: • Three principle elements govern flight operations • SAFETY – First Priority • Scheduled Performance – use company policies and procedures to exercise good judgment while maintaining on-time operations • Economy – and efficiency are always high priority B. Sterile Cockpit: • During all critical phases of flight – gnd ops, taxi, T/O, ldg, below 10,000 ft • Only those duties required • Not distracting NOTE: Flight Control will NOT initiate contact during critical phases of flight

21. Chap 5 – Policies 5.1 Flight Deck: D. Flight Altitude Awareness: • Flights will not be operated below the minimum altitude specified in the Ops Specs • Day or Night IFR – ATC clearance but no case less than MEA • Mountainous terrain, 2000 ft above surface or other obstructions w/in 5 miles of course

22. Chap 5 – Policies 5.2 Communications/Reporting Requirements: A. Communication Facilities: • Two-way air/ground radio be available for rapid communications during normal operating conditions

23. Chap 5 – Policies 5.2 Communications/Reporting Requirements: B. ATC Requirements: • Appropriate air/ground facility will be monitored at all times while in flight • While IFR following reports are mandatory: • Compulsory reporting points in non-radar environment • Time and altitude when reaching holding point or clearance limit • When vacating assigned altitude for new altitude • When departing an assigned holding point/fix • Passing the final approach fix • Missed approach • Reporting point time in excess of 3 minutes • Altitude change while operating VFR or VFR on top

24. Chap 5 – Policies 5.3 Human Factors and Crew Resource Management (CRM): A. Goal: • Primary goal is to improve safety and operational effectiveness • Focuses on physical and psychological aspects of how people interact • Results in significant enhancements to both B. Crew Resource Management: • Encompasses skills, techniques, attitudes, and behaviors that people use to direct, control and coordinate all available resources • Crew – Captains, FO, dispatchers, maintenance…ANY person or department who may influence safety during flight operations. • Resource – People, skills, equipment, and services • Management – to plan, direct, control and coordinate

25. Chap 5 – Policies 5.3 Human Factors and Crew Resource Management (CRM): C. Human Factors and CRM: • CRM represents the knowledge, skills and abilities that team members use • Technical and procedural knowledge is the foundation for good CRM • Command authority is enhanced by CRM

26. Chap 5 – Policies 5.3 Human Factors and Crew Resource Management (CRM): D. CRM Skills (Communication): • Begins with effective communication • Verbal and nonverbal exchange of information • Body language 55%, Tone 38%, and Words 7% • Fulfill roles as effective by consistently informing • All team members should: • Listen Actively • Provide/accept timely feedback • Use standardized terminology • Communicate changes or expected changes • Gain attention of team member before communicating • Balance communications with operational demands and priorities • Communicate information and decisions clearly

27. Chap 5 – Policies 5.3 Human Factors and Crew Resource Management (CRM): D. CRM Skills (Communication): • Captains/Supervisors should: • Create climate for free and open communications • Establish and reinforce two-way communication channels • Brief operations requirements and expectations in a timely fashion • Ensure tasks and responsibilities are understood among team • Disptachersshould: • Give and receive thorough briefs • First Officers should: • Offer or assert their perspective when safety and/or efficiency would be enhanced

28. Chap 5 – Policies 5.3 Human Factors and Crew Resource Management (CRM) D. CRM Skills (Crew Coordination): • Crew coordination is the actions and strategies used by team members to facilitate teamwork in a unified manner • Set tone • Prioritize • Manage • Monitor

29. Chap 5 – Policies 5.3 Human Factors and Crew Resource Management (CRM): D. CRM Skills (Crew Coordination): • All team members should: • Acknowledge changes in operational status • Provide timely input to accomplish tasks, assert knowledge and experience when needed • Support other team members • Monitor how the team is setting the tone, prioritizing and managing • Provide constructive feedback and accept team critique • Acknowledge mistakes and/or limitations • Resolve disparities in interpretation, priority and techniques

30. Chap 5 – Policies 5.3 Human Factors and Crew Resource Management (CRM): D. CRM Skills (Crew Coordination): • Captains/supervisors should: • Create an environment for open communications • Coordinate and facilitate the completion of abnormal tasks, clearly stating responsibilities for each team member • Coordinate aircraft and situation-monitoring • Assign tasks according to team member duty position and workload • Dispatchers should: • Provide current info in a timely manner to facilitate decision making • First Officers should: • Inform captain of task progress and status • Ask for clarification or roles/responsibilities • Be assertive • Be ready to assume situational leadership

31. Chap 5 – Policies 5.3 Human Factors and Crew Resource Management (CRM): D. CRM Skills (Planning): • Planning is the selection of actions and strategies to meet current and future requirements. • Team members will fulfill their roles by anticipating operational requirements. • All team members should: • Plan ahead to accomplish future tasks • Adapt to changes and factors that affect the current/future flt status • Plan, brief, and prioritize team tasks • Plan/brief modes of configurations of automation to be used • Communicate changes or deviations from the plan

32. Chap 5 – Policies 5.3 Human Factors and Crew Resource Management (CRM): D. CRM Skills (Planning): • Captains/supervisors should: • Focus team’ attention on upcoming requirements and demands • Ensure tasks and responsibilities are assigned • Dispatchers should: • Focus attention on limitations of the flight crew due to crew, WX and maintenance factors • First Officers should: • Call the team’s attention to anticipated requirements which have not been addressed • Ask for clarification when plans are not clear

33. Chap 5 – Policies 5.3 Human Factors and Crew Resource Management (CRM): D. CRM Skills (Workload Management): • Is the strategy that allows for timely and appropriate completion of all operational tasks. • Members will fulfill the role as an effective workload manager by consistently utilizing individual and team skills to manage time-critical tasks when situational demands force the team to: • Prioritize • Assign or assume tasks • Manage time • All team members should: • Prioritize individual tasks according to situation and procedures • Prepare for times of high workload • Recognize and communicate when overloaded • Use app automation for workload reduction

34. Chap 5 – Policies 5.3 Human Factors and Crew Resource Management (CRM): D. CRM Skills (Workload Management): • Captains/supervisors should: • Prioritize and assign team tasks according to ops demands • Manage time to accomplish tasks and make decision with overloaded • Dispatchers should: • Recognize time requirements vary by task • Allow time for handling possible abnormal operations • Be proactive • Use all time productively • First Officers should: • Be available for other tasks when another team member’s workload is high • Suggest priorities that will enhance completion of critical tasks

35. Chap 5 – Policies 5.3 Human Factors and Crew Resource Management (CRM): D. CRM Skills (Situational Awareness-SA): • Is knowing where you are, what’s going on around you, and projecting future needs. • Team maintains effective SA by constantly refocusing their attention on the environment to support the selected course • All team members should: • Ensure distractions do not detract from team SA • Alert team when added vigilance may be necessary • Recognize/inform team members when SA is in doubt • Maintain awareness of automation/systems status • Recognize when automation is becoming detrimental to SA

36. Chap 5 – Policies 5.3 Human Factors and Crew Resource Management (CRM): D. CRM Skills (Situational Awareness-SA): • Captains/supervisors should: • Brief/initiate strategies for handling distractions • Assume/assign monitoring duties for specific requirements • Dispatchers should: • Be alert to others around you • First Officers should: • Share information to enhance team awareness • If SA is in doubt, suggest priorities and courses of action • If SA remains in doubt, become more assertive

37. Chap 5 – Policies 5.3 Human Factors and Crew Resource Management (CRM): D. CRM Skills (Decision Making-DM): • Effective DM is the use of a systemic approach to consistently determine the best course of action (COA). • Team member will fulfill their roles as effective decision makers by consistently selecting safe and effective COAs. • All team members should: • Look for multiple clues to identify the problem • State symptoms, not conclusions • Proactively contribute to research options • Consider time restraints when selecting COA • Consider operational priorities and risk when selecting COA • Review assumptions before committing to a COA • Re-evaluate assumptions before committing to a COA

38. Chap 5 – Policies 5.3 Human Factors and Crew Resource Management (CRM): D. CRM Skills (Decision Making-DM): • Captains/supervisors should: • Initiate and direct research and info gathering • Select options and make decisions in accordance with operational guidelines • Dispatchers should: • Invite participation of appropriate departments • Exercise authority • First Officers should: • Proactively contribute to the selection of a COA

39. Chap 6 – Flight/Duty Time Limitations 6.1 Flight/Duty Time Limitations A. Flight Crew Scheduling: • Flight Time – time from the moment the aircraft first moves for the purpose of flight until the brakes are set at the final parking location. • Duty Time – time that an airman reports for duty until released from duty • Rest Period – time that an airman is released from all duty until they report for any duty • Deadhead Time – time spent in deadhead transportation required and provided by the company to/from an assignment

40. Chap 6 – Flight/Duty Time Limitations 6.1 Flight/Duty Time Limitations B. Dispatcher Duty Time Limitations • No dispatcher may be scheduled for more than 10 consecutive hours of duty • If scheduled for >10 hours in 24 consecutive hours, shall be given at least 8 hours rest period at/before end of 10 hours • Each dispatcher must be relieved of all duty for at least 24 consecutive hours during any 7 consecutive days within any month • Must be allowed time to permit dispatcher time to become familiar with existing and anticipated WX conditions prior to exercising dispatching authority • Shall remain on duty until each airplane dispatched has completed its flight or has gone beyond their jurisdiction, or relieved by another qualified dispatcher

41. Chap 6 – Flight/Duty Time Limitations 6.1 Flight/Duty Time Limitations B. Dispatcher Duty Time Limitations • Company Requirements: • Manager of Flight Control is responsible for establishing duty periods that meet regulatory requirements • When reporting for duty, dispatchers will sign and note the time on the duty roster

42. Chap 7 – Flight Crew Requirements 7.1 FAA Qualification Requirements A. General: • Each crew member must meet all the requirements of the FARs applicable for the flight assignment • In some cases company requirements may be more limiting • The company and each airman jointly share this responsibility B. Lost of Destroyed Certificate(s): • Crew members not in possession of required certificate(s) may NOT act as a crewmember • Company copies DO NOT meet this requirement • FAA will provide interim Proof of Certification for lost, stolen, or destroyed certificates via FAX. • It is the crewmember responsibility to obtain replacement

43. Chap 7 – Flight Crew Requirements 7.1 FAA Qualification Requirements E. Crewmember Changes Enroute: • If it is necessary to change a crewmember (cm) while enroute, a cm will not relieve an operating cm until a briefing is completed. • Briefing will include (but not limited to): • Aircraft position and assigned altitude • Current clearance • Waypoints vs flight plan • Communications frequency • Fuel status • Enroute, destination and alternate weather • Aircraft discrepancies and/or logbook entries • Captain/First Officer changeover must not occur simultaneously • If Captain is relieved new captain must sign the release

44. Chap 7 – Flight Crew Requirements 7.1 FAA Qualification Requirements F. Pilot Recent Flight Experience Requirement: • Each flight crewmember must meet certain Recency of experience requirements. G. Pairing Restrictions: • No Captain of first officer may be assigned to the same flight crew if both have <100 hours of line operation including operating experience in the airplane type.

45. Chap 7 – Flight Crew Requirements 7.1 FAA Qualification Requirements H. Second-in-Command with <100 Hours Flight Time: • If second-in-command has <100 hours of flight time as second-in-command, and the captain is not a qualified check airman, captain must make all takeoffs and landings if: • At special qualifications airports designated by Administrator or Company • If prevailing visibility in the latest WX report is at or below ¾ mile (RVR <4000 ft) • Runway has water, snow, slush, or similar conditions • Braking action on the runway is reported < “good” • Crosswind is > 15 knots • Windshear is reported in the vicinity of airport • Any other condition which the captain determines is to be prudent to exercise the captain’s prerogative

46. Chap 7 – Flight Crew Requirements 7.1 FAA Qualification Requirements I. High Minimums Captain: • FARs and Ops Specs prescribe certain flight experience and WX requirements for a captain with <100 PIC time in the aircraft. • If the captain has not served 100 hours as captain in operations under FAR 121: • Destination MDA or DA visibility landing minimums must be increased by 100 ft and ½ SM or the RVR equivalent • But no less than 300 ft and 1 SM or RVR 4,500 feet at the alternate • Must have a takeoff alternate when takeoff weather is less than minimum landing WX or 300 ft and 1 mile, whichever is higher • If the pilot has at least 100 hours as a captain of another type airplane under FAR 121, May reduce requirement by substituting 1 landing for 1 hour experience not to exceed 50% of the 100 hour requirement

47. Chap 8 – Normal Procedures 8.1 Reporting for Duty A. Scheduled Report Time: • At least 1 hour prior to scheduled block out time

48. Chap 8 – Normal Procedures 8.2 Preflight Planning A. Memorandums: • Electronic memorandums contain timely operational info and advisories • Effective for a period not to exceed 60 days • Each crewmember responsible to read/acknowledge before flight

49. Chap 8 – Normal Procedures 8.2 Preflight Planning B. Preflight Briefing: • Dispatcher will provide detailed brief, may be written or briefed • WX includes: • TAF/METAR • Winds/Temp Aloft • NOTAMS • Area Forecasts • T/O and Lndg Performance Data • AIRMETS/SIGMETS/CONVECTIVE SIGMETS/Enroute PIREPS • WX prognosis maps • Icing, Turbulence, Hail • Etc

50. Chap 8 – Normal Procedures 8.2 Preflight Planning C. NOTAMS and Airman Advisories: • Dispatcher and Captain will determine all enroute and terminal facilities are in service