Air Atlanta Quality Manual

Quality Manual
Air Atlanta Icelandic Revision 6

Hlíðasmári 3 20 May 2010
IS‐201 Kópavogur
Iceland
Phone: +354‐458‐4000
Fax: +354‐458‐4001
http://www.airatlanta.com
Quality Manual
Letter of Approval
This Quality Manual for Air Atlanta Icelandic, revision 6, dated 20th of May 2010 complies with EU‐OPS, JAR‐
FCL, EASA Part‐145, Part‐M, Part‐66, and ICAA rules, regulations and requirements.
This revision has been approved and authorised by:

Title Name Signature
Accountable Manager Hannes Hilmarsson
Director Quality Assurance Gisli Skulason
Icelandic Civil Aviation Administration Statement
The Icelandic Civil Aviation Administration (ICAA) has reviewed Air Atlanta Icelandic Quality Manual,
revision 6, dated 20th of May 2010.
Upon completion of this review, the ICAA accepts the manual in accordance with EU‐OPS and
approves it in accordance with EASA PART‐145 and EASA Part‐M.
A copy of this signed statement must be incorporated into and become a part of the manual.
ICAA Signature ICAA Signature
______________________ ________________________
Approval/Acceptance, Stamp and date Approval/Acceptance, Stamp and date

QUALITY MANUAL
Revision highlights
1.1.1 Operational Continuity [revised]
1.1.2 Organisational chart [replaced]
1.2.1 Organisational chart [replaced]
1.3.7(j) Reference to regulatory requirements [revised]
1.3.8(o) Heads airworthiness review system [deleted]
1.3.9 Reference to regulatory requirements [revised]
1.3.11 VP Flight Operations duties and responsibilities
1.3.12(q) Reference to regulatory requirements [revised]
1.4.2 Title change QA surveyor vs Quality compliance MX [revised]
1.5 Management evaluation [deleted, contents combined with 3.8]
2.1.1(a) Reference to regulatory requirements [revised]
2.1.2 Section on Editorial group [replaced]
2.1.3 Obsolete documents [added]
2.1.3 Hard copy manuals – revision system [revised]
3.2 Quality Newsletter [added]
3.3.2 Manhour plan [added]
3.4.2 Audit requirements [text moved/added from 5.2.1]
3.4.4 Analysis, findings and actions [revised, text moved/added from 5.2.2]
3.8 Management Evaluation [revised, contents added from 1.5]
4.2 Human resources policy [added]
5.2.1 Audit scheduling procedure [deleted, combined with 3.4.2]
5.2.2 Corrective action procedure [deleted, combined with 3.4.4]
Rev. 6 Revision higlights

QUALITY MANUAL
LeP List of Effective Pages
Precursor Page Revision
Letter of Approval ........................................................................................................... 6

Revision Highlights .......................................................................................................... 6
LeP List of Effective Pages ............................................................................................... 6
RoR Record of Revisions ..................................................................................................6
ToC Table of Contents ..................................................................................................... 6
Section Page Revision
Introduction
0.1 ........................................................... 1 .................................................................... 5
0.2 ........................................................... 2 .................................................................... 5
0.3 ........................................................... 3‐4 ................................................................. 5
Management and Control of Air Atlanta

1.1 ........................................................... 1‐2 ................................................................. 6
1.2 ........................................................... 3 .................................................................... 6
1.3 ........................................................... 4‐18 ............................................................... 6
1.4 ........................................................... 19‐22 ............................................................. 6
Manuals and Records

2.1 ........................................................... 1‐7 ................................................................. 6
2.2 ........................................................... 8‐9 ................................................................. 6
Rev. 6 List of Effective Pages Page LeP

QUALITY MANUAL
The Quality System

3.1 ........................................................... 1 .................................................................... 6
3.2 ........................................................... 2 .................................................................... 6
3.3 ........................................................... 3‐4 ................................................................. 6
3.4 ........................................................... 5‐13 ............................................................... 6
3.5 ........................................................... 14‐16 ............................................................. 6
3.6 ........................................................... 17 .................................................................. 6
3.7 ........................................................... 17 .................................................................. 6
3.8 ........................................................... 18‐19 ............................................................. 6
3.9 ........................................................... 20 .................................................................. 6
3.10 ......................................................... 21 .................................................................. 6
Policies
4.1 ........................................................... 2 .................................................................... 5
4.2 ........................................................... 3 ‐4................................................................ 6
Procedures
5.1 ............................................................ 1 ................................................................... 5
5.2 ............................................................ 2‐7 ............................................................... 6
Forms Page Revision
Q‐001 Assessment of Certifying Staff ................................................ Page (s) 1‐2 ...... 5

Q‐002 Assessment of Personnel .............. ......................................... Page (s) 1‐2 ...... 5
Q‐003 Recent Experience Record ...................................................... Page (s) 1 ......... 5
Q‐004 Maintenance Personnel Training & Qualification Record....... Page (s) 1 ......... 5
Q‐007 Release to Servive Authorisation ........................................... Page (s) 1 .......... 5
Q‐009 One Off Authorisation ............................................................ Page(s) 1 ........... 5
Q‐011 Opening a New Line Station – Checklist ................................. Page (s) 1‐5 ....... 5
Q‐035 Feedback Reporting on Internal Procedures .......................... Page (s) 1 .......... 5
Q‐041 Sub‐Contractor Evaluation ......................................................Page (s) 1 .......... 5
Q‐042 Vendor Surveillance Data Sheet ............................................. Page (s) 1‐3 ....... 5
Q‐050 Air Safety Report .................................................................... Page (s) 1‐4 ....... 5
Rev. 6 List of Effective Pages Page LeP

QUALITY MANUAL
ROR Record of Revisions
Rev. No. Date Issued Inserted by Rev. No. Date Issued Inserted by
Orginal 01 May 2005 AAI 20
1 15 June 2006 AAI 21
2 07 Nov 2006 AAI 22
3 11 Feb 2008 AAI 23
4 01 Dec 2008 AAI 24
5 29 Jan 2010 AAI 25
6 20 May 2010 AAI 26
7 27
8 28
9 29
10 30
11 31
12 32
13 33
14 34
15 35
16 36
17 37
18 38
19 39
Rev. 6 Record of Revision Page ROR

QUALITY MANUAL
ToC Table of Contents
Page
LoA Letter of Approval .................................................................................... N/A
‐‐‐‐ Revision highlights.................................................................................... N/A
LEP List of Effective Pages................................................................................ N/A
ROR Record of Revisions................................................................................... N/A
ToC Table of Contents ..................................................................................... N/A
Section 0 – Introduction
0.1 The Air Atlanta Icelandic Organisation...................................................... 1
0.2 Compliance Checklist ............................................................................... 2
0.3 Terms and Definitions............................................................................... 3‐4
Section 1 – Management and Control of Air Atlanta Page

1.1 Introduction.............................................................................................. 1‐2
1.2 Quality Department.................................................................................. 3
1.3 Duties and Responsibilities of Senior Management Personnel................ 4‐18
1.4 Duties and Responsibilities of Quality Department persoonel ................ 19‐22
Section 2 – Manuals and Records Page

2.1 Manual System ......................................................................................... 1‐7
2.2 Records System ........................................................................................ 8‐9
Section 3 – The Quality System Page

3.1 Introduction.............................................................................................. 1
3.2 Quality News Letter ............. ................... .................................................. 2
3.3 Operational Standards.............................................................................. 3‐4
3.4 Quality Assurance Programme................................................................. 5‐13
3.5 Quality Control of Outsources Services ................................................... 14‐16
3.6 Product Quality Control............................................................................ 17
3.7 Quality Inspection .................................................................................... 17
3.8 Management Evaluation .......................................................................... 18‐19
3.9 Monitoring ............................................................................................... 20
3.10 Quality System Training ........................................................................... 21
Section 4 – Policies Page

4.1 Safety and Quality Policy........................................................................... 2
4.2 Human Resources Policy .......................................................................... 3‐4
Rev. 6 Table of Contents Page ToC

QUALITY MANUAL
Section 5 – Procedures Page

5.1 Introduction .............................................................................................. 1
5.2 Procedures ................................................................................................ 1
5.2.3 Quality Assurance Records Procedure ..................................................... 2‐3
5.2.4 Unscheduled Audit procedure ................................................................. 4‐5
5.2.6 Sub contractor Evaluation Procedure ...................................................... 6‐7
Section 6 – Forms Page

6 Forms
Q‐001 Assessment of Certifying Staff ................................................................. N/A
Q‐002 Assessment of Personnel ......................................................................... N/A
Q‐003 Recent Experience Record ....................................................................... N/A
Q‐004 Maintenance Personnel Training and Qualification Report .................... N/A
Q‐007 Release to Service Authorisation ............................................................ N/A
Q‐009 Release to service Authorisation (One Off) ............................................. N/A
Q‐011 Opening of a New Line Station ................................................................ N/A
Q‐035 Feedback Reporting on Internal Procedures ........................................... N/A
Q‐041 Sub‐ Contractor Evaluation Form ............................................................ N/A
Q‐042 Vendor Surveillance Data Sheet .............................................................. N/A
Q‐050 Air Safety Report ..................................................................................... N/A
Rev. 6 Table of Contents Page ToC

QUALITY MANUAL
0 Introduction
0.1 Air Atlanta Icelandic Organisation
0.2 Compliance Checklist
0.3 Terms and Definition
Rev. 5 Introcuction
QUALITY MANUAL
0 Introduction
0.1 The Air Atlanta Icelandic Organisation
The organisation consists of shared services, production and operations supported by quality
and safety. Operations consist of technical operations and flight operations, which includes
training and ground operations.
Headquarters are located at Hlidasmari 3, IS‐201 Kopavogur, Iceland. Headquarters is the

administrative centre of all flight and technical operations.
Bases are established at other locations as necessary under suitable management structure and
with support from headquarters.
Qualified and experienced personnel are employed throughout the company to ensure
adequate resources in order to enable the organisation to fulfil its obligations under the EU‐OPS,
JAR‐FCL, EASA Part‐M, Part‐145, Part‐66 and ICAA rules, requirements and regulations, as
applicable.
The organisation provides scheduled, charter, international passenger and cargo operation to
the air transport industry with speciality in wet‐leased scheduled operation.
The organisation places emphasis on training and conducts training at headquarters and other
facilities.
Rev. 5 Introduction Page 0 ‐ 1

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0.2 Compliance Checklist
EU‐OPS QUALITY MANUAL

AMC‐OPS 1.035 1.1 Compliance 1.2. Operational Standards
= 2.1 Terminology 0.7. Terms and definitions
= 2.2 Quality Policy 1.1. Quality Policy
= 2.3 Purpose of the Quality System 1.2. Operational Standards
= 2.4 Quality Manager 1.7. Quality Manager
= 3.1 Quality System 1.12. Quality System
= 3.2 Scope 1.12. Quality System
= 3.3 Relevant Documentation 1.12. Quality System
= 4.1 Quality Assurance Programme 1.13. Quality Assurance Programme
= 4.2 Quality Inspection 1.16. Quality Inspection
= 4.3 Audit 1.17. Audit
= 4.4 Auditors 1.10. Quality Department
= 4.5 Auditor’s Independence 1.11. Auditors Independence
= 4.6 Audit Scope 1.14. Audit Scope
= 4.7 Audit Scheduling 1.15. Audit Scheduling
= 4.8 Monitoring and Corrective Action 1.18. Monitoring
= 4.9 Management Evaluation 1.19. Management Evaluation
= 4.10 Recording 1.20. Quality Assurance Records
1.22. Quality Assurance Responsibility for Sub‐
= 5.1 Sub‐Contractors
Contractors
= 6 Quality System Training 1.23. Quality System Training
EU‐OPS 1.900 Quality System 1.12. Quality System
EASA‐145.65 Quality System 1.12. Quality System
JAR‐FCL 1.055 Quality System 1.12. Quality System
QUALITY MANUAL EU‐OPS REQUIREMENTS

0.7. Terms and definitions AMC OPS 1.035 2.1 Terminology
1.1. Quality Policy = 2.2 Quality Policy
1.2. Operational Standards = 1.1 Compliance
= = 2.3 Purpose of the Quality System
1.7. Quality Manager = 2.4 Quality Manager
1.10. Quality Department = 4.4 Auditors
1.11. Auditors Independence = 4.5 Auditor’s Independence
1.12. Quality System = 3.1 Quality System / Introduction
= = 3.2 Scope
= = 3.3 Relevant Documentation
= EU‐OPS 1.900 Quality System
= EASA‐145.65 Quality System
= JAR‐FCL 1.055 Quality System
1.13. Quality Assurance Programme AMC‐OPS 1.035 4.1 Quality Assurance Programme
1.14. Audit Scope = 4.6 Audit Scope
1.15. Audit Scheduling = 4.7 Audit Scheduling
1.16. Quality Inspection = 4.2 Quality Inspection
1.17. Audit = 4.3 Audit
1.18. Monitoring = 4.8 Monitoring and Corrective Action
1.19. Management Evaluation = 4.9 Management Evaluation
1.20. Quality Assurance Records = 4.10 Recording
1.22. Quality Assurance Responsibility for Sub‐
= 5.1 Sub‐Contractors
Contractors
1.23. Quality System Training = 6 Quality System Training

QUALITY MANUAL
0.3 Terms and Definitions
Terms used in this manual have a direct application with reference to the series of international
standards on quality management and quality assurance.
Accountable Manager
The person acceptable to the ICAA who has corporate authority for ensuring that all operations
and maintenance activities can be financed and carried out to the standard required by the ICAA
and any additional requirements defined by the operator. He is the organisation’s CEO.
Audit
A systematic and independent examination to determine whether quality activities and related
results comply with planned arrangements and whether these arrangements are implemented
effectively and are suitable to achieve objectives.
Auditor
The person who has the qualification to perform quality audits.
CEO
Chief Executive Officer who is also the Accountable Manager of the organisation.
Director Quality Assurance

The manager, acceptable to the ICAA, responsible for the management of the Quality System,
monitoring function and for requesting remedial actions.
EASA
European Aviation Safety Agency.
IATA
International Air Transport Association.
ICAA
Icelandic Civil Aviation Administration.
ICAO
International Civil Aviation Organization.
IOSA
IATA Operational Safety Audit.
ITRM
IATA Technical Reference Manual.
JAA
Joint Aviation Authorities.
JAR
Joint Aviation Requirements.

QUALITY MANUAL
Quality
The totality of features and characteristics of a product or service that bear on its ability to
satisfy stated or implied needs.
Quality Assurance
All those planned and systematic actions necessary to provide adequate confidence that
product or service will satisfy given requirements for quality.
Quality Inspection
An inspection is the act of observing a particular event or action to ensure that correct
procedures and requirements are followed during the accomplishment of that event.
Quality Manual
The document stating the Quality Policy, Quality System and quality practices of an organisation.
Quality Plan
A document setting out the specific practices, resources and sequence of activities relevant to a
particular product, service, contract or a project.
Quality Policy
The overall quality intentions and direction of the organisation with reference to quality as
formally expressed by the CEO.
Quality System
The organisational structure, responsibilities, procedures and resources for implementing
quality management.
Responsible Manager
The person responsible for an area of a documented standard, the standard set by the
organisation or requirements of the ICAA.
SAFA
Safety Assessment of Foreign Aircraft.
Senior Management
The highest level of management within the organisation that has the authority and the
responsibility for setting policies, demonstrating commitment, meeting requirements, approving
resources, setting objectives, implementing processes and achieving desired results.
Standard
The documented procedures and requirements the Operational Standards are set against.
The Organisation
Air Atlanta Icelandic.

QUALITY MANUAL
1 Management and Control of Air Atlanta
1.1 Introduction
1.1.1 Operational Continuity
1.1.2 Organisation Chart
1.2 Quality Department

1.3 Duties and Responsibilities of Senior Management

1.3.1 Chief Executive Officer (CEO)
1.3.2 Solicitor
1.3.3 VP Human resources
1.3.4 VP Finance
1.3.5 VP Sales and Marketing
1.3.6 VP Fleet Planning
1.3.7 Director Quality Assurance
1.3.8 Director Flight Safety
1.3.9 Head of Security
1.3.10 Head of Emergency Response Planning
1.3.11 VP Flight Operations
1.2.12 VP Maintenance
1.4 Duties and Responsibilites of Quality Department Personnel

1.4.1 Manager Audits
1.4.2 Quality Compliance ‐ Maintenance
1.4.3 Lead Auditor
1.4.4 Auditors
Rev. 6 Management and Control of Air Atlanta

QUALITY MANUAL
1 Management and Control of Air Atlanta
1.1 Introduction
Management and control of the organisation is in the hands of the senior management. Senior
management is the highest level of management within the organisation that has the authority
and the responsibility for setting policies, demonstrating commitment, meeting requirements,
approving resources, setting objectives, implementing processes and achieving desired results.
1.1.1 Operational Continuity

To ensure operational continuity during absence of any person holding managerial
responsibilities, he shall appoint a deputy during his absence from the workplace. The deputy
shall be to take on daily activities. The deputy shall fulfil all general duties of the person being
deputised and report to him all changes in the operations when he returns to the workplace for
duty.
Deputising is in effect when the management personnel is absent due to vacation, sickness or
any time management person can not be reached within reasonable time, depending on the
urgency of the matter.
The absent management person should make all correspondence through the deputy, while
being deputised.
a) Prior to leaving the workplace the absent management person shall:

i) Notify the staff in his department of his prospective absence
ii) Introduce his deputy during the absence
iii) He shall set his e‐mail account with auto‐reply, stating contact information for the
deputy
b) During the deputising, the deputy shall:

i) Copy the absent management person in on all e‐mail communications pertaining to
managerial functions
ii) Deliver, at least, a verbal report when the management person returns for duty
Rev. 6 Management and Control of Air Atlanta Page 1 ‐ 1

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QUALITY MANUAL
1.2 Quality Department
The quality department is controlled by Director Quality Assurance, empowered by the CEO. The
main functions of the quality department are to support the organisations operations by the
means of auditing and monitoring, with special emphases on safety and security.

QUALITY MANUAL
1.3 Duties and Responsibilities of Senior Management Personnel
1.3.1 Chief Executive Officer (CEO)

The CEO is the Accountable Manager for the organisation.
He is appointed by the Board of Directors and must be accepted by the ICAA.
The CEO has corporate authority for ensuring that all operations and maintenance activities can
be financed and carried out to the standard required by the ICAA, and any additional
requirements defined by the organisation.
Responsibilities
The CEO shall:
a) establish goals and policies, in co‐operation with senior staff, for the main activities in the
organisation
b) establish and promote the Quality and Safety policies, in cooperation with, VP Maintenance,
VP Operations and the Director Quality Assurance
c) assign necessary resources to the organisation’s different departments and sub‐
departments, in cooperation with the respective directors and managers
d) ensure that all Maintenance and Flight Operations can be financed and carried out to the
standards established and approved for the entire organisation
e) Provide his staff with necessary facilities, workspace, equipment and supporting services
f) call and chair the management evaluation of the quality system
g) participate in the meeting of the Technical Board when applicable

QUALITY MANUAL
1.3.2 Solicitor
The organisation’s Solicitor reports to the CEO.
His main activities are to advice on various areas of law and represent the organisation where
there is a business related dispute.
The Solicitor specializes in particular areas of law, such as property, tax, employment,
competition and aviation. Typical work activities for the Solicitor vary, depending on the type of
case and field of law in each case.
Responsibilities
The Solicitor shall:
a) have responsibility for various matters requiring legal advice and the undertaking of legal
services in connection with delivering results desired by the organisation
b) undertake research, as and when requested, and provide briefings on legal issues
c) in appropriate cases, represent the organisation at meetings, hearings and tribunals,
including providing advocacy and case management
d) acquire sufficient practical experience, knowledge and skills as a lawyer so as to give
reassurance that all relevant legal issues will be dealt with competently in the interests of
the organisation
e) undertake such other duties as the CEO may require in the interests of delivering effective
legal services to the organisation

QUALITY MANUAL
1.3.3 VP Human Resources

The VP Human Resources reports to the CEO of the organisation and assists and advises the
organisations, management on Human Resources issues.
The primary role of The VP Human Resources is to manage the day to day operations of the
Human Resources department. The VP Human Resources manages the administration of the
human resources policies, procedures and programs. The VP Human Resources carries out
responsibilities in the following functional areas: departmental development, Human Resource
Information Systems, employee relations, training and development, benefits, compensation,
organizational development, and control all communication and contracts with the
organisation’s related unions. VP Human Resources also completes all contracts with
recruitment agencies.
Responsibilities
The VP Human Resources:
a) is responsible for all or part of these areas:
i) recruitment and staffing logistics
ii) organisational and space planning
iii) performance management and improvement systems
iv) organisation development
v) employment and compliance to regulatory concerns and reporting
vi) employee orientation, development, and training
vii) policy development and documentation
viii) employee relations
ix) the organisation wide committee facilitation
x) the organisations employee communication
xi) compensation and benefits administration
xii) employee safety, welfare, wellness and health
xiii) employee services and counselling
b) the VP Human Resources originates and leads Human Resources practices and objectives
that will provide an employee oriented, high performance culture that emphasises
empowerment, quality, productivity and standards, goal attainment, and the recruitment as
well as ongoing development of a superior workforce
c) ensures safety of the workforce
d) ensures development of a superior workforce
e) ensures development of the Human Resources department
f) ensures development of an employee oriented organisation culture that emphasises quality,
continuous improvement, and high performance
g) ensures personal ongoing development

QUALITY MANUAL
1.3.4 VP Finance
The VP Finance reports to the CEO.
He directs all financial activities of the organisation. The individual works hand in hand with the
CEO on major financial issues and the organisation wide strategies. VP Finance manages banking
relationships with both foreign and local banks. The VP Finance is an active member of the
corporate management team and is responsible for the development and implementation of
short and long term strategic planning with the Senior Management. To support all of these
responsibilities the person in this position must have excellent communication skills and a
proactive approach.
Responsibilities
The VP Finance:
a) is responsible for all budgeting and financial reporting to include project and indirect
planning. The VP Finance is also responsible for the accounting department, Treasury as
well as Financial Planning & Control
b) is also responsible for coordination of insurance issues and communication with the
insurance brokers. Annually the VP Finance will supply supporting schedules for insurance
renewal. The VP Finance coordinates legal issues with the organisations Solicitor
c) is ultimately responsible for cost proposal development and profit or business analysis. In
most cases only the very large or complex cost proposals require the VP to create those files
d) ensures that all indirect expenses and any unallowable expenses are budgeted and
monitored in coordination with department directors on spending on a monthly basis
e) is ultimately responsible for all audits, although the day to day communications are handled
by the Accounting department. Top level corporate strategies and their communications to
auditors is the responsibility of the VP Finance

QUALITY MANUAL
1.3.5 VP Sales and Marketing

The VP Sales and Marketing reports to the CEO.
He leads and coordinates the organisation’s sales and marketing functions and develops and
implements the sales and marketing strategy. He monitors and analyses sales and marketing
activity against set targets and is responsible for creating and delivering sales strategies for the
organisation, product range and designated markets.
The VP Sales and Marketing plays a fundamental role in developing future growth, and provides
vision, direction and leadership.
Responsibilities
The VP Sales and Marketing:
a) develops strategy, tactics, sales plans and revenue targets
b) delivers sales by developing relationships with business partners
c) identifies and reports on business opportunities in target markets
d) acts as an ambassador and role model for the organisation
e) increases market share in existing markets and maximises new business development
opportunities
f) achieves targets for revenue, profitability and sales growth
g) provides direction for the sales and marketing department

QUALITY MANUAL
1.3.6 VP Fleet Planning

The VP Planning reports to the CEO.
Responsibilities
The VP Fleet Planning:
a) establishes excellent rapport with key senior management and numerous functional areas,
including Sales & Marketing (Aircraft Contracts & Leasing), Finance (Financial Planning &
Control, Accounting, etc.), Flight Operations, (Planning & Scheduling, Flight Performance,
Ops Cost Control, etc.), Maintenance (Planning, Engineering, Power plants & Contracts,
Maintenance Cost Control, etc.), Legal (external counsel), and Corporate Communications
b) develops short and long‐term fleet plans by aircraft types and by activity (Cargo/Pax),
through on‐going interaction and coordination with all parties
c) determines aircraft allocation tradeoffs for overall best interest of the organisation, rather
than solely for particular functional areas. Effectively explains these tradeoffs to all
participants
d) leads cross‐functional teams to resolve conflicting fleet issues
e) establishes and maintains ongoing processes, which allow measurement against plan and
budget
f) balances short term versus long term fleet requirements
g) determines need for special aircraft mission capabilities or improvements, such as over‐
water and ETOPS or other aircraft improvements, and develop justifications for such
modifications with all affected groups
h) presents business cases to management and upon approval, oversee implementation efforts
i) closely coordinates new aircraft deliveries, retirements, and lease expiration/renewal
activities with all key groups
j) develops and maintains thorough understanding of aircraft mission capabilities,
performance, operating costs and product offerings
k) interacts regularly with aircraft manufacturers’ and aircraft leasing and brokers firm sales
and marketing representatives
l) establishes himself as key contact in the organisation for all fleet‐related information;
m) maintains up to date fleet information on databases or equivalent
n) maintains centralised storage for, and control access to, all contracts relating to aircraft and
engine acquisitions and leases
o) tailors fleet plans and fleet information to different customers
p) maintains competitive fleet plans and information on other airlines and industry fleet
activity
q) performs other fleet related responsibilities, as needed

QUALITY MANUAL
1.3.7 Director Quality Assurance

The Director Quality Assurance is the Quality Manager of the organisation.
He is appointed by the organisation and must be accepted by the ICAA.
The Director Quality Assurance reports to the CEO.
The primary role of the Director Quality Assurance is to verify, by monitoring activity in the fields
of flight operations, maintenance, safety and security, that the standards required by EU‐OPS,
JAR‐FCL, EASA Part‐M, Part‐145, Part‐66 and ICAA rules, requirements and regulations, as
applicable., and any additional requirements defined by the organisation, are being carried out
under the supervision of the relevant postholder.
Responsibilities
The Director Quality Assurance:
a) has direct access to the CEO and unlimited access to all relevant parts of the organisation
and, as necessary, all parts of any sub‐contractor’s organisation
b) informs the CEO when corrective action that is required as a result of a non‐conformance is
not implemented within an acceptable timescale
c) is responsible for establishing and maintaining the quality system
d) monitors activities in flight operations, maintenance, safety and security, for compliance
with the standards requested by the ICAA
e) ensures that a quality audit schedule is established and carried out to ensure that all areas
of the operation are reviewed at regular intervals. He brings observed non‐conformance to
the attention of the person concerned with a timescale for remedial action to be completed
f) monitors the effectiveness of changes resulting from proposals for corrective action
identified by the Flight Safety Programme
g) supervises and coordinates activities of Audit Manager and Quality Assurance Surveyor
h) issues Part‐145 Authorizations for Certifying Staff and ensures their qualification records are
managed
i) coordinates with the ICAA with regard to audits and non‐conformances
j) is a special confidential consultant to the ICAA (Icelandic law no.60 10 June 1998 article 83).
Qualifications
The Director Quality Assurance shall:
a) have completed international standards training on quality assurance systems
b) hold good knowledge of the EASA requirements and ICAA rules and regulations
c) hold good knowledge of the English language
d) hold good knowledge in operating computer software programs and handling computer
data and information

QUALITY MANUAL
Training
The Director Quality Assurance shall complete:
a) approved quality assurance system course
b) approved quality assurance auditor’s course
c) CAME procedure related to job function according to CAME Part 3.4.8.1(b)
d) he shall also attend a continuation training programme according to CAME Part 3.4.8.1(g)
Deputy
The deputy for Director Quality Assurance is Quality Assurance Surveyor.

QUALITY MANUAL
1.3.8 Director Flight Safety

The Director Flight Safety is the Accident Prevention & Flight Safety Programme Manager for the
organisation.
The Director Flight Safety reports to the CEO.
Responsibilities
The Director Flight Safety:
a) heads the Flight Safety Management Programme
b) monitors the overall flight safety performance in operations and maintenance
c) promotes safety and risk awareness within the organisation
d) ensures that safety related deficiencies are corrected and learned from
e) disseminates safety related information to personnel and other organisations
f) enforces completion and collection of Form Q‐050, Air Safety Report, when incidents or
findings require such reports
g) manages the Internal Occurrence Reporting system and:
i) evaluates and classifies Air Safety Reports
ii) heads investigation of serious occurrences
iii) requests corrective action of safety deficiencies from relevant departments
iv) analyses collected ASRs for any adverse trends in operations and maintenance
v) advises the relevant managers of the occurrence and requests comments and/or
actions as appropriate
vi) acts upon anonymous safety related reports from staff
h) administers the Flight Data Monitoring Program and:
i) ensures system security and flight crew anonymity
ii) liaises with the Guardian Pilot for crew contacts
iii) administers the flight data monitoring software, access and updates
iv) liaises with maintenance department on data upload issues
i) chairs the Flight Safety Committee and:
i) calls the Flight Safety Committee meeting
ii) prepares any material and issues for review
iii) ensures that minutes of the meeting are recorded
iv) follows up on any actions or recommendations decided by the meeting
j) chairs the ASR groups and:
i) calls the ASR meetings
ii) prepares any material and issues for review
iii) ensures that minutes of the meeting are recorded
k) advises the CEO of any unresolved flight safety issues and trends that may lead to an
unacceptable level of safety
l) heads and coordinates serious incidents and accident investigations with the competent Air
Accident Investigation Board

QUALITY MANUAL
m) represents the organisation in matters of Flight Safety towards national and international
organisations
n) establishes and maintains industry contacts on matters relating to flight safety with the view
of staying abreast of developments in the field of safety management
Qualifications
The Director Flight Safety shall:
a) through assessment of competence prove sufficient knowledge to interpret maintenance
requirements into maintenance tasks
b) hold general knowledge of flight safety issues
c) hold good knowledge of the EU OPS, EC requirements and ICAA rules and regulations
d) hold good knowledge of the English language
e) hold good knowledge and experience in operating computer software programs and handling
computer data and information
Training
The Director Flight Safety shall complete:
a) CAME procedures related to job function CAME PART 3.4.8.1 (b)
b) continuation training program CAME PART 3.4.8.1 (g)

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1.3.9 Head of Security

The Head of Security is the Security Officer of the organisation.
He is accepted by the ICAA.
The Head of Security reports to the CEO and has direct access to the executive board of
directors should the need arise to inform them of a prevailing security situation.
Responsibilities
The Head of Security:
a) formulates an overall security policy for senior management acceptance
b) preserves the development and promulgation of security standards and practices to
provide line management with direction and control
c) ensures the effective implementation of security procedures as required by national security
programmes and by audits and inspections as deemed necessary
d) reviews and implements national security standards in close cooperation with governing
bodies;
e) liaises effectively with governments, authorities and law enforcement agencies
f) evaluates and assesses any security threats to the organisation and recommends remedial
action as necessary
g) initiates special security measures during periods/instances of increased threat
h) provides specialised advice to senior and line management in all security functions,
protection, intelligence, information and investigation
i) reviews and records the organisation’s security incidents and occurrences and initiates an
investigative procedure as outlined in OM‐A (vol .I) ch.11
j) ensures compliance and stays abreast of any current national APIS programmes
k) oversees and maintains a training programme for the Mandated Security Awareness training
Qualifications
The Head of Security shall:
a) hold general knowledge of flight security issues
b) hold good knowledge of EASA requirements, EU‐OPS and ICAA rules and regulations
d) hold good knowledge and experience in operating computer software programs and
handling computer data and information
Training
The Head of Security shall complete:
a) annual training in security as available, or at least
b) review all requirements and regulations regarding aviation security on annual basis
Deputy
Deputy for Head of Security is Director Ground Operations

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1.3.10 Head of Emergency Response Planning

The Head of Emergency Response Planning reports directly to the CEO.
Responsibilities
The Head of Emergency Response Planning:
a) ensures that the organisation maintains a comprehensive Emergency Response Plan that
fulfils our moral responsibilities to our employees, our customers, and our stakeholders as
well as the communities we reside
b) ensures that the organisation has the ability and resources to recover from any major
disaster, emergency, or business interruption to prevent or minimize threats to customers,
employees, and the public
c) ensures that the organisation continues and maintains normal operations in the events of a
major emergency or a disaster
d) ensures that the organisation remains in compliance with the regulatory requirements set
forth by national authority and safeguard that industrial standards are met
e) ensures that the orgainsation Emergency Response Plan are exercised on a regular basis, to
identify weaknesses using thorough debriefing in order for necessary modifications for the
safe conclusion of an actual emergency situation
f) ensures that the organisation Emergency Response team members are trained periodically
to ensure operational readiness of the Crisis Management Center (CMC)
g) ensures liaison with relevant authorities and other external entities such as customer airline,
service providers, police, coast guards, hospitals, etc, as applicable
h) ensures that the organisation promotes Emergency Response culture and awareness
throughout the organization structure
Qualifications
The Head of Emergency Response Planning shall:
a) hold general knowledge of Emergency Response Plan issues
b) hold good knowledge of the EASA requirements, EU‐OPS and ICAA rules and regulations
d) hold good knowledge and experience in operating computer software programs and
Training
The Head of Emergency Response Planning shall complete:
a) Annual training in Emergency Response Planning as available; or at least
b) Review all requirements and regulations regarding Emergency Response Planning on annual
basis.
Deputy
A Deputy for Head of Emergency Response Planning is not required.

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1.3.11 VP Flight Operations
The VP Flight Operations is the Postholder for the Flight Operations.

The VP Flight Operations reports directly to the CEO.
Responsibilities
The VP Flight Operations:
a) is responsible for the safe, efficient and economic conduct of all organisation operational
activity
b) is responsible for approving the contents of the Operations Manual, Part A, Volumes I and II,
and ultimately, for authorising all flight operations
c) ensures that the organisation’s flight operations are carried out in accordance with
conditions of the AOC
d) is responsible for compliance with EASA and other foreign regulatory requirements and
standards established by the organisations
e) shall assure access to necessary funds and resources to enable his department to operate in
accordance with ICAA requirements and the organisation’s standards
f) is a special confidential consultant to the ICAA (Icelandic law no.60 10 June 1998 article 83).
Qualifications
The VP Flight Operations shall:
a) hold a valid ATPL issued or validated by EASA Member State. In a case where the VP Flight
Operations does not hold such a license, his deputy shall hold an ATPL as required above
b) have at least 5 years of work experience with Airline where at least 2 years should be in
Flight Operation Department and include airline management experience
c) be familiar with the Quality Systems
d) have Practical experience of Aviation Safety Standards and safe Operating Practices
e) have Good Knowledge of:
i) EU‐OPS and associated requirements and procedures
ii) The Company AOC Holder Operation Specifications
iii) The Company Operation Manual and its supplements
iv) The english language
Training
The VP Flight Operations shall complete:
a) Introduction to the Quality system including Q-pulse

b) Training on relevant parts of the RM systems
c) Introduction to the ERP
d) CRM/Human Factor on annual basis
Deputy
Deputy for VP Flight Operations is Director Flight Operations.

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1.3.12 VP Maintenance
The VP Maintenance is the postholder for the Maintenance System.
The VP Maintenance reports directly to the CEO.
Responsibility
The VP Maintenance:
a) ensures the airworthiness of the aircraft and the serviceability of both operational and
emergency equipment
b) is responsible for liaison with regulatory authorities, original equipment manufacturers and
other operationally relevant external entities
c) ensures accomplishment of pre‐flight inspections
d) ensures rectification to an approved standard of any defect or damage affecting safe
operation, taking into account the minimum equipment list and configuration deviation list if
available for the aircraft type
e) ensures accomplishment of all maintenance in accordance with the approved operator’s
aircraft maintenance program
f) ensures analysis of the effectiveness of the maintenance program
g) ensures accomplishment of any operational directive, airworthiness directive and any other
continued airworthiness requirement made mandatory by the ICAA
h) ensures that all work and maintenance is carried out to the standards specified in Part‐145
i) is responsible for any corrective action resulting from the quality compliance monitoring of
Part‐145.A.65 (c)
j) ensures accomplishment of modifications in accordance with an approved standard and, for
non‐mandatory modifications, the establishment of an embodiment policy
k) is the head of the Technical Board and chairs the Board’s regular meetings
l) ensures that the Certificate of Airworthiness for each aircraft operated remains valid
m) ensures requirements specified above must be performed in accordance with Continuing
Airworthiness Management Exposition (CAME) procedures
n) responsible for overseeing and reviewing all contracts for the Technical Department
o) is responsible for continuing airworthiness of the organisations aircraft as listed on the AOC
Operations Specification IS‐008 and Part‐M certificate IS.MG‐008
p) ensures that all EASA Part‐M and Part‐145 operations and maintenance activities can be
carried out to the standard required by the ICAA
q) is a special confidential consultant to the ICAA (Icelandic law no.60 10 June 1998 article 83).
Qualifications
The VP Maintenance shall:
a) hold maintenance technician license or through assessment of competence prove sufficient
knowledge to interpret maintenance requirements into maintenance tasks
b) have at least five years of experience with an air carrier, commercial operator, or certified
repair station, one year of which must have been in a supervisory capacity

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c) hold good knowledge of EASA rules and regulations, Part‐145 and subpart M
d) hold good knowledge of the English language
e) hold good knowledge and experience in operating computer software programs and
Training
The VP Maintenance shall complete:
a) thorough training in all CAME procedures
b) continuation training program CAME PART 3.4.8.1 (G)
c) familiarisation Type training for all Aircraft types operated
Deputy
The Deputy for VP Maintenance is Director Engineering & Planning.

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1.4 Duties and Responsibilities of Quality Department Personnel
1.4.1 Manager Audits

The Manager Audits reports to the Director Quality Assurance.
a) He monitors that all aspects of Flight Operations, Maintenance, Safety and Security are
audited within the required period and verifies compliance to standards required by the
ICAA and any additional standards defined by the organisation.
Responsibilities
The Manager Audits:
a) schedules audits according to requirements
b) establishes and publishes audit schedules
c) initiates audits according to the audit schedule
d) assigns auditors to audits
e) monitors preparation of audit checklists
f) conducts audits and inspections
g) ensures that audits are carried out on time
h) ensures timely closure of audits
i) ensures that audit reports are compiled and distributed
j) monitores non‐conformance closure
k) communicates with responsible persons within each department, external auditors and
the ICAA
Qualification
a) Have completed International Standards training on Quality Assurance Systems
b) Good knowledge of EU‐OPS, JAR‐FCL, EASA Part‐145, Part‐M, Part‐66, and ICAA rules,
regulations and requirements.
c) Good knowledge of the English language
d) Good knowledge and experience in operating computer software programs and handling
computer data and information
Training
a) Approved Quality Assurance System Course
b) Approved Quality Assurance Auditors Course
c) Continuation training program CAME PART 3.4.8.1 (G)
d) CAME procedures related to job function CAME PART 3.4.8.1 (B)

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1.4.2 Quality Compliance ‐ Maintenance

The Quality Compliance – Maintenance, reports to Director Quality Assurance.
He monitors daily activities in; maintenance engineering and planning, line maintenance, base
maintenance and technical training to verify that maintenance activities are in compliance with
the organisations procedures and accepted standards. He reports any discrepancies to the
Director Quality Assurance.
Responsibilities
a) The Quality Compliance ‐ Maintenance:
b) signs and issues Part‐145 authorisations to Certifying Staff
c) evaluates suppliers and submits evaluation report on his findings
d) determines acceptability of part certification documents
e) serves as an Auditor when requested by Manager Audits
f) conducts inspections of maintenance activities to ensure that procedures are complied with
and work standards are to an acceptable standard
g) follows up on timely closure of non‐conformances with responsible managers
h) reviews and certifies airworthiness data as required
i) performs any other duties as directed by Director Quality Assurance
Qualifications
The Quality Compliance ‐ Maintenance shall:
a) hold maintenance technician license or through assessment of competence prove sufficient
knowledge to interpret maintenance requirements into maintenance tasks
b) hold good knowledge of the continuing airworthiness management exposition (CAME),
operations manual (OM) and associated manuals relevant to the quality assurance system
c) hold good knowledge of the EASA requirements particularly Part‐145 and Part‐M
d) have completed international standards training on quality assurance systems
e) hold good knowledge of the English language
f) hold good knowledge and experience in operating computer software programmes and
Training
The Quality Compliance ‐ Maintenance shall complete:
a) quality assurance system course CAME Part 3.1.6(a)
b) approved quality assurance auditors course CAME Part 3.1.6(d)
c) CAME procedures related to job function CAME Part 3.4.8.1(b)
d) continuation training program CAME Part 3.4.8.1(g)
e) maintenance computer system training related to job function

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1.4.3 Lead Auditor

The Lead Auditor is nominated by the Director Quality Assurance.
He reports to the Manager Audits.
The Lead Auditor shall fulfil all requirements as an Auditor prior to being nominated as a Lead
Auditor.
Responsibility
The Lead Auditor:
a) is ultimately responsible for all phases of the audit
b) prepares and maintains audit checklists
c) has the authority to make final decisions regarding the conduct of the audit
d) assists with the selection of other audit team members
e) prepares the audit
f) represents the audit team with the auditee’s management
g) raises non‐conformance reports resulting from audits
h) submits the audit report
Qualifications
The Lead Auditor shall:
a) in addition to the qualifications of Auditor, the Lead Auditor shall have a minimum 3 years
experience or have attended Lead Auditors course by recognised organisation
Training
The Lead Auditor shall complete:
a) a Lead Auditor’s course

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1.4.4 Auditors
Auditors report to Manager Audits.
They are qualified individuals who shall audit the organisations quality system to ensure that all
organisations procedures are conducted in accordance with applicable requirements, standards
and procedures. Auditors shall have sufficient background experience to enable them to identify
non‐conformance with Part‐145, Part‐M, EU‐OPS, JAR‐FCL and ICAA regulations and
requirements.
The Director Quality Assurance shall identify the persons within the organisation who have the
responsibility and authority to perform audits and inspections as part of an ongoing quality
assurance programme. A current list of qualified auditors and their area of responsibility is
retained in Q‐Pulse computer system as a part of the Quality Assurance Records.
Responsibilities
Auditors:
a) comply with the applicable audit requirements
b) communicate and clarify audit requirements
c) plan and carry out assigned responsibilities effectively and efficiently
d) documents observations
e) report audit results
f) cooperate with and support the Lead Auditor and the Director Quality Assurance
g) retain and safeguard documents pertaining to the audit, by:
i) submitting such documents as required
ii) ensuring such documents remain confidential
iii) treating privileged information with discretion
Qualifications
Auditors shall:
a) have knowledge of the area of responsibility or receive training of audit technique of the
area
b) hold good knowledge of the continuing airworthiness management exposition (CAME),
operations manual (OM) and associated manuals relevant to the quality assurance system a
c) complete two audits under the supervision of a qualified auditor
Training
Auditors shall complete:
a) thorough introduction to the Quality System
b) a full quality audit training course
c) initial and continuation training in the area of human factors

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2 Manuals and Records
2.1 Manual System

2.1.1 Manual Structure
2.1.2 Editorial Group
2.1.3 Hard Copy Manuals
2.1.3.1 Distribution System
2.1.3.2 System of Amendment and Revision
2.1.3.3 Handwritten Amendments and Revisions
2.1.3.4 Obsolete documents
2.1.4 Electronic Manuals
2.1.4.1 Electronic Storage and Filing
2.1.4.2 Scheduled Backup
2.1.4.3 Retrieval of Manuals
2.1.4.4 Electronic Revisions
2.2 Record System

2.2.1 Hard Copy Records
2.2.1.1 Hard Copy System
2.2.2 Electronic Records
2.2.2.1 Storage and Filing
2.2.2.3 Retention Periods for Records
2.2.2.4 Retrieval of records
Rev. 6 Documents and Records

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2 Manuals and Records
2.1 Manual System

The manual system contains all of the organisations manuals published by the organisation
and manuals from other entities pertaining to the operation of certain equipment operated by
the organisation.
Manuals can be either in a hard copy format, electronic format, or a combination of both, as
authorised by the ICAA. In such cases, an acceptable level of accessibility, usability and
reliability must be assured.
2.1.1 Manual Structure
a) The Quality Manual is the sovereign manual for the organisation. It describes the
management function of the organisation and maintainance of quality with regards to
safety and security. The Quality Manual is published in accordance with EU‐OPS, JAR‐
FCL, EASA part‐145, EASA part‐M, Part‐66, ICAA rules and regulations and IOSA
standards. It is the responsibility of the Director Quality Assurance to maintain the
Quality Manual, on the authority of the CEO.
Rev. 6 Manuals and Records Page 2 ‐ 1

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b) The Operations Manual (OM) contains instructions, procedures and information for
operations personnel employed in flight operations. It is published in accordance with
EU‐OPS, JAR‐FCL and ICAA rules and regulations. It is the responsibility of VP Flight
Operations to ensure the OM is maintained. The OM is divided into parts A, B, C and D.
i) Part A comprises all non type‐related operational policies, instructions and

procedures needed for a safe operation. Part A is published in two separate volumes
pertaining to flight operations in volume I and cabin operations in volume II.;
ii) Part B comprises all type‐related instructions and procedures needed for a safe
operation. It takes account of any differences between types, variants, or individual
aeroplanes used by the organisation;
iii) Part C contains route and aerodrome instructions and information. This part
comprises all instructions and information needed for the area of operation;
iv) Part D comprises all traning instructions for personnel required for a safe operation.
c) Maintenance manuals contain instructions, procedures and information required for a

safe operation. It is the responsibility of VP Maintenance to ensure all maintenance
manuals are maintained.
i) CAME contains instructions, procedures and information for maintenance

personnel. It is published in accordance with EASA Part‐M, Part‐145, Part‐66 and
ICAA rules and regulations;
ii) Aircraft Maintenance Programes list the tasks and identify the practices and
procedures for the scheduled maintenance of aircraft;
iii) Aircraft Maintenance Manuals comprises all manuals pertaining to maintenance of
aircraft, i.e. aircraft and engine maintenance manuals, structural repair manuals,
illustrated parts catalogues, wiring diagrams, systems schematic manuals,
component maintenance manuals, standard practices manuals, etc.
d) The Emergency Response Plan (ERP) pertains to the whole operation. It contains
information on how to act to emergency situations. It is the responsibility of Head of
Emergency Response to maintain the Emergency Response Plan. Emergency Response
Plan comprises of:
i) Emergency Response Plan (ERP)

ii) Emergency Response Plan Quick Reference Handbook (EQRH);
iii) CMC checklists
e) The Security Manual contains all instructions, procedures and information related to
security. Parts of the security manual should be treated with confidentiality. It is the
responsibility of Head of Security to maintain the Security Manual.

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2.1.2 Editorial Group
The Editorial Group is an information sharing platform for those employees responsible for
publishing and distributing manuals within different departments in the organisation. It will serve as
an advisory committee and coordinate between departments every aspect of the editing and
publishing process.
Members of the group are employees in charge of editing, publishing and distributing organisation
manuals issued by their respective departments. The group has a chairperson whose sole
responsibility is to call the meetings and distribute minutes to group members. Meetings will be
held as required based on issues that come up.
The Group’s main responsibilities are to make sure that information in different manuals is not
contradictory, that manuals published by the company have a unified look and feel and that they
use a common terminology.
NOTE: The Group will NOT have responsibility for writing or evaluating the data in individual
manuals, only how it is presented and distributed and that it does not contradict other manuals.
The Group will establish a standard detailing the format and layout of manuals and documents
issued by the organisation. When new manuals or documents are created and issued within the
organisation, the Editorial Group shall be consulted for advice on the standardised look and feel.
The Group’s main functions will be:
1. to find solutions to various problems in publishing and distribution that come up and are
common to all.
2. to design a standard structure, format and layout of manuals and company forms.
3. to establish a controlled list of cross‐references between different manuals.
4. to map out all content that is the same in more than one manual and to establish a method
of controlling that when revised in one manual, others will be updated accordingly.
5. to evaluate the feasibility of streamlining data within the manuals.
The Editorial Group provides a focal point for employees and management to submit comments and
queries. The group’s e‐mail address is EditorialGroup@airatlanta.com.

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2.1.3 Hard Copy Manuals
2.1.3.1 Distribution System

The organisation’s libraries keep a copy of all hard copy manuals. Manuals are distributed
according to distribution lists and are, in most cases, printed on demand for distribution. It is the
function of the libraries to distribute any revisions according to the distribution list of each
manual.
When a revision is issued in a loose‐leaf format, all holders of the manual are responsible for
ensuring that any amendments or revisions issued by the organisation are correctly inserted and
recorded in their manual. The procedure for incorporating Normal and Temporary Revisions into
a loose leaf publication is outlined below.
2.1.3.1.1 Normal Revision
a) It shall be distributed to all holders by the applicable library

b) It shall include a Manual Revision Instruction Sheet with detailed instructions for
incorporating the revision into the manual.
c) Revised pages shall be inserted into the manual as appropriate.
d) Obsolete pages shall be removed and discarded or replaced with revised material.
e) The holder shall record the insertion of a normal revision by completing the Record of
Revisions (ROR).
f) The holder shall confirm incorporation of the Revision into his manual by signing and
submitting the manual revision Confirmation Letter to the applicable library or his
Supervisor on base.
g) Revised material will be indicated on each page by a vertical line shown against any
changes.
h) An updated List of Effective Pages shall be issued with each Normal Revision.
2.1.3.1.2 Temporary Revision
a) It shall be distributed to all holders by the applicable library

b) It shall be issued either in the form of a revised reprint of the effected page or by Safety
Directives.
c) It shall be followed by a Normal Revision as soon as practicable.
d) The holder shall record the insertion of the Temporary Revision by completing the
Record of Temporary Revisions (RTR).
e) All Temporary Revisions shall be inserted into the manual sequentially behind the RTR.
f) When a Temporary Revision has been replaced by a Normal Revision or otherwise
revoked, the holder shall remove the obsolete page(s) and document such on the RTR.
Note: Temporary revisions may not apply to all manuals within the organisation

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2.1.3.1.3 Fully Bound Publications
When a revision is issued in a fully bound publication, the following applies:
a) It shall be distributed to all holders by the applicable library.

b) Revision number will be clearly marked on the cover and title page and the bound cover will
be a different colour to the previous revision.
c) Amendments will be indicated on each page by a vertical line shown against any changes.
d) List of Effective Pages is not included as the Main Table of Contents will account for all pages
in each part/chapter.
e) Record of Revisions (ROR) is not included as the complete manual is revised as a whole
when published.
f) Record of Temporary Revisions (RTR) is not included for the same reason as (iv.) above.
2.1.3.2 System of Amendment and Revision

a) the department responsible for the applicable manual issues amendments and revisions to
their manual. All amendments shall be forwarded to the Editorial Board;
b) amendments may be initiated from any part of the organisation. Personnel are encouraged
to suggest changes that may lead to improvement in working practices and procedures;
c) the requirement to amend a manual can be due to, but Is not limited to, changes to
regulation requirements, changes to the organisation’s management or activities and
inadequacy identified;
2.1.3.3 Handwritten Amendments and Revisions

Handwritten amendments and revisions are not permitted except in situations requiring
immediate amendment or revision in the interest of safety. They shall however not be
issued unless necessary approval has been granted by the ICAA. They shall be followed by a
formal amendment as soon as practicable.
2.1.3.4 Obsolete documents

When manuals become obsolete they must be discarded. Libraries inform copyholders
when a manual has to be discarded and send instructions on how to discard it. Copyholder
shall send confirmation to the applicable library when the manual has been discarded as
per instructions.

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2.1.4 Electronic Manuals
2.1.4.1 Electronic Storage and Filing

Electronic manuals are stored and filed on the organisations central hard drives.
a) Creating manuals
Manuals should not be created without consent from the department head.
Folders are titled to each department on the central hard drive;
b) Maintaining manuals
Manuals are maintained on the central hard drives. When a manual is maintained,
user privilages are required;
c) Updating manuals
Manuals are updated on the organisation’s intranet and the central hard drives;
d) Identifying manuals
It should be easy to identify manuals within the central hard drive. All manuals are
clearly marked to avoid misunderstanding;
e) Accessing manuals
The organisation’s intranet can be used for accessing manuals. All personnel are
supplied with a login for the intranet for this purpose.
Hot drives (HD) are distributed to all maintenance personnel including all maintenance
manuals. As a backup all manuals are accessable on the organisation’s central hard
drives;
f) Retaining manuals
All manuals are retained on the organisation’s central hard drives, which are stored in
a secure facility;
g) Deleting manuals
When manuals need to be deleted they are stored in a folder marked: “delete”. The
folder is then reviewed by the Editorial Board prior to being permanently deleted.

In order to preclude loss of manuals due to software or hardware failures, scheduled
backup of manuals is performed at least once every 24 hours. This includes all the central
hard drives run by the organisation. The backup procedure ensures that at all changes one
year back is kept. Backup media is kept off site at all times.

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2.1.4.3 Retrieval of Manuals

It shall be ensured by each department that manuals remain accessible despite hardware
and software update or replacement.
2.1.4.4 Electronic Revisions

When revisions are published in a digital format, the publication must include the
complete and current contents of each manual, at the time of revision.

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2.2 Records System

The records system contains all of the organisations records published and stored by the
organisation.
Records are kept in paper form or on electronic format or a combination of both methods as
approved by the ICAA. All records must remain legible throughout the required retention
period.
Records can be stored either in a hard copy format or in electronic format as authorised by the
ICAA. In such cases, an acceptable level of accessibility, usability and reliability must be assured.
2.2.1 Hard Copy Records

Paper systems must use robust material, which can withstand normal handling and filing
2.2.1.1 Hard Copy System

Hard copies of records are kept in various locations between departments according to different
regulatory requirements with regard to retention and storage facility. These facilities and
retention periods are defined in OM and CAME.
2.2.2 Electronic Records

Every computer within the organisation is required to contain programmes safeguards against
the ability of unotherised personnel to alter the records.
2.2.2.1 Storage and Filing

Electronic records are stored and filed on the organisation’s hard drives by the means of
computerised systems such as Trax, Navision and Q‐Pulse. The IT department may need to
install software to the user’s computer.
a) Creating records
Records can be scanned and imported into computerised systems, centralised hard drives or
created in the system by data entry;
b) Identifying records
Records must be clearly identified to avoid misplacement;
c) Accessing records
Access privilages are required to access record systems;
d) Retaining records
All records are retained on the organisations central hard drives, which are stored in a
secure facility. Retaining periods are defined in OM and CAME;
e) Deleting records

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When records need to be deleted from the central hard drives they are stored in a folder
marked: “delete”. The folder is then reviewed by the editorial board prior to being
permanently deleted.
Records can be deleted from computerised databases and central hard drives when the
applicable retention period, as defined in OM and CAME, has lapsed.

In order to preclude loss of records due to software or hardware failures, scheduled backup of
records is performed at least once every 24 hours. This includes all the central hard drives run by
the organisation. The backup procedure ensures that all changes one year back are kept. Backup
media is kept off site at all times. Backup integrity is checked periodically by storing data files,
control files and archive logs from backup media.
2.2.2.3 Retention Period for Records

Retention periods are listed in OM and CAME.
2.2.2.4 Retrieval of Records

It shall be ensured by each department that records remain accessible despite of hardware and
software update or replacement.

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3 The Quality System
3.1 Introduction
3.1.1 Description of the Quality System
3.2 Quality Newsletter
3.3 Operational Standards

3.3.1 General
3.3.2 Manhour plan
3.3.2.1 General
3.3.2.2 Deviation from Manhour plan
3.3.2.3 Additional work
3.4 Quality Assurance Program

3.4.1 Audit
3.4.1.1 Audit Initiation
3.4.1.2 Scheduled audit
3.4.1.3 Unscheduled audit
3.4.1.4 Audit Techniques
3.4.1.5 Auditor
3.4.1.6 Scope
3.4.1.7 Objectives
3.4.2 Planning and Preparation
3.4.2.1 Audit Requirements
3.4.2.2 Audit Schedule
3.4.2.3 Audit Checklist Development
3.4.3 Gathering of Evidence
3.4.4 Analysis, Findings and Actions
3.4.4.1 Immediate Reaction
3.4.4.2 Root Cause Analysis
3.4.4.3 Proposal for Corrective Action
3.4.4.4 Acceptance of proposal for Corrective Action
3.4.4.5 External entity Acceptance of Propesed Corrective Action
3.4.4.6 Corrective Action
3.4.4.7 Acceptance of Corrective Action
3.4.4.8 External entity Acceptance of Corrective Action
3.4.4.9 Properties
3.4.4.10 Extension of Corrective Action Periods
3.4.4.11 Corrective Action Not Taken
3.4.4.12 Evaluation of Corrective Action
3.5 Quality Control of Outsourced Services

3.5.1 Evaluation of Vendors or Suppliers
3.5.1.1 Evaluation of Operational Suppliers (Ground Handling etc.)
3.5.1.2 Synthetic Training Devices and Other Training Facilities
3.5.1.3 Evaluation of Maintenance Suppliers
Rev. 6 The Quality System

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3.5.2 Preparation of External Agreements / Contracts

3.5.3 Monitoring of Agreements
3.6 Product Quality Control
3.7 Quality Inspection
3.8 Management Evaluation

3.8.1 Management Evaluation Meetings
3.8.2 Agenda
3.8.3 Advocacy and Frequency
3.8.4 Conclusion
3.9 Monitoring
3.10 Quality System Training
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3 The Quality System
3.1 Introduction
In order to show compliance with EU‐OPS, JAR‐FCL, EASA Part‐M, Part‐145, Part‐66 and ICAA
rules, requirements and regulations, as applicable and IOSA standards, the Organisation has
established a Quality System in accordance with the instructions and information in this manual.
The Director Quality Assurance leads the Quality Department. He provides leadership in assuring
the compliance with laws, regulations standards and procedures as appropriate to the operation
and implementation of Quality Management into the Organisation.
Lead Auditors are nominated by the Director Quality Assurance.

Auditors are selected by the Director Quality Assurance.
3.1.1 Description of the Quality System

The Quality System is an independent system under the control of the Director Quality
Assurance. The Director Quality Assurance shall through the Audit Schedule, Quality Inspections,
Quality Audit, monitoring and Management Evaluation, in co‐operation with the CEO, establish
and maintain the system to monitor procedures and processes as described in the organisations
manuals.
The Quality System includes all planned and systematic actions necessary to provide confidence
that company procedures are in accordance with applicable laws, regulations, requirements and
standards.
The Quality System addresses the following:

a) the provisions of the EU‐OPS, JAR‐FCL, EASA Part‐M, Part‐145, Part‐66 and ICAA rules,
requirements and regulations, as applicable
b) the provisions of ICAA laws and regulations
c) the provision of IOSA standards
d) company standards and operational procedures
e) the Quality Policy
f) the organisational structure
g) responsibility for the development, establishment and management of the Quality System
h) manuals and records
i) quality procedures
j) quality Assurance Programme
k) the required financial, material, and human resources
l) training requirements
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3.2 Quality Newsletter

The Quality Newsletter is a means of disseminating information from the Quality Assurance
Department to ensure an organisational awareness of compliance with applicable regulatory and
other requirements.
Content and publishing of the Quality Newsletter is the responsibility of the Director Quality
Assurance. The newsletter is published on bi‐annual basis.

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3.3 Operational Standards
3.3.1 General
In order to meet its objectives the organisation will ensure that the technical, administrative and
human factors affecting the quality of its services remain under control by utilising the quality
system. All such control should be oriented to provide the confidence that the Quality System
factors move towards the reduction/elimination, and most importantly prevention of non‐
conformance.
The Quality System is developed and operated for the purpose of implementing the
organisation’s Quality Policy.
The management is committed to operate an effective and suitable Quality System in order to:
a) ensure safe operational practices and airworthy aeroplanes

b) maintain a documented Quality System in compliance with the requirements of laws,
regulations, requirements and standards as appropriate to the operation
c) monitor the compliance and adequacy of procedures
d) safeguard that operational and maintenance activities are carried out to the standards
required by laws, regulations, requirements and standards
Each requirement in the Quality System varies in importance from one type of activity to
another and in order to achieve maximum effectiveness and to satisfy customer expectations, it
is essential that the Quality System is appropriate to the activity and the product being offered.
The organisation’s Quality Manual is the primary document of the Quality System. Additionally
each department documents and maintains its own procedures.
The Quality System includes a feedback system to the CEO to ensure that corrective actions are
both identified and promptly addressed. The feedback system also specifies who is required to
rectify non compliance in each particular case, and the procedure to be followed if corrective
action is not completed within an appropriate time scale.
3.3.2 Manhour plan

To ensure that enough manpower is available to fulfill the anticipated workload in Quality
Assurance department. The manhour plan will be reviewed every 3 months and revised as
necessary. Director Quality Assurance is responsible for the manhour plan.
3.3.2.1 General
The manhour plan takes into account the anticipated upcoming three months work load, based
on audit schedule and routine tasks, taking into account previous manhours experience.

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3.3.2.2 Deviation from Manhour Plan

Significant deviation from the manhour plan should be reported through the Director Quality
Assurance to the CEO. Significant deviation means more than 25% shortfall in available
manhours during a calendar month.
3.3.2.3 Additional Work

When scheduling incidental projects it must be ensured that there is sufficient manpower /skills
available in the department to perform the work, considering what other work is being
performed at the same time.

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3.4 QualityAssuranceProgramme
Thequalityassuranceprogrammeistoensurequalitywithintheorganisation.Theprogramme
consistsofscheduled,andunscheduled,auditsperformedusingchecklistspreparedinadvance.
Auditsareperformedaccordingtoanauditschedule.Checklistsaredevelopedwithinthe
departmentfromthelatestindustryrequirements.Thedepartmentgathersevidencefrom
auditsandanalysesfindingsandactionsaswellasidentifyingrootcauses.Auditreportsand
summaryareusedtoevaluateprogresswithintheorganisationandtoensureclearobjectives
setbytheDirectorQualityAssurance.
3.4.1 Audit
Auditsaretoconfirm,inanobjectivefashion,compliancewithlaws,regulations,requirements
andanyadditionalstandardssetbythecompany.

AQualityAuditisasystematicandindependentprocesstoensurethatthedocumented
proceduresmatchtheactualworkingpractices.

AQualityAuditisusedtoconfirmthatpolicies,structures,facilities,resourcesandprocedures
remainrelevanttocompanyactivitiesandeffectiveinmaintainingstandards.

Independentauditwillincludeapercentageofrandomauditscarriedoutonasamplebasis
whenmaintenanceisbeingcarriedout.Thismeanssomeauditswillbecarriedoutduringthe
night.

ItistheresponsibilityofManagerAuditstoinitiateauditsaccordingtotheAuditSchedule.

3.4.1.1 AuditInitiation
Priortoinitiatinganaudit,theauditorshallpreparetheaudit,notifytheauditeeandtodelivera
scopeoftheaudittotheauditee.

3.4.1.2 ScheduledAudit
Auditsareusuallyperformedaccordingtotheorganisationsauditschedule.Itisthe
responsibilityofManagerAuditstoensurethatauditsareperformedaccordingtotheaudit
schedule.

3.4.1.3 UnscheduledAudit
Anunscheduledauditshallbeperformedifthroughmonitoringatrendisnoticedorstatistics
showthattasksarenotperformedinharmonywithdocumentedprocedures.

Unscheduledauditsmaybeperformedatanytimewithoutpriornotice.

Unscheduledauditsshallbeenteredontheauditschedule.
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3.4.1.4 Audit Techniques

Techniques which contribute to an effective audit are:
a) interviews or discussions with personnel
b) a review of published documents
c) the examination of an adequate sample of records
d) the witnessing of the activities which make up the operation
e) the preservation of documents and the recording of observations
3.4.1.5 Auditor
The Auditor shall be free from bias and influences, which could affect objectivity. He shall not
have any day to day involvement in the area of the activity, which is to be audited. The Auditor
or audit team should have relevant operational and/or maintenance experience in the area to
be audited.
All employees of the organisation involved in an audit process must respect and support the
independence and integrity of the Auditor.
The organisation may undertake the monitoring of specific areas or activities by the use of part
time auditors within the organisation or from an external source under the terms of an
agreement acceptable to the ICAA.
3.4.1.6 Scope
The Quality Department verifies compliance with laws, regulations, requirements and the
organisation’s standards and procedures that have been designed to ensure safe operations,
airworthy aeroplanes and the serviceability of operational and safety equipment as applicable.
The Lead Auditor prepares the scope of the audit to be performed and forwards to the auditee
in due time prior to performing the audit.
3.4.1.7 Objectives
The objectives of the audit are to ensure the organisation is:
a) complying with regulatory and internal requirements
b) satisfying stated operational needs
c) identifying hazards, undesirable conditions and areas requiring improvement

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3.4.2 Planning and Preparation

Manager Audits monitors the audit schedule and plans audits accordingly. If changes are made
to the schedule, a reason must be documented with reference to original audit schedule date.
The documented reason will be documented in QA database.
Manager Audits decides, depending on the complexity of the audit, wheather to make use of a
dedicated audit team or a single Auditor.
Audit schedule is to define when an audit will be performed in a specified area.
If for some reason, a trend or statistics show that tasks are not performed in harmony with
documented procedures an unscheduled audit may be performed at any time and without
notice.
Follow up audits shall be performed, when Manager Audits deems necessary, to confirm that
corrective action was carried out and that it was effective in eliminating any reported findings.
Such follow‐up action will be entered on the audit schedule, but will not necessarily be
announced in advance to the auditee.
3.4.2.1 Audit Requirements

Audit requirements are based on EU‐OPS, JAR‐FCL, EASA Part‐M, Part‐145, Part‐66 and ICAA
rules, requirements and regulations, as applicable and IOSA standards. It is the responsibility of
the Director Quality Assurance to ensure that the revision status of these requirements is
monitored once every month. The audit requirements and checklists shall be updated
accordingly.
All areas within these requirements shall be covered within variable periods, ranging from 6 to
36 months as acceptable to the ICAA.
Audit requirements are transferred to audit checklists created in QA database.
The audit schedule refers to the audit checklists.
The Director Quality Assurance maintains an audit requirements list and the applicable
Postholder shall advise him of any changes to the organisation that affect the scope.
3.4.2.2 Audit Schedule

Manager Audits prepares the audit schedule. The audit schedule includes all external audits
known to the organisation and will fall within the audit schedule time period.
The audit schedule includes the intervals of all requirements to be audited. The schedule is
published every 12 calendar months and reviewed and updated every 2 calendar months. The
audit plan is published on the organisation’s intranet.

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The current audit schedule is retained and stored by the Quality Assurance Department as a part
of the Quality Assurance Records.
The audit schedule is intended to be a live document. The Manager Audits may reschedule
audits as he sees fit, with the approval of the Director Quality Assurance. Typical reasons for
rescheduling audits may include Quality Department workload, interference with external
audits, unavailability of key staff, or other unforeseen events.
A department may request a re‐schedule of an audit. The Manager Audits will review such
requests. Care must be taken not to allow a postponement to extend the audit period beyond
the statutory 12 months limit (up to 36 months for suppliers as approved by the ICAA) without
the explicit approval if the ICAA.
Independent audits will sample check one product on each product line every 12 months as a
demonstration of the effectiveness of maintenance procedure compliance. Procedures and
product audits will be combined by selecting a specific product.
The Audit Schedule will include a percentage of random audits carried out on sample bases
when maintenance is being carried out. This means that some audits may be conducted during
the night, as necessary.
3.4.2.3 Audit Checklist Development

Audit checklist development is the responsibility of the Manager Audits. The Lead Auditor shall
ensure the checklist has been prepared and includes all the requirements for the audit to be
performed.
3.4.3 Gathering of Evidence

Audits consist of sampling specific data or procedures according to an audit checklist and to
verify compliance.
During audits all evidence provided by the auditee are gathered and included in the audit file
along with the audit report.
Data inspected will be either copied or referred to reflect the actual data being audited.
If discrepancies are noted in data or procedures during audits evidence is copied as applicable.
3.4.4 Analysis, Findings and Actions

Findings (non compliance and observations) that result from audits conducted under the quality
assurance programme are recorded in the audit report.
All findings raised (internal and external) are recorded in the QA database, classified and
forwarded to the VP responsible for the area being audited for processing.

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The responsible VP resolves the findings by delegating the effort to a personnel that will be
responsible for resolving the finding. The VP is responsible for supplying sufficient resources to
the task in order to close the finding within the timeframe listed below.
The responsible personnel initiates recommendation in order to resolve the finding and shall be
named as responsible for actioning all stages of the finding.
The responsible personnel are responsible for timely closure of each stage.
All actions must be recorded in the QA database.
Findings are categoriesed into three levels depending on their severity and impact on flight
safety.
Level 1 Is any significant non compliance considered to be a serious threat to flight safety. Non
compliances of this level shall be corrected prior to further operations.
Level 2 Is any non compliance that could lower the safety standard and poses a potential threat
to flight safety. Proposed corrective action must be submitted to the Quality
Department within 30 days from the date of finding. Corrective action to this level of
non compliances must be completed and submitted within 90 days from the same
reference date.
Level 3 Is any findings that has the potential to be a non compliance, affecting the regularity or
efficiency of the operation, but is not non compliance to established standard or of
regulatory nature. These findings are not considered to have detrimental affect on flight
safety. However, corrective action must be reported within 90 days from the date of
finding.
3.4.4.1 Immediate Reaction

Immediate action performed as first step in order to resolve the non compliance.
Enter the immediate action taken and date of compliance in QA database.
3.4.4.2 Root Cause Analysis

For any finding raised, the root cause analysis must be performed by the responsible personnel.
This must be performed to shed light on the underlying problem to prevent recurrence.
During root cause analysis the responsible personnel shall study the root cause of the non
compliance, which can be in multiple areas. He shall then relay his results through the QA
database. His proposed corrective action shall be based on the results of the root cause analysis.

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The responsible personnel shall consider if the non compliance has occurred before and if there
is a possibility that the same non compliance can be found in other areas within the
organisation.
The following shall be assessed during Root Cause Analysis:
a) Procedures
i. are procedures not followed because they are not correctly described/defined
ii. is the non compliance caused by absence of procedures
b) Culture
i. is the organisation culture causing the non compliance
c) resources
i. is there a lack of available staff to perform the task
ii. is there a lack of tools, equipment, software etc.
d) training
i. is lack of training an obvious reason for the non compliance
ii. is quality of training adequate
e) personnel competence
i. is the person assigned to the function not qualified to perform the task
f) human factors
i. working environment
ii. communication
iii. Hardware
iv. Software
v. liveware
After root cause has been determined, enter the results in the QA database.
3.4.4.3 Proposal for Corrective Action

Depending on the results from the root cause analysis a proposed corrective action plan is
generated.
This proposed corrective action plan shall be aimed at eliminating the identified cause of the
non compliance to prevent possible recurrence.
The proposed corrective action is entered in the QA database.

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3.4.4.4 Acceptance of proposal for Corrective Action

Quality Assurance will review the proposed corrective action submitted and if acceptable close
the stage in the QA Database.
If proposed corrective action is insufficient the stage will be reopened and responsible person
will be notified with reason for the rejection and new due date.
The proposed corrective action is subject to approval from the quality department.
3.4.4.5 External entity Acceptance of Proposed Corrective Action

For findings raised by external audit, the proposed corrective action is subject to approval from
the external entity.
After the acceptance of proposed corrective action, the Quality Assurance forwards the
proposed corrective action to the external audit entity for acceptance. After receiving the
acceptance of the proposed corrective action the stage will be closed in the QA Database.
If corrective action is considered insufficient the corrective action stage will be reopened and
responsible person will be notified with reason for the rejection and new due date.
3.4.4.6 Corrective Action

Following the completion of the proposed corrective action, and closing of the finding the final
action is entered in the QA database.
3.4.4.7 Acceptance of Corrective Action

Quality Assurance will review the corrective action submitted and if acceptable close the non
compliance in the QA Database.
If corrective action is insufficient the corrective action stage will be reopened and responsible
person will be notified with reason for the rejection and new due date.
The corrective action is subject to approval from the quality department.
3.4.4.8 External entity Acceptance of Corrective Action

For findings raised by external audit, the corrective action is subject to approval from the
external entity.
After the acceptance of corrective action, the Quality Assurance forwards the corrective action
to the external audit entity for acceptance. After receiving the acceptance of the corrective
action the finding will be closed in the QA Database.
If corrective action is considered insufficient the corrective action stage will be reopened and
responsible person will be notified with reason for the rejection and new due date.

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3.4.4.9 Properties
All applicable supporting documents are scanned and attached under the properties tab.
3.4.4.10 Extension of Corrective Action Periods

At any stage, if due date can not be met an extension request must be sent, in a timely manner,
to the quality department with new proposed time and justification for the extension.
After evaluation of the request, and if satisfied, the quality department may grant an extension
for up to a maximum of 90 days.
In the unlikely event the responsible personnel can still not close the finding, he shall submit a
formal request for any additional extension to the CEO. The CEO will decide on the extended
time granted in cooperation with Director Quality Assurance.
For extension requests on findings raised during external audits, the Quality Department will
consult with the applicable audit entity before granting an extension.
3.4.4.11 Corrective Action Not Taken

The Director Quality Assurance issues bi‐weekly reports to each VP and responsible personnel
with open / overdue stages, the report is issued monthly to the CEO in order to inform him of
status of non compliances.
The CEO reviews the information on CA not taken and initiates any management action
necessary to ensure compliance with the Quality System.
3.4.4.12 Evaluation of Corrective Action

The effectiveness of corrective actions is evaluated during management evaluation meetings.
3.4.5 Audit Report and Audit Summary

The audit report shall be prepared by the auditors performing the audit and approved by the
Lead Auditor. The Lead Auditor shall relay the report to the responsible management personnel
as soon as practicable.
The report shall then be filed in the quality department by the Lead Auditor with any evidence
collected during the audit.
The audit report shall include:

a) a reference to the entry meeting

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b) the auditors
c) the auditee(s)
d) date of the audit
e) Place and area audited
f) scope of the audit
g) what was checked
h) any findings raised
3.4.6 Follow up and Closing

The Quality Department reviews corrective action for a satisfactory result. When a satisfactory
result is achieved the finding is closed in the QA database.
To ensure that corrective actions are both identified and promptly addressed the CEO is notified
when corrective action is not completed within an appropriate timescale.
The CEO receives a report on a monthly basis including all open and overdue findings.
3.4.7 Quality Assurance Records

The Quality Department maintains accurate, complete and readily accessible records,
documenting the results of the Quality Assurance Programme.
All audits and findings are entered in the QA database. Supporting documents are scanned and
imported in the database as well.
The following records shall be retained and easily retrievable for a period of five years:
a) audit schedules
b) quality inspection and audit reports
c) responses to findings raised internally and externally
d) corrective action reports
e) follow up / verification and closure reports
f) management evaluation reports
g) quality system training documents
h) recommendation reports
It is the responsibility of the Director Quality Assurance to maintain the quality assurance
records.

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3.5 Quality Control of Outsourced Services
3.5.1 Evaluation of Vendors or Suppliers

Suppliers are in this context organisations or individuals providing services relating to aircraft
maintenance and flight operations/ground operations related services. Due to the variety and
nature of services, different approach to evaluation of services rendered may be applicable.
The ultimate responsibility for the contracted product or services always remains with the
organisation.
The organisation classifies suppliers into three categories:
Category 1 Major impact on safety, regularity and regulatory compliance of operations.
Major Impact sample:

a) load control agents
b) ground handling agents
c) maintenance contractors
d) Security agents
Category 2 Minor impact on safety, regularity and regulatory compliance of operations.
Minor Impact sample:

a) spare parts suppliers
Category 3 Negligible impact on safety, regularity and regulatory compliance of operations.
Negligible Impact sample:

a) office supply providers
b) cleaning service provider
Special cases There are several providers of services whom the organisation does not have
the practical ability to audit or otherwise monitor. These include
Jeppesen,Boeing, ATC Services and so forth. There are deemed acceptable
based on industry standards, and not subjected to monitoring by the
organisation.
3.5.1.1 Evaluation of Operational Suppliers (Ground Handling etc)

Supplier provided services in this context are those services that are normally supplied by locally
positioned organizations, typically ground handling organisations, computer flight plan
providers, security providers, etc.
Selection/acceptance of suppliers that have or may have direct impact on the organisation‘s
area of responsibility is based on their ability to supply product in accordance with industry
accepted standards. In this context, ground handling organisations may be regarded as
approved as a consequence of their certification by a recognised national authority.

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When the organisation signs a contract to provide services to other airlines or organisations,
respective Postholder is responsible to ascertain that all supplier oriented activity that has or
may have direct impact on the organisation‘s area of responsibility is evaluated or accepted.
Evaluation of ground handling organisation may be through consulting of reputable publications

such as IATA Airport Handling Manual or quality department audit.
Customer organisations which provide services such as ground handling through a sub‐
contractor shall be considered accepted/approved by the organisation.
The existence of such agreements between customer organisation and the sub contractor may
thus replace the necessity of a contract between the organisation and the sub contractor.
Provided sub contractors are under audit control by the customer organisation, the customer
organisation shall be audited and a copy of the audit report, or a statement from the customer
airline quality department shall be requested, to confirm that the service provider is under audit
control and they fulfill their audit requirements.
As the responsibility for the service of the sub contractor remains with the operator, the
organisation reserves the right to review any such contract in order to ensure that the sub
contractor has the necessary authorisation/approval required and commands the resources and
competence to undertake the task.
All ground operations and related services provided by suppliers may be subject to review or
audit by quality department.
The postholder is responsible for:

a) evaluating the suppliers used by his department
b) ensuring all required informationis gathered and provided for entry into QA database
c) notifying the Quality Department of any Category 1 or 2 suppliers for inclusion in the
quality assurance programme
3.5.1.2 Synthetic Training Devices and Other Training Facilities

Full flight simulators used by the organisation require the approval of the ICAA. Fixed base
Simulators, CBT (Computer Based Training), classroom and other facilities requirement criteria is
also dependent on ICAA Approval.

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3.5.1.3 Evaluation of Maintenance Suppliers

Evaluation of maintenance suppliers is detailed in the CAME.
Contractor
Any entity which is approved by their own authority to perform maintenance work and
regulated by that authority (EASA‐145 Approval)
Sub‐Contractor
Any entity which is not EASA‐145 approved and is providing services for the organisation. This
work is by default the responsibility of the organisation and subject to the organisation‘s quality
system.
3.5.2 Preparation of External Agreements / Contracts

The organisation shall prepare external agreements for all outsourced services in operations,
maintenance or security. It shall be a formal agreement, usually as part of a contract, between
the organisation and an external service provider, that:
a) specifies, in measurable terms, the services the external provider is expected to perform
b) becomes the basis for monitoring of the performance of the external service provider by the
organisation
All external agreements made on behalf of the organisation shall be reviewed by the following,
as applicable:
a) VP Sales and Marketing

b) Director Quality Assurance
c) The respective departmental head
d) The company solicitor
3.5.3 Monitoring of Agreements
Each supplier used by the organisation must be assessed and appropriately categorised. This
categorisation is very important as suppliers are certainly not all created equal. Some suppliers
have through the performance of their duties, the ability to greatly affect the safety, regularity
and legality/ regulatory compliance of operations. Others have only a minor impact as their
work is monitored and subjected to receiving inspections. Yet others have little affected on the
operations.
All suppliers selected by the organisation which fall into categories 1 and 2 must be registered in
the QA database and subjected to monitoring by the organisation. Category 3 suppliers do not
need to be listed.

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3.6 Product Quality Control

All products aquired from external suppliers, which directly affect operational safety or security,
shall meet required technical specifications according to regulations and industry standards prior
to utilisation in the conduct of operations or aircraft maintenance.
Products as such include, but are not limited to:
a) training devices (e.g. simulators, door mock‐ups)
b) cabin safety cards or videos
c) cabin service carts (trollies)
d) onboard safety equipment (e.g. PBE, life vests)
e) ground support equipment
f) operational software, databases (non‐navigation)
g) unit load devices (ULDs)
h) Security related products
Each department within the organisation is responsible for receiving their products and
establishing a receiving inspection process. The process shall include evaluation on the supplier,
the product or a combination of both.
3.7 Quality Inspection

The term quality inspection is an observation of a particular event / action / document etc. in
order to verify whether operational procedures and requirements are followed during the
accomplishment of the event and whether the standard is achieved. This term refers to a one
time inspection, for an example following a finding an auditor observes the corrected process in
action, to verify that compliance has been reestablished.
Any results from such inspections shall be retained with the Quality Department as part of the
quality assurance records.

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3.8 Management Evaluation
3.8.1 Management Evaluation Meetings
The CEO is responsible for initiating management evaluation in coordination with Director
Quality Assurance. The CEO shall chair the meeting and appoint one of the participants as
secretary who shall document the meeting.
The Director Quality Assurance shall prepare a documented report summarising Quality System
activity since the previous evaluation.
The document, which acts as a part of the agenda for the meeting, shall be forwarded to the
planned participants at least two working days before the evaluation.
Participants shall be given opportunity to discuss the report prepared by the Director Quality
Assurance and forward any other recommendations and observations as appropriate.
The participants shall review whether:

a) processes are defined and their procedures are appropriately documented
b) processes are fully deployed and implemented as documented
c) processes are effective in providing the expected result
The management evaluation is a systematic, documented review carried out by the

management of the Quality system, including the CEO, in order to evaluate the effectiveness of
the Quality System, with regards to organisational policies, procedures and audit results.
3.8.2 Agenda
The management evaluation consists of analysing audit reports, status of non‐conformance,
corrective action to ensure the overall effectiveness of the organisation’s management in
achieving stated goals and objectives. A management evaluation shall identify and correct
trends which result from quality inspections, audits and any other indications to prevent, where
possible, future non conformities.
During a management evaluation, the following topics shall be addressed:

a) audit reports
b) status of non‐conformances
c) Effectiveness of corrective actions
d) Establishment of the organisation’s goals
e) Review of the organisation’s policies

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3.8.3 AdvocacyandFrequency
TheCEOisresponsibleforinitiatingamanagementevaluationtobeheldatleasttwiceayear.
Heshallcallthemeetingwithatleastoneweeknotice.
TheparticipantsintheManagementEvaluationare:
a) CEO
b) DirectorQualityAssurance
c) VPFlightOperations(PostholderFlightOps)
d) VPMaintenance(PostholderTechnical)
e) DirectorFlightSafety
f) PostholderTraining
g) PostholderGroundOps
h) othermanagementpersonnelinvitedasappropriate

3.8.4 Conclusion
Conclusionsandrecommendationsmadeasaresultofanevaluationshallbesubmittedin
writingtotheapplicablepostholderforaction.
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3.9 Monitoring
Monitoring of the organisation enables the Quality Department to monitor compliance with EU‐
OPS, JAR‐FCL, EASA Part‐M, Part‐145, Part‐66 and ICAA rules, requirements and regulations, as
applicable, OM, CAME, requirements from customers and other standards followed by the
organisation, to ensure safe operation and airworthy aircraft.
The aim of monitoring within the Quality System is primarily to investigate and judge its
effectiveness and thereby to ensure that defined policy and company standards are
continuously complied with.
Monitoring of the organisation’s activities is based on audits, inspections, corrective and

preventive action and follow up / verification. In addition, recommendations from personnel
and complaints from customers are utilised as indicators to show any trends and the need for
Audit or Inspection.
The Director Quality Assurance shall verify that the postholder in response to any finding of non
compliance takes corrective action and monitors the implementation and completion of the
corrective action.
The Quality Assurance Programme includes procedures to ensure that corrective actions are
taken in response to findings. This includes externally raised findings (ICAA and Customer
Airlines). These Quality Assurance procedures monitor such actions to verify their effectiveness
and that they have been completed.
Organisational responsibility and accountability for the implementation of corrective action

resides with the department cited in the report identifying the finding.
The CEO is ultimately responsible for providing necessary resources thus ensuring, through the
Director Quality Assurance, that the corrective action has re‐established compliance with the
standards required by the ICAA, and any additional requirements defined by the organisation.

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3.10 Quality System Training

Quality system training is to ensure that all personnel are familiar with the Quality System and
to establish a sufficient number of qualified personnel to maintain the Quality System and the
quality assurance programme.
All maintenance and operations personnel will receive training, relevant to their function,
covering:
a) the concept of quality assurance
b) quality management
c) an introduction to the quality system
d) CAME and /or OM procedures relevant to the function of personnel
e) introduction to regulatory requirements
New hire personnel

All new personnel shall receive an introduction to the quality system appropriate to their
assigned tasks.
The training shall be a part of a syllabus in initial, recurrent or conversion training as applicable.
Management personnel
All management personnel within the organisation shall receive an introduction to the quality
system.
Quality department personnel
Every individual involved with the Quality Department shall receive training according to the
scope of their work. Those who are involved in quality assurance work mandated by EASA or
ICAA rules and regulations, such as auditors, shall receive training covering:
a) an introduction to the quality system

b) quality management
c) the concept of quality assurance
d) quality manuals and other relevant documents
e) audit techniques
f) reporting and recording
g) the way in which the quality system functions in the organisation
h) quality audit training as applicable
i) JAR‐FCL, EU‐OPS requirements
j) EASA Part 145, Part M, Part 66 requirements

QUALITY MANUAL
4 Policies
4.1 Safety and Quality Policy
4.2 Human Resources Policy

4.2.1 Genera
4.2.2 Recruitment
4.2.3 Job descriptions
4.2.4 Work discipline
4.2.5 Job development
4.2.6 Rules of conduct
4.2.7 Health precautions
4.2.8 Alcohol and drug use
Rev. 6 Policies
QUALITY MANUAL
4 Policies
Policies are structured and established by the senior management of the company. Policies are
then published in this section of the Quality Manual and are effective from the date of
publication.
Rev. 5 Policies Page 4 ‐ 1

QUALITY MANUAL
4.1. Safety and Quality Policy
The main objective with all activities of Air Atlanta Icelandic is to carry out air transport with aircraft that
are operated, equipped and maintained as described in our established standards and are reflected in our
Company manuals. These standards are not only based on rules and regulations from the European
Union, European Aviation Safety Agency (EASA), and the Icelandic Civil Aviation Administration (ICAA),
but they are also based on our own requirements and they are, where possible, adjusted to our customer
needs.
When it comes to safety and quality, Air Atlanta Icelandic places emphasis on the following:
• To recognize safety as primary concern at all times.

• To apply human factors principles.
• To encourage personnel to report operational and maintenance related errors and incidents.
• To recognize that compliance with procedures is everybody's duty.
• To recognize the need for all personnel to cooperate with quality auditors.
Due to the nature of our business, and widespread operations worldwide, the requirements of safety and
quality are of utmost importance. Therefore, Air Atlanta Icelandic will base all its organizational activities
on modern Quality Assurance principles to meet the requirements of internal control.
Internal control means that the following functions have been implemented as a part of our Company
culture through policies and procedures, where:
• Safety goals have been established.

• Responsibility and assignment of resources has been defined to maintain safety requirements.
• Systematic follow-up on standards and objectives as a part of our Quality Assurance system.
• Any discovered deviation from set standards is recorded and corrective action taken.
In general terms, this means that the management of Air Atlanta Icelandic has the responsibility to plan,
develop, document and to follow up in their area of responsibility, but this is the basis of the Quality
Assurance System and Air Atlanta Icelandic’s continuous improvement scheme.
It is Air Atlanta Icelandic's management responsibility to set the standards for all activities within the
Company and to monitor that these standards are followed. Within their defined areas of responsibility, all
employees have their own responsibility according to the established standards and to report any
deviations to Director Safety / Director Quality, as applicable.
Kopavogur 01 June 2009
__________________
Hannes Hilmarsson,
Accountable Manager
Air Atlanta Icelandic

QUALITY MANUAL
4.2 Human Resources Policy
4.2.1 General
Air Atlanta Icelandic considers all its employees the company’s most valuable asset.
Air Atlanta’s objective is to have competent, trustworthy, flexible, enthusiastic and well trained
personnel, who are capable of holding responsibility and participate fully in the company’s
progress in a global and demanding environment.
4.2.2 Recruitment
When recruiting new personnel, in‐house database is searched, worked with hiring agencies or
it is advertised. Recruitment of new employees will be based on professional procedures
regarding position and requirements for different positions regardless of gender. Recruitment
will follow formal internal procedures. The contract is confidential between Air Atlanta and new
personnel and is on trial bases for 3‐6 months.
4.2.3 Job descriptions

Air Atlanta aims to have job descriptions made available for all positions to enable employees to
fulfil their role. The description is made by a director and an employee. The job description
stipulates the purpose, responsibility, eligibility and main task of the job.
4.2.4 Work discipline

If an employee has shown negligence, does not fulfil his duties, is intoxicated on duty, not been
confidential or has misbehaved in any way according to the company rules the manager must
remind him of his duties. If repeated misbehaviour occurs the contract may be terminated.
4.2.5 Job development

CEO and managers take equal responsibility for training, educating and the development of
employees. Employees are urged to use their rights for reimbursement of training and
education cost within their union. Career opportunities with Air Atlanta will be equal; regardless
of age, religion, gender, political beliefs, nationality or race.
4.2.6 Rules of Conduct

Written rules of conduct can be found in the appropriate legislation and in the contract between
employee and employer. The written rules consist of general rules of interaction and
communication, regarding confidentiality and cooperation in the workplace. If an employee
does not follow the rules of conduct in effect with Air Atlanta, this is considered a breach of
conduct.
The nature of the breach determines how employee has the chance to improve her or his
conduct and what the consequences will be.
The Human Resources department performs an advisory capacity in these matters. Serious
breach can lead to termination of contract.
An employee travelling on discount tickets, intoxicated or misbehaving on board an aircraft is in
serious breach of these rules of conduct and could find his / her benefits suspended.
4.2.7 Health precautions

All personnel are encouraged to adopt good health precautions. These precautions may include
factors as sickness, illness, stress, medication, drugs, fatigue, sleep and rest, etc.

QUALITY MANUAL
All personnel who perform operationally critical functions shall be physically and mentally fit for
duty. Positions or functions within the organisation considered “operationally critical” are those
that have the potential to affect operational safety or security. This definition includes any
positions or functions that may affect the airworthiness of aircraft.
Any individual suffering from potentially serious mental conditions is able to disclose his
condition under terms of confidentiality with VP Human Resources. The individual will then be
suspended from performing safety related duties while undergoing appropriate treatment.
4.2.8 Alcohol and drug use

An employee with an alcohol problem will receive one chance to get medical attention for her /
his problem. Currently, the company is not conducting regular drug tests on its employees.
However, the company reserves the right to require individuals to undergo such a test without a
warning. In general, no distinction is made between excessive use of alcohol and use of
recreational drugs, as far as breach of the rules of conduct is concerned. The company's
response is based on how the breach affects the company / Air Atlanta Icelandic.
Kópavogur 26. April 2010
Stefán Eyjólfsson
Vice President Human Resources & Administration

QUALITY MANUAL
5 Procedures
5.1 Introduction
5.2 Procedures
5.2.1 [Procedure moved to 3.4.2]
5.2.2 [Procedure moved to 3.4.4]
5.2.3 Quality Assurance Records Procedure
5.2.4 Unscheduled Audit Procedure
5.2.5 [Procedure moved to 3.8]
5.2.6 Sub Contractor Evaluation Procedure
Rev. 5 Procedures
QUALITY MANUAL
5 Procedures
5.1 Introduction
Procedures are structured and established by the management of the company. Procedures are
then published in this section of the Quality Manual and are effective from the date of
publication.
5.2 Procedures
Rev. 5 Procedures Page 5 ‐ 1

QUALITY MANUAL
5.2.3 QUALITY ASSURANCE RECORDS PROCEDURE
1. Responsibility
It is the responsibility of the Director Quality Assurance to ensure that all records relating to the Quality
System are stored and maintained for a minimum of five (5) years.
2. Assemblage
The following company records are considered a part of the Quality Assurance Records:
a) audit schedules
b) quality inspection reports
c) quality System Training records
d) management evaluation reports
e) audit records
f) responses to findings raised internally and externally
g) corrective action reports
h) follow‐up / Verification and closure reports
i) recommendation reports
Auditors shall forward originals of all audit reports, non compliance reports (NCR), audit checklists and
all other records to the Quality Assurance Department for processing and storage.
The Auditor retains copies of all records forwarded until such a time that the Quality Assurance
Department has confirmed receipt of the originals. The confirmation of receipt can be by facsimile or e‐
mail.
3. Storage
The Quality Assurance Department maintains a file of all Quality Assurance records. The hard‐copy file
shall be stored in a lockable filing cabinet ensuring limited access.
Access shall be limited to:
a) The Director Quality Assurance

b) The Accountable Manager
c) Quality Department staff
d) External auditors, e.g. persons authorised by the ICAA (ref. EU‐OPS 1.150).
Audit files are divided into internal and external audits in chronological order by the date of the audit.
Other records are stored alphabetically by subject matter and date.
Rev. 5 Procedures Page 5 ‐2

QUALITY MANUAL
4. Computer Data Processing
The Quality Assurance Department maintains computer records of all audits in a format that allows data
to be analysed and statistical information easily presented to Management and the ICAA.
Access to Quality System Software is limited to the Quality Assurance Department personnel and as
necessary other personnel required to respond to non compliances. Access is restricted by passwords
allocated by the Director Quality Assurance.
5. Software Backup
To secure data in case of hardware failure or unplanned deletion of software and files, a backup is
automatically taken once every 24 hours.

QUALITY MANUAL
5.2.4 UNSCHEDULED AUDIT PROCEDURE
1.0 Purpose:
To define when to perform an unscheduled audit.
The auditor shall carry out Follow-Up or Verification action to ensure

that Corrective Action (CA) or Preventive Action (PA) to a CAPA is
effective.
Follow-Up audit performed Verification requested
Audit results show Verification is

NO NO
conformance? acceptable to auditor?
Responsible manager
YES YES
requests new target
date?
YES YES
Re-audit shows Verification is

YES YES
conformance? acceptable?
NO
NO NO
CAPA is closed by auditor. CAPA is closed by auditor.
advises Accountable
Manager that actions have
not been effective.
Accountable Manager
decides what further
actions are taken.

QUALITY MANUAL
1.1 Description:
If for some reasons, a trend or statistics show that tasks are not performed in harmony with
documented procedure an unscheduled audit may be performed at any time without notice.
1.2 Responsibility:
The Director Quality Assurance is responsible for this procedure.
1.3 Procedure:
If repeated non‐conformance of specific standard or area is noted Director Quality Assurance may
schedule and audit of the area or standard without notification.
• Unscheduled audit will be entered on audit plan

• Preparation of the audit will be carried out as per procedure QM‐002 audit procedure
with the exception of the notification of the audit.
• Corrective action/preventive action as per procedure QM‐003 CA / PA procedure.
1.4 Definition:
Trend Statistic: Repeated non‐conformance 4 times or more over 24 months period.

QUALITY MANUAL
5.2.6 SUB‐CONTRACTOR EVALUATION PROCEDURE
1. Applicability
Suppliers are in this context organisations or individuals providing services relating to Aircraft
Maintenance and Flight Operations/Ground Operations related services. Due to the variety and nature
of services, different approach to evaluation of services rendered may be applicable.
2. Supplier Evaluation – Maintenance
Supplier services are those services that are provided by organisations that are EASA Part 145 approved
organisations. Evaluation of EASA Part 145 approved Maintenance Organisation is described in CAME
2.1.1 and 2.1.2.
3. Evaluation of Sub‐Contractors – Maintenance
Sub‐contracted services are those services that are provided by organisations that are not EASA Part 145
approved organisations. Evaluation of non‐EASA part 145 approved Maintenance Organisation is
described in CAME 2.1.3.
4. Evaluation of Flight Simulators and Other Training Facilities
Full Flight Simulators used by AAI require the approval of the ICAA and are listed in Appendix A of the
Flight Crew Training Manual. Fixed Base Simulators, CBT (Computer Based Training), classroom and
other facilities’ requirement criteria is also set forth in Appendix A of the Flight Crew Training Manual.
5. Supplier Evaluation/Acceptance – Flight/Ground Operations
Supplier provided services in this context are those services that are normally supplied by locally
positioned organisations, typically Ground Handling Organisations, computer flight plan providers etc.
Selection/acceptance of suppliers that have or may have direct impact on Air Atlanta Icelandic’s area of
responsibility is based on their ability to supply product in accordance with industry accepted standards.
In this context, Ground Handling Organisations may be regarded as approved as a consequence of their
certification by a recognised national authority.
When AAI signs a contract to provide services to other airlines or organisations, respective Post Holder is
responsible to ascertain that all supplier oriented activity that has or may have direct impact on AAI’s
area of responsibility is evaluated or accepted. Evaluation of Ground Handling Organisation may be
through consulting of reputable publications such as IATA Airport Handling Manual or Quality Assurance
Department audit.
Agreements between Air Atlanta Customer Airlines (AACA) and organisations providing AACA with
services such as Ground Handling (the "sub‐contractor"), shall be considered accepted/approved by AAI.
The existence of such agreements between AACA and the sub‐contractor may thus replace the necessity

QUALITY MANUAL
of a contract between AAI and the sub‐contractor. As the responsibility for the service of the sub‐
contractor remains with the operator, AAI reserves the right to review any such contract in order to
ensure that the sub‐contractor has the necessary authorisation/approval required and commands the
resources and competence to undertake the task.
All Flight/Ground operations and related services provided by suppliers may be subject to review or
audit by Quality Assurance Department. In order to plan its oversight obligation activity:
• Director Quality Assurance is a member of in‐house e‐mail group “Administration” where
corporate activity is discussed and projects announced.
6. Scope and Execution of Evaluation or Audit
The scope of the evaluation/audit is dependant on the contracted services. All evaluation/audit activity
is conducted according to Quality Manual Chapter 3.4.1 and 3.5.1.
Items for evaluation/audit typically include but are not limited to:
• Supplier’s overall ability to conduct contracted services (equipment availability etc);

• Supplier’s permit to operate;
• Supplier’s Quality System;
• Supplier’s Training programs;
• Supplier’s past history of performance in providing product/service;
• Other relevant items.
The Director Quality Assurance decides on the extent and level of auditing or monitoring required in
each case, depending on the service/product provided.
ASSOCIATED DOCUMENTS:
Form: Sub‐Contractor Evaluation Form Q‐041

QUALITY MANUAL
6 Forms
Q‐001 Assessment of Certifying Staff

Q‐002 Assessment of Personnel
Q‐003 Recent Experience Record
Q‐004 Maintenance Personnel Training and Qualification Report
Q‐007 Release to Service Authorisation
Q‐009 Release to Service Authorisation – One OFF
Q‐010 List of Certifying staff
Q‐011 Opening of a New Line Station
Q‐035 Feedback Reporting on Internal Procedures
Q‐041 Sub‐ Contractor Evaluation Form
Q‐042 Vendor Surveillance Data Sheet
Q‐050 Air Safety Report
Rev. 5 Forms
FORM
Assessment of Certifying Staff Q-001

Revision 2
Page 1 of 2
Certifying Staff Assessment

This form is used by Director Quality Assurance when assessing candidates for their first PART-145 Release to
Service Authorisation (CRS) with Air Atlanta Icelandic. This form shall be signed by the Director Quality
Assurance, or a designated deputy, when satisfied that all documentation meets the required standards and the
candidate has demonstrated the required knowledge as indicated by the OJT form.
1. Aircraft / Engine to be authorised:
2. Candidate Information
2.1 Name: 2.2 Empl. no.: 2.3 3 L Code:
3. Licence details
3.1 Licence Type 3.2 Issuing country 3.3 Licence Number 3.4 Issue Date 3.5 Expire Date
3.6 Type Ratings in license: Limitations:

4. Training Records
4.3 Structured On the Job Training on type
4.1 Aircraft/Engine Type − Classroom 4.2 Company procedures
(as per M-017 OJT )
5. Experience accumulated on type (duration)

– If YES: one day OJT is required for each month lacking
5.1 Lack of recent experience Y/N
– If NO: OJT is not required
5.2 Recent experience lacking Months How many months of recent experience is lacking
5.3 Length of OJT required Days How many days of OJT is required
5.4 Working on similar equipment as
mechanic/technician
Location Period Type of work
5.5 Working on aircraft
type prior to formal
type training as a
mechanic/technician
with Air Atlanta
Icelandic
5.6 Previous CRS Authorisation by (JAR / PART-145

Organisation name and types authorised):
6. Required forms and documents
6.1 Database record created for individual 6.2 Physical record folder created for individual
6.3 Copy of license 6.4 Curriculum Vitae
6.5 Basic Training Records 6.6 Copy of Passport
6.7 Records of previous JAR / PART-145 auth. 6.8 Type Training Diplomas/Certificates
6.9 Q-003 Recent Experience Record 6.10 M-017 (On-Job-Training)
6.11 Q-007 CRS Authorisation issued 6.12 List of Certifying Staff updated
6.13 Q-004 (Maint. Personnel Training & Qualifications Report)
7. Director Quality Assurance/Authorised Signature statement:

I hereby certify that the candidate's qualifications records meet the required standards.
Name Date Signature

FORM
Q-001 Assessment of Certifying Staff

Revision 2
Page 2 of 2
INSTRUCTIONS:
The form is completed by the Director Quality Assurance prior to issuing a PART-145 Authorisation to a technician for the
first time with Air Atlanta Icelandic.
1. Aircraft / Engine to be authorised: State the aircraft / engine combination to be authorised.

2. Candidate Information: Self explanatory
3. Licence details: Self explanatory
4. Training Records:
4.1 Aircraft / Engine Type − Classroom:
Indicate where and when formal type training took place and who conducted the training (PART-147 Organisation).
4.2 Company procedures:
Indicate when company procedure training took place and by whom.
4.3 Structured On the Job Training on type (as per M-017 OJT):
Indicate when On the Job Training took place, where and by whom.
5. Experience accumulated on type (Duration & Location):
5.1 Lack of recent experience:
Enter “Y” for yes or “N” for no, as applicable.
5.2 Recent experience lacking:
How many months of recent experience is lacking – enter number of months.
5.3 Length of OJT required:
How many days of OJT is required – enter number of days.
5.4 Working on similar equipment as mechanic:
Indicate any experience on similar equipment (to be authorized) that the candidate may have if the candidate does
not have a prior JAR / PART-145 Authorisation by Air Atlanta Icelandic or other JAR / PART-145 organization.
5.5 Working on aircraft type prior to formal type training as a mechanic/technician with Air Atlanta Icelandic:
Indicate any experience accumulated before the formal training started.
5.6 Previous CRS Authorisation by (JAR / PART-145 Organisation name and types authorised):
Indicate any previous CRS Authorisations by other JAR / PART-145 organisations and what aircraft/engine types
where authorised.
6. Required forms and documents: Ensure that all listed records and forms are in the individual's file.
7. Quality Manager statement:

This statement certifies that all records are present and satisfactory and that all training has been completed and that the
candidate may be issued with a PART-145 Authorisation for the aircraft type.
FORM
Assessment of Personnel Q-002

Revision 2
Page 1 of 2
Personnel Assessment
This form is used by each department Director/Deputy when assessing their department staff with Air Atlanta Icelandic. This form shall be
signed by Relevant Director/Deputy when satisfied that all documentation meets the required standards and the candidate has
demonstrated the required knowledge.
1. Position / Job to be assessed
2. Candidate Information
2.1 Name: 2.2 Empl. No: 2.3 3L Code:
3. Training details
3.1 Type of training as appl. 3.2 Location 3.3 Period Comments:
CAME/In-house procedures
Quality System & Assurance
Human Factor (CAME 3.13)
Job Specific Training
Approved Quality Auditors course
Approved Quality System course

4. Training Records
4.1 Any Course / Classroom 4.2 Company procedures 4.3 On the Job Training related to job function
Start date: End date:
5. Experience accumulated similar job (Duration & Location)
5.1 Working in different dep. at Air Atlanta Icelandic:
5.2 Working a similar job elsewhere Period Supervisor name
6. Required forms and documents

6.1 Database record created for individual 6.2 Physical record folder created for individual
6.3 Copy of license 6.4 Curriculum Vitae
6.5 Basic Training Records 6.6 Copy of Passport
6.7 Recent Experience Record 6.8 Training Diplomas/Certificates
6.9 Training Record & Qualifications Report 6.10 Start up Continuation training program
7. Nominated personnel performing assessment

8. Relevant Director/Deputy statement:
statement:
I hereby certify that the candidate has completed OJT and I hereby certify that the candidate's qualifications records
demonstrated adequate competence and capability in meet the required standards and is released for
performing his/hers duties. unsupervised work.
Name: Name:
ID No.: Date: ID No.: Date:
Signature Signature
NOTE: This form and any qualification and training records shall be placed in employee file at QA Department.
FORM
Q-002
Revision 1
Assessment of Personnel
15 Aug 2005
Page 2 of 2
INSTRUCTIONS:
The form is completed by Nominated Personnel performing the assessment and Relevant Director as indicated by the
abbreviations in parenthesis.
1. Job to be assessed in (RM): State the job function of personnel.

2. Candidate Information (RM): Self explanatory.
3. Training details (RM): Self explanatory.
3.1 Required training
See applicable job qualification in CAME.
3.2 Location
Where training was conducted.
3.3 Period
What date(s) training took place.
4. Training Records (RM):
4.1 Classroom:
Indicate where and when formal training took place and who conducted the training.
4.2 Company procedures:
Indicate when company procedure training took place and by whom.
4.3 On the Job Training:
Indicate when On the Job Training took place.
5. Experience accumulated similar job (RM) (Duration & Location):
5.1 Working in a different department at Air Atlanta Icelandic (RM):
Indicate any experience that the candidate may have working in a different department of Air Atlanta Icelandic.
5.2 Working similar job at another company (RM):
Indicate any experience from another company accumulated before the formal training started.
6. Required forms and documents (RM):
Ensure that all listed records and forms are in the individual's file.
7. Nominated Personnel performing assessment statement (NP):
This statement certifies that the candidate has demonstrated, to the Nominated personnel, adequate company procedures
knowledge during OJT.
Duration of OJT will depend on the candidate's experience level.
8. Relevant Director statement (RM):
This statement certifies that all records are present and satisfactory and that all training has been completed and that the
trainee is released for unsupervised work.
FORM
Recent Experience Record
Q-003
Name:1 3-/4-Letter Code/ ID No.:2 Revision 3
Please provide information on your work experience for at least the last 24 months (Air Atlanta Icelandic and other employers).
Please scan and e-mail to: hqquality@airatlanta.com or fax to +354-458 4501. Send original by mail.
4
3 Period
Base 4 4
Type of work 5 Aircraft types 6 Name of Supervisor 7
From (DD/MM/YY) To (DD/MM/YY)
Form instructions: Relevant Director / Deputy Statement

1. & 2. Self explanatory
3. Base assigned to, where work took place. Example: JED or KUL. I hereby confirm this information to be true and accurate to the best of my knowledge
4. Period spent at a base
5. Type of work. Example: Line maint., engine changes, A checks, boroscope, structural repairs and any
other specialised tasks. NOTE: Indicate company name if other than Air Atlanta Icelandic. Name
6. Aircraft types that you worked on during the period. Example: B747-400, A300-600
7. Name of supervisor/manager at or for the base. Date
Signature
FORM
Maintenance Personnel Training and
Qualifications Record Q-004
Revision 0
Computer generated report 01 Mar 2005
Q-004 is printed out of CRS Record in Access database, controlled by Director Quality Assurance. This sample
is typical and may change without notice as system is developed.
FORM
Release to Service Authorisation Q-007

Revision 1
25 Aug 2006
Form Q-007 is printed from a database. Below is a rendering from a PDF print-out of the form. The form may
change somewhat in layout without notice as the system is developed.
FORM
One Off Authorisation Q-009
PART-145 Release to Service Authorisation Revision 1
12 May 2006
Aircraft Type: Aircraft Reg: Valid For: Authorisation No.:
AAI
Purpose
This One-Off authorisation may be used when maintenance/repair/rectification and inspection actions need to be carried out
at a location not supported by Air Atlanta Icelandic or a PART-145 organisation with the necessary cababilities.
The following personnel may be authorised:

Air Atlanta Icelandic Certifying Staff holding equivalent type authorisation on aircraft of similar technology,
construction and system
Any person with not less than five years maintenance experience and holding a valid ICAO aircraft maintenance
license rated for the aircraft type requiring certification
The Director Quality Assurance or his deputy will grant approval for the One-Off authorisation in accordance with Procedure
as laid out in CAME 3.4.5.
Authorisation
Air Atlanta Icelandic hereby authorises
3-/4-letter code company
to
on an Air Atlanta Icelandic maintained aircraft prior to flight.
The aircraft is located at
Instructions
After completion of the repair/rectification/inspection, the One-Off Authorisation holder must record the appropriate details in
the “Action Taken” block of the Aircraft Journey and Technical Log.
In addition the holder must identify him/her self by signature and the Single-Event Authorisation Number in the “Certification”
block.
The Single-Event Authorisation holder must also identify his/her company name and 3-/4-Letter Code within the “Action
Taken” block.
Date: ________________________ Name: __________________________________________________
Director Quality Assurance/Deputy Signature: ________________________________________________
Note: Form must be sent to ICAA with in 7 days (fax 562-1904).

Attached to this document are the following Maintenance Instructions to be followed for this work:
1)
2)
3)
4)
FORM
Checklist Q-011
Opening a New Line Station Revision 1
Page 1 of 5
Air Atlanta Icelandic – Hlidasmari 3 – IS-201 Kopavogur – Iceland – Tel: +354 458 4000 – Fax: 354 458 4001
Proposed Line Station:
REMARKS
I Aircraft to be operated
Type(s) of aircraft to be operated

Number of aircraft to be operated
Type of operation (PAX/CARGO Scheduled/Charter)
Routes to be flown
Estimated length of operation
II Scope of maintenance activities
Estimated flight/ground time per day

Maintenance day
Scope and limitation (if any)
III Contacts
Local Airport Authority contacts

Local Ground Handling contacts
Fuelling contacts
Contract and agreements for local line maintenance
support (If applicable)
Local Base Maintenance contacts (If applicable)
Hangar space availability
Custom and Shipping contacts
Line Maintenance contacts for transit airports
IV Personnel
Evaluate manpower requirements

Lead technician
B1 CRS Technicians
B2 CRS Technician
Non CRS Technicians
Stores Personnel
Other staff
FORM
Checklist Q-011
Page 2 of 5
REMARKS
V Office Facilities
Large enough for the operation

Brief description of the facilities
Office furniture
Tables
Shelf’s/cabinets
Chairs
Area for maintenance staff to read, study and complete
maintenance data
Clean
Lighting
Temperature controlled
Means of communication
Phone line/’s
Access to internet
Computers
Laptop computers
Printer
Scanner
Fax
Photocopier
Microfilm reader
Phones
GSM phones
Area for maintenance Records
Area for open DMI’s
Maintenance forecast
Original completed maintenance records
VI Parts / Tools / Equipment Storage Area
Large enough for the operation

Environmentally controlled
Temperature controlled
Humidity controlled
Storage racks suitable for parts to be stored
Segregation of parts and suitable marking for:
Quarantine
Serviceable
Unserviceable
SOS (ship or shelf)
Unsalvageable
Flammable materials
Tools
Equipment
Non aircraft
Restricted access to authorised staff only
FORM
Checklist Q-011
Page 3 of 5
REMARKS
VII Tools and Equipment
Engine Manual Start Tool

A/C Jack
Torque Wrench set (1/4, 3/8, 1/2, and 1 in)
Torque Wrench 90-600 FT/LB
Torque Wrench 0-250 IN/LB
Torque Wrench 0-75 IN/LB
Main Gear Axel Thread Protector
Main Wheel Nut Socket
Nose Wheel Nut Socket (If applicable)
Hydraulic Fluid
Engine Oil
Tire Press Gauge
T/R Lockout Kit
T/R Cowl Pump
T/R Hold up Safety Tool
CSD Servicing Tool
Brake Deactivation Kit
Headset Ground/Crew With Extension
Grease and Grease Guns
Funnels
Safety Wire
Cleaning Material (rags, gloves, etc)
Sump Drain Tool
Steps
Avionic Kit
Standard Hardware Kit
Hydraulic Repair Kit
Bond Tester
FORM
Checklist Q-011
Page 4 of 5
REMARKS
VIII Maintenance Library
Maintenance Data
Hot Drive (Check revision status)
Illustrated Part Catalogue (Aircraft)
Illustrated Part Catalogue (Engine)
Aircraft Maintenance Manual (Aircraft)
Engine Maintenance Manual (Engine)
Aircraft Wiring Manual
Structural Repair Manual
Standard Practices Manual
Fault Isolation Manual (if applicable)
Trouble Shooting Manual (if applicable)
CAME Continuing Airworthiness Manual
ETOPS Maintenance Manual (if applicable)
BITE Built-In Test Manual (recommended if
applicable)
Schematics Manual (recommended)
Maintenance Forms
Log Book System
M-001 Aircraft Journey and Technical Log
M-002 Defect Continuation/Non-Routine
M-003 Aircraft Cabin Technical Log
M-004 Deferred Maintenance Item
M-005 DMI Inoperative Stickers
M-022 Engine Condition Monitoring
M-043 Aircraft Fuelling Form
P-005 Serviceable Sticker
P-010 Inspection Sticker
P-014 Unsalvageable Tag
P-016 SOS Tag
P-017 Unserviceable Tag
P-018 Quarantine tag
P-020 Calibrated Label
P-021 Do Not Use Until Tested & Calibrated
P-027 Removed Part
Q-050 Air Safety Report
P-020 Calibrated Label
IX Findings
Reference Level Descriptions
** All findings have been transferred to quality computer system **

Findings transferred to
quality computer system by: Date:
FORM
Checklist Q-011
Page 5 of 5
X Recommendation of opening a new line station
I hereby recommend opening of line station as it meets the requirements of CAME L2.1
Date & Place: Auditors Print name:
Audit report number: Signature:
XI Change of Approval
REMARKS
After set up is completed and

recommendation from auditor to open a
new line station send request to ICAA
(EASA Form Two and copy of this report)
to add the new line station to the
maintenance approval
Print name: Date & Place:
Signature:
Director Line Maintenance / Manager Line Maintenance
XII After ICAA Approval

REMARKS
List Line Station on Intranet

Address
Address (location of facilities)
Shipping address
Mailing address
Capabilities
Category
Aircraft type
Contacts
Notify QA (to update audit schedule)
Print name: Date & Place:
Signature:
Director Line Maintenance / Manager Line Maintenance
FORM
Q-030
Non-Conformance Report Revision 0
1 Mar 2005
Page 1 of 1
Number: Audit Title: Fault Category:
Source: Area of Standard:
Department/supplier: Procedure: Date:
Raised by auditor : Priority: Status: Responsible for CA:
NC details
Target date for CA: __________
Signature: __________________________ Signature: ___________________________

(Responsible for CA) (Auditor)
Proposed Corrective Action
Signature: ___________________________
(Auditor)
CA – Corrective action
Actual date of CA: __________

(Responsible for CA) (Auditor acceptance)
PA – Preventive action
Actual date of PA: __________

(Responsible for CA) (Auditor acceptance)
FORM
Audit Check List Q-031

Revision 0
01 Mar 2005
Project: Date:
Department/Station Page of
Item
Requirement/Check Point Standard/Procedure Activity Compliance
No.
Observation / Comments:
FORM
Feedback Reporting on Q-035
Revision 0
Internal Procedures 01 Mar 2005
Page 1 of 1
This section to be completed by originator (Forward to Director Quality Assurance)
NAME _______________________________ DEPT ______________________ DATE ____________
DOCUMENT AFFECTED ___________________ CHAPTER _______________ PAGE ___________
REFERENCE DATA __________________ NO. OF ATTACHMENTS __________________________
Provide a brief description of the change requested and the reason required. Attach supporting documentation
including marked up copies of affected pages.
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
ORIGINATOR PRINT NAME DATE
FOR QUALITY ASSURANCE DEPARTMENT USE ONLY
DATE RECEIVED _______________ APPROVED DISAPPROVED

REASON ______________________________________________________________________________
_________________________________________________________________________________________
_________________________________________________________________________________________
DOCUMENTS REQUIRING AMENDING _________________________________________________
The change requested has been reviewed and is /is not acceptable for incorporation into the manuals noted above at
their next revision.
SIGNED ________________________________ DATE ___________________________

FORM
Q-041
Sub-Contractor Evaluation Revision 0
01 Mar 2005
Page 1 of 1
No.
General Information
Sub-Contractor’s name:
Location:
Tel.: Fax:
e-mail: SITA:
Product/Service
Department Utilizing Sub-Contractor: Responsible Manager:
Product or service has been defined: Defined by:

Yes No
Sub-Contractors Quality System:
Approvals Held: Copies Received:
Yes No
General description of Sub-Contractors Quality System:
Internal Contact: Safety approval level:
Sub-Contractors Performance:
Initial Evaluation: References
Audit Performed / Date: Yes No Ref. _________________________
Quality Inspection / Date: Yes No Ref. _________________________
Questionnaire / Date: Yes No Ref. _________________________
Visit or other: Yes No Ref. _________________________
Review plan: Date/s:
Review Method:
Re-Audit: Date/s:
Non –Conformance: Yes No Yes No Yes No

Sub-Contractor Acceptable:
Yes Comments:
No Comments:
____________________________ ______________________
Director Quality Assurance Signature Date
FORM
Vendor Surveillance Data Sheet Q-042

Revision 0
Page 1 of 3
Vendor name: Quality Assurance / Quality Control contact name:
Facility: Position:
Address: Phone & fax number:
E-mail:
Division of:
Expiration date:
Regulatory Agency Certificates Certificate Number: (dd/mm/yy)
EASA Approval
FAA Approval
Others (example: ISO, etc.)
Please submit the following documents with your reply YES NO N/A
A. Copies of all pages of your Regulatory Agency Certificates

(EASA/FAA/ISO)
B. Copy of Quality Manual
C. Copy of Intended Scope of work of your Maintenance Exposition
YES NO N/A
1. If applicable, please provide a copy of your Approved Anti-Drug

Testing Program
Record Plan Number:
2. This facility has a formal Quality Assurance / Quality Control

System.
3. Is there a system and procedure for maintaining identification of

materials and products through all operations?
4. Are there written work instructions/procedures used for all specific

tasks and shop work orders?
FORM

Revision 0
Page 2 of 3
YES NO N/A
5. Does the company maintain records of repairs, inspections and

testing?
6. Does the company maintain records for two or more years?
7. The Air Atlanta Icelandic Purchase Order requires vendors to

provide Shop Findings/Teardown Reports attached to components
repaired/ overhauled/ modified by our vendors.
Will you provide these reports?
8. Does your company have a procedure for non-conforming material

and products?
9. Is there a documented and enforced policy to control shelf life

items?
10. Is there a procedure for control of scrapped material? Are scrap

records for rotables maintained for 2 years?
11. Is there a system for identification and handling of rejected parts by

means of tags, forms and segregation?
12. Does the company have a procedure to review rejected parts and to
return them to the owner, or to mutilate them to the extent that they
cannot be restored and returned to service?
13. Is there a written procedure for calibration of test and measuring

equipment, including personnel tools?
14. Is there a system that verifies adherence to established calibration

schedules?
15. Does repair station roster identify all supervisory and inspection
personnel and all personnel authorized for return-to-service?
16. Are records of all OJT and formal training of mechanics, repairmen,
inspectors and supervisors maintained on file?
17. Does the company have an audit and surveillance program to

ensure that sub-contractor's quality systems are in compliance with
its specifications?
18. Does the company issue serviceable tags (FAA 8130, EASA Form
ONE, or other National Approval) [delete as required] or fcontaining
a maintenance release?
19. Is there a written procedure and system for corrective actions?

FORM

Revision 0
Page 3 of 3
YES NO N/A
20. Do controls exist to ensure compliance with specs / procedures?
21. Does the company have a procedure to ensure that current OEM
technical data is used for all pertinent operations?
The data furnished herein is applicable to the execution of contracts and filling of orders from Air Atlanta
Icelandic. Air Atlanta Icelandic will be notified of any re-location or transfer of operations, or of any changes in
the quality organisation or procedures which effect availability of supplies or compliance with Air Atlanta
Icelandic requirements or procedures.
Name (please type or print) Date (dd/mmm/yyyy)
Signature of Quality Assurance Manager
Please submit this data with all required documents attached to:
Attn: Quality Assurance Department

Air Atlanta Icelandic
Email: hqquality@airatlanta.com
Fax: +354 458 4501
SECTION BELOW THIS LINE FOR QUALITY ASSURANCE ONLY
Vendor is: ACCEPTED REJECTED
Remarks:
SYSTEM REFERENCE
Air Safety Report

1. TYPE OF EVENT Tick all that apply including relevant boxes on reverse of form
ASR AIRPROX ATC PROCEDURAL TCAS RA WAKE TURB BIRD STRIKE GROUND FOUND
(Box 30) (Box 30) (Box 31) (Box 32) (Box 33) (Box 26)
2. DATE OF OCCURRENCE 3. TIME UTC 4. A/C TYPE 5. REGISTRATION 6. TECH. LOG. REF. (M-001)
DD MM YY Log. Page No. Item No.
7. CAPTAIN CODE 8. CO-PILOT CODE 9. OTHER CREW CODE
10. FLIGHT NO / CALL SIGN 11. SECTOR 12. SQUAWK 13. FUEL JETTISONED 14. ETOPS
15. ALTITUDE 16. SPEED / KNOTS 17. A/C WEIGHT 18. PASSENGERS / CREW
FL / FT KG.
17. FLIGHT PHASE 18. AIRPORT + STAND
TOWING TAXI-OUT CLIMB HOLDING LANDING
PARKED TAKE-OFF CRUISE APPROACH TAXI-IN 19. GEOG. POSITION / CO-ORDS FIR.
BELOW 1500 FT
PUSHBACK INITIAL CLIMB DESCENT MAINT. CHECK
BELOW 1500 FT
20. MET 21. WX ACTUAL 22. SIGNIFICANT WX RAIN TURBULENCE

WIND ___ / ____ VIS. ______ KM
IMC MODERATE SNOW HAIL
SEVERE ICING STANDING WATER
VMC ............ KM CLOUD _____ / ___ TEMP ____ °C QNH _______
FOG WINDSHEAR
23. RUNWAY 24. RUNWAY STATE 25. CONFIGURATION A. PILOT ____ A. THRUST ______
DRY ICE SLUSH
WET SNOW RVR __________ GEAR _______ FLAP ______ SLAT ____ SPOILERS ______
26. GROUND FOUND NAME CODE LOCATION SHIFT
TYPE OF OCCURRENCE / FINDING: DMI Raised

Significant System Failure Incorrect Parts Supplied
Significant Damage/Deterioration Parts Missing in Flight Incorrect Parts / Fluids Used
A/C Docs out of Compliance Result of AD or Alert SB Incorrect Assembly/Installation
Spillage Causing Hazard to A/C Transit Damage U/S on Fit
COMPONENT(S) DESCRIPTION PART NO. SERIAL NO. ATA CODE TAG NO.
27. EVENT DESCRIPTION (A description of the event, what caused it and actions taken.)
○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○
○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○
○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○
○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○
○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○
○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○
○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○
○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○
○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○
○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○
DELAY IF ANY
28. OTHER INFORMATION AND SUGGESTIONS FOR PREVENTIVE ACTION
○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○
Q-050 – Revision 2 - page 1 USE CAPITAL BLOCK LETTERS Nr. 000000

29. LEAD THECHNICIAN’S / STATION MANAGER’S REPORT
○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○
○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○
○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○
○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○
○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○
30. AIRPROX / ATC PROCEDURAL and/or TCAS RA (tick 1 or more boxes)
Mark passage of another aircraft relative to you, in plan on the left and in elevation on the right, assuming YOU are at the centre of each
diagram. Indicate appropriate scale.
View from above (horizontal plane: meters or NM View from astern (vertical plane: feet).
31. TCAS RA & AIRPROX

SEVERITY of risk to A/C NIL LOW MED HIGH
Avoiding ACTION taken YES NO Minimum vertical seperation ........................................ FT
Reported to ATC ........................................ unit Minimum horizontal seperation ........................................ M / NM*
ATC instructions issued ...................................................... TCAS ALERT RA TA NONE
Frequency in use ........................................ TYPE OF RA ......................................................
Heading ........................................ deg. RA followed: YES NO (vertical deviation ............. FT)
Cleared ALTITUDE / FL* ........................................ TCAS alert was: NECESSARY USEFUL NUISANCE
32. WAKE TURBULENCE 33. BIRD STRIKE

TYPE OF BIRDS: ................................................................................
Heading: .................... deg. Turning: LEFT RIGHT NO
NO. SEEN 1 2-10 11-100 MORE
Position on glideslope: HIGH LOW ON
NO. STRUCK 1 2-10 11-100 MORE
Position on extended centerline: LEFT RIGHT ON
TIME DAWN DAY DUSK NIGHT
Change in attitude: PITCH ............. ROLL ....... YAW ...... DEG ......
DESCRIBE IMPACT POINTS AND DAMAGE IN BOX 27 OVERLEAF
Change in altitude: ................ FT
Was there buffet? YES NO Stick shake? YES NO FILING INSTRUCTIONS
What made you suspect wake turbulence? FLIGHT CREW hand to: Lead Technician / Station Manager / Duty Officer
TECHNICIAN hand to: Lead Technician

SUBMIT REPORT IMMEDIATELY to Flight Safety Dept. at HQ
Describe any vertical acceleration:
Scan & e-mail to: HQ FLIGHT SAFETY (hqflightsafety@airatlanta.com)
e-mail copy to Lead Technician and/or Station Manager
OR if e-mail is not available, fax to +354-458-4521 / -458-4514
Give details of preceding A/C (type, call sign, etc):
MAKE PHOTOCOPY AND FILE AT BASE
MAIL ORIGINAL TO: Air Atlanta Icelandic

Were you aware of other A/C before the incident? YES NO
Flight Safety Department,
Hlidasmari 3
SIGNATURE RANK / TITLE IS-201 Kopavogur, ICELAND
Call Flight Safety for further instructions if needed, phone: +354 458 4520
All reports are recorded and analysed in the computer system

Initial Notification Accomplished
Q-050 – Revision 2 - page 2 Nr. 000000

REPORTING CRITERIA
See Operations Manual Part A, chapter 11 or CAME chapter 2.18 for further details of criteria
UNAIRWORTHY CONDITIONS
(Reported by Maintenance)
1. Serious cracks, permanent deformation, burning or seri- 3. Failure of a life limited component before completion of
ous corrosion or failure of structure of the aircraft or en- the full life of the component.
gine. 4. Any failure, malfunction or defect that is a result of comply-
2. Failure of any emergency system during scheduled testing with an AD or SB.
ing.
OCCURRANCES
(Reported by Flight Crew, Maintenance and/or other personnel, as applicable)
1. When a SYSTEM DEFECT occurs which adversely affects the 19. Whenever a GO-AROUND or a WINDSHEAR GO-AROUND is
handling characteristics of the aircraft or renders it unfit to fly. flown.
2. When DOUBLE Aircraft SYSTEM Failure Occurs. 20. Whenever a GPWS WARNING occurs.
3. Flameout, shutdown or significant MALFUNCTION of any EN- 21. Whenever STALL WARNING occurs.
GINE. 22. When a HEAVY LANDING CHECK is required.
4. When there is warning of FIRE or SMOKE, or when fire, explo- 23. When serious LOSS OF BRAKING occurs.
sion, smoke, toxic, or noxious fumes occur.
24. When the AEROPLANE IS EVACUATED.
5. TECHNICAL document ERROR that could endanger aircraft
safety. 25. When the aircraft lands with FINAL RESERVE FUEL OR LESS
remaining.
6. When an EMERGENCY is declared.
26. When an AIRPROX (Air miss) or ATC INCIDENT or WAKE
7. When SAFETY EQUIPMENT or PROCEDURES are defective TURBULANCE event occurs.
or inadequate.
27. When significant TURBULENCE or WINDSHEAR is encountered
8. When deficiencies occur in any OPERATING PROCEDURES or
or other SEVERE WEATHER.
MANUALS
28. When crew or passengers are SERIOUSLY ILL, INJURED or
9. When there is incorrect LOADING of fuel, cargo or livestock, or become INCAPACITATED.
DANGEROUS GOODS, or a significant LOADSHEET error.
29. When there is difficulty in controlling VIOLENT, ARMED or IN-
10. When OPERATING STANDARDS are degraded due to deficient TOXICATED passengers or when the passengers RESTRAINT
GROUND SUPPORT facilities. KIT is used.
11. When GROUND DAMAGE occurs.
30. When TOILET SMOKE DETECTORS are activated or vandal-
12. When a REJECTED TAKE-OFF is executed after take-off power ized.
is established. 31. When an act of aggression, e.g. passengers or HI-JACK oc-
13. When an EXCURSION occurs, if any part of the aeroplane leaves curs.
the paved surface during taxying, take-off or landing. 32. When SECURITY procedures are breached.
14. When significant HANDLING DIFFICULTIES are experienced.
33. When BIRD STRIKE or other FOREIGN OBJECT DAMAGE oc-
15. When a NAVIGATION ERROR occurs involving a significant de- curs.
viation from the intended track. 34. Any event where SAFETY STANDARDS ARE SIGNIFICANTLY
16. When a HEIGHT CONTROL error of more then 300 feet occurs. REDUCED occurs.
17. When there is an EXCEEDANCE of the LIMITING PARAMETERS 35. When TCAS resolution advisory occurs.
for the AEROPLANE CONFIGURATION or when a significant
36. Any event which may provide USEFUL INFORMATION FOR THE
UNINTENTIONAL SPEED CHANGE occurs.
ENHANCEMENT OF FLIGHT SAFETY.
18. When COMMUNICATIONS fail or are impaired. 37. When the aircraft did not LAND at PLANNED destination.
F I L E I M M E D I AT E LY
Q-050 Revision 2 Instructions - page 1

COMPLETING THE ASR REPORT
ALWAYS USE CAPITAL BLOCK LETTERS
Instructions for Flight Crew

Essential sections are blocks 1 thru 19 and Signature
Complete other sections as appropriate
30. Airprox / ATC Procedural and/or TCAS RA.
Tick one or more boxes as applicable. Complete the entire sec-
BEFORE COMPLETING THE ASR, enter “ASR Raised” on the
tion as well as box 27 on ASR page 1. Definitions are as follows.
Aircraft Journey & Technicl Log (M-001), box Incident/
Observation. Give details of any technical defect associated “AIRPROX”
with the incident.
Pilot considers A/C may have been endangered by the proximity
ASR INSTRUCTIONS of another A/C to the extend that a DEFINITE RISK OF COLLI-
SION existed.
1. Type of Event. Tick applicable box.
“ATC PROCEDURAL”
11. Sector There appeared to be less separation than the pilot expected,
Use 3-letter IATA codes. Diverted includes returned to stand. although there was NO definite risk of collision.
12. Squawk 31. TCAS RA & AIRPROX

Essential for following up Airmisses, ATC Incidents and Wake Complete the entire section as well as box 27 on page 1.
Turbulence events.
32. Wake Turbulence
27. Event Description Complete the entire section as well as box 27 on page 1. Please
AAI Flight Safety department assesses all Air Safety Reports report ALL wake turbulence encounters, even if not a signifi-
and forwards all that are reportable to the ICAA and the AAIB. cant safety risk, for analysis purposes.
If AAI assesses an event as non-reportable, the originator is
33. Bird Strike
advised and may request that the report is submitted regard-
less. Complete the entire section as well as box 27 on page 1.
Instructions for Lead Technician

Essential sections are blocks 1 thru 16, 26 and Signature
Complete other sections as appropriate
Complete 1 to 6
Complete 17 Flight Phase 9 Transit Damage: Part was damaged during transport.
26. Ground Found: Ocurrences and Unairworthy Conditions 9 Incorrect Part Supplied: Incorrect part supplied to maintenance
Conditions found or events occurring while aircraft is being facility / line station.
maintained or is under control of maintenance and endangered 9 Incorrect Part / Fluid Used: Inncorrect parts installed or fluids
or could endanger aircraft airworthiness or safety. used during maintenance.
Complete as follows:
9 Incorrect Assembly / Installation: Part found to be incorrectly
9 Name of reporting technician, three/four letter code, assembled during receiving or installation, or part incorrectly in-
station and shift. stalled. Cross out not applicable.
9 Significant Damage / Deterioration: Hot bleed air leaks result- 9 U/S on Fit: Part tagged as serviceable was unserviceable on
ing in damage. Failure of life limited components. Damage, cracks, installation.
fractures, corrosion, delamination to a primary structure that
exceeds SRM limitations. 9 DMI Raised: DMI number if raised.
9 A/C Docs out of Compliance: Error in technical documents or 9 Component description, Part number, Serial number of
maintenance procedures. components involved.
9 Spillage Causing Hazard to A/C: Contamination of aircraft 9 ATA Code (chapter) of system or component.
structure, system or equipment resulting from baggage or cargo. 9 Tag No.: Identification reference of Serviceable tag or other certi-
9 Significant System Failure: A failure of an aircraft system/ fication document.
component or emergency system/equipment during testing or main-
27. Event Description
tenance.
Brief summary of event/finding. See instructions for “27. Event
9 Parts Missing in Flight: Parts of aircraft seperating from aircraft Description” in Flight Crew section above.
in flight.
9 Result of AD or Alert SB: The event or finding was a result of an 29. Lead Technician’s report
AD or Alert SB complied with. Any addition to a flight crew or technicians report.
Q-050 Revision 2 Instructions - page 2

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Quality Manual

Air Atlanta Icelandic Revision 6

This revision has been approved and authorised by:

Accountable Manager Hannes Hilmarsson

Director Quality Assurance Gisli Skulason

Icelandic Civil Aviation Administration Statement

ICAA Signature ICAA Signature

Approval/Acceptance, Stamp and date Approval/Acceptance, Stamp and date

1.1.1 Operational Continuity [revised]

1.1.2 Organisational chart [replaced]

1.2.1 Organisational chart [replaced]

1.3.7(j) Reference to regulatory requirements [revised]

1.3.8(o) Heads airworthiness review system [deleted]

1.3.9 Reference to regulatory requirements [revised]

1.3.10 Reference to regulatory requirements [revised]

1.3.11 Reference to regulatory requirements [revised]

1.3.11 VP Flight Operations duties and responsibilities

1.3.12(q) Reference to regulatory requirements [revised]

1.4.1 Reference to regulatory requirements [revised]

1.4.2 Title change QA surveyor vs Quality compliance MX [revised]

1.5 Management evaluation [deleted, contents combined with 3.8]

2.1.1 Reference to regulatory requirements [revised]

2.1.1(a) Reference to regulatory requirements [revised]

2.1.2 Section on Editorial group [replaced]

2.1.3 Obsolete documents [added]

2.1.3 Hard copy manuals – revision system [revised]

3.2 Quality Newsletter [added]

3.3.2 Manhour plan [added]

3.4.2 Audit requirements [text moved/added from 5.2.1]

3.8 Management Evaluation [revised, contents added from 1.5]

4.2 Human resources policy [added]

5.2.1 Audit scheduling procedure [deleted, combined with 3.4.2]

5.2.2 Corrective action procedure [deleted, combined with 3.4.4]

Rev. 6 Revision higlights

LeP List of Effective Pages

Precursor Page Revision

Letter of Approval ........................................................................................................... 6

Section Page Revision

Section Page Revision

Management and Control of Air Atlanta

Section Page Revision

Manuals and Records

Rev. 6 List of Effective Pages Page LeP

Section Page Revision

The Quality System

Section Page Revision

Section Page Revision

Forms Page Revision

Q‐001 Assessment of Certifying Staff ................................................ Page (s) 1‐2 ...... 5

Rev. 6 List of Effective Pages Page LeP

ROR Record of Revisions

Rev. 6 Record of Revision Page ROR

ToC Table of Contents

Section 1 – Management and Control of Air Atlanta Page

Section 2 – Manuals and Records Page

Section 3 – The Quality System Page

Section 4 – Policies Page

Rev. 6 Table of Contents Page ToC

Section 5 – Procedures Page

Section 6 – Forms Page

Rev. 6 Table of Contents Page ToC

0.1 Air Atlanta Icelandic Organisation

0.2 Compliance Checklist

0.3 Terms and Definition