IATA Self Evaluation (ISE) Form
IATA Self-Evaluation Form
AIRLINE(S) INVOLVED:
DATE SELF EVALUATION
COMPLETED:
DATE OF COMPLETION OF ANY
PREVIOUS SELF- EVALUATIONS :
(IF APPLICABLE)
COMPLETED BY:
REVIEWED BY:
INTRODUCTION
As specified in the IOSA Program Manual (IPM) Section 7.7, “Reporting Responsibility”, airlines on the IOSA
Registry are required to report any significant changes to IATA, as per the events listed under IPM 7.7.1.
This IATA Self-Evaluation form (ISE), is designed to record the details of all operational and structural
changes to airline(s) that have, or are, taking place, when any major event such as a merger, takeover,
acquisition, consolidation, cessation of operations, etc., has occurred.
To enable IATA to fully evaluate all circumstances and the impact of the changes that have taken place, the
airlines involved should ensure that all relevant details are provided.
GENERAL DISCLOSURE
This IATA Self-Evaluation Form is completed/reviewed by and signed, as of the date as stated below, as so
declares, (insert he or she)
to be duly authorised for this purpose.
By completing and signing this Report, (insert complete name of airline)
hereby represents and
warrants that it has exercised due care in evaluating the current status of (insert complete name of airline)
as required hereunder and with reference to the applicable IOSA standards (ISARPs) and that, to the
best of its knowledge with due inquiry, all data, document and other information submitted hereunder are true
and correct as of the date hereof.
(Insert complete name of airline)
shall be responsible for ensuring that no misrepresentations are made
hereunder and shall indemnify IATA and keep it harmless of any damages it may incur as a result of any error,
omission, misrepresentation, incompleteness or inaccuracy made with respect to any data, document or other
information required to be disclosed (Insert complete name of airline)
in this Report, and as a result of
any non-conformity that may be discovered thereafter or during any future IOSA audit.
All data, documents or other information retrieved from this ISE Report shall only be used by IATA and its
agents for the benefit of the IOSA Program and in accordance with conditions thereof and shall remain
confidential.
This IATA Self Evaluation Report is duly signed;
as of
(insert dd-mm-yyyy)
,
in
(insert city, country)
by a duly authorised representative of (insert complete name of airline)
.
Any developments thereafter are not included in this report.
(Signature)
Name:
Title, Department
Company
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Edition 5, 4 June 2012
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DEFINITIONS OF TERMS USED
Changes: Changes result from various inputs anywhere from audit findings to proposals from employees
within the company. The IOSA objective, as stated in the IPM, is to be accurately informed about any major
organisational, operational and aircraft maintenance changes made within the applicable IOSA certified
organisation. By doing so, it will enable IATA to continuously monitor the compliance of its IOSA certified
members with the program requirements.
Organisational changes: Organisational changes shall be notified to IATA SO&I Quality Department within
30 working days from the moment they become effective. The organisational changes include:

Name of the organisation

Relocation of the organisation or its facilities

Additional locations for (parts of) the organisation

The Accountable Manager

The Nominated Post Holders

The Quality Manager

Any other issue that could affect the AOC or the IOSA certification
These changes shall be adopted where relevant in the applicable manuals, including all other organisational
changes which affect or have an indirect effect on the safety management, quality assurance, operational
and maintenance procedures.
Major Changes: Major changes are changes that will affect procedures, standards, limitations, processes,
contracts, programs, and/or their status. All changes, other than editorial changes made to handbooks, are
considered a major change.
Minor Changes: Minor changes are considered to be all other changes than major changes including the
text and layout of handbooks, minor procedural changes (name, number, more restrictiveness) and the use
of different software, which will not affect the primary procedures.
Note: Changes to software affecting a core part of a primary process is considered to be a major change.
Contracted activities: Activities delegated and executed by a contracted party, other than the original
organisation, that has the final responsibility for the correct implementation and results of the total final
product. The original organisation fully depends on the skills, processes, resources, etc. of the contracted
party, actually certified for the agreed deliverables, activities and products as stated in the contract.
Sub-Contracted activities: Activities delegated and executed by a sub-contracted party, other than the
original contracted organisation that has and will keep the final responsibility for the correct implementation
and results of the total final product as agreed upon per initial, original contract. The sub-contracted party has
no certification for the agreed deliverables, activities and products as stated in the contract. For this reason
the sub-contracted party will operate under the original contracted organisation’s Quality Management
System. The original contracted organisation decides to what extent they will provide input, data, guidance,
know how, procedures to follow, instructors, training syllabi etc. to the sub-contracted party related with the
activities as stated in the sub-contract.
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IATA, OF-011-05
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COMPLETING THE FORM
Use the following guide to fill in the form.
A B
C D E
A:
Item number (do not change)
B:
IOSA content or question
C:
No changes – mark this if applicable
D:
Changes – mark this if applicable
E:
In response to the questions, provide a description of changes to:
1. management and operational structure,
2. fleets,
3. resources and logistics,
4. any hazards identified,
5. actions put in place (i.e., protective actions, preventative actions, etc.)
6. any other information needed for IATA to assess the full impact of all changes
made to the airlines involved.
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IATA Self Evaluation Form
SELF EVALUATION FORM
1 ORGANISATION (ORG)
1.1 General
1
2
3
Provide the proposed new
organisational structure together with
the latest organisational structures of
the organisations prior to the
change/merger.
Note: Please be as detailed as
possible and include the following
names:
 Previous post holders
 New post holders
 Locations
 (Sub) Contracted organisations
 Person(s) held responsible for
the change/merger project
Where will the new organisation be
accommodated? Compared to the
original organisations of the
changed/merged airlines, will there be
in change in;
 one home base to two or more
subsidiaries
 the number of subsidiaries
 time zones
 from one continent to more
continents
 different (native)-languages

Note: Include the locations, countries,
etc. (if applicable).
Does the change/merger affect all
departments or will it be limited to a
specific department?
Note: Please state the departments
involved, using IOSA disciplines to
differentiate them (FLT, DSP, MNT,
CAB, GRH, CGO or SEC).
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4
Will the new or changed organisation
continue to sub-contract services?
Note: Please provide details about
services with sub-contracted parties
that will be discontinued and those that
will remain active or will become
active, using IOSA disciplines to
differentiate them (FLT, DSP, MNT,
CAB, GRH, CGO or SEC)
5
6
If required, were the financial status
evaluations for all involved airlines
approved by the National Aviation
Authority(ies)?
Note: Are there any significant
changes expected in the financial
structure and/or status? If so, describe
briefly.
Will there be changes to the methods
of communication within and between
the different departments?
Include details about meeting
structures, bulletins, intranet, etc.
7
IOSA registration.
(Only relevant for change/mergers
which incorporate non-IOSA certified
airlines).
If one of the merging airlines is not
IOSA certified, then what are the
objectives, plans and timeframe
regarding the IOSA registration for the
new organisation?
Consider the following;
Will a request for an IOSA audit be
made? Will the request be made
before or after the change/merger is
materialised?
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8
In the six months following the
change/merger, is the planned
production going to increase, decrease
or remain equal to the total production
sum of the involved airlines? Please
be specific.
9
Will the organisation’s complexity
increase as a result of the
change/merger?
Consider the following:
 Range/size of fleets;
 Organization (diversified or at
one location, time zones);
 National to international carrier;
 Maintenance;
 Dispatch;
 Cargo: from non-DG carrier to
DG carrier;
 From one language to multilingual;
 Sufficient in-house expertise.
10
Did any of the companies experience
or expect strikes or labour disruptions
in its organisation or with subcontracted organisations?
Note: Please advise if there are
existing labour contracts that will need
to be negotiated.
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1.2 Quality and Safety Management
1
2
3
What arrangement is in place to
maintain the current standards and to
assure the quality monitoring during the
change/merger between the various
Quality Assurance (QA) departments
involved?
Note: If one Quality Manager is
appointed, who will coordinate the QA
during the change/merger?
Will all departments involved be
required to monitor their own quality
standards?
Will each airline involved maintain its
own QA-manager/department until the
change/merger is in effect?
Will there be any changes in the Safety
and Quality Assurance areas,
specifically:
 Policies;
 Management;
 Scope;
 Position in the organizational
structure of the company;
 Employees (number and
specialisation);
If so, then please describe.
Will the QA programs be merging, and
from what date?
Note: Please include the effects on
implementation for the sub- contracted
organisations.
4
Will the Quality and/or Safety Manual(s)
be revised?
Note: Please briefly describe the
changes involved.
5
Will there be a Quality and/or Safety
meeting structure?
Note: If so, then please state the
frequency of meetings and who will
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attend.
1.3 Improvements, Findings and Recommendations
1
2
3
4
Have the involved company(ies) in the
change/merger experienced any
accident (as defined in ICAO Annex
13) in the last five years?
If so, then please give a brief summary
about the accident including:
 Date;
 Brief description;
 Status of the investigation;
 Parties involved in the
investigation.
Note: Include current corrective actions
taken to prevent re-occurrence.
Have the involved company(ies) in the
change/merger experienced any
serious incident (as defined in ICAO
Annex 13, Att. D) within the last five
years?
Note: If so, then include a brief
summary and state the corrective
actions taken to prevent a reoccurrence.
Are there any unresolved issues
resulting from audits and/or
investigations?
Note: Please include details and how
they will be handled and finalized
during or after the change/merger.
Safety management and trend analysis
Has a policy been developed on how
the safety databases will integrate and
merge?
Note: Describe topics, including
classification and risk evaluation.
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1.4 Facilities and Equipment
1
2
Will the new or restructured
organisation acquire or build new
facilities?
Note: If so, then describe where, when
and for what departments.
Does the change/merger of the airlines
involved create reasons for concern
about the fleet integration?
Note: Include the following details:
 What will the average age of the
total fleets (before and after the
change/merger) be?
 Does the fleet integration include
aircraft from different
manufacturers?
 Differences in flight deck layout;
 Equipment installed on- board
the aircraft.
1.5 Personnel
1
What is the expected total number of
employees before and after the
change/merger?
Note: If possible, state the numbers per
airline before and after the
change/merger and per applicable
department.
2
What will be the percentage of
permanent employed personnel versus
the number of contracted employees,
before and after the change/merger?
3
What proportion of personnel of the
new organisation after the
change/merger meets the ICAO (annex
1-Chapter 1-1.2.9) Language
Proficiency Requirements?
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1.6 Document Control
1
Will manuals, forms and documents in
use require revisions and updates?
Note: If so, then please include the
names of the manuals, forms or
documents.
2
Will the change/merger require a
migration of any paper documents to
electronic document management and
control?
If required, please list the manuals and
documents involved, as well as the
implementation plan and time frame.
3
Within the new or restructured
organisation, who will be responsible
for the maintenance and protection of
all applicable manuals, documents,
records, and/or forms?
Consider:
 Editorship;
 Distribution of amendments to
manuals, documents, forms in
use;
 Retention of documents and
accessibility;
 External sources document data
exchange.
4
Will the “privacy act” for records,
personal files etc. be assured during
the change/merger?
Note: How will they be maintained?
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1.7 Emergency Response Planning (ERP)
1
2
3
4
Does the Emergency Response Plan
(ERP) require restructuring due to the
change/merger and what is or was the
completion date?
Do all of the airlines involved in the
change/merger have departmental
ERPs?
Note: If so, will any plans be
restructured during/after the change/
merger? Describe any significant
changes.
Will there be a change of members
and/or personnel involved in the actual
ERP(s) or the newly issued ERP(s)?
Note: Will the personnel involved with
the ERP(s) require training after the
change/merger?
Will there be a drill executed for all
ERP(s) after the change/merger?
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IATA Self Evaluation Form
2 FLIGHT OPERATIONS (FLT)
2.1 Management and Control
1
Are the Air Operator Certificates (AOC)
of the airlines involved in the
change/merger issued by the same
authority?
Note: Include the authorities involved.
2
What authority will issue any new
AOC(s) after the change/merger?
3
Is the delegation of Operational duties
and managerial continuity ensured
during and after the change/merger?
How is this documented?
(Transition plan, schedule etc.)
2.2 Fleets
1
List all fleets (types and totals)
immediately before the change/merger,
followed by fleet types and totals after
the change/merger.
Provide any additional information on
the phasing of fleets in or out, as
applicable to the change/merger.
Fleets before:
Fleets after:
Comments:
2.3 Flight Deck – Crew
1
Will flight crew from the merging airlines
be operationally mixed?
Note: What is the projected time frame
for complete integration of crews?
2
Will the Operations Manuals (OM) from
the merging airlines be integrated and
revised to one new OM?
If so, then please indicate the areas
that will be revised and the effectivity
date(s).
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3
If a new issue of the OM is required,
then what will be the implementation
period given for relevant users?
2.4 Training
1
2
Will the flight deck crew from the
merging airlines require training before
they can operate together?
Note: If so, then what is the projected
completion date of the training?
If not, then please explain why there will
be no training requirement prior to the
mixed operation.
What will be the total number of
Captains, First Officers and cruise
(relief) Pilots (if applicable) per division
for the new organisation after the
change/merger?
Note: If applicable, include the
numbers per division for the each
organisation after the change/merger.
3
Please include the number of available:
 Flight Simulator Instructors;
 Line Instructors;
 Check Pilots;
 Inspectors;
 Examiners;
 Other(s).
Note: If applicable, then include
numbers per division for each
organisation after the change/merger.
4
Will the simulator training be done in
house, or sub-contracted?
Note: If the training is sub-contracted,
which organisation will be contracted?
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5
Besides required training resulting from
a new OM, will flight crews require
other training resulting from the
change/merger on the following topics:
 Route and aerodrome
familiarization;
 Security procedures;
 Extended range Twin engines
Operational Performance
Standards (ETOPS) –
procedures;
 Fuel policies;
 Crew Resource management
(CRM);
 MEL dispatch procedures;
 Area Navigation (RNAV);
 Flight safety;
 Dangerous goods;
 Documents/forms in use;
 Supporting departments;
 Other(s).
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3. OPERATIONAL CONTROL AND FLIGHT DISPATCH (DSP)
3.1 Personnel
1
As a result of the change/merger, will
the functionality of operational control
and flight dispatch change from a nonshared system to a shared system
between the Pilot in Command (PIC)
and Flight Operations Officer (FOO).
2
Will sub-contracted services obtained
before the change/merger, continue to
be sub-contracted after the
change/merger?
Consider:
 New services involved;
 Certification(s) required;
 Workload;
 Accessibility;
 Training involved;
 Administration and reporting
requirements.
3
Will the route network expand or
change due to the change/merger?
Consider:
 Extended over water flights;
 Isolated airports;
 RVSM?
 ETOPS?
 Polar flights;
 Winterization;
 Mountainous terrain;
 Any other operational changes.
4
Will all operational control and flight
dispatch personnel be familiar with the
different types of fleets?
Note: Will their function be specific
aircraft type-related or will they be
trained to handle all fleet types?
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3.2 Training
1
Will the operational control and flight
dispatch personnel need training on the
following topics:
 Routes and their exposure;
 Aircraft types;
 Adopted policies;
 MEL procedures;
 Mass and balance;
 Dangerous goods;
 CRM;
 Security;
 Other(s).
2
If operational control and flight dispatch
training has to be conducted, then is
there a specified training plan with
completion dates and are sufficient
resources available to meet agreed
deadlines?
3.3 Operational Control and Flight Dispatch Facilities
1
Is the equipment appropriate for the
required functionalities, planned
activities and active personnel?
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4 AIRCRAFT ENGINEERING AND MAINTENANCE (MNT)
4.1 Management and Administration
1
Will Aircraft Maintenance personnel
from the merging airlines be
operationally mixed?
Note: What is the projected time frame
for completion?
2
Is the delegation of duties and
managerial continuity ensured during
and after the change/merger?
If yes, then how is this documented?
(Transition plan, schedule etc.)
3
Will fleet maintenance and
administration be accomplished by the
new organisation or a sub-contracted
Maintenance Organisation (MO)?
Note: If applicable, then provide the
name of the MO and stipulate up to
what level the following maintenance
activities have been sub-contracted.
 Administration;
 Log books;
 Aircraft Maintenance Program
(AMP) and its maintenance;
 AMP reliability evaluation;
 Service Bulletins (SB) and
Airworthiness Directive (AD)
notes from type-certificate
holders?
 Maintenance Review Board
(MRB) advisories?
 Extensions;
 Airworthiness review certification;
 Scheduled and non-scheduled
maintenance;
 Structural repairs;
 Deferred defect administration;
 Inspections;
 De-icing.
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4
5
Will sub-contracted services being used
before the change/merger, continue to
be sub-contracted after the
change/merger?
Consider:
 Involved new services;
 Certification(s) required;
 Workload;
 Accessibility;
 Training involved;
 Administration and reporting
requirements.
Is there a defined process and deadline
for the merging of databases used by
maintenance?
Consider:
 AMP reliability program;
 AD and SB’s data bases;
 Spare part tools;
 Modifications;
 Structural Repairs;
 Components certificates;
 Logbooks (Aircraft, Engines,
APU, other);
 Deferred Defects;
 Applicable extensions;
 Maintenance Review Board data;
 Escalation programs.
4.2 Training Maintenance Personnel
1
Will training of maintenance personnel
be required due to the change/merger?
Note: Which personnel will require
training and will this training be
complete before the change/merger?
2
Will the company Minimum Equipment
List (MEL) be revised?
Note: Will training of aircraft
maintenance personnel, flight
operations crew and dispatch personnel
be needed?
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3
Will sub-contracted parties need to be
trained for revised maintenance policies
and procedures?
Consider:
 Administration forms in use;
 Release for service procedure;
 Safety reporting system;
 Pre flight – walk around;
 Deferred defect procedures;
 Structural repair procedures;
 Spare parts and quarantine
room;
 Communication system;
 EDP system;
 Other maintenance procedures).
4.3 Maintenance Equipment and Facilities
1
Is the MO certified and adequately
equipped for all existing and new
aircraft type(s) it will be maintaining?
Consider:
 Calibration tools;
 Applicable Maintenance data;
 Approved repair manuals, such
as, Aircraft Structural repair(s)
history data and/or manuals,
Illustrated Parts Catalogue (IPC)
and Wiring Diagram Manual
(WDM), etc.;
 Jacks, Ground Support
Equipment, specific tools;
 Hangar size and lay-out;
 Emergency equipment;
 Sufficient adequately licensed
and trained aircraft maintenance
technicians;
 Communication work stands;
 Other maintenance functions.
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IATA Self Evaluation Form
5 CABIN AND CARGO COMPARTMENT OPERATIONS (CAB)
5.1 Cabin and Cargo Compartment Operations
1
Will cabin crew from the merging
airlines, be operationally mixed?
Note: What is the projected time frame
for full integration?
2
Is the delegation of Cabin and Cargo
duties and managerial continuity
ensured during and after the
change/merger?
If yes, then how will this be realised? Is
this documented?
(Transition plan, schedule etc.)
3
Will the Operations Manuals from
merging airlines be integrated into one
new Operations Manual?
Note: Will this change affect cabin and
cargo compartments operations?
Consider:
 Cabin Flight safety procedures;
 Communication procedures;
 Emergency procedures;
 Security procedures;
 Line qualification;
 Pre-flight, in-flight and post-flight
inspections (i.e., cargo
inspection requirements);
 Fuelling procedures;
 Other cabin procedures.
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5.2 Training Cabin Crew
1
Will the cabin crew from the merging
airlines require training before they can
operate together?
Note: If so, then what is the date for
completion of the training program?
If not, then explain why there will be no
training or integration requirement, prior
to the combined operation.
2
What will be the total number of staff for
the following positions for the
restructured organization after the
change/merger:
 Cabin Attendants
 Cabin Supervisors;
 Line Evaluators;
 Crew Leaders.
Note: If applicable, include the
numbers per division for the each
organisation after the change/merger.
3
State the number of available:
 Cabin Training Instructors;
 Examiners;
 Other(s).
Note: If applicable, include the
numbers per division for the each
organisation after the change/merger.
4
Will the required cabin training be
conducted in house or will it be subcontracted?
Note: If sub-contracted, then what parts
of the training will be sub-contracted
and to which organisation? Please
provide details.
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IATA Self Evaluation Form
6 AIRCRAFT GROUND HANDLING (GRH)
6.1 Management and Control
1
Will Ground Handling personnel from
the merging airlines be operationally
mixed?
Note: What is the projected time frame
to have this in place?
2
Is the delegation of Ground Handling
duties and managerial continuity
ensured during and after the
change/merger?
If yes, then how is will this be
documented and controlled?
(Transition plan, schedule etc.)
3
Will the Operations Manuals from the
merging airlines integrate and be
revised to one new Operations Manual?
Note: Will this affect Aircraft Ground
handling?
Consider:
 Emergency procedures including
response plans;
 Communication procedures;
 Handling activities;
 Security procedures;
 Administration activities;
 Automated recording systems;
 Documentation and data control;
 Managerial Continuity;
 Aircraft maintenance related
activities;
 De-/Anti-icing program.
4
Have ground handling responsibilities
been clearly determined for the period
during the change/merger and after the
change/merger, including the subcontracted services (when used) and/or
activities.
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5
Will one of the merging carriers become
a “dangerous goods” carrier because of
the change/merger?
6.2 Training of Ground Handling Personnel
1
2
Will ground handling personnel from the
merging airlines require training before
they can operate together?
Note: If so, then what is the projected
training program?
If not, then explain why there will be no
training requirement prior to the
combined operation.
If training has to be conducted, then will
there be enough resources for the peak
demand?
Note: Please state the total number of
instructors and personnel involved.
6.3 Ground Handling Operations
1
Will the supervision of the ground
handling operations be assured during
the change/merger and when the
change/merger becomes effective, with
respect to the following:
 Passenger handling;
 Airside operations;
 Load control;
 Aircraft aft loading.
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IATA Self Evaluation Form
7 CARGO OPERATIONS (CGO)
7.1 Management and Control Cargo
1
2
3
Will personnel involved with cargo
acceptance, handling etc. from the
merging airlines be operationally
mixed?
Note: What is the projected time frame
for completion?
Is the delegation of cargo related duties
and managerial continuity ensured
during and after the change/merger?
If yes, then how will this be documented
and controlled?
(Transition plan, schedule etc.)
Will sub-contracted cargo handling
services obtained before the
change/merger, continue to be subcontracted after the change/merger?
Consider:
 Involved new services;
 Certification(s) required;
 Workload;
 Accessibility;
 Training involved;
 Administration and reporting
requirements.
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IATA Self Evaluation Form
4
Will the Cargo Operations Manual
(COM) from the merging/changed
airlines integrate and be revised to one
new COM?
Note: Will this affect the Cargo
handling procedures, administration
routings, database integration and
forms in use?
Consider also:
 Emergency procedures including
response plans;
 Communication procedures;
 Handling activities;
 Security procedures;
 Administration activities;
 Automated recording systems;
 Documentation and data control;
 Training requirements;
 Protocols to follow;
 Quality Requirements.
7.2 Training of Personnel involved with Cargo Handling
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IATA Self Evaluation Form
1
2
Will cargo handling personnel from the
merging/changed airlines require
training before they can operate
together?
Note: If so, then when will the training
be completed?
Consider:
 Dangerous goods training;
 Changes to recurrent training
requirements ;
 Security and emergency
procedures;
 Integration of training records
and subsequent training
schedules
 Communication system;
 EDP system;
If no training is required, then explain
why there will be no training
requirement prior to the combined
operation.
If training has to be conducted, then will
there be enough resources for the peak
demand?
Note: Please state the total number of
instructors and personnel involved. Also
take into consideration external service
providers, sub-contracted
organisations.
7.3 Cargo/Mail Acceptance and Handling
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IATA Self Evaluation Form
1
If the integration or adoption of new
cargo activities from one of the merging
airlines into the organisation(s) of the
other merging airline(s) was planned,
then were the following subjects
reviewed for valuable cargo, unit load
devices (ULDs), dangerous goods, live
animals and perishables, mail, human
remains, heavy, fragile or outsized
goods?
 Checklist adoption;
 Applicable required
documentation(s) and
administration(s);
 Required equipment;
 Security requirements;
 Applicable laws, regulations and
rules for the new adopted
facilities at all new adopted
locations.
7.4 Cargo Handling Facilities
1
Is the cargo handling equipment and
facilities at all new adopted locations (if
applicable) appropriate and adequate
for the required functionalities, planned
activities and active personnel?
Consider the following:
 Storage rooms for corrosives,
explosives and other dangerous
goods, perishables and livestock;
 Weighing equipment;
 X-ray equipment;
 Calibration tools and
documentation of equipment in
use
 Communication systems;
 EDP systems.
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IATA Self Evaluation Form
8 OPERATIONAL SECURITY (SEC)
8.1 Management and Control
1
2
3
Will the Security Management structure
from the merging airlines be integrated
and into one new Security Program?
Note: have the effect of the following
topics been taken into consideration:
 Relevant states and their
requirements and procedures;
 Communication procedures;
 Required equipment, facilities
and documentation;
 Administration and
documentation requirements,
equipment and tools;
 Automated recording systems;
 Documentation and data control;
 Aircraft maintenance related
activities;
 (Sub) Contracted organizations
activities;
 Ground handling procedures;
 Cargo and mail handling
associated activities.
Will the change/merger require the
issuance of a new Security Manual?
Note: Please confirm if any
processes/procedures will be affected,
and if training of personnel (include
outsourced, sub-contracted
organisations) will be required.
During the change/merger, is the
continuation of the supervision and
control and development of the Civil
Aviation Security Program(s) (of the
states of the merging airlines and other
relevant states) ensured?
Note: Will this include the access as
needed to the highest management
level of the merging airlines?
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IATA Self Evaluation Form
4
Is the delegation of security related
duties and managerial continuity
ensured during and after the
change/merger?
Note: If yes, then how will this be
documented and controlled?
(Transition plan, schedule etc.)
8.2 Training of Security Personnel
1
2
Will security personnel from the
merging airlines require training
following the change/merger, due to the
adoption / incorporation of each other’s
security manuals or due to other
reasons such as additional
requirements from the relevant
competent authorities?
Note: If so, then what is the projected
training program?
Consider:
 Number of personnel involved;
 Availability of instructors;
 Integration of training records
and subsequent training
schedules.
If no training is required, then explain
how integration will be completed.
Will operational personnel including
flight and cabin crew, dispatchers,
ground handling personnel, cargo
handlers, and others such as
outsourced personnel, require training
due to the changes made to the
security manual?
Note: If so, then what is the projected
training program?
Consider:
 Number of employees involved
 Availability of instructors
 Integration of training records
and subsequent training
schedules
If no training is required, then explain
how integration will be completed.
8.3 Security Operations
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IATA Self Evaluation Form
1
As a result of the change/merger, have
any adjustments or changes, including
the introduction of new procedures and
policies been made to the following
operational security subjects;
 Access control procedures;
 Aircraft security procedures;
 Policies regarding the carriage of
weapons;
 Passengers, supernumeraries,
cargo attendants and cabin
baggage processes;
 Special category passengers;
 Hold baggage process;
 Cargo, mail and supplies
process?
Note: If there were changes or
newly introduced security
procedures, then indicate how
they were embedded into the
new organisation.
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IATA Self Evaluation Form
8.4 Security Threat and Contingency Management
1
2
Were the threat management
procedures / processes revised as a
result from the change/merger, the new
organisation (including the new
destinations, if applicable) or new
competent authorities?
Consider the following
 Assessment of associated risks
 Development of appropriate
response measures
Was the Contingency Plan evaluated
and approved for the new
organisation's use following the
change/merger?
Please be specific.
3
Is the security investigation procedure
integrated throughout the new
organisation?
4
Is the notification procedure (where
applicable) communicated with all
relevant parties?
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