Quality Manual Issue 2.0 - 01 Jun 2016

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QUALITY MANUAL
Issue 2.0
01 June 2016
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Section 0 - General
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Section 0 General
Section 0 General
Table of Contents
Purpose and Scope.............................................................. 0-1
0.1.1
0.1.2
0.1.3
Purpose of the Quality Manual ..................................................... 0-1

Scope of applicability.................................................................. 0-1
Quality Philosophy ..................................................................... 0-1
0.2
Document and Records Management ..................................... 0-4

Control of Quality System Documents .......................................... 0-4
0.2.1.1
0.2.1.2
0.2.2
General ............................................................................ 0-4

Roles and Responsibilities .................................................... 0-4
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0.2.1
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0.1
Document Revision and Control ................................................... 0-5

0-5
0-6
0-6
0-7
0-7
0.2.3
0.2.4
0.2.4.1
0.2.4.2
0.2.4.3
0.2.4.4
Reference Documents ................................................................

Records Management .................................................................
General ....................................................................................
Definitions ................................................................................
Roles and Responsibilities ...........................................................
Records Management Process .....................................................
0-7
0-8
0-8
0-8
0-9
0-9
0.3
Abbreviations ................................................................... 0-11
0.4
Definitions ....................................................................... 0-12
0.5
Document Distribution ....................................................... 0-16
0.5.1
0.5.2
Jetstar Pacific Intranet............................................................... 0-16

Hard Copy ............................................................................... 0-16
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Record of Revisions ........................................................... 0-17
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General ............................................................................
Approval ...........................................................................
Distribution, Document Control and Disposal ..........................
External Documentation ......................................................
Revision Procedures ............................................................
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0.2.2.1
0.2.2.2
0.2.2.3
0.2.2.4
0.2.2.5
List of Effective Pages ........................................................ 0-18
0.8
Amendment Summary ....................................................... 0-20
0.7
Copyright Jetstar Pacific

Quality Manual
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Section 0 General
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Quality Manual
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Jetstar Pacific Airlines
Section 0 General
0.1
Purpose and Scope
0.1.1
Purpose of the Quality Manual

The purpose of this Quality Manual is to set forth a Quality Management
System required by VAR 12.073.
0.1.2
Scope of applicability
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This manual is authorised by the Accountable Executive (CEO) and is

applicable to all Company employees and contractors.
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This manual provides an assurance framework for the Companys

integrated flight safety and operational document systems (see SMS
Manual) and the Quality Assurance and Audit programmes. It will be
issued in soft copy and available to all staff on the Jetstar Pacific
Intranet.
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The document system is comprised of the Companys suite of manuals

that outline in detail the procedures and processes for implementing,
controlling and monitoring Company operations within the scope of the
Air Operators Certificate and in accordance with the Law.
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Regulatory compliance is implicit in all Quality Management Systems.

As a minimum, the Company will comply with all Vietnam government
laws and regulations. The State Safety Program of Vietnam, Civil
Aviation Authority of Vietnam Regulations (VAR), Civil Aviation of
Vietnam Advisory Circulars, ICAO and IATA recommended standards
and guidance material, international civil aviation regulations,
international best practices and ISO 9001:2008 shall be considered key
elements in the benchmarking of Company standards and operations.
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Compliance and conformance shall be reviewed as part of the

Companys continuous improvement program and any areas of
improvement shall be addressed through documented processes.
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This manual shall be reviewed at intervals not exceeding 12 months

and shall be updated as required by significant changes.
Quality Philosophy
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0.1.3
Quality, like safety are concepts that are owned by all Company
employees, ie. each employee is responsible for the quality and safety
of their work. A Quality Management System (QMS) is a documented
overarching management philosophy that provides the framework for
producing quality work. This quality support system is owned by the
Company and its department managers with SQA acting as its
custodian and the GMSQA as its sponsor.
Quality Assurance (QA) and Quality Control (QC) are important but
totally separate components of a Quality Management System (QMS).
QA provides the level of product and process conformance/compliance
assurance by comparing actual production processes with documented
processes. QC is the process of examining a product or process for
conformance using personnel who did not conduct the work.

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Section 0 General
Instead of concentrating on the finished product or process, QA takes a

holistic process-based approach that identifies areas that could be
susceptible to errors, especially the interactions between multiple
business units and suppliers. QA is therefore a proactive process and is
performed by the QA department.
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The QA department should remain independent of all aspects of

production and therefore should have no involvement in the planning,
performance, recording or certifying of the product or process
inspected. The QA department plays the role of critic, not policeman, by
identifying existing or potential defects and bringing them to the
attention of the responsible managers. In urgent cases, SQA and
Security managers have the authority to immediately halt any Company
process to preserve safety or system integrity pending escalation.
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Many products/processes are susceptible to errors that are difficult

if not impossible to find by direct inspection;
QC can degrade quality due to the knowledge that an inspection will
be done and the assumption that the inspector will assume
responsibility for the work. This leads to complacency caused by
minimal task ownership;
Quality cannot be inspected into a product/process therefore
rejecting work in its final stages is an inefficient and expensive way
to do business; and
QC is often part of the production process and so must remain
independent of QA functions to avoid conflict of interest.
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The process of examining a product/process for conformance using

personnel who did not conduct the work is called QC. Four key
limitations of QC are:
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QC is normally a reactive process that should be performed wherever

practicable by the department responsible for performing the work
(unless mandated otherwise by Regulation or the Company SMS). The
quality of QC should then be verified by the QA department via the
independent oversight audit program.
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While inspection of the final product/process remains an essential part

of the QA process, there are some significant differences between this
and a QC final inspection:
The primary purpose is not to find defects per se (although if faulty

items are found they will be rejected) - rather, the finished
product/process is inspected as one means of confirming the
satisfactory operation of the system as a whole;
QA does not sign for any work performed and therefore does not
interfere with the process;
QA inspections are done by sampling, rather than looking at 100
percent of the items involved;
QC philosophy recognises that not all work requires independent
inspections. The requirement for independent inspections is
normally determined according to the risk and mitigations/controls
that are already in place.

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Section 0 General
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The Company quality management system shall be guided by this

philosophy.

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Section 0 General
0.2
Document and Records Management
0.2.1
Control of Quality System Documents
0.2.1.1 General
The quality management system shall be implemented throughout the
Company to meet stated quality objectives. It shall include documented
procedures for:
Control of all documentation including manuals and such other
additional documentation generated to support the Companys
operations;
(b)
Control of records;
(c)
Internal audits;
(d)
Control of non-conformities;
(e)
Corrective actions; and
(f)
Preventive actions.
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(a)
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A document shall be controlled if it is a manual, policy, procedure, work

instruction, form, checklist, external document, plan or procedural note
(stored on any medium) that must be kept current to ensure company
processes are performed as intended and in a consistent and safe
manner. Training material pertaining to an operational procedure
should also be controlled. As an international airline, all Jetstar Pacific
controlled operational documents must be maintained in both
Vietnamese and English versions.
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Documents of external origin that affect safe and compliant Company

operations shall also be managed under this procedure.
0.2.1.2 Roles and Responsibilities
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The GMSQA is responsible for the Quality Manual. The Operations

Quality Assurance (OQA) Manager manages the Quality Manual and
quality management system on behalf of the GMSQA.
The Heads of Departments / General Managers are responsible for
identifying, producing, issuing, updating, recording and storing
documents that need to be controlled to ensure quality within their
departments. This shall be done in accordance with the procedures in
this manual and shall be available for inspection or audit on request
from the GMSQA or delegate. The GMSQA has final authority over
whether a document shall be controlled.
Operations Publications is responsible for the following activities:
The security and control of master electronic copies of controlled

documents and the maintenance of the documentation database;
Management of an electronic back up process to ensure fail-safe
procedures.

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Section 0 General
The Company Document Register provides details of all controlled

documents, their titles, revision status and approval authority. The
register is maintained by Operations Publications and can be found on
the intranet.
Each document has a nominated Sponsor who is responsible for
approving its content (including any amendments), ensuring
compliance, liaising with stakeholders for any process changes and
conducting regular reviews of the document to ensure currency.
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A Sponsor is also allocated responsibility for an external document.

They are to ensure that all revisions received from the publisher/s are
reviewed for their impact upon the operation and that appropriate
actions are taken in a timely manner.
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SQA is responsible for the translation and validation of all documents

written in Vietnamese that could or do affect operational safety or
compliance. Department Heads are responsible for bringing all such
Vietnamese documents to the attention of SQA.
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All controlled documents are allocated a Document Delegate by the

Document Sponsor whose responsibility it is to prepare amendments for
inclusion in the amendment cycle. There may be more than one
delegate assigned to a document.
All staff have a role and a responsibility to ensure that the documents
used by them are current, approved and relevant for the work they are
undertaking.
Document Revision and Control
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0.2.2.1 General
0.2.2
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The Quality Manual will be issued as a Soft Copy only, and available on
the Jetstar Pacific Intranet. The Quality Manual is a CAAV accepted
document, and must be sent to CAAV for acceptance. Where the
manual is printed, it will become uncontrolled, and each page must be
stamped uncontrolled.
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All documents that form part of this quality management system shall
be controlled in accordance with JP/OP 0009 and JP/OP 0011. These
procedures are in place to:
(a)
Approve documents for adequacy prior to issue;
(b)
Review, update and re-approve documents;
(c)
Ensure that relevant versions of applicable documents are available

at points of use;
(d)
Ensure that documents remain legible, readily identifiable and

retrievable;
(e)
Ensure that documents of external origin are identified and that

their distribution is controlled; and
(f)
To prevent the unintended use of obsolete documents and to retain

one archived copy stored to maintain an update history.

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Section 0 General
The Heads of Departments / General Managers shall maintain a master

list of all controlled documents under the control of their department.
This master list shall be reviewed at least annually and a copy of this
list shall be given to SQA at each update.
Where copies of a controlled document are produced, a distribution list
that includes the name of the manual holder, the name of the
document and its controlled copy number shall be maintained. This list
may reside in the affected controlled document/manual and if so does
not need to be advised to SQA.
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Each manual shall have a List of Effective Pages at the front of the
manual. Each page shall have the following information:
Page number;
(b)
Applicable revision number for each Section (00 for the original
revision); and
(c)
An effective date for each Section.
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(a)
0.2.2.2 Approval
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All documents issued shall be approved for purpose. It should be noted

that both internal and external documents must be approved by the
document sponsor and regulator (if applicable) prior to issue.
Authority Approval the CAAV has reviewed the method, procedure or
policy in question and issues a formal written approval.
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Authority Acceptance The CAAV by implication has reviewed the

method, procedure or policy of an offer and has neither objected to nor
approved its proposed use or implementation.
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For amendments to, or new Standard Operating Procedures contained

within an Approved or Accepted Manuals, Jetstar Pacific will issue a
detailed INTAP to all employees and also send to CAAV, and issue a
Yellow Temporary revision page to be inserted into the operations
manual to provide details of the new / changed procedures. The
approved / accepted manual will be reviewed on at least annual basis
and temporary revisions replaced with manual amendments at this
time. The INTAP will remain in force until the next update of the
Approved or Accepted Manual.
0.2.2.3 Distribution, Document Control and Disposal

Controlled documents may be distributed to approved holders/
personnel in one or more mediums, these being:
Hard Copy;
Company Intranet
All recipients of controlled documents are registered on the Publications

Database. This includes all flight crew, cabin crew, base libraries,
aircraft, department libraries, airports, individual holders and the
publications master library. Operations Publications will distribute a
Document Allocation Record to all document holders periodically. This
record lists all documents the holder is registered as having according

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Section 0 General
to the database and is designed to ensure that database records are

accurate.
When an amendment to a document is distributed, it will be under
cover of a Revision Instruction Sheet (RIS) when needed. The RIS will
give detailed instructions for the correct incorporation of the
amendment into the document.
The person to whom the document is issued is responsible for
amending the document. Amendments will be issued with a brief
explanation outlining changes reflected by the amendment and
identified by a vertical black line against the amended text.
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0.2.2.4 External Documentation
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All documents maintained within the Company Intranet are updated via
the Operations Publications team. It should be noted that these copies
are considered uncontrolled once copied or printed. A secure consistent
electronic back-up is made every 24 hours via the Company
Information Technology team.
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External documentation that is published and distributed by third party

providers such as regulatory authorities, aircraft manufacturers and
industry bodies is managed directly in both compliance and control from
that provider. If however an external document does not meet these
criteria, the responsible Department Head is responsible for ensuring
that all controlled versions and uncontrolled versions must be identified
as such when in use.
0.2.2.5 Revision Procedures
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Where a manual is issued as a hard copy controlled manual, upon

receipt of a revision the manual holder must update the Record of
Revisions page in their applicable manual(s), sign, date, and return the
distribution page to the applicable department thereby acknowledging
the receipt and insertion of the revision.
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Changes to online (soft) controlled documents must be advised to all

potential users and stakeholders.
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Whenever quality system documents require amending, the procedures

outlined in JP/OP 0009 Procedures Management and JP/OP 0011
Document Control shall apply.
0.2.3
Reference Documents
The Company quality system is based on following source documents:
(a)
Vietnam Aviation Regulations, Circulars and Advisory Circulars;
(b)
Vietnam laws, decisions and regulations;
(c)
ICAO and IATA recommended and advisory standards;
(d)
ISO 9001:2008;
(e)
International aviation regulations and international best practices;
(f)
Qantas and Jetstar Group Minimum Operating Standards and other

requirements

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Section 0 General
The receipt, translation, dissemination, control and implementation of

laws, regulations, advisory circulars and other relevant material that
may affect operational safety, security and/or quality will be
coordinated as follows:
0.2.4
(a)
For Operational Safety and/or quality by SQA department;
(b)
For Operational Security by Security department.
Records Management
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0.2.4.1 General
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The Company recognises the importance of providing suitable

management and control of operational records. This is to ensure the
content and retention of such records is in accordance with legislated
requirements and current best practice.
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Quality records are controlled as per documented procedures JP/OP

0009 Procedures Management and JP/OP 0011 Document Control. Such
records provide evidence of adherence to requirements and of effective
operation of the system as a whole and shall be completed using
indelible ink. The procedure explains identification, storage for ease of
retrieval, protection, retention times and disposal. Training will be
provided as required.
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The Head of each department is responsible for the completion and

maintenance of its own records. Such records shall detail the
qualifications and training of all employees involved in operational
control, flight operations, ground operations and maintenance. When
completing documents that will serve as records they shall be
completed accurately and in a timely manner. Training shall be
provided where required.
The scope of this records management process is to ensure that
Operational Records are subjected to standardised processes for:
Identification;
Legibility;
Maintenance;
Retrieval;
Protection and security; and
Disposal or deletion (electronic records).
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0.2.4.2 Definitions
Record
A physical or electronic artifact that contains information.
Operational Record
Records associated with operations, which includes personnel training
records and any other records that document the fulfillment of
operational requirements (e.g. aircraft maintenance, operational
control, operational security).

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Section 0 General
0.2.4.3 Roles and Responsibilities

Departmental Heads
Ensure implementation of suitable departmental record management
procedures.
Record Owner
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Carries overall responsibility for the management of the records they

own. This includes ensuring that the aspects of this process have been
address. In addition the Record Owner is responsible for establishing
record retention periods and is the authorising body for disposal or
deletion of a record.
All Staff
Record Identification
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0.2.4.4 Records Management Process
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Compile records in English (and Vietnamese if required) and in a legible

manner.
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All records must be readily identifiable. The identification should provide

a unique identifier as to the activity it relates to. This may be in the
form of a document and serial number, title and date, file
number/name or another identifier.
Legibility
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Maintenance
All records must be legible. In the case of electronic records,

appropriate software must be maintained to read the record.
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All records must be stored in a facility that preserves their integrity.

Long term storage of paper based records should be avoided if suitable
alternatives are available and allowed under legislation.
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Electronic files shall be backed up automatically where possible every

24 hours. Monthly archive tapes shall be created. Each year the
monthly archive tapes are consolidated into a yearly back up archive.
This archive tape is kept indefinitely. Backups shall be stored to ensure
redundancy against loss or destruction.
Retrieval
All records must be retrievable within a timeframe that is appropriate
for future access demands to the record.
Protection and Security
Appropriate facilities must be retained to ensure that records are held
with an appropriate level of security. The level of security shall be
consistent with the sensitivity of the record.
Disposal and Deletion
All records shall be disposed of or deleted when they are no longer
required. The time frames for disposal or deletion must not be less that
the current legislated requirement for a particular record. Records may
only be disposed of or deleted with the approval of the Record Owner.

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Section 0 General
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SMS and Quality Assurance records not affected by more onerous

legislative requirements shall be retained for a minimum of five years,
with the exception of aircraft related Quality Assurance documentation
which shall be stored for the period of ownership/lease by Jetstar Pacific
plus two years.

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Abbreviations
AMO
Aircraft Maintenance Organization
AMO
Aircraft Maintenance Organization
AOC
Air Operator Certificate
AQA
Airworthiness Quality Assurance
AQAM
Airworthiness Quality Assurance Manager
COA
Certificate of Airworthiness
Civil Aviation Authority of Viet Nam
CAMO
Continuing Airworthiness Management Organization
CEO
The Chief Executive Officer
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CAAV
Chief Operating Officer
CRS
Certificate of Release to Service
CTO
Chief Technical Officer
CTO
GMFO
General Manager Flying Operations
GMGO
General Manager Ground Operations
GMSec
General Manager Security
GMSQA
General Manager Safety and Quality Assurance
JPASC
Jetstar Pacific Airlines Safety Committee
MME
Maintenance Management Exposition
OQA
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Operations Quality Assurance
Operations Quality Assurance Manager
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OQAM
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COO
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0.3
Section 0 General
Operational Safety and Company Advisory Report
QMS
Quality Management System
QRAG
Qantas Risk Assessment Guide
SME
Subject Matter Expert
SQA
General Manager Safety and Quality Assurance
TQA
Technical Quality Assurance
TQAM
Technical Quality Assurance Manager
VAR
Vietnam Aviation Regulations (Safety Regulations)
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OSCAR

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0.4
Section 0 General
Definitions
The terms used in the context of the requirement for an Operators
Quality System have the following meaning.
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Accountable Manager: The Accountable Manager or Accountable

Executive is the person acceptable to the Authority who has corporate
authority for ensuring that all operations and maintenance activities can
be financed and carried out to the standard required by the Authority,
and any additional requirements defined by the operator. The
Accountable Manager/Executive for Jetstar Pacific will normally be the
CEO unless otherwise specified.
Auditee: A department of Company or external supplier/contractor that
is to be audited.
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Auditor: A person trained to perform a quality audit.
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Audit Master Plan: The annual master plan of scheduled auditing

activities.
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CAAV: The Civil Aviation Authority of Viet Nam is an organization

directly under the Ministry of Transport that is an advisor for the
Minister of Transport about state management in the civil aviation field
on national scale. It is the legal authority responsible for the regulation
of Air transportation in Viet Nam;
Company: The operating company; Jetstar Pacific Airlines (JPA),

including all departments and entities wholly owned by Jetstar Pacific
Airlines.
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Corrective Action: A measure taken to rectify any condition that has

an adverse effect on the quality system.
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Critical Event: A finding that requires the operation or process to

cease until it is rectified, that is if operator safety is compromised.
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External Audit: A quality assurance audit carried out by an

organisation external to Jetstar Pacific Airlines to evaluate the activities
of the Companys suppliers, agents, licences, etc.
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Extrinsic Audit: A quality assurance audit carried out by a client,

regulatory authority, etc on the Company or an affiliated organisation
to assess the activities against specified requirements.
Finding: A non-compliance, non-conformance, quality related concern,
safety related concern or an observation determined by the audit team
during the audit process.
Internal Audit: A quality assurance audit carried out by the Company
to evaluate its own performance.
Occurrence: An incident, accident or near-miss involving, or which

had the potential to involve Jetstar Pacific employees, contractors or
passengers.
Management roles: The following Jetstar Pacific Airlines Management
positions may have been referred to within the Quality Manual:
CEO: The Chief Executive Officer (CEO) is the AOC Accountable
Manager.
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Section 0 General
COO: Chief Operating Officer

CTO: Chief Technical Officer
GMFO: General Manager Flying Operations
GMGO: General Manager Ground Operations
GMSQA: General Manager Safety, & Quality Assurance. The GMSQA
is the manager acceptable to the CAAV, responsible for the
management of the Safety and Quality Systems.
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GMSec: General Manager Security. The GMSec is the manager

acceptable to the CAAV, responsible for the management of the
Security Systems.
Manager T&S: Manager Training and Standards (Flying Operations)
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OQAM: Operations Quality Assurance Manager
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AQAM: Airworthiness Quality Assurance Manager. The AQAM is a

member of the SQA department.
TQAM: Technical Quality Assurance Manager. The TQAM is the

manager in charge of the Technical Quality Assurance (TQA) team,
and is responsible for the Part 5 Quality Assurance function.
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Management Representative: GMSQA is the designated

management representative appointed by the CEO for Safety and
Quality and, as such, has the responsibility and authority for:
Ensuring that the quality system is implemented and maintained;
and
(b)
Reporting to the CEO on the performance of the quality system.
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(a)
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Non-compliance: The non-fulfilment of a specific regulatory or legal

requirement or certification standard.
Non-conformance: The failure to meet a specific Company
requirement such as written instructions.
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Objective Evidence: Is the documented records and facts that can be

used in the process to verify a non-compliance, non-conformance,
quality related concern, safety related concern, observation or
corrective action.
With regards to the Company quality management policy, documents
raised to correct a reported non-compliance, non-conformance, quality
related concern, safety related concern or observation must be attached
to and referenced on the Finding.
The following are examples of documents considered as objective
evidence:
(a)
Operating manuals,
(b)
Publication change request forms,
(c)
Notices to pilots, cabin crew, ground staff, maintenance staff,

contractors or other personnel
(d)
Inter-office memos, and

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(e)
Section 0 General
Actual observations.
Observations: An assessment by the auditor regarding the status of

efficiency of the system or process. An observation can be used as a
recommendation to the Auditee, for a system improvement.
Preventative Action: The use of appropriate sources of information to
eliminate potential causes of non-conformities.
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QRAG: Qantas Risk Assessment Guide is the standard used within all
Qantas Group airlines and subsidiary airlines, including Jetstar Pacific.
Further information on the QRAG can be found in the Jetstar Pacific
SMS Manual.
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Quality Assurance: All those planned and systematic actions

necessary to provide adequate confidence that operational and
maintenance practices satisfy given requirements.
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Quality Audits: 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 stated objectives.
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Quality Control: The operational techniques and activities that are

used to fulfil requirements for quality.
Quality Inspection: An inspection is the act of observing a particular
event or to ensure that correct procedures and equipment are followed
during the accomplishment of the event.
Quality Management: The management responsible for the overall

function and for implementing quality policy.
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Quality Related Concern: Where the Auditee is currently in

compliance or conformance, but the problem indicates a weakness in
the quality management system.
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Quality Manual: The document containing the relevant information

pertaining to the operators quality system and quality assurance
program.
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Quality Plan: A document setting out the specific practices, resources

and sequence of activities relevant to a particular product, service,
contract or project.
Quality Policy: The overall quality intentions and directions of a
company as regards quality as formally expressed by the accountable
manager.
Quality System: For the purpose of Company documentation, CAAV
and other applicable Aviation Authority compliance, a management
system is established to manage quality assurance. This is to provide
adequate confidence that operational and maintenance practices satisfy
CAAV requirements.
Recommendation: An informed opinion expressed by the auditor to
help improve the quality of the system. The Auditee is required to
address the issues identified in the recommendations or suggest an
equivalent alternative for consideration by the Auditor.

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Section 0 General
Response Time: The time given to respond to a Finding or

recommendation.
Risk: An objective assessment of the Finding or Occurrence using the
QRAG template, to determine the likelihood and probability of the
event.
Safety Related Concern: Where the Auditee is currently in
compliance or conformance, but the problem indicates a weakness in
the safety system.
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Second Party Audit: An audit performed by the Company to evaluate

the activities of an associated company.
Suppliers: The providers of goods or services to the Company.
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Surveillance Audit: An observation of the operational activities to

gauge compliance against documented operational procedures. A
surveillance audit is similar to a Quality Control inspection, except that
the Quality Control inspection is carried out by the operational
department and the surveillance audit is carried out by Security or SQA
or TQA.
VAR: Vietnam Aviation Regulations (Safety regulations)
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Unscheduled Audit: A quality assurance audit prompted by significant

changes in the organisations quality system, procedures or route
structure. It may also be required after an accident or incident, or as
follow-up action to a Finding.

Quality Manual
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0-15
1/06/2016
0.5
Section 0 General
Document Distribution
Document Distribution methods employed by the Company are outlined
below. The methods used for any particular document are selected for
ease of use and accessibility.
0.5.1
Jetstar Pacific Intranet
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The Quality Manual will be available on the Jetstar Pacific Intranet.

Documents obtained from the Intranet will be uncontrolled once
printed.
All Jetstar Pacific Staff and Contractors to access Jetstar Pacific Intranet
for using this manual.
Hard Copy
in
0.5.2
pr
Three master copies will be controlled and maintained as shown in the

following list:
User
01
Civil Aviation Authority of Vietnam
01.001
02
Safety & Quality Assurance
06.001
03
Operations Support (Flight Operations)
02.001
Registration number
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No.

Quality Manual
Issue 2.0
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Record of Revisions
Issue No.
Issued Date
Date Filed
Filled by
2.0
01-Jun-16
New issue
New issue
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0.6
Section 0 General

Quality Manual
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List of Effective Pages

Page No
Issue
No
Eff. Date
Page No
Eff. Date
2.0
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Section O General
Issue
No
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0.7
Section 0 General
Section 1 Management
Responsibility
Section 2 Quality Assurance

Program
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Page No
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Issue
No
Eff. Date
2.0
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No
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Section 3 Quality Procedures
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Appendices
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Quality Procedures

Quality Manual
Issue 2.0
0-19
1/06/2016
0.8
Section 0 General
Amendment Summary
Items in Issue 2.0
Compare to previous version

(revision 11)
0.2.2
Document Revision and

Control
General
0.2.2.1
0.2.3
Reference Documents
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Records Management
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0.2.4
0.2.2.4
0.2.2.5
Approval
Distribution, Document
Control and Disposal
External Documentation
Revision Procedures
To be renumbered from section 0.5.2.1

with minor rewording and add
reference to OMA.
To be moved from SMS 1.17.1.2
on
0.2.2.2
0.2.2.3
in
Roles and Responsibilities

with minor rewording
with minor rewording and to combine
the content of QM revision 11 and SMS
issue 5.0 into one place.
To be renumbered from section 0.5.2
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0.2.1.2
0.2.1
0.2.1.1
Document and Records

Management
Control of Quality System
Documents
General
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0.2.4.1
To be renumbered from section 0.4

To be renumbered from section 0.5,
change the title of the section
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Section 0 General Content

0.1
Purpose and Scope
0.1.1
Purpose of the Quality Manual
0.1.2
Scope of applicability
0.1.3
Quality Philosophy
General
0.2.4.2
0.2.4.3
0.2.4.4
0.3
0.4
Definitions
Records Management Process
Abbreviations
Definitions
0.5
0.5.1
Document Distribution
Jetstar Pacific Intranet
0.5.2
Hard Copy

Quality Manual

with minor rewording and add Group
Standard to be one of the reference
documents
To be renumbered from section 0.5.4,
change the title
New modification from section 0.5.4, in
combination with SMS 1.17.2
Added as new section
Remove section 0.1.2, add section
0.4.2 - Hard Copy
Issue 2.0
0-20
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To be added as a new section

1.2
1.2.1
1.3
1.3.1
1.3.2
1.3.3
1.4
1.4.1
Organisation Structure
SQA (Quality Assurance
Functions) Organisation Chart
Quality Assurance Position
Holders
Quality Management System
Processes within Functional
Departments
Quality Assurance
Management Responsibilities
General Manager Safety &
Quality Assurance
Manager
Lead Auditor
Airworthiness Quality
Assurance Manager
Airworthiness Quality
Assurance Lead Auditor
Safety Systems Controller
Manager
Auditor
Service Level Agreement btw
SQA & Technical Quality
Assurance
Resources
General
Human Resources
Physical Resources
Management Reviews
General
1.4.1.1
Annual Review
1.4.1.2
Quarterly Review
1.2.3.1
1.2.3.2
1.2.3.3
1.2.3.4
1.2.3.5
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1.2.3.6
1.2.3.7
1.2.3
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1.2.2
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1.2.3.8
1.2.4
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Quality System
To update the change of positions and

names in SQA department.
No change
No change
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1.1.2
No change
Minor rewording to clarify the
assurance program base on risk
assessment.
To add Group Standard to be one of
the elements of the Quality System.
No change
To update the SQA organisation chart
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Section 1 Management
Responsibility
1.1
Introduction
1.1.1
Quality Policy and
Commitment
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Record of Revisions
List of Effective Pages
Amendment Summary
0.6
0.7
0.8
Section 0 General

Quality Manual
No change
Minor rewording with updated number
Update the position title and
description
Minor rewording with updated number
Add new position title and description
Add new position title and description
Renumber the item
Renumber the item
No change
No change
No change
No change
No change
No change
Update with rewording for more
clarification
Update with rewording for more
clarification and to be aligned with
current practice at the company
Update with minor rewording
Issue 2.0
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1.4.2
1.4.3
Section 0 General
Review Inputs
Review Outputs

Section 2 Quality Assurance

Program
General Jetstar Pacific

Airlines
Flight Operations
Ground Operations
Cargo
Maintenance
Audit Scheduling
General
Audit Program
Risk-Based Auditing
Action Management
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2.5.1
2.5.2
2.5.3
2.5.4
2.5.5
2.6
2.6.1
2.6.2
2.6.3
2.7
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No Change
Update with rewording and clarification
Add new item for clarification
Add new item for clarification
Update with rewording for clarification
Update with minor rewording for
clarification
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2.3
2.3.1
2.3.2
2.3.3
2.3.4
2.3.5
2.4
2.4.1
2.4.2
2.4.3
2.5

No Change
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Introduction
Quality Inspection
Purpose of Quality Inspection
Subject areas for quality
inspection
Quality Audit
Purpose of Auditing
Overview of audit activities
Audit Techniques
Audit Types
Audit Categories
Auditors
Requirements
Training
Independence
Audit Scope
2.1
2.2
2.2.1
2.2.2
2.7.1
2.7.2
2.7.3
2.7.4
2.7.4.1
2.7.4.2
2.7.4.3
2.7.5
2.7.6
2.8
2.8.1
2.8.2
2.9
Introduction
Definitions
Action Management Process
Action Development
Action Tracking
Action Closure
Action Extension Policy
Reporting
Records
General
Storage of Records
Subcontracted Providers Of
Goods Or Services

Quality Manual

No change
Change the section title, combine with
SMS 3.5
To be moved from SMS 3.5.1
No change
No change
Issue 2.0
0-22
1/06/2016
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No change
Update with minor change
No change
Add new section for Quality Procedures
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2.11
Liaison with Authorities
3.1
Introduction
3.1.1
General
3.1.2
Procedure Format
3.2
Quality Procedures
No change
No change
No change
Correct item number and minor
rewording
No change
No change
Add new item (Using current
Evaluation form for collecting
feedback)
in
2.10
2.10.1
2.10.2
2.10.3
General
Subcontracted Services
Supplier Management Levels
Assessment and Audit
Oversight
Quality System Training
Introduction
Sources of training:
Monitoring of training
activity:
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2.9.1
2.9.2
2.9.3
2.9.4
2.9.5
Section 0 General

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Section 0 General
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Intentionally Blank

Quality Manual
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Section 1
Management Responsibility
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INTENTIONALLY BLANK
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Section 1 Management Responsibility

Table of Contents
Introduction ....................................................................... 1-1
1.1.1
1.1.2
Quality Policy and Commitment ................................................... 1-1

Quality System .......................................................................... 1-2
1.2
Organisation Structure......................................................... 1-3
1.2.1
1.2.2
1.2.2.1
SQA Organisation Chart .............................................................. 1-3

Quality Assurance Position Holders............................................... 1-4
Quality Management System Processes within Functional Departments
............................................................................................... 1-4
Quality Assurance Management Responsibilities ............................. 1-4
General Manager Safety & Quality Assurance ................................ 1-4
Operations Quality Assurance Manager ......................................... 1-4
Operations Quality Assurance Auditor ........................................... 1-5
Operations Quality Assurance Lead Auditor ................................... 1-6
Airworthiness Quality Assurance Manager ..................................... 1-7
Airworthiness Quality Assurance Lead Auditor ............................... 1-8
Safety Systems Controller........................................................... 1-9
Technical Quality Assurance Manager .......................................... 1-11
Technical Quality Assurance Auditor ............................................ 1-12
Service Level Agreement between SQA & Technical Quality Assurance ..
.............................................................................................. 1-13
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1.2.3
1.2.3.1
1.2.3.2
1.2.3.3
1.2.3.4
1.2.3.5.
1.2.3.6.
1.2.3.7.
1.2.3.8.
1.2.3.9.
1.2.4
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1.1
Resources ........................................................................ 1-14
1.3.1
1.3.2
1.3.3
General ................................................................................... 1-14

Human Resources ..................................................................... 1-14
Physical Resources .................................................................... 1-14
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1.4
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1.3
Management Reviews ........................................................ 1-15

General ................................................................................... 1-15
Annual Review.......................................................................... 1-15
Quarterly Review ...................................................................... 1-15
Review Inputs .......................................................................... 1-15
Review Outputs ........................................................................ 1-16
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1.4.1
1.4.1.1
1.4.1.2
1.4.2
1.4.3

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Intentionally Blank

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1.1
Introduction
1.1.1
Quality Policy and Commitment

It is the quality policy of Jetstar Pacific Airlines:
The company quality policy reflects the requirements of the VAR and
such additional standards as required by the Company.
To monitor compliance with and adequacy of all procedures required
ensuring safe operational practices and airworthy aircraft.
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To provide products and services that consistently meets the

requirements of our customers, the Civil Aviation Authority of Vietnam
(CAAV) and other applicable regulatory authority regulations.
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To ensure that products and services supplied by the Company meet all
safety and technical specifications and are fit for their intended purpose
and meet our customers expectations in the provision of such products
and services.
(a)
(b)
The use of proven quality management principles and practices as

detailed in the Quality Manual;
Providing the necessary resources and support to ensure the
effective operation of the Companys Quality System;
Ensuring that all personnel own the quality processes affecting their
departments and are involved in the continual improvement of the
Companys internal processes;
The monitoring and regularly reviewing of Company systems and
processes on a risk-based approach to ensure continual compliance
and improvement;
Ensuring the safest possible environment for Company customers
and employees;
The maintenance of an active Accident Prevention and Flight Safety
Program; and
Ensuring that non-compliances are resolved expeditiously and that
procedures are implemented to prevent recurrences.
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(d)
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(c)
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The Company is committed to achieving the above by adopting a

quality management approach that is integrated into every part of the
Companys activities that includes:
(e)
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(f)
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(g)
All personnel are expected to support the quality and safety goals of the
Company and to take an active role in identifying and facilitating
opportunities for improvement to the quality and safety of the
Companys operations.

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1-1
1/06/2016
1.1.2
Quality System
The Company quality system shall ensure compliance with and
adequacy of, operational and maintenance activities, regulatory
requirements, established standards and operational procedures. The
quality system consists of an organisational structure, procedures and
resources necessary to perform quality management. The directions
and procedures contained in controlled documents shall be complied
with.
The quality management system incorporates the following elements:
Vietnam Law and Regulations, in particular the VAR;
(b)
Qantas and Jetstar Group Mandatory Operational Standards;
(c)
Quality Manual that describes the system;
(d)
Quality Procedures (described as JP/OP 0XXX);
(e)
Operations Manuals and other operational documentation belonging

to the various departments and ports;
(f)
Documents and manuals concerning safety, security, quality and

assurance; and
(g)
Training.
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(a)
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The quality system includes a feedback system to the Accountable

Manager to ensure that corrective actions are both identified and
promptly addressed. Feedback occurs at least once a month via the
Jetstar Pacific Airlines Safety Committee (JPASC) and Safety SubCommittees.
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The feedback system also specifies who is responsible for rectifying

discrepancies and non-compliances and the procedure to be followed if
corrective action is not completed within an appropriate timescale.
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The responsibilities of those personnel required to develop and up-date

procedures and documents are defined in JP/OP 0009.
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Management reviews allow for a determination of whether the quality

system accomplishes the expected outcomes in terms of the Companys
quality policy and objectives.

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1/06/2016
1.2
Organisation Structure
Operations Manual Part A, Section 1 describes the company
organisation structure.
SQA Organisation Chart
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1.2.1

Quality Manual
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1/06/2016
1.2.2
Quality Assurance Position Holders

POSITION
APPOINTED
General Manager Safety & Quality Assurance
Thorbjorn Amundsen
Airline Safety Manager (delegated to deputize for

Aravind Viswanath
GMSQA for planned or unplanned absences)
Huynh Quang Liem
Airworthiness Quality Assurance Manager (Part 12)
Nguyen Quang Thanh
Tran Cong Nghiep
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Nguyen Hung Son
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Technical Quality Assurance Manager (Part 5)
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1.2.2.1 Quality Management System Processes within Functional

Departments
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Departmental safety and quality assurance and quality control functions

are the responsibility of each Head of Department and each department
manager and shall be conducted in accordance with this manual.
Quality Assurance Management Responsibilities
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1.2.3
The SQA Department is responsible for the independent safety and

quality assurance oversight of the Companys operations.
1.2.3.1 General Manager Safety & Quality Assurance
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[=OMA Section 1 GMSQA]
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Position description of GMSQA is listed in OMA Section 1.
1.2.3.2 Operations Quality Assurance Manager

Operations Quality Assurance Manager (OQAM)
Department:
Safety and Quality Assurance
Reports to:
GM SQA
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Position Title:
Job Purpose:
To ensure the Company Quality Assurance program is properly
established, implemented, maintained and continually improved.
Primary duties:
Maintaining an independent quality management system in

compliance with the VAR and international standards and best
practices.
Manage the risk-based audit program to provide an acceptable level
of assurance of internal and external departments and functions.
Manage, coordinate, report and circulate investigations to key
stakeholders.

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1/06/2016
Ensure that all Company operating certificates, approvals and

licences are current and renewed in a timely manner.
Assess proposed ports and suppliers to ensure they have the
appropriate internal systems, procedures, facilities, personnel and
capability to ensure compliance with Company and regulatory
requirements prior to commencing operations.
Maintain adequate documentation and oversight of the Company
quality management system to assure compliance with the
requirements of the AOC.
Support CAAVs or other regulatory authority audits.
Request remedial action when required.
Undertake tasks as directed by the GMSQA.
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Knowledge/Skills/Experience and Person Specifications
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Knowledge of Safety, Security and Quality Assurance regulatory

requirements.
Knowledge of International Conventions including relevant ICAO
annexes.
Experience in Aviation Safety, Security and Quality Assurance
Operations.
Knowledge of Safety, Security and Quality Management Systems.
Well-developed IT user skills.
Well developed interpersonal and communication skills.
Ability to work in a team environment while developing and
motivating staff.
Understand the concept and importance of structured change
management.
Attention to detail.
1.2.3.3 Operations Quality Assurance Auditor

Operations Quality Assurance Auditor
Department:
Reports to:
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Position Title:
Job Purpose:
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To own and coordinate the provision of administrative and audit support

to SQA including monitoring and reporting on the status of all Company
controlled documents and findings, managing official correspondence
and the safety reporting database, and carry out operational audits
where required.
Primary Duties:
Carry out or assist other lead auditor(s) in SQA department to carry

out operational and/or management system audits as required by
the annual audit schedule;
Corporate with other operations QA auditor/lead auditor(s) to
ensure that audit actions are tracked and follow up with auditees to
ensure actions are closed within the agreed timeframe;
Facilitate as SME to allocated departments to ensure quality incident
investigations are carried out. Issue required reports to relevant
company management;

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Manage the printing and distribution of all SQA controlled

documents including records;
Oversight the Company controlled documents system to ensure
documents are properly registered and maintained;
Advise departments on Quality and document control procedures as
needed;
Maintain a close working relationship with CAAV;
Translate documents as requested;
Provide administrative support for meetings as requested;
Maintain a database of audit results and Corrective Action Requests
(CARs) and regularly publish the current status of CARs.
Undertake other duties as requested by the OQAM.
Assist Operations QA Lead Auditor to periodically report to the
Regulator;
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Experience in Airline Operations desirable.

Trained lead auditor
Well-developed computer skills.
Ability to speak and translate Vietnamese and English.
High level typing and general administrative skills.
Sound interpersonal and communication skills.
Ability to work independently or in a team environment.
Must be organised and possess attention to detail.
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1.2.3.4 Operations Quality Assurance Lead Auditor

Operations Quality Assurance Lead Auditor
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Department:
Position Title:
Reports to:
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Job Purpose:
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The Operational QA Lead Auditor will be responsible for conducting

operational, safety and QA audits to ensure that the requirements of
the Companys Assurance Program are met, thereby satisfying all
regulatory, internal and Group requirements and expectations.
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Primary Duties:
Act as the Subject Matter Expert (SME) for all matters relating to
Safety and Assurance for the Ground Operations and Commercial
operational departments;
Provide advice and assistance to department managers at all levels
regarding safety and QA issues;
Assist the OQA Manager to review the audit plan and update on at
least an annual basis;
Carry out operational audits and audits of the quality, safety and
security management systems as required by the audit plan;
Following the audit, ensure good quality audit reports are written,
and discuss with the auditee to develop actions to address findings;
Ensure that audit actions are tracked and follow up with auditees to
ensure actions are closed within the agreed timeframe;
Support Airworthiness Quality Assurance as required;

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Provide SME support to allocated departments for carrying out

hazard identification and risk assessments of safety hazards;
Facilitate as SME to allocated departments to ensure quality incident
investigations are carried out. Issue required reports to relevant
company management;
Where required act as Lead Investigator for allocated departments
so as to ensure incident causes are properly established and to
formulate corrective / preventative safety measures. Issue required
reports to relevant company management;
Monitor corrective safety actions to ensure accomplishment and
effectiveness;
Monitor activity in ground operations and commercial operational
areas, to ensure that the safety and QA standards required by the
authority, and any additional requirements defined by the operator,
are being provided;
Regularly update the Operations QA Manager of current safety,
security and assurance concerns;
Periodically report to the Regulator;
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Experience in Airline Operations desirable.

Trained lead auditor
Well-developed computer skills.
High level typing and general administrative skills.
Sound interpersonal and communication skills.
Ability to work independently or in a team environment.
Must be organised and possess attention to detail.
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1.2.3.5. Airworthiness Quality Assurance Manager

Airworthiness Quality Assurance Manager (AQAM)
Department:
Reports to:
GM SQA
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Position Title:
Job Purpose:
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Responsible for ensuring the Engineering Quality Assurance program

relating to the airworthiness of Jetstar Pacific aircraft, as well as
oversight of Engineering and other AMO is properly established and
managed.
Primary duties:
Develop, implement and manage an independent assurance

program that oversights Jetstar Pacific Airlines AMOs and their QA
and QC programs.
Develop and maintain the MME in accordance with CAAV
regulations.
Ensure investigations are carried out for occurrences relating to
aircraft airworthiness in accordance with the Companys SMS and
QM.

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Ensure audit/assessment, verification and other oversight activities

of other AMOs are carried out prior to signing service level
contracts.
Perform oversight audits of JPA AMO (part 5), including
maintenance organisations and service providers, to provide
assurance they operating in accordance with Company expectations.
Perform audits and issue Certificate of Maintenance Reviews (CMRs)
of aircrafts.
Support CAAVs or other regulatory authority audits.
Performing other duties as requested by GM SQA.
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Knowledge of Airworthiness regulations - CAAV, EASA, FAA.

Well developed communication, change management and project
skills
Experience in developing and managing quality management
systems and audit programs.
Lead Auditor qualifications, and extensive experience in conducting
audits.
Safety/Quality Investigator qualifications and extensive experience
as a safety/quality investigator.
Experience in people management and achievement of measurable
results.
Extensive aviation maintenance experience.
LAE qualifications.
Strategic thinker and planner capable of operating under pressure in
the aviation quality environment.
Innovative team player, willing to challenge and debate issues then
commit to implement optimum outcomes.
Able to influence others.
Ability to delegate appropriate authority and empower subordinates.
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1.2.3.6. Airworthiness Quality Assurance Lead Auditor

Airworthiness Quality Assurance Lead Auditor
Department:
Reports to:
AQAM
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Position Title:
Job Purpose:
Responsible for ensuring the Engineering Quality Assurance program
relating to the airworthiness of Jetstar Pacific aircraft, as well as
oversight of Engineering and other AMO is properly established.
Primary duties:
Provide and support the AQAM with the auditing function of

airworthiness quality assurance, provide standards, processes and
services to the airline;
Perform audits in accordance with JPA Audit Plan relating to how JPA
aircraft are maintained in accordance with CAAV, Manufacturer, or
Vendors standards;

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Perform operational and AOC system audits to ensure that

contracted services are in compliance with signed contracts enabling
JPA to operate in accordance with approved documents and
standards;
Carry out quality audits of Part 12 Continuing Airworthiness system
of JPA;
Perform other audits as required by GM SQA;
Monitor the corrective actions to ensure that they are closed out in a
timely manner by responsible departments;
Conduct and assist AQAM with investigation and risk assessments
when required;
Monitor and supervise mandatory requests and changes of aircraft
maintenance/ engineering processes;
Control aircraft documents, forms, procedures, certificates and
approvals, issued by JPA, manufacturers and CAAV;
Perform other necessary Quality Assurance procedures that are
related with the aircraft operating according to VARs;
Ensure the currency, quality and integrity of the quality
management documentation, records and data information systems;
Provide Quality and Safety Management System training;
Perform other task as required by AQAM.
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College or university graduate;

Solid technical background in maintenance and/or engineering. CRS
qualification and experience is preferable;
In depth knowledge of Airworthiness regulations (e.g. CAAV, EASA,
FAA);
Auditing skills;
Planning and preparation for audits;
Preparation of audits reports;
Sound interpersonal and communication skills;
Having experience in airlines operations;
Preference given to candidates holding similar positions;
Proficiency in computer management skills including Microsoft office
applications;
Ability to fluently speak Vietnamese and English, and translate
between Vietnamese and English.
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1.2.3.7. Safety Systems Controller

Position Title:
Safety Systems Controller
Department:
Reports to:
SQA Manager
Direct Reports: Nil

Job Purpose:
Responsible to administer the Companys Safety, Security and Quality
Management Systems to ensure that data generated by these systems
are properly recorded & monitored, & data required for these systems
are properly channelled to the relevant responsible managers and/or
departments, so as to ensure that JPA is effectively managing these
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systems to meet the regulatory, internal & Group requirements &

expectations.
Primary duties:
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Support the audit process for internal and external audits, including
issuing notifications to auditee, supporting auditors to write up the
audits, arrange audit meeting, recording audit findings and actions,
maintaining audit records, tracking audit findings and following up
overdue audit findings and actions.
Preparing statistics and analysis of data and other reports for
presentation to management and safety committees on a regular
basis and ad-hoc as requested by GMSQA or GM Security.
Control, store and monitor all audits, investigation and risk
assessment files, including preparing reports of status of these for
managers and safety oversight meetings.
Update Audit Plan on advice from SQA or Security Managers.
Enter data from OSCARs sent by ground staff, flight crew, cabin
crew, technical staff, cargo staff, caterers or contractors into
Starsafe (daily).
Translate OSCARs and other documents from Vietnamese into
English.
Arrange and keep minutes of daily OSCAR review meetings.
Control the Starsafe database to ensure all OSCARs are allocated to
relevant Managers Responsible (MR) and follow-up actions
completed by operational departments are closed off when
completed.
Monitor correspondence received from or sent to external regulators
and companies, including CAAV, other regulators, external suppliers
or contractors and the Group, including preparing and submitting
documentation when required.
Review and issue audit, investigation and risk assessment status for
each operational department on a monthly basis.
Act as the Secretary to the safety oversight committee meetings.
Carry out support functions for SQA, including controlling incoming
and outgoing documentation, arranging for CAAV inspections,
preparing Purchase Requests, arranging payment requests, duty
travel, IT requests & other tasks as required.
Act as the repository and control of incoming and outgoing
documents, including CAAV and other regulatory documentation,
Group updates and standards, and other relevant SQA or Security
documentation and send to relevant managers/departments as
required.
Arrange translations of regulatory documentation or standards
which are received in a language other than English.
Control the SQA document library and master lists as directed by
SQA or Security management teams.
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A willingness to learn and understand the aviation business,

particularly in operations.
An understanding of company documents, particularly operational
documents.

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An understanding of the Vietnam Air Regulations, CAAV and ICAO

frameworks for air legislation, standards and recommended
practices.
Experience working in teams.
Good computer skills with experience in MS Word, Excel and
Outlook.
Sound interpersonal and communications skill.
Strong level of written and spoken English.
Ability to translate Vietnamese documents to English with a high
degree of accuracy.
1.2.3.8. Technical Quality Assurance Manager
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Technical Quality Assurance Manager (TQAM)
Department:
Technical Department
Reports to:
Chief Technical Officer (CTO)
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Position Title:
Job Purpose:
Primary duties:
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Implement the independent quality assurance system to monitor

compliance with AMO requirements of CAAV.
Ensure all technical/maintenance procedures comply with approved
Maintenance Management Exposition (MME).
Develop and maintain the MME in accordance with CAAV
regulations.
Participate in audit/assessment, verification and approval of
subcontractors/suppliers prior to signing service level contracts.
Investigate aircraft incidents and other events relating to aircraft
maintenance quality as requested by the GM SQA.
Perform audits of all technical departments and sections, including
maintenance organisations and service providers, to provide
assurance they operating in accordance with Company expectations.
Approve and following-up concessions and variations in accordance
with the MME.
Review and approve maintenance capabilities and oversee
certificates of Company and contracted staff.
Approve maintenance suppliers.
Perform audits and issue CMRs and support CAAV for C of A audits.
Performing other duties as requested by CTO.
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Responsible for the direction, delivery and effective management of the

Technical Quality Assurance department and its people. To provide
standards, processes and services to the airline.
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Knowledge of Airworthiness regulations - CAAV, EASA, FAA.

Well developed communication, change management and project
skills
Experience in developing and leading quality system and audit
program.

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Experience in people management and achievement of measurable

results.
Extensive aviation maintenance experience.
LAE qualifications.
Strategic thinker and planner capable of operating under pressure in
the aviation quality environment.
Innovative team player, willing to challenge and debate issues then
commit to implement optimum outcomes.
Able to influence others.
Ability to delegate appropriate authority and empower subordinates.
1.2.3.9. Technical Quality Assurance Auditor
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Technical Quality Assurance Auditor
Department:
Reports to:
Technical Quality Assurance Manager (TQAM)
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Position title:
Job Purpose:
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Audit and report on Company aircraft status.

Ensure that certifying staff approval/authorisation system is
implemented and maintained for the control of staff worldwide.
Ensure that adequate records are created and stored as required by
Company procedures.
Perform audits and reports of AMO system and contracted (if any)
organisations procedures, contracted aircraft maintenance or
contracted services ensuring that contracted services are in
compliance with signed contracts.
Control and submit for approval foreign technician licenses of
Company employees.
Prepare annual audit plan for TQAM approval.
Monitor and supervise mandatory requests and changes of aircraft
maintenance process.
Control aircraft documents, forms, procedure, Certificate of
Authorisation/Approval and stamps, issued by the Company.
Carry out quality audits of line station maintenance, A checks and C
checks.
Review and sign concession and variation requests and perform
necessary procedures for submission to CAAV.
Perform audits and issue CMRs and support CAAV for C of A audits.
Prepare Certificate of Authorisation/Approval for TQAM approval.
Maintain appropriate records for TQA staff.
Undertake other duties as directed by the TQAM.
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Primary duties
Provide TQA audit support to the Technical Quality Assurance Manager

while assisting with processes and services to the airline.
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Knowledge of Quality Assurance regulatory requirements.

Knowledge of International Standards including relevant ICAO
annexes.
Experience in Aviation Quality Assurance Operations.

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Working knowledge and application of Quality Assurance Systems.

Well-developed database management skills.
Well developed interpersonal and communication skills.
Ability to successfully work in a team environment.
Well organised with a well-developed attention to detail.
Service Level Agreement between SQA & Technical

Quality Assurance
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1.2.4
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The Jetstar Pacific Service Level Agreement between Jetstar Pacific

Safety and Quality Assurance (SQA) and Jetstar Pacific Technical
Quality Assurance (TQA) was established to capture the internal
arrangements for the assurance and oversight of the AOC functions
under the CAAV regulations Part 12.
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Jetstar
Pacific_Service Level Agreement_SSQA & Technical_15th May 2014_Signed off.pdf

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1.3
Resources
1.3.1
General
Company policy is to identify and provide the resources necessary to

maintain a safe and efficient operation.
1.3.2
Human Resources
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Personnel assigned responsibilities as defined in the safety or quality

systems shall be trained and competent to carry out their duties. A
training needs analysis must be maintained and all stakeholders shall
be considered when conducting the training needs analysis. The training
needs analysis must be reviewed by Department Head or Manager on at
least an annual basis or when changes occur affecting operations or the
organizational structure.
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All affected personnel shall receive training on the Companys

documented safety and quality systems to ensure conformance with the
Quality Policy and procedures.
1.3.3
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All personnel who perform operationally critical functions shall be

physically and mentally fit for duty
Physical Resources
The Company is responsible to provide and maintain facilities,

equipment and IT needed to achieve compliance with the QMS and SMS
including:
A safe working environment
associated facilities;
(b)
Equipment, hardware and software in good working order; and
(c)
Suitable support services.
with
adequate
workspace
and
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(a)

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1.4
Management Reviews
1.4.1
General
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Management reviews of the QMS shall be scheduled. Minutes shall be

taken in accordance with meeting protocols referred to in JP/OP 0005.
In addition, SQA has established Safety Subcommittees, meeting on a
Monthly basis, to review the Safety, Security and Quality Assurance
programs, monitor trends and consider opportunities for improvement.
Further details may be found in the SMS Manual.
1.4.1.1 Annual Review
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The CEO is accountable for ensuring that an annual review of the

Quality and Safety Management Systems occur. The GMSQA as the
Safety and QA postholder is responsible for the conduct of an annual
review meeting. This meeting shall involve operational senior
management to review the continuing suitability, adequacy and
effectiveness of the safety and quality systems. The JPASC will normally
be avenue for conducting this annual review.
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This review must focus on the Companys commitment to safety,

security and quality and its objectives in the light of performance data
and quality indicators relating to the quality system in the preceding
twelve months of operation. Refer to the Review Inputs below.
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The review must evaluate any need for changes to the safety, security
or quality systems, their policies or objectives. If changes are found to
be required they are to be managed using change management
procedures to ensure ongoing integrity in the Companys operations.
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1.4.1.2 Quarterly Review
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The GMSQA shall chair a regular safety, security and quality review to
focus on internal and external audits and investigations, findings and
recommendations arising, the status of corrective and preventive
actions, a review of any emergency planning exercises and any external
audit results. The requirement for this review is satisfied by the
monthly JPASC meeting and monthly departmental safety subcommittee meetings.
1.4.2
Review Inputs
Inputs to the management review must include current performance
and improvement opportunities related to the following:
(a)
Results of audits including any findings, recommendations and risk

allocated;
(b)
Process performance and service performance;
(c)
Status of preventive and corrective actions;
(d)
Follow-up actions from earlier management reviews;

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1.4.3
(e)
Review of the performance of the safety, security or quality

systems; and
(f)
Any changes that could affect the safety, security or quality

systems;
(g)
Review of the effectiveness of the Safety Sub-Committees.
Review Outputs
Outputs from the management review should include actions related to:
Improvements to the safety, security or quality systems and their
processes; and
(b)
Resource needs.
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(a)

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Section 2
Quality Assurance Program
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INTENTIONALLY BLANK
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Section 2 Quality Assurance Program

Table of Contents
2.1
Introduction ....................................................................... 2-1

Quality Inspection ............................................................... 2-2
Purpose of Quality Inspection ...................................................... 2-2
Subject areas for quality inspection .............................................. 2-2
2.3
Quality Audit ...................................................................... 2-3
2.3.1
2.3.2
2.3.3
2.3.4
2.3.5
Purpose of Auditing ....................................................................

Overview of audit activities .........................................................
Audit Techniques .......................................................................
Audit Types ...............................................................................
Audit Categories ........................................................................
2.4
Auditors ............................................................................ 2-6
2.4.1
2.4.2
2.4.3
Requirements ............................................................................ 2-6

Training .................................................................................... 2-6
Independence ........................................................................... 2-6
2.5
Audit Scope ....................................................................... 2-8
2.5.1
2.5.2
2.5.3
2.5.4
2.5.5
General Jetstar Pacific Airlines .....................................................

Flight Operations .......................................................................
Ground Operations .....................................................................
Cargo .......................................................................................
Maintenance .............................................................................
2-3
2-3
2-4
2-4
2-4
2-8
2-8
2-8
2-9
2-9
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2.2
2.2.1
2.2.2
Audit Scheduling ............................................................... 2-11

General ................................................................................... 2-11
Audit Plan ................................................................................ 2-11
Risk-Based Auditing .................................................................. 2-11
Action Management........................................................... 2-12
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2.7
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2.6
2.6.1
2.6.2
2.6.3
Introduction ............................................................................. 2-12

Definitions ............................................................................... 2-12
Roles and Responsibilities .......................................................... 2-13
Action Management Process ....................................................... 2-13
Action Development .................................................................. 2-14
Action Tracking......................................................................... 2-15
Action Closure .......................................................................... 2-15
Action Extension Policy .............................................................. 2-15
Reporting................................................................................. 2-16
2.8
Records ........................................................................... 2-17
2.8.1
2.8.2
General ................................................................................... 2-17

Storage of Records ................................................................... 2-17
2.7.1
2.7.2
2.7.3
2.7.4
2.7.4.1
2.7.4.2
2.7.4.3
2.7.5
2.7.6

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Subcontracted Providers of Goods or Services ....................... 2-18
2.9.1
2.9.2
2.9.3
2.9.4
2.9.5
General ................................................................................... 2-18

Subcontracted Services ............................................................. 2-18
Roles and Responsibilities .......................................................... 2-18
Supplier Management Levels ...................................................... 2-19
Assessment and Audit Oversight ................................................. 2-20
2.10
Quality System Training ..................................................... 2-21
2.10.1
2.10.2
2.10.3
Introduction ............................................................................. 2-21

Sources of training: .................................................................. 2-21
Monitoring of training activity:.................................................... 2-21
2.11
Liaison with Authorities ...................................................... 2-22
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2.9

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2.1
Introduction
The Quality Assurance Program includes all planned and systematic
actions necessary to provide confidence that all AOC related functions
such as operations, engineering and maintenance are conducted in
accordance with all applicable regulations, requirements, standards and
operational procedures.
The Quality Assurance Program is based upon the following items:
Auditors independence;
(b)
Audit scope;
(c)
Risk evaluation and prioritisation by risk using the QRAG;
(d)
Audit scheduling;
(e)
Corrective action;
(f)
Monitoring;
(g)
Recording;
(h)
Management evaluation.
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(a)
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Quality, Safety, Security and Assurance audits will be carried out

periodically prioritised by risk, through all departments and where
required, contractors/suppliers to Jetstar Pacific Airlines, in order to
determine whether departmental activities and related results comply
with planned procedures and whether these procedures are suitable to
achieve the Companys quality, safety and security objectives.

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2.2
Quality Inspection
2.2.1
Purpose of Quality Inspection
Subject areas for quality inspection
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2.2.2
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The primary purpose of the Quality Inspection is to observe a particular

event, action or document in order to verify whether established
procedures are followed and whether the required standard is achieved.
This technique is generally viewed as a Quality Control process and is
normally performed by representatives of the relevant operational
department or by SQA if required. In Jetstar Pacific, each operational
department manager is required to ensure that adequate quality
inspections are performed for their operational area, according to the
level of operational activities and risk.
(b)
Ground De-icing/Anti-icing;
(c)
Flight Support Services;
(d)
Load Control;
(e)
Maintenance;
(f)
Technical Standards;
(g)
Training Standards;
(h)
Aircraft Fuelling;
Actual Flight Operations;
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(a)
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In order to monitor compliance with procedures and to ensure the

desired outcome, the following are some examples of operational areas
that may be inspected:
Aircraft turnaround and Ground Operations;
(j)
Cargo Acceptance and Handling;
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(i)
Security;
(l)
Other operational activities not specifically listed above.
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(k)

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2.3
Audit
2.3.1
Purpose of Auditing
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An audit is a systematic and independent process to objectively review

and evaluate the effectiveness, efficiency and economy of an operation,
process, procedures or system against established criteria. The audit
includes an observation of the way in which the operation or process is
being conducted against the way in which the published procedures say
it is to be conducted. Areas for improvement (findings) are then
communicated to the responsible Jetstar Pacific managers for their
corrective actions.
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An audit should provide a mechanism for corporate governance and risk

reduction and should give the level of assurance of compliance,
conformance and safety of operations.
The main objectives of an audit are:
To establish whether the relevant regulatory, legal and Company

requirements/standards are adequately met;
To determine whether the methods/activities in use comply and
conform with policies, procedures, and instructions as planned, and
whether they are effectively implemented to sufficiently achieve
objectives;
To provide an opportunity to review and improve effectiveness of
the current management systems;
Identifying organisational and latent conditions that may adversely
affect safe and efficient flight operations;
Providing an effective line of communication throughout the
company;
Be a positive motivator for potential process improvement
opportunities;
To evaluate the effectiveness of systems controls.
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2.3.2
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Overview of audit activities
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Audits at Jetstar Pacific include at least the following quality procedures

and processes:
A statement issued to the auditee explaining the scope of audit;
(b)
Planning and preparation by the auditors prior to the audit;
(c)
Gathering and recording evidence;
(d)
Analyses of the evidence;
(e)
Identifying findings, risk rating the findings, identifying causal

factors of the findings, and developing recommendations to mitigate
the identified risks;
(f)
Providing an audit report to the auditee, including findings, risk,

causal factors and recommendations;
(g)
Tracking the completion of agreed actions by the auditee to mitigate

the identified risks.
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(a)

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The Operations Quality Audit procedures are applied for AOC specific
audits, including Operational Quality Assurance audits and
Airworthiness Quality Assurance audits, and are described in JP/OP
0003.
The Maintenance Quality Audit procedures are applied for Technical
Quality Assurance audits carried out for Jetstar Pacific Part 5 AMO
activities and are described in JP/OP 0001.
2.3.3
Audit Techniques
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The Accountable Manager is informed of audit activities and overdue

actions monthly via the Jetstar Pacific Airlines Safety Committee
(JPASC).
Techniques, which contribute to an effective audit, are:

(b)
A review of previous audits, investigations,

assessments and other relevant information;
(c)
A review of all manuals and documentation;
(d)
A review of all recently issued staff notices, INTAPs, and other

similar documentation.
(e)
The examination of an adequate sample of records;
(f)
The witnessing of activities which make up the operation; and
(g)
The preservation of documents and the recording of observations.
OSCARs,
risk
Audit Types
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Interviews or discussion with personnel;
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2.3.4
(a)
Scheduled Audit these include all planned audits listed in the

annual audit plan.
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a)
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The Quality Assurance Program classifies audits as one of the following

types:
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(b)
(c)
2.3.5
Unscheduled Audit An audit which is prompted by change or

identified risks in Company or supplier management systems,
processes or practices.
Surveillance Audit A planned or unplanned audit which focuses on
an observation of the operations. The Auditee is normally not
informed prior to a Surveillance Audit.
Audit Categories
Each type of audit may be further classified under one of the following
categories:
a)
Special Purpose Audit May include port or route introductions,

aircraft introduction, effectiveness of a change management
process, ad-hoc system or process audits at the request of GMSQA
or GM Security.
(b)
Operational Audit - reviews and evaluates the systems that support

operations.

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Compliance Audit establishes how well the relevant legislative,

regulatory and Company requirements and standards are being
met.
(d)
Follow-up Audit conducted to verify findings and concerns are

effectively addressed by corrective action plans.
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(c)

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2.4
Auditors
This chapter is applicable to all internal audits conducted in Jetstar
Pacific.
2.4.1
Requirements
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Auditors are allocated to an audit by the GMSQA, OQA Manager, GM

Security, Security Manager or TQA Manager. Subject Matter Experts
(SME) may be seconded by the GMSQA or GM Security to ensure an
audit team has the required operational input to ensure the process
adds value to the Company.
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An auditor is qualified to be a part of an audit team after completing a

recognised auditors course. A copy of the course completion certificate
must be kept on file in SQA or Security as relevant.
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Only qualified Lead Auditors will be permitted to lead an audit team.

Inexperienced auditors will be paired with experienced auditors until
deemed competent by the OQA Manager. All audits conducted must be
led by a Lead Auditor. Wherever possible an operational audit should
consist of at least two auditors, including the Lead Auditor.
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An auditor qualification is perpetual. Audits shall be reviewed

periodically to monitor auditor performance. A list of qualified auditors
is held by the SQA Department.
2.4.2
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Form JP/OF 0058 identifies the Jetstar Pacific internal auditors

authorised to conduct Jetstar Pacific audits. This form can only be
updated by the GMSQA and GM Security or OQA Manager after sighting
the auditors qualifications and experience. This form shall be reviewed
at least annually and updated when required.
Training
Audit techniques
Planning and preparation for audits
Preparation of audits reports
Company procedures
Quality Assurance and Quality Control differences
Laws, regulations and standards relevant to their scope of work.
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Audit personnel shall have training in:
2.4.3
Independence
SQA and Security function is a support service to the business, whilst

also providing assurance and oversight to the senior management
team. However, auditors should not have any day-to-day involvement
in the area of the operation or maintenance activity that is to be
audited. In all cases the SQA will ensure that persons directly
responsible for the activities to be audited are not selected as part of
the auditing team.
Whilst performing some production functions, TQA generally functions is
an oversight service to the Part 5 Maintenance Organisation. TQA
auditors can audit functions for which they do not themselves have
production responsibility.

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Where the independence of the auditors is in doubt, auditors external to

the function, business or Company may be engaged at the discretion of
the GMSQA or GM Security.

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2.5
Audit Scope
In order to provide adequate assurance of the AOC functions, the
following are some examples of subjects that may be audited to enable
compliance with procedures and to ensure safe operations to be
monitored. This list is not all inclusive, and additional audits may be
required at the discretion of the GMSQA, GM Security, CTO (for Part 5)
or OQA Manager:
General Jetstar Pacific Airlines
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Administration and control of Operations Manuals

Organisation and responsibilities
Operational control and supervision
Flight scheduling, dispatch and flight watch
Crew composition
Flight and duty time limitations
Operational procedures
Dangerous goods
Security
Procedures
Mass and balance calculation
Fatigue risk
Cabin Crew operations
Rostering
Training and facilities; including training syllabi and checking
programs for all operations personnel assigned to operational duties
in connection with the preparation and/or conduct of flight.
Training and facilities; including training syllabi and checking
programs for all ground operations personnel assigned with critical
safety roles.
Safety and Quality Management System
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Flight Operations
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2.5.2
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Operations ports, routes, systems, processes or equipment in use

within Jetstar Pacific.
Suppliers and Contractors of goods and/or services.
Introduction of new ports, routes, systems, processes, procedures
or equipment.
Introduction of significant changes to the organisation or which may
affect the business.
Safety, Security or Quality Management System.
Other matters related to Safety, Security, Operations or Assurance
as directed by the GMSQA, GM Security, CEO or COO.
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2.5.1
2.5.3
Ground Operations
Loading of aircraft
Mass and Balance calculation
Dangerous goods procedures
Safety on ground
Security
Port turnaround operations
Training procedures, documentation and records management

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2.5.4
Safety, Security and Quality Management System
Cargo
2.5.5
Cargo acceptance
Cargo loading
Cargo operations
Cargo Security
Training procedures, documentation and records management
Safety, Security and Quality Management System
Maintenance
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Maintenance procedure audits:

Organisation
Tech Log/MEL
Aircraft Maintenance Program
Time and Maintenance records, responsibilities, retention,

access.
Accomplishment and control of Airworthiness Directives
Analysis of the effectiveness of the maintenance program
Non-mandatory modification
Major modification standards
Defect reports
Engineering activity
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Maintenance Audit may consist of Quality Control checks of

maintenance compliance to specific procedures and tasks, as well as
Quality Assurance audits of processes and the systems.
Reliability program
Pre-flight inspection
on
Aircraft weighing
Documents, tags, and forms used
Contracted maintenance procedure audits:

-
Maintenance contractor selection policy
Detailed list of maintenance contractors
Relevant technical procedures identified in the maintenance

contract
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Aircraft audits:
-
Aircraft
Aircraft Log Book
Deferred Defects
Airworthiness Directives / Service Bulletins
Major repair / Modification

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Maintenance Library
Aircraft check (A or C check)
Tools and Equipment
Stores (main store and other stores)
Aircraft tyre pressures
Fuel storage & Fuel servicing
Draining water & Fuelling
Aircraft ramp check
Audit of aircraft maintenance organizations contracted - All

contracted organisations that support aircraft servicing must be
inspected by quality assurance personnel.
Audit of line stations - All Company Line Stations must be audited.
Safety and Quality Management System
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Maintenance and Engineering Quality Control and Quality Assurance

audits may be carried out by various stakeholders including TQA, AQA
and the Maintenance and Engineering departments themselves.
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All assurance functions should only be carried out by TQA, SQA,

Security or external auditors.

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2.6
Audit Scheduling
2.6.1
General
The quality assurance programme includes the process and protocols
implemented within Jetstar Pacific to provide an effective level of
assurance.
The audit program is based on identifying the level of risk of each
supplier, contractor, departments and systems relevant to Jetstar
Pacific operations, and using the QRAG as the basis of measuring risk.
2.6.2
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It is flexible to allow for the limited resources to be effectively allocated

to ensure an adequate level of assurance based on risk, and also to
enable unscheduled assurance activities when trends or new
operational requirements are identified.
Audit Plan
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The audit plan is normally established as an annual plan, and may

change according to operational priorities, change in risk and manpower
availability. Follow up audits or quality inspections may be scheduled
when deemed necessary by the Audit Manager or GMSQA or GM
Security to verify that effective corrective and preventive actions were
implemented.
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The audit plan is reviewed and approved at least on an annual basis or

as required by the GMSQA. A periodic review of follow-up of corrective
actions is conducted in accordance with Operations Corrective Action
procedure JP/OP 0004 and Maintenance Corrective Action procedure
JP/OP 0002.
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Audits not completed as per schedule in the Annual Audit Plan shall be
transferred to the next available occasion in the current year Audit Plan,
or where that is not possible, to as early as possible in the following
year in addition to that years audits.
Risk-Based Auditing
Audit frequency is normally assigned by risk. Significant changes to
senior management, the organisation, operations, systems or the
regulatory environment should be assessed for their impact on the
Company and the level of assurance required.
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2.6.3
Oversight strategies will usually be advised by risk assessment of

findings.
Refer to Section 1of the Jetstar Pacific Safety Management System
Manual, for the table that describes the levels of oversight required
based on risk.
Audit schedules should be reviewed at least annually or at such shorter
intervals as when required, and updated where necessary, to ensure
that the audit plan continues to be appropriate to the Company.

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2.7
Action Management
2.7.1
Introduction
The aim of action management within the Quality and Safety Systems
is primarily to ensure that actions are effectively managed so as to
support the Quality and Safety Policies and achieving quality and safety
objectives.
This section contains the practices and procedures that will be followed
for the management of Actions.
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Actions result from findings and observations made during Audit, Risk
Assessment and Investigation activities.
Definitions
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2.7.2
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The management of Actions is central to the continual improvement of

the Safety Management System.
Action
Ad-hoc Finding
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Actions that are to be or have been implemented to address the Cause

of an Audit or Investigation Finding or recommendation, or from a risk
assessment.
Finding identified from day to day observation or communication within

the company or from external party. The ad-hoc finding can be raised
by using the Finding Sheets and to be tracked in the system like other
findings.
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Contributory factors
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The factor(s) that contributed to the Finding. There may be more than
one contributory factor to an individual Finding.
Extension
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Revised Action due date, due to the original Due Date not being met.
External Finding
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A recommendation or finding made by an external party such as CAAV,

Jetstar Group or Qantas Group.
Due Date
The agreed date an Action will be completed by.
Finding
The outcome of an Internal or External Investigation or Audit.
Recommendation
The recommended actions from the audit team arising from the audit or
investigation to address the Findings and contributory factor(s) of an
Internal or External Investigation or Audit.
Agreed Action

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After reviewing the Audit or Investigation report, the auditee may

accept the recommendation(s) or propose their own actions to the Lead
Auditor instead of the original recommendation(s).
2.7.3

Action Tracker is the person in SQA, Security or TQA who is
responsible for the operational department to which the Finding and
recommendation relate. They are responsible for:
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Providing advice to the Action Owner;

Tracking the Action to closure;
Reviewing implemented Actions;
Maintaining the safety database record;
Advising GMSQA, GM Security or CTO respectively if action becomes
overdue.
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Developing Actions;
Implementing Actions; and
Providing advice to the Action Tracker to support Action closure.
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Action Owner is the person who implements the Action. They are
responsible for:
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Responsible Manager is the Action Owners manager. They are

responsible for:
Supporting the Action
implementation of
the
development
and
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Reviewing requests for Action extensions; and

Providing an escalation point.
Ensuring the action is completed by the agreed due date, or if
cannot be completed then ensuring an action extension is requested
and approved before the due date.
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Actions;
Owner
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GMSQA Responsible for reviewing and approving Action extensions

for AOC related audits, investigations and risk assessments, and
reporting extensions to the Airline Safety Committee.
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CTO Responsible for reviewing and approving Action extensions for

Part 5 related audits, investigations and risk assessments and reporting
extensions to the Airline Safety Committee.
GM Security Responsible for reviewing and approving Action

extensions for Security related audits, investigations and risk
assessments, and reporting extensions to the Airline Safety Committee
and the Operations QA Manager.
Quality Assurance Managers and/or Safety Manager Within
their area of expertise, responsible for distributing Open Action and
Overdue Action Reports, and reviewing action extensions and providing
recommendation to their relevant Head.
2.7.4
Action Management Process

There are four stages to the Action Lifecycle:

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Action
Action
Action
Action
Development;
Tracking;
Closure; and
Extensions.
The following diagram gives an overview of the Action Management

process.
2.7.4.1 Action Development
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Actions are developed to resolve the Findings and Recommendations

that are made as a result of Internal and External Audits, Investigations
and Risk Assessments. For each Finding, the contributory factors must
be established and the Lead Auditor/Investigator will normally provide a
Recommendation that addresses the Finding. An Action must be
developed to address the Recommendation. The Action Owner must
develop an Action that adequately addresses the contributory factors of
the Finding. The Action Tracker, and where required the Lead
Auditor/Lead Investigator/Risk Assessment Facilitator will provide
advice to the Action Owner on the suitability of proposed corrective and
preventive actions if requested.
Risk Rating of the

Finding
Response Required
Within
Comments
07 days
Timeframe may be
reduced depending on
timeframe provided by
external authority
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External Finding
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The timeframes for responding to Findings and Recommendations with

proposed Actions are normally stipulated in the Audit Report. The
following table is to be used when the timeframes are not provided.
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Observation
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Very Low
21 days
Action may include

decision to not take
action
21 days
Action may include

decision by department
to accept the risk
Low
07 days
Medium
03 days
High or Extreme
Immediate (maximum Responsible Manager is

01 day)
required to implement
immediate corrective
actions to mitigate the

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required to implement
immediate corrective
actions to mitigate the
identified risk /
contributory factors.
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identified risk /
contributory factors OR
stop the
activity/process.
When developing Actions it is important to consider the short and longterm effectiveness of the Action and also consider the cost of
implementing the Action. This may include leveraging off other work
programs that are being implemented.
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Once an Action is developed, Due Date determined and the Action

Tracker is satisfied that the Action is adequate to address the Cause of
the Finding, the Action shall be entered into the safety database. If it is
not possible to reach agreement between the Action Tracker and the
Action Owner, the matter must be escalated to the GMSQA and the
Responsible Manager.
The Action Owner is responsible to achieve implementation of the
Action by the Due Date.
2.7.4.2 Action Tracking
2.7.4.3 Action Closure
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SQA shall distribute an Overdue and Open Action Reports to all Action
Trackers, Action Owners, Responsible Managers, GMSQA, GM Security
and the Chief Executive Officer.
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Once an Action has been implemented, the Action Owner is accountable

for ensuring that adequate and objective evidence is in place to support
action closure and provide written evidence to the Action Tracker that
the Action has been implemented.
If satisfied that Action has been implemented, attach a copy of the
written evidence to the safety database Action Log and change the
Action status to Closed; or
If not satisfied that the Action has been implemented, advise the
Action Owner of the outcomes of the review. Actions not finalised
will remain in the open or in progress status.
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The Action Tracker is to review the written evidence provided and:
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2.7.5
Action Extension Policy

If an Action cannot be implemented by the Due Date, the Action Owner
shall seek an extension of the action.
All Extensions must have the approval of the GMSQA or GM
Security (for security specific risks).
To support the extension, the Action Owner must prepare an Extension
request detailing:
Intended Action and original Due Date;

Reason for Action not being implemented;
Operational risk of the Action remaining open beyond the due date;
Proposed Extension Date; and
Actions to prevent a further overrun of the Extension Date.

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The request for Extension shall be sent to the Responsible Manager,

who if satisfied with the substance of the request shall send to the
GMSQA/GM Security.
The GMSQA/GM Security shall review the Extension request and if
satisfied with the substance of the request should approve the request
in writing (via email).
2.7.6
Reporting
Overdue Actions and Action extensions shall be reported to the Airline
Safety Committee.
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The aim of monitoring within the Quality System is primarily to

ascertain its effectiveness in supporting the Quality Policy and achieving
quality objectives.
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The monitoring and follow-up of findings and agreed actions for

operational audits is documented using form JP/OF 004.
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JP/OP 0002 and JP/OP 0004 contain procedures specifically for

maintenance and operations corrective actions.

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2.8
Records
2.8.1
General
Accurate, complete and readily accessible records documenting the
activities of the Quality Assurance Program are maintained by the
Company. Records enable us to:
Demonstrate conformance to the quality program;
Determine longer-term trends that may not have been previously
obvious;
Review the history of continual improvement and lesson learned;
and
Demonstrate due diligence in the event of legal cases against the
Company.
Storage of Records
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2.8.2
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All Quality Management System records shall be stored by the

departments that generated them.
The following records shall be retained by SQA and Security for a period
of a minimum of 05 years:
Audit Schedules;
(b)
Quality inspections and audit reports;
(c)
Responses to findings;
(d)
Corrective action reports;
(e)
Follow-up and closure reports; and
(f)
Management evaluation reports;
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Part 12 Audits of aircraft operated by Jetstar Pacific (either fully owner

or leased) shall be maintained for the entire ownership/lease period of
the aircraft by Jetstar Pacific, plus 02 years after the relinquishment of
ownership/lease.
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Wherever practicable, audit records will be maintained on the Jetstar

Pacific Safety database, Starsafe.

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2.9
Subcontracted Providers of Goods or Services
2.9.1
General
The Company may use contractors, subcontractors and other suppliers
for the provision of goods and/or services.
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The effective management of contractors and suppliers is important to

Company operations. This section defines the roles, responsibilities and
processes of Jetstar Pacific in ensuring that its third party providers
(e.g.: contractors and suppliers) understand and support the operation
of the Company.
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These processes are focused on contractors and suppliers related to the

operations of operations of aircraft, including the supply of goods or
services related to passengers, crew, cargo and other activities that
support the operations of Jetstar Pacific aircraft.
2.9.2
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These processes include the requirement for initial assessment and

ongoing monitoring of third party providers to ensure that its
contractual obligations to deliver operationally safe services are met.
The intent of this document is to provide scalability for suppliers and
contractors dependant on the risk level associated with the goods or
services that they provide.
Subcontracted Services
Subcontracted services may include, but are not limited to the

following:
Maintenance;
(b)
Ground Handling;
(c)
Flight support (including performance calculations, flight planning,

navigation database and receipt/dispatch);
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(a)
Training;
(e)
Manual preparation;
(f)
Translations;
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(d)
2.9.3
(g)
Catering;
(h)
Cargo;
(i)
Safety or Security support services;
(j)
Original Equipment Manufacturer (OEM);
(k)
Operational support and other services provided by Qantas or

Jetstar Group, or other Jetstar Business Airlines, to support Jetstar
Pacific operations.

The Company is responsible for ensuring an adequate level of quality
and safety of contracted or subcontracted services relating to the

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operations or safety of Jetstar Pacific aircraft, passengers, crew or

contractors.
Prior to engaging a provider, the Company is responsible for ensuring
that the QA and Safety systems of the provider are assessed and the
suppliers risk is evaluated. Any decision to select a particular provider
must include their risk profile as well as other Company or legal
selection criteria.
A written contract should exist between the Company and
subcontractor that clearly defines the services required and quality,
safety and security deliverables.
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Wherever possible, a Quality, Safety and Security Plan should be

developed and included in the contract that describes how the
subcontractor will comply with the Companys Management Systems.
This should include evidence of mandatory authorisations/approvals.
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Department Manager
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The Department Manager (or delegate) has direct responsibility for the
day to day management of the supplier operating in support of their
business unit. Operational, safety and contractual oversight is provided
by Procurement, Safety and an Executive Sponsor where required.
Where the department is directly involved in the selection of a Supplier,
the Head of Department is responsible for ensuring that the Quality
Manual requirements for Supplier selection are completed.
Procurement
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When required and during the initiation and selection stage

Procurement holds responsibility for managing and coordinating the
response of suppliers. Procurement is responsible for ensuring that
Supplier Selection documentation is completed and signed by
responsible manager, and for ensuring that the safety risk assessment
is completed and used as part of the selection process.
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Once the third party provider has been engaged Procurement has a
responsibility to assist in communication to the supplier regarding their
contractual obligations, and informing SQA and Security of the details
of the Supplier so that the Assurance Plan can be updated to include
the Supplier.
2.9.4
Supplier Management Levels

The following table defines the level or oversight required by the
Company on its suppliers; the higher the risk of the supplier to the
Company the more oversight required.
Level
Risk Level / Management Strategy
One
Extreme risk Audit and stakeholder review monthly
Two
High risk Audit 3 monthly and stakeholder review monthly
Three
Medium risk Audit 6 monthly and stakeholder review 3 monthly
Four
Low risk Audit and stakeholder review 12 monthly

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Five
Very low risk Audit* and stakeholder review 24 monthly

(* can be desk top/supplier self assessment audit)
Assessment and Audit Oversight
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2.9.5
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Further, there is a difference between those third party providers which

have limited or minimal impact upon the safe operations of the
Company and those that do. To ensure that providers are effectively
managed, a Risk Assessment conducted by the responsible Department
in consultation with SQA/Security should be applied to the service outsourced and the appropriate Supplier Management strategy adopted.
Further details of how risk assessments are to be conducted are found
in the Jetstar Pacific Safety Management System Manual, Section 2
Risk Management.
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Oversight strategies for suppliers and contractors will normally be

allocated by risk.
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The department using the provider shall notify the OQA Manager (for
operational related), AQA Manager (for Part 12 related) or TQA Manager
(for Part 5 related), that a contract review or supplier selection is to be
conducted to ensure a suitable Management strategy is adopted.
The Company automatically accepts all OEMs as perpetual approved

suppliers under the quality system. However the supplier evaluation
checklists (JP.OF 0017 and JP.OF 0018) and risk assessments are still
required to be completed before engaging the OEM supplier, and
assurance activities shall be conducted according to the risk level.
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SQA will provide advice, support and expertise when requested to

ensure departments are meeting their oversight obligations. SQA has
final authority over assigned risk level.
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As a minimum, the department evaluating and selecting providers shall

complete the Supplier Selection Document JP.OF 0017 and Cover Sheet
for Supplier Selection Document JP.OF 0018. Both documents are
required for each Supplier that is being evaluated, and should form part
of the decision making process by the responsible manager(s).
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After the Supplier is selected, the supplier selection documentation is to

be provided to SQA so that the selected Supplier can be added to the
Companys Assurance program and Audit Plan.

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2.10 Quality System Training

2.10.1 Introduction
Quality System Training shall be provided to all Company personnel
requiring Safety, Security and Quality awareness. Refresher training
may also be provided to key personnel. The quality system training for
operational managers contains Vietnam Aviation Safety Regulations
(VAR) and specific requirements related to their roles.
Quality system managers should receive training or have experience in:
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Quality and safety management

The Company QMS and SMS
Quality Assurance versus Quality Control
Risk Assessment (based on QRAG)
ICAO style Investigations
Reporting and records
Laws, regulations and standards relevant to their roles.
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2.10.2 Sources of training:
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The Company will utilise internal and external training resources as

required to ensure staff are appropriately trained to perform their roles.
2.10.3 Monitoring of training activity:
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The training will be monitored and identified chances of improvement

by using JP-TF 7046 Training and Checking - Course Evaluation Form
for all courses organized/ conducted by SQA. Depends on trainee/
trainer responses, SQA team will evaluate and decide appropriate
actions to improve the quality of the training provided.

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2.11
Liaison with Authorities

The Companys SQA and Security Departments are responsible for
providing the Accountable Executive and post holders with the current
level of compliance and conformance assurance via quality, safety and
security assurance activities. Operational compliance with the terms of
the AOC granted by CAAV is the joint responsibility of the CTO, GMFO,
GMGO, GMSQA, GM Security and Manager T&S. Accountability rests
with the Accountable Executive (CEO).
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SQA and Security serve as the official communication channels between

the Company and the authorities for matters concerning the AOC. They
also promote dialogue and co-operation with authorities in order to
enhance safety, security and assurance.
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SQA processes applications and renewals for CofA and the Company
AOC.
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The Company shall demonstrate to CAAV that any additional or

replacement aircraft of a type the Company is currently authorised to
operate has completed an evaluation process before inclusion in the
Companys fleet.

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Section 3
Quality Procedures
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INTENTIONALLY BLANK
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Table of Contents
Introduction ....................................................................... 3-1
3.1.1
3.1.2
General .................................................................................... 3-1

Procedure Format ...................................................................... 3-1
3.2
Quality Procedures .............................................................. 3-2
3.3
Quality Forms ..................................................................... 3-3
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Appendices ...................................................................................... 3-6

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Intentionally Blank

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3.1
Introduction
3.1.1
General
This Section sets out the Companys Quality Procedures for the defined
activities and comprises Quality Procedures applicable to all
Departments and Quality Procedures specific to the departments
involved in oversight of safety, security or quality within Jetstar Pacific.
3.1.2
Procedure Format
(a)
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Quality procedures are composed in a standard format under the

following main headings:
Purpose:
Scope:
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(b)
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A description of the purpose of the particular Quality Procedure.
Responsibility:
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(c)
A description of the scope and what is intended to addressed, by the

particular Quality Procedure.
The person(s) responsible for the particular Quality Procedure are

identified.
(d)
Reference Documents:
(e)
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If applicable, the reference documents on which the particular

Quality Procedure is to be based are listed.
Flow Chart:
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Where further clarification is required, a flow chart may be used to

set out the required key steps in the particular Quality Procedure.

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3.2
Quality Procedures
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List of Quality Procedures

JP/OP001
Maint Quality Audit
JP/OP002
Maint Corrective Action
JP/OP003
OPS Quality Audit
JP/OP004
OPS Corrective Action
JP/OP005
Management Review
JP/OP006
Annual Audit Schedule
JP/OP007
Checklist Development
JP/OP009
Procedures Development
JP/OP010
Controlled Document Numbering System
JP/OP011
Document Control
JP/OP013
Mandatory Occurrence Reporting
JP/OP019
Authorisation of Safety Critical Roles
JP/OP0020
Severe WX control procedures
JP/OP0021
Drugs and Alcohol Management Plan
JP/OP0022
Supplier Quality Review
JP/OP0023
JPA Annual Safety Performance Monitoring & Targets
JP/OP0024
Compliance Management Process
JP/OP0025
Hotel Accommodation Assurance Program
JP/OP0026
Port Start-up Process

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3.3
Quality Forms
List of Quality Forms

Master Form List
JP/OF0001
SQA Form list
JP/OF0002
Operation QA Audit Schedule Template
JP/OF0003
Finding sheet
JP/OF0004
Follow up Corrective Actions
JP/OF0005
Safety Alert
JP/OF0006
List of Operational Approved
JP/OF0007
Security Inspection Minutes
JP/OF0008
Transportation on flights request
JP/OF0009
Airport Pass Application Request
JP/OF0010
Aircraft Normal Security Check Report
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JP/OF0000
JP/OF0011
Aircraft Incident Initial Information Form

Change Control Form
JP/OF0013
Course Attendance Sheet
JP/OF0014
Manual Amendment Advice
JP/OF0015
Audit Advice - Meeting Summary
JP/OF0016
Vendor Approval Sefl Audit
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Supplier Selection Document

Cover Sheet for Supplier Selection Document
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JP/OF0018
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JP/OF0017
JP/OF0012
Jeppensen Org. & Navigation Data Base Checklist
JP/OF0020
Flight Crew Training and Records Checklist
JP/OF0021
Flight Operations Documents Checklist
JP/OF0022
Flight crew training & Simulator Checklist
JP/OF0023
Self Audit Checklist for Mimulator
JP/OF0024
Flt. Ops, OCC & Dispatch Proc. Manual Checklist
JP/OF0025
Operations Manual Checklist
JP/OF0026
VAR 12, Sub Part I Checklist
JP/OF0027
Engine Change Checklist
JP/OF0028
Cargo Acceptance Checklist
JP/OF0029
Cargo Loading Process Checklist
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JP/OF0019

Quality Manual
Issue 2.0
3-3
1/06/2016
Fuel Spot Check Form_Issue
JP/OF0031
Dangerous Good Manual Cheklist
JP/OF0032
Fuel facility audit checklist
JP/OF0033
Security Audit Checklist
JP/OF0034
Cabin Crew Observation Checklist
JP/OF0035
MRO Audit (Flt Operations)
JP/OF0036
Product Sampling (Engine Shop Visit)
JP/OF0037
Internal Training Course Audit
JP/OF0038
Corporate Crisis Management Plan Exercise
JP/OF0039
Aircrew Emergency Procedures Manual
JP/OF0040
Ground Operation Dept Audit
JP/OF0041
Fuel Contamination Sampling
JP/OF0042
Aircraft Cabin Cleaning
JP/OF0043
Cabin Crew Training Checklist
JP/OF0044
Security Alert
JP/OF0045
Port Audit Checklist
JP/OF0046
Minimum Equipment List Audit
JP/OF0047
Audit Schedule Notice
JP/OF0048
PIC MHF Capt Master
JP/OF0049
JPA english audit checklist for ASP
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Inflight Auditor Assessment Form

Maintenance Support Conformance
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JP/OF0051
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JP/OF0050
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JP/OF0030
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JP/OF0052
Wildlife plan audit

Hot Meal Supplier Audit Checklist
JP/OF0054
OSD audit check list
JP/OF0055
Translated documents status (desktop) audit checklist
JP/OF0056
JPA Master Manual Registry
JP/OF0057
Vietnam Aviation Safety Documents System
JP/OF0058
SSQA Auditor Authorization
JP/OF0059
Cabin log form
JP/OF0060
TQA Auditing Process
JP/OF0061
Crew Pre-Flight Security Search Checklist
JP/OF0062
OSCAR
JP/OF0053

Quality Manual
Issue 2.0
3-4
1/06/2016
Hotel assessment checklist
JP/OF0064
JPA Safety Performance Index Targets
JP/OF0065
Simulator Audit Checklist
JP/OF0066
General & Office Areas Safety Inspection Checklist
JP/OF0067
Audit Report Template
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JP/OF0063

Quality Manual
Issue 2.0
3-5
1/06/2016
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Appendices

Quality Manual
Issue 2.0
3-6
1/06/2016
JP/OP 001 - Maintenance Quality Audit
Maintenance Quality Audit

Table of Contents
Purpose .................................................................................... 1
2.
Reference Documents ................................................................. 1
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Maintenance Quality Audit

1.
Purpose
This procedure describes the management of Maintenance area audits.
2.
Reference Documents
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Refer to Jetstar Pacific MOE 3.16 for details of the Maintenance Quality
Audit procedure.
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JP/OP 002 - Maintenance Corrective Action
Maintenance Corrective Action

Table of Contents
Purpose .................................................................................... 1
2.
Reference Documents ................................................................. 1
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Maintenance Corrective Action

1.
Purpose
2.
Internal or external audit
Regulatory audit
Customer complaint
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This procedure describes the process of monitoring maintenance

corrective actions as a result of an:
Reference Documents
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Refer to Jetstar Pacific MOE 3.17 for details of the Maintenance

Corrective Action monitoring procedure.
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JP/OP 003 Operations & Airworthiness Quality Audits
Operations & Airworthiness Quality

Audits
Table of Contents
Purpose .................................................................................... 1
2.
Scope ....................................................................................... 1
3.
Responsibility ............................................................................ 1
4.
Categorising Findings: ................................................................. 1
5.
Procedure: ................................................................................ 2
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Audits
1.
Purpose
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This procedure describes the conduct of Company audits for all AOC
functions, operational functions and the Management Systems, with
the exception of Maintenance Part 5 audits, which are described in
JP/OP 001 and JP/OP 002.
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The audit program is reviewed and approved annually by the GMSQA

(form JP/OF 0020). Audit frequency is normally assigned by risk.
Significant changes to senior management, the organisation,
operations, systems or the regulatory environment should be assessed
for their impact on the Company and the level of assurance required.
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A periodic review of follow-up of corrective actions is conducted in

accordance with Operations Corrective Action procedure JP/OP 0004.
Scope
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2.
This procedure covers all SQA and Security department personnel who
are required to carry out an operational safety, systems, quality
assurance or airworthiness audit. For Maintenance Audits, refer to
JP/OP 001 and JP/OP 002.
Responsibility
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3.
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The responsibility for the implementation of this procedure rests with

the OQA Manager.
Lead Auditors and Auditors are responsible for following this procedure
when planning and conducting an audit.
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All Department Heads are responsible for ensuring their management

team and relevant other employees and contractors are made aware of
the audit, and follow this procedure, in particular as it relates to the
Auditees responsibilities.
4.
Categorising Findings:
1)
All Findings shall be risk assessed using the process outlined in

the Jetstar Pacific Safety Management System Manual, Section 2
Risk Management.
2)
The Likelihood and Consequence of the Finding is to be identified,

taking into account effectiveness of current controls.
3)
The QRAG Risk Matrix shall be used to calculate the Finding Level
based on risk.
4)
All Findings are to be categorised using the following descriptors:

a. Non-compliance the non-fulfilment of a specific regulatory or
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legal requirement or certification standard.

b. Non-conformance the failure to meet a specified Company
requirement/s such as written instructions.
c. Quality related concern where the Auditee is currently in
compliance or conformance, but the problem indicates a
weakness in the quality management system.
d. Safety related concern where the Auditee is currently in
compliance and conformance, but the problem indicates a
weakness in the safety system.
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Observation An assessment made by the auditor, regarding

the status of efficiency of the system or process. An
observation can be used as a recommendation to the Auditee,
for a system improvement.
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e. Security related concern where the Auditee is compliance

and conformance, but the problem indicates a weakness in the
security system.
Procedure:
5.
Audit Notification to Auditee(s)
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1)
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Formal Audits are normally carried out in according to the audit

schedule. Unscheduled audits may be conducted as requested by
Jetstar Pacific senior management team on the approval of the
GMSQA/ GM Security and/or OQA Manager. A Surveillance [Audit] (or
observation) is normally unscheduled, and the auditee will normally
not be given advance notice of the Surveillance audit. In order to
simplify the auditing process for the auditee, joint audits between SQA
and Security may be conducted with the approval of the GMSQA and
GM Security.
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The SQA or Security Department will formally advise the relevant

department head and responsible manager. In the case of port
audits of secondary or international ports, the Station
Manager/Representative will also be directly notified. The normal
process will be to provide Auditee management at least 2 weeks
prior notice regarding the timing of the audits, however
unscheduled / unannounced audits may occur from time to time,
at the discretion of the GMSQA, GM Security or OQA Manager
where there is a requirement to do so.
The Lead Auditor will establish initial contact with the Auditee, to
confirm the proposed audit dates are mutually acceptable and
seek access to relevant documentation and information for
preview prior to the audit.
The Auditee will have two working days from initial contact to
inform the Lead Auditor if the proposed audit date is not suitable.
If no information is received in this time, it is determined the
audit date is suitable and the process will continue. SQA/Security
will then send a formal letter, signed by the GMSQA/GM Security
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to the Auditee and any other relevant parties (e.g. Airports

Corporation of Vietnam, contractor ground handling agent,
etcetera). If a joint safety and security audit is being carried out
then normally a single formal letter will be issued, signed by both
the GMSQA and GM Security.
2)
Audit preparation
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Once the audit details have been confirmed and relevant

documentation is received from the Auditee, the Lead Auditor will
convene the audit team (if applicable) to review and define the
objectives and scope of the audit, and identify priority issues that
may exist.
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Research is performed to confirm relevant risks and controls

underpinning the business process/ project to be audited.
Research includes but is not limited to:
Analysing performance reports (for example JPASC, SubCommittee Meetings, OTP and PTS performance);
Reviewing incidents and occurrences, previous audit and

investigation reports and risk registers to understand the
control environment;
Understanding and reviewing challenges faced including

recent events or changes in the business environment (for
example Change Registers, recently issued INTAPs and
updates to operational manuals).
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In addition, the Audit Checklists will be developed to cover the

scope and requirements of the audit (where checklists have not
been previously assigned during the Program Planning phase).
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To ensure that the audits are performed efficiently and

effectively, the audit team will ensure that adequate planning and
preparation is conducted prior to the audit. The following
activities will be performed by the Audit Team during the audit
planning session to be held before commencement of the on-site
audit process:
3)
prepare on-site timetable and review / approve with Auditee;
review audit criteria against which the audit is to be

conducted;
review business performance;
review recent OSCARs;
review recent risk assessments carried out;
check and review past audit results.
Entry meeting
Having completed the pre-audit planning and information
gathering prior to the commencement of the audit, wherever
possible an Entry or Audit Opening Meeting should be conducted.
In this meeting, the key personnel of the area to be audited have
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the opportunity to meet the auditors, and the auditors will explain
the scope, objectives, approach, and the overall audit process.
The meeting should be relatively brief, but provides the
opportunity for all participants to clarify any issues relating to the
audit.
The Lead Auditor should ensure the following items are addressed
as required:
explain the purpose of the entry meeting;
distribute the Entry Meeting Agenda and Meeting Attendance

Form for completion;
introduce the audit team members explain each members

function in the audit;
seek an Introduction of Company personnel present and other

attendees, with a brief outline of their role and relationship to
the audit;
Seek an overview of the Company / operations, the structure

and the reporting relationships, including where relevant, the
reporting relationships between Jetstar Pacific and the
Company.
confirm the objectives and scope of the audit, including the

procedures(s), document(s), and/or specification(s) to be
audited;
confirm the status of the documentation that the Auditee has

made available, for the conduct of the audit;
provide a brief overview of the audit process and methods

that will be used to conduct the audit, including checklists and
audit forms;
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review the duration of the audit, and timetable including

working hours and breaks;
confirm the availability of a suitable representative / escort to

accompany the audit team members; If translation is
required, confirm the language capability of the escort;
confirm that all personnel, within the scope of the audit, have
been advised that the audit is being conducted;
advise whether there is a need for daily summary meetings

with the Auditee (in the case where the audit is conducted
over several days);
explain the requirement for an Exit Meeting at the end of the

audit and provide an overview of the Exit Meeting process
(evidence, summary/findings and risk assessment) and
confirm the proposed date, time and the personnel required to
be in attendance;
confirm any relevant safety information (access passes,
emergency exits, etc);
invite questions and discussion to raise any concerns and
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uncertainties that the Auditee and stakeholders may have.

4)
Conduct Audit
Audit data is collected by various methods including personnel
interviews, observing and verification of documentation,
processes, systems and practices.
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The key objectives of fieldwork include:
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The interview process may include any level of employees from

senior management through to operational or support personnel
progressively as required. Verification activities may include
examination of records and other relevant documentation, a
review of authorised procedures, work instructions, manuals,
forms, licences and an observation of operational activities being
performed.
collecting audit evidence to enable assessment of the control
framework (ie perform tests of controls) within the
audit/project scope; and
present initial observations and provide the auditee with an

opportunity to discuss and provide evidence that may not
have been sighted by the auditors.
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The purpose of the fieldwork is to enable the audit team to

formulate a picture of the health of the organisations, systems
and processes of the Auditee.
Termination of the Audit
5)
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The Lead Auditor may terminate the audit at any time if:
the Auditee is exerting undue influence on the audit team;
the Auditee is being obstructive;
there
is
inadequate
participation
of
relevant
personnel/management during any part of the audit process;
unforeseen circumstances significantly affect the ability of the

audit to continue.
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If there is a requirement to terminate an audit prematurely, the

Lead Auditor will:
contact the OQA Manager (or if unavailable then GMSQA/GM

Security) for permission to terminate the audit;
document and discuss the issues with the relevant Auditee

management;
report the reasons in writing to the GMSQA/GM Security and

OQA Manager.
The OQA Manager and/or GMSQA/GM Security will in turn make

appropriate advice to the relevant Head of Department / General
Manager. If there is agreement to re-schedule the cancelled
audit, then the audit will be re-scheduled utilising a new audit
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number.
6)
Exit Meeting and Initial Actions

After the completion of the formal fieldwork phase of the audit,
the Lead Auditor should assemble the audit team to review and
consolidate the observations and develop a list of key issues
observed. These issues may form the basis of Findings or
Observations.
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The Lead Auditor should endeavour to hold a Closing or Exit

Meeting with the Auditee.The following guidelines should be
observed at the exit meeting:
distribute the Attendee List for completion;
formally state that the audit has ended and thank the
Auditee/s for their assistance and cooperation;
present a summary of key issues identified, positive and

negative behaviours observed, and any immediate actions
required for risks considered to be medium, high or extreme
risk using QRAG.
explain the Finding and Risk Assessment process and

timelines for issuing the draft audit report and findings
sheet(s);.
explain to Auditee management their responsibilities to review

and respond to the draft audit report and finding sheet(s) and
what
such
response
entails
(i.e.
proposed
preventative/corrective
actions
to
address
the
recommendations, person responsible for the actions, and
proposed timeline to complete the actions);
ensure responsible Auditee management acknowledge

understanding of their responsibility for managing corrective
and preventative actions within agreed timeframes;
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explain and confirm the Action Tracking, Follow-up and

Reporting process;
confirm distribution list for the draft audit report and final
audit report;
invite questions and general discussion.
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The purpose of the exit meeting is to present the Auditee with a

brief and objective review of the audit, present potential audit
findings (subject to change if auditee provides evidence that may
have been missed by the Audit Team), and to formally bring the
audit to a conclusion.
Under no circumstances shall the Lead Auditor or any Audit team
member provide the Auditee with a copy of the Audit notes,
completed checklists, interview records or any other document
making up the Audit. These documents are strictly confidential
and any request to share such information must be referred to
the OQA Manager or GMSQA/GM Security for formal review and
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approval.
7)
Audit Team Review Meeting

After completing the audit, but before preparing the Draft Audit
Report, the audit team will meet to discuss, evaluate and collate
the results of the audit. Any further requirements will need to be
discussed and agreed on during this briefing. Each team member
will bring to the audit team summary briefing:
the check lists completed during the audit;
a record of names and positions of Auditee personnel present

in the areas audited;
any notes taken, relevant audit evidence and reports.
The briefing will be chaired by the Lead Auditor and should:
review, discuss and evaluate objective evidence recorded

during the audit;
determine which evidence is significant and will be used for

further assessment of findings;
identify common contributing factors that indicate a system

issue.
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the relevant standards if required;.
Audit reports
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The Lead Auditor should endeavour to have the Draft Audit

Report compiled and forwarded to the Auditee within two weeks
from the Exit Meeting date. It is recognised that there may be
times where it will take greater than two weeks to issue a draft
report, when items such as further research or analysis may be
required.
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The draft audit report shall be reviewed by the OQA Manager or

GMSQA/GM Security prior to being issued to the Auditee.
The Auditee is responsible for reviewing the draft report,
confirming preliminary risk assessment, reviewing findings and
recommendations and providing action plans within seven days of
receipt of draft audit report.
Upon receipt of feedback and comments the Lead Auditor will
finalise the audit report and issue the Findings Sheets (if
required). The Audit Program Responsible Manager or delegate
will issue the final report.
The final audit report will provide a summary of the audit results
and include all agreed findings and proposed actions from the
audit. The audit report should describe the condition of the
system and not just include a list of deficiencies.
Format of an Audit report
An audit report comprises of:
a.
Report Cover
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b.
Contents: table of contents.
c.
Key Messages: key messages section provides general

information of the report.
Audit focus: contains the scope and criteria of the audit.
Profile: a summary of the auditees organization structure.
Key message: a summary of the auditee compliance status
according to the outcomes of the audit.
Improvement
observations.
summary
of
all
Audit Findings, Recommendations and Agreed Management

Actions
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opportunities:
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Findings summary: a summary of all findings resulted from

the audit.
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This section details all finding(s)/ observation(s) of the audit.

Each finding/ observation contains following information:
: Sequence number of the finding.
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Risk Rating: Risk level as a result of the combination of

finding Consequence and Likelihood base on QRAG Risk
Matrix.
Finding title: Title of the finding.
Finding Type: Category of the finding.
Consequence: consequence of the finding.
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Likelihood: the probability for the finding lead to the

mentioned consequence.
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Finding detail: contains details of the finding, root cause

and potential consequence(s).
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Recommendation(s): recommendation(s) of the auditor

contains correction and corrective action to address the
finding and roots cause.
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Agreed Actions: Action(s) agreed by the auditee and

auditor related to the finding.
Responsible Owners:
Name and/or title of
personnel/organization
to
be
responsible
for
implementation of correction/ corrective action.
the
the
Implementation Dates: The due date(s) to complete

correction/ corrective action.
e.
Appendices:
contains
the
Report
Distribution
and
Administration, the Audit Objectives and Approach and the
Audit Milestones.
Refer to the Audit Report template JP/OF 0068 - Issue 2.0 dated
04 April 2016 for more information.
Tracking of Audit Findings and Actions
All new audits shall be recorded manually in a database controlled
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by SQA. All findings, recommendations, agreed actions and

timelines for completion will be recorded in the database, which
will be used for action tracking through to audit closure.
The Lead Auditor is responsible to notify Action owners and
responsible manager for any actions that are approaching due
date (within 1 week) to endeavour to ensure actions are
completed within agreed timeframes.
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Should the Action owner require an extension, a written

submission stating the finding, risk level, agreed actions, and
reason for the request for extension, must be submitted to the
GMSQA or GM Security (for security related findings) for
approval.
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Audit Report Distribution
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Overdue actions will be discussed at the monthly Safety Sub

Committee meetings for each business, and where required, the
OQA Manager may escalate to the monthly JPASC meeting.
To ensure appropriate confidentiality, copies of the audit report

will generally be distributed only to the:
Auditee;
Head of the Department being audited;
CEO and COO;
GMSQA;
GM Security
OQA Manager.
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Draft Audit reports will generally be distributed only to the

Auditee, GMSQA/GM Security and OQA Manager for review and
response.
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Final Audit Reports are authorised by the nominated Lead Auditor,

and reviewed and co-authorised and distributed by the OQA
Manager (or as otherwise agreed) as a PDF document.
Once the audit report has been distributed, confirmation is
forwarded to the recipients, advising:
that the audit report has been forwarded;
that the audit has been closed and actions will be tracked by
SQA or Security until completion;
Confidentiality
Audit reports prepared by the Lead Auditor are the property of
Jetstar Pacific Airlines SQA and Security departments and the
management of the Auditee department.
Audit personnel will not provide copies of the audit reports to
other parties. Any external requests for documentation resulting
from an audit will be directed to the GMSQA / GM Security or OQA
Manager.
This confidential arrangement is emphasised at the audit Entry
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and Exit Meetings or other discussion forums between auditors

and the Auditee.
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All auditors will sign a confidentiality agreement prior to the

conduct of external audits and shall return all collected audit data
and evidence to the Lead Auditor at completion of the audit.
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JP/OP 004 Operations Quality Audits Audit Response by Auditee
Operations Quality Audits Audit

Response by Auditee
Table of Contents
Purpose .................................................................................... 1
2.
Scope ....................................................................................... 1
3.
References ................................................................................ 1
4.
Responsibility ............................................................................ 1
5.
Procedure.................................................................................. 1
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Operations Quality Audits

Audit Response by Auditee
1.
Purpose
This procedure describes the process for audit response by the Auditee
after receipt of the Draft Audit Report, and the process of rectification
of agreed actions as detailed in the Final Audit Report.
Scope
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2.
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This procedure will cover all Jetstar Pacific Operations and

Airworthiness (AOC Part 12) Quality Assurance Audits carried out by
SQA and Security departments. Such audits may include for example
operational port audits, security audits and management system
audits.
3.
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Quality Assurance and Quality Control Audits of Part 5 operations

carried out by TQA are out of scope of this procedure (refer to JP/OP
001 and JP/OP 002).
References
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JP/OP 003 OPS details the process to be followed when SQA or

Security carries out Operations, Systems and Airworthiness (AOC Part
12) Quality Assurance Audits, including process steps for audit
planning, audit preparation, preparing and issuing Draft Audit Report,
and preparing and submitting Final Audit Report and Finding Sheets.
Responsibility
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the GMSQA, GM Security, OQA Manager and AQA Manager.
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All Department Heads are responsible for ensuring their management

team, contractors and relevant other employees follow this procedure
in particular as it relates to Auditee responsibilities.
5.
Lead Auditors and Auditors are responsible for following this procedure
when planning, conducting and monitoring audits.
Procedure
1)
Response by Business (Auditee) to Draft Audit Report

Whilst an audit will normally be carried out on one department
(the Auditee), recommended actions may be issued against
departments who were not directly part of the audit itself. The
Draft Audit Report and/or Draft Finding Sheets will be sent to all
departments who have been issued with a recommended action.
The
Head
of
Department
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recommended action is responsible to ensure that appropriate

management and specialists within their team review the Draft
Audit Report, and a written response is provided to the Lead
Auditor, within the timeframe specified for the audit response,
from the business.
The Audit Milestones stated in the Audit Report will provide the
required response dates.
Review of Proposed Corrective Actions
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2)
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Note: The initial response from the business is to advise the Lead
Auditor the proposed corrective actions, the person who will be
responsible for the completion of the corrective actions, and the
proposed completion date. The corrective actions ARE NOT
expected to be completed within the timeframe of the initial
response period.
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On receipt of proposed corrective actions from the business

(Auditee), the Lead Auditor shall review the Draft Audit Report
and proposed corrective actions to ensure that the risk(s)
identified in the Findings have been mitigated to As Low As
Reasonably Practicable (ALARP). The Lead Auditor will also review
whether an appropriate responsible personal has been allocated,
and the proposed completion date for the proposed corrective
actions is appropriate for the level of risk.
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Should any concerns be noted, the Lead Auditor will initially

discuss with the owner of the recommended action. Should
agreement continue to not be reached, the Lead Auditor will
escalate the issue to the OQA Manager and/or GMSQA / GM
Security for review and action.
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When proposed corrective actions have been accepted by the

Lead Auditor, the Final Audit Report and/ or Finding Sheets will be
prepared and distributed to all relevant stakeholders.
Monitoring of Agreed Actions
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3)
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Audit findings and agreed actions will be tracked by SQA using

the form JP/OF 0004 Follow-up Corrective Actions.
On completion of agreed actions, the responsible person shall
send evidence of actions completion to the Lead Auditor, who will
review the evidence to determine whether the agreed action has
been appropriately completed. Should any discrepancies be
noted, the Lead Auditor will discuss with the responsible person,
and if necessary their management and/or Head of Department.
The OQA Manager and/or GMSQA / GM Security may be involved
if escalation is required.
On completion of the agreed action(s), JP/OF 0004) will be
updated, with the agreed actions closed off accordingly.
4)
Overdue Findings
The JPASC and departmental Safety Sub Committees are the
forums used for monitoring overdue audit findings and actions.
Should a response to the Draft Audit Report or completion of an
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agreed action become overdue, these will be raised and discussed

at the following Safety Sub Committees and/or JPASC.
5)
Requests for Extensions

Any request for extension of an agreed action can only be
approved by the GMSQA or GM Security (for security related
findings).
For further details, refer to the Jetstar Pacific Quality Manual,
Section 2.7 Action Management.
6)
Finding and Action Tracking Alert System
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Operations Quality Assurance Manager is responsible to for

managing the Finding and Action Tracking Alert System.
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The due date for a finding will be assigned based on the risk level
of the finding from the date that the Draft Report is issued to the
Auditee.
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The due date for an action will be assigned based on the

agreement between Lead Auditor/ Lead Investigator and the
Auditee and/ or the Responsible Manager.
of
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1st warning
Copy to
Auditee/
Manager
Responsible
2
days
finding/
due date
Auditee/
Manager
Responsible
after
action
2nd
warning
10
days after
finding/
action
due date
3rd warning
21
days after
finding/
action
due date
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Send to
2 days before
finding/action
due date
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Reminder
Timeline
Type
Alert
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The SQA personnel will regularly check the due dates of all open/
overdue findings and actions and send an alert message to
relevant personnel as shown in the following table:
Direct Manager and

Auditee/
Manager
Responsible
Department Head and

Auditee/
Responsible
Manager
Direct
Manager
Direct
Manager
GMSQA
Departme
nt Head
GMSQA
COO
Direct
Manager
GMSQA
COO
CEO
After the third warning, if the finding or action is not appropriately

treated, SQA will make a report to the company CEO and COO for
their actions.
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JP/OP 005 Management Review
Management Review
Table of Contents
Purpose .................................................................................... 1
2.
Scope ....................................................................................... 1
3.
Reference .................................................................................. 1
4.
Responsibility ............................................................................ 1
5.
Intervals ................................................................................... 1
6.
Participants ............................................................................... 1
7.
Procedure.................................................................................. 2
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Management Review
1.
Purpose
This procedure defines how the Quality Management System (QMS)
management review shall be planned, conducted and recorded to
confirm the effectiveness of the system in achieving Company quality
objectives.
Scope
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2.
All areas under the control of the QMS.
4.
(b)
ISO 9001:2008
(c)
Company QMS Records
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Company Quality Manual
(a)
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Reference
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3.
Responsibility
5.
Intervals
The GMSQA is responsible for managing the review.
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A QMS management review shall be conducted at intervals not

exceeding 12 months.
Participants
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6.
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The OQA Manager is responsible for reviewing the Quality Manual and
identifying any proposed amendments, and circulating proposed
amendments to the below list of personnel for their review. The TQA
Manager should review the Quality Manual as it relates to Technical QA
(Part 5) and where required update the MOE accordingly.
The following positions shall review any proposed amendments to the
Quality Manual:
(a)
CEO (Accountable Executive);
(b)
COO;
(c)
GMSQA;
(d)
GM Security;
(e)
TQA Manager;
(f)
Safety Manager;
(g)
Security Manager; and
(h)
Airworthiness QA Manager;
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7.
Procedure
In order to ensure an effective Management Review, the following shall
be observed:
1). No less than two months prior to the amendment cycle date, the
OQA Manager should canvass all Company Operational
Departments for feedback about the Quality Manual and any
amendments requested by the business.
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2. At least one month prior to the amendment cycle date, the OQA
Manager should review the Quality Manual and identify proposed
amendments (if any) to the manual. The TQA Manager should also
review the QMS Manual, in particular sections relevant to Technical
QA, and propose amendments (if any) to the manual.
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3. Any proposed amendments shall be reviewed by the SQA, Security

and TQA Management team as identified in the list of participants
above.
4. GMSQA to endorse the amended Quality Manual, and submit to

CEO Jetstar Pacific Airlines for approval.
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5. After Quality Manual approved by the CEO, SQA will arrange

necessary processes to amend and issue the Quality Manual in
English and Vietnamese.
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JP/OP 006 Operational and Compliance Audit Plan
Operational and Compliance Audit Plan

Table of Contents
Purpose .................................................................................... 1
2.
Scope ....................................................................................... 1
3.
Responsibility ............................................................................ 1
4.
Procedure.................................................................................. 1
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Audits
1.
Purpose
This procedure defines the process for the compilation of the
Operational and Compliance Audit Plan.
Scope
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2.
3.
Responsibility
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The Operational and Compliance Audit Plan is required to set out the
schedule of all required audits to provide assurance to the Accountable
Manager (CEO) and Executive management of Jetstar Pacific Airlines.
The Plan is a living document which ensures that an adequate level of
Safety, Security & Quality Assurance is provided for Jetstar Pacific
operations.
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The GMSQA and GM Security are responsible for developing the audit
plan and for its submission to the CEO for final approval. The OQA
Manager is responsible for coordinating with the Safety Manager, TQA
Manager, AQA Manager, GM Security and other relevant personnel to
develop the Audit Plan, and to review and update the Audit Plan as
changes occur.
4.
Procedure
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The audit schedule is developed annually and is based on the

requirements of Jetstar Pacific Airlines and the Jetstar Group to ensure
an adequate level of oversight for Safety, Security and Quality, and is
based on the QRAG risk management framework. The planned audit
schedule is formally reviewed for adequacy and effectiveness by the
OQA Manager, TQA Manager, AQA Manager and GM Security at least
an annually as it relates to their areas of responsibility. Such review
can be accomplished as part of the monthly JPASC meetings, or in a
separate meeting.
After the audit requirements are defined, reviewed and approved the
audits are scheduled, actual audit dates are allocated, and the audit
scope and objectives are recorded.
The audit plan is then confirmed with the OQA Manager, TQA Manager,
Airworthiness Manager and GM Security as applicable.
The OQA Manager has the authority to make any changes as required.
The schedule is then presented to the GMSQA for endorsement. Post
endorsement, changes to the plan (re-prioritising the queue, special
requests etc) are reported to the OQA Manager who may update and
reissue the audit plan when required.
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Audit
Schedule
Audit Schedule
Reviewed by
Audit Schedule Audit Scope

Endorsed by
(including but not limited
to)
AOC Audit
OQA Manager,
GMSQA,
Safety Manager
GM Security
Contractor/ Supplier Audits
Quality Assurance (Part 12)
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Port Audits
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Chief Technical
Officer
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AMO Audit TQA Manager,

(Jetstar
AQA Manager,
Pacific)
Maintenance
Manager
GMSQA
Contractor/Supplier Audits
External AMO (excluding

Jetstar Pacific)
Systems, Compliance, &

Quality Assurance of AMO
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AQA Manager,
TQA Manager,
Engineering
Manager
Management Systems
Safety, Quality & Security
CAMO
Audit
Quality Control of AMO
Supplier Audits
The audit schedule should include provision for unscheduled audits in

response to:
Unanticipated issues; or
(b)
Requests from management.
(a)
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The audit schedule should define for each audit:

The auditee;
(b)
The quarter in which the audit should take place.
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(a)
To assist with targeting problem areas, SQA and Security shall review:
Previous audit findings;
(b)
Suspected or known problem areas;
(c)
Recently introduced changes to procedures
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(a)
Types of Audits
Internal and external audits are categorised as one of the following
audit types:
1.
Standards and Systems Audits:

Management System independent review and evaluation of the
safety, quality or other management systems that support
operations. Audits will review associated key functions within
these systems to assess whether interacting or interrelated
elements within the organisation are functioning in a coordinated
manner to achieve desired outcomes. These scheduled audits
may include safety, quality, wildlife, compliance management
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systems.
2.
Operational Audits
The scope of these types of audits is limited to testing compliance
with relevant standards, regulations, or conformance with policies
and procedures. Scope may also be limited to following up on
actions or initiatives agreed with the business / auditees on
previous audit engagements. These are scheduled or unscheduled
audits and may include the following:
Compliance establish whether the relevant regulatory,
legislative, legal, company requirements and standards are
adequately met.
Follow-up verify / confirm that findings and risks are

effectively addressed by implementation of corrective and
preventative actions. Acts as a follow-up to previous audit or
investigation findings.
Line observation an audit program that uses observers to

collect data about flight / cabin crew, or ground handling
operators behaviours on normal flights under non-jeopardy
conditions. The observers record potential threats to safety
and how these are addressed, flight crew error types and how
these errors are managed, and specific safety behaviours that
have been associated with previous incidents and accidents.
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3.
Special Purpose Audits
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These audits may either be requested by the business or

identified due to adverse trends or identified risks and are
typically aligned with projects, business initiatives and Entry into
Service of new ports, routes and/or aircraft, that have significant
impact (operational or financial) on the business.
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These audits are characterised by development of work programs

and audit documentation specifically tailored for the audit. These
may be either risk based or management requested audits,
reviews, health checks or risk assessments at a Company,
departmental or operational level.
Special purpose audits may also be conducted of external
organisations, such as third party contracted service providers,
code-share airlines, etc:
Health Check, Advisory, Agreed Upon Procedures a review

which is prompted by significant changes or identified risks in
a particular system, process, practice. This type of audit may
also be required after an accident or incident, or to assess the
health of an organisation.
Advisory Audit / Agreed Upon Procedures assess whether

the right kinds of subsystems have been adopted, and
whether adequate monitoring methods are in use. Establish
whether planned or documented systems, practices and
processes are implemented and observed by personnel. An
assessment to determine the extent to which documented
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systems adequately meet the requirements of the safety,

quality, risk or compliance standards.
4.
Unannounced Surveillance an unannounced surveillance

activity conducted at an airport or other operational area,
designed to observe and report on operational activities such
as customer service, ramp, catering and/or cargo operations
which include behaviours and compliance with published
procedures. The surveillance may be triggered by request of
the departmental management team, an incident, significant
change or identified risks in particular systems, processes or
practice.
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Quality Control
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Quality Control or Quality Inspections are typically carried out by

the business carrying out the task function, to validate that all
process steps have been correctly carried out.
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Some Quality Control activities are also conducted by TQA to

validate that Jetstar Pacific AMO activities have been correctly
carried out.
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JP/OP 007 Checklist Development
Table of Contents
Purpose .................................................................................... 1
2.
Scope ....................................................................................... 1
3.
Responsibility ............................................................................ 1
4.
Procedure.................................................................................. 1
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1.
Purpose
This procedure defines the process for the preparation of audit
checklists.
2.
Scope
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Audit checklists are developed as a guide for conduct of the audit and
the operational areas to be explored. They are to be comprehensive
enough to ensure the audit is conducted in sufficient detail to cover all
aspects of the process being audited without being overly prescriptive.
Standardised audit checklists have been developed to cover a range of
common audits. In addition, Lead Auditors should review these
common checklists and where necessary amend the checklist to cover
particular audits to which theyve been assigned. The use of audit
checklists is not intended to restrict the scope of the audit or the Lead
Auditors authority to explore any risk issues identified during the
planning or fieldwork stages of the audit.
3.
Responsibility
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Audit checklists have been established for common Operational,

Systems, Technical, Airworthiness and Security related audits.
Additional checklists may be developed should the need be identified.
Audit checklists should be reviewed on at least an annual basis and
updated where required. The responsible audit manager is responsible
for the audit checklists under their area of responsibilities i.e. OQA
Manager (for Operational or Systems Audits), TQA Manager (for Part 5
Audits), AQA Manager (for Part 12 Audits) or .GM Security (for Security
Audits).
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In preparation for individual audits, the Lead Auditor is responsible for

reviewing the standardised Audit checklists and where necessary
update the checklist to suit the audit being carried out.
4.
Procedure
Audit checklists can be developed either as a one-off for a particular
audit, or as a standard if regular audits of the same type are
regularly conducted (e.g. Port Audit checklist).
The procedure for the development of an audit checklist is described in
the following flow chart:
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CHECKLIST DEVELOPMENT FOR SPECIFIC AUDITS
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Audit Scope Definition

Responsible Audit Manager defines the scope of
the audit.
Checklist Review and Approval

Responsible Audit Manager to review
checklist(s)
Checklist
approved?
NO
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Return to Assigned Audit

Team Leader for Revision
Submitted checklists returned
to Audit Team Leader with
suggested revisions.
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Assigned Audit Team Leader meets with
Audit Team to develop audit checklists
YES
Checklist Registration
Approved checklists are registered at
SQA for use in this audit.
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JP/OP 009 Procedures Management
Procedures Management
Table of Contents
Purpose .................................................................................... 1
2.
Scope ....................................................................................... 1
3.
Responsibility ............................................................................ 1
4.
Procedure.................................................................................. 1
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Procedures Management
1.
Purpose
2.
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The objective of this procedure is to define the rules for the

management of controlled procedures established by the Company,
including both operational employees and support (office) employees,
whether stand alone procedures or inclusive in Company manuals.
Uncontrolled procedures should also comply with this procedure where
possible.
Scope
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This procedure is applicable to all departments involved. Controlled

procedures may be identified by different terminologies. So as to
eliminate doubt, controlled procedures refers to any operational
procedure, protocol, work instruction or any other documented or
undocumented requirement that sets out how an employee or
contractor of Jetstar Pacific is to carry out their role insofar as it relates
to the operations of Jetstar Pacific, or which may affect the safety or
OHS of Jetstar Pacific or its employees or contractors.
Existing procedures shall be amended to comply with this procedure

when next requiring amending. JP/OP 0011 shall be consulted to
ensure correct document control procedures are followed.
Responsibility
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3.
4.
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Heads of Departments / General Managers have overall accountability

for ensuring document control. Department Managers are responsible
to ensure documents affecting quality for their areas of responsibility
are produced in accordance with this procedure.
Procedure
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1)
General
All pages of a Company procedure shall contain the following:
(a) The Company name;
(b) The title of the procedure or document;
(c) The revision number (Refer Note);
(d) The effective date of the revision; and
(e) The page number.
The first page or pages of the document must include:
(a) The name of the document owner and authoriser;
(b) A list of effective pages;
(c) A list of revisions (and a temporary revision sheet if
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applicable); and
(d) A table of contents.
Note: When there is revision or deletion a vertical line on the left
hand side of the page must be used to identify the
revised/deleted text.
2)
Identification of Procedures
Procedures must be identified by their title and any applicable
identification code. The title used must be short and succinct.
Editing of Procedures
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3)
Each department is responsible for the procedures required to

conduct its activities.
Operational Procedures
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4)
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Procedures used for operational purposes, such as those involving

the operations of departments that support flight operations, the
aircraft, Flight or Cabin Crew, ground operations, passengers or
the safety of Jetstar Pacifics operations will be considered as
Operational Procedures. Such departments include but are not
limited to Flight Operations, Ground Operations, Maintenance,
Engineering, Catering and Cargo. Operational Procedures may be
port-specific, and will normally be retained by the contractor
and/or by Jetstar Pacific.
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All Operational Procedures must be registered, and a master list

must be maintained by the responsible department that identifies
all operational procedures. Operational Procedures shall be
reviewed at least on an annual basis, or whenever a significant
change occurs, whichever occurs first.
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As an airline operating to international destinations, Jetstar Pacific

must comply with international conventions. Accordingly, all
Operational Procedures must be issued in English and may be
translated into Vietnamese where deemed necessary by the Head
of Department. In the event of any discrepancy in the translations
between the Vietnamese and English versions, the English version
will prevail.
5)
6)
Approval
A document may only be edited with the approval of its owner.
The owner is responsible for the documents content including
conformance to Company and regulatory requirements.
Change Management
For all document changes, the Head of Department / General
Manager will determine whether the Companys change
management process is to be applied.
Generally where a change to an operational procedure occurs, the
Companys change management process applies, and risk
assessment in accordance with the Companys SMS Manual
should be applied.
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Prior to the change being implemented all employees and

contractors affected by such change must be informed.
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JP/OP 010 Controlled Document Numbering System
Controlled Document Numbering

System
Table of Contents
Purpose .................................................................................... 1
2.
Scope ....................................................................................... 1
3.
Responsibility ............................................................................ 1
4.
Procedure.................................................................................. 2
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Controlled Document Numbering

System
1.
Purpose
This procedure describes how controlled procedures and forms shall be
numbered.
Scope
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2.
This procedure applies to all Company operational departments.
Responsibility
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3.
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Each Department Head has responsibility for:
Ensuring that ALL operational procedures, documents and forms,

whether used by Jetstar Pacific employees or contractors, that are
used in the operations of Jetstar Pacific aircraft, are identified
and correctly controlled;
(b)
Determining which non-operational procedures, documents and

forms will be controlled;
(c)
Approving the procedures, documents and forms of their

department, including for contractors providing goods or services
to support Jetstar Pacific operations;
(d)
Ensuring that the numbering system referred to in this procedure

is used;
(e)
Maintaining a list of procedures, documents and forms that

includes its revision number and date, and providing the updated
list to the Document Control Officer whenever a revision occurs.
(f)
Following the Companys change management procedures.
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(a)
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The Manager Operations Support is responsible for ensuring that the

correct document control systems are used for controlled
documentation.
The GMSQA has final authority over whether a document should be
controlled.
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4.
Procedure
All procedures, documents and forms used in operations, engineering,
training, and quality assurance must be given reference number as
follows:
JP/ YY ZXXX
Where:
-
JP: Jetstar Pacific
YY:
OP (Operational Procedure)
TF (Training Form)
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TP (Training Procedure)
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OF (Operational Form)
Z:
0,1,2,3,4,5,6,7,8,9 (Department Number)
XXX:
number from 001 999
DEPARTMENT
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Form Reference Number:
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Security & SQA Dept.

Technical Dept.
REFERENCE NUMBER
JP/OF 0XXX
Planning Div.
Engineering Div.
JP/OF 2XXX
Maintenance Div.
JP/OF 3XXX
Supply Div.
JP/OF 4XXX
Training Div.
JP/OF 1XXX
JP/TF 5XXX
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Ground Operation Div.
JP/OF 6XXX
Training Div.
JP/TF 6XXX
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Ground Operation Dept.
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Flight Operation Dept.

-
Flight Operation Div.
JP/OF 7XXX
Training Div.
JP/TF 7XXX
Cargo Department
-
Cargo Operations
JP/OF 8XXX
Training Div.
JP/OF 8XXX
Catering Department
-
Catering Operations
JP/OF 9XXX
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Procedure Reference Number:

DEPARTMENT
REFERENCE NUMBER
Security & SQA Dept.
JP/OP 0XXX
Technical Dept.
Planning Div.
JP/OP 1XXX
Engineering Div.
JP/OP 2XXX
Maintenance Div.
JP/OP 3XXX
Supply Div.
JP/OP 4XXX
Training Div.
JP/TP 5XXX
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Ground Operation Dept.

Ground Operation Div.
JP/OP 6XXX
Training Div.
JP/TP 6XXX
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Flight Operation Dept.

-
Training Div.
Cargo Department
JP/OP 7XXX
Flight Operation Div.
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JP/TP 7XXX
Cargo Operations
JP/OP 8XXX
Training Div.
JP/OP 8XXX
Catering Department
Catering Operations
JP/OP 9XXX
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JP/OP 011 Document Control
Document Control
Table of Contents
Purpose .................................................................................... 1
2.
Scope ....................................................................................... 1
3.
Responsibility ............................................................................ 1
4.
Change Management .................................................................. 1
5.
Integration of Information ........................................................... 2
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1.
Procedure.................................................................................. 2
Production, Amending & Control of Internally Produced Documents .......... 2
Control of Externally-Produced Documents/Data .................................... 8
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6.1
6.2
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Document Control
1.
Purpose
The purpose of this procedure is to define the Companys document
control procedures for documents of internal and external origin to
ensure:
(a) There is an established procedure for the preparation, approval,
publication and distribution of internally produced documents;
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(b) Documents originating outside the Company that affect the

Companys safety or quality system are controlled; and
Scope
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(c) There is a procedure to store or destroy obsolete documents.
Responsibility
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3.
This procedure is applicable to the control of all documentation that

affects safety, security or quality.
Department managers are responsible for applying this procedure.
Change Management
4.
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The document Sponsor is responsible for justifying if the change

management is required for each amendment. The Manager of
Operations Support is responsible for validating the correct change
management has been followed.
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Where the procedural manual requires the CAAV to approve or accept

the manual, Jetstar Pacific shall submit the proposed policy or
procedure to the Authority at least 30 days prior to the date of
intended implementation.
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For an Approved Manual, the CAAV is required to respond and accept

the proposed policy or procedure before it can be implemented. For an
Accepted Manual, the CAAV may respond with objections if the
Authority wishes to do so. The Company will provide the CAAV with 14
calendar days to respond with objections to the proposed policy or
procedure. In the absence of a response from the CAAV, the Company
presumes that the proposed policy or procedure has been accepted.
Prior to the issue of a policy or procedure amendment (or new
policy/procedure), the department implementing the amendment (or
new policy/procedure) shall issue communications to staff and
contractors affected notifying them of the changes and the updated
policies and procedures, so as to enable them to carry out their roles
safely and correctly.
Due to the dynamic nature of aviation, from time to time, Jetstar
Pacific may require to issue an Operational amendment to operational
Issue 2.0
1
31/08/2015
procedures. Where the operational amendment changes an approved

or accepted operational manual, the Head of Department shall evaluate
the urgency of the amendment so as to determine whether the change
can be delayed until the next revision of the operational manual or is
to be issued as a temporary revision.
5.
Integration of Information
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Information shall be located in whichever document is most

appropriate to the end user. While a procedure or process may be
sponsored by a department, it may be better accessible to end users
located in another departments manual. In this case information
Sponsors shall be identified in the document at the point of insertion.
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Specific information (like a procedure) shall only appear once in a

Company manual. If for any reason specific information must be
repeated in more than one manual, each occurrence shall reference
the other to insure that changes to one result in the same changes the
other.
Procedure
6.1
Production, Amending & Control of Internally

Produced Documents
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6.
WHO
HOW/WHEN/WHERE
Document
Sponsor
HOW
Document
Sponsor
HOW
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SUB-TASK
1) Manage the Change and Prepare the Document
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Define the
change, identify
stakeholders,
assess the risks
and obtain
approval for the
change if
required
Notify internal
and external
stakeholders the
document is
being written or
amended.
Use Company Change

Management process (the
amount of management
required is defined) if
required.
Via Email and if part of a Cat

A or B change, also discuss
at the next Change
Management Committee
(CMC) meeting;
Update Change Register

(where required).
WHEN
Issue 2.0
When a need for issuing a

new document or document
change has been identified.
2
31/08/2015
Document
Control
Officer
When a need for new

document or document
If a category A or B change;
has been discussed at CMC.
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Write the
document.
WHEN
HOW
Documents shall be written

and formatted using
standard Document
Formatting instructions in
the Flight Safety Document
System - OMA.
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Document
Sponsor
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Send request
form JP/OF7010
and draft
amendments to
Document
Control Officer
Except for immediate

amendments, changes in the
documents should follow the
requested schedule of
change table below.
Ensure all stakeholders

(internal and external)
affected by the document
have been consulted and
that pertinent changes are
incorporated before
distributing for review.
Create and register required

forms and reference them in
the document.
Ensure all stakeholders

(internal and external)
affected by the document
have been consulted and
that pertinent changes are
incorporated before
distributing for review.
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Manual Update Schedule

Manual
name
FLT OPS
OMA
OMB
OMC
OMD
MEL
ASPM
CCPPM
SQA
SMS
QM
Jan
Feb
Mar
Apr
May
Issue 2.0
Jun
Jul
Aug
Sep
Oct
Nov
Dec
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GO
GOM
CARGO
COM
2) Review the Document

SUB-TASK
WHO
HOW / WHEN / WHERE
Forward the
completed
document to
the appropriate
stakeholders
(internal and
external) for
review.
Document
Control Officer
WHEN
HOW
A list of changes shall be

included if necessary.
Stakeholders,
including
internal to JPA
and external
such as
contractors
HOW
Review the document to

ascertain what effect, if
any, the changes have on
your area of responsibility.
Inform the Document

Control Officer via email of
any required or
recommended
amendments, conflicts or
replicated information with
existing documentation.
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Include all stakeholders,

including contractors where
appropriate
Note: Stakeholders are not

expected to endorse the
technical accuracy of content
that is not their area of
expertise.
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Incorporate any
changes and if
necessary
redistribute the
document.
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Via email.
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Review the
document.
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(Final
formatting does
not have to be
completed at
this stage)
Temporary
revision
In sufficient time
considering the amount of
changes
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Document
Control Officer
WHEN
Once any changes to the

document have been
received.
HOW
Document
Sponsor
Issue 2.0
Via email to stakeholders

and Document Sponsors.
Document Sponsor justifies

if a temporary revision is
required before the normal
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31/08/2015
revision to be published.
HOW
For changes requiring
Change Management
Process, CMC shall approve
the change.
The document Sponsor

shall communicate the final
document to stakeholders.
Where the change shall be

approved by CAAV,
Document Sponsor notifies
Document Control Officer
the submission date for
follow up.
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Document
Sponsor/
Document
Control Officer
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Approve and
Authorise the
document for
release.
Notify Document Control

Officer to publish
temporary revision.
Document Sponsor to
consider whether training
is required for operational
staff and/or contractors.
Where the final document

is a new or amended
operational policy or
operational procedure, a
change notification
document (e.g. Flight
Operations Standing Order,
Cabin Crew Order, Ground
Operations INTAP, etc)
must be issued sufficiently
prior to ensure staff and
contractors are aware of
the changes and are able
to carry out the amended
operational procedures.
Document Sponsor to
consider whether training
is required for operational
staff and/or contractors.
The revision date is the

effective date unless
otherwise specified.
Stakeholders shall indicate

their endorsement of the
document in writing.
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3) Control the Document

SUB-TASK
WHO
HOW / WHEN / WHERE
Ensure the
Document Control
Officer has the
following
information:
Document
Sponsor
HOW
Via email.
WHEN
The list of
changes (this
should ideally be
integral with the
document)
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Distribution
details including
type of copy
(hard/soft).
(This should
ideally be
integral with the
document)
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Note: A Distribution List

shall include the recipient of
all controlled copies. All
Internal and external
stakeholders including
government agencies and
contractors should be
considered.
Authorised final
version of the
document in MS
Word format.
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Allow enough lead time

before the effective date
for the Document
Control Officer to
produce and distribute
the document.
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Evidence of
suitable change
management/
approval letter/
decision letter
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4) Distribute and Store the Document

SUB-TASK
WHO
HOW / WHEN / WHERE
Publish the
Document.
Document
Control Officer
HOW
Issue 2.0
Register the amendments to

OSD
Convert MS Word into pdf

format. Only the pdf format
shall be distributed
electronically.
Publish the amendments

onto the Company intranet.
Electronic versions will be

6
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marked UNCONTROLLED
COPY WHEN PRINTED.
Document
Control Officer
Sponsors will print and

distribute hard copy to
stakeholders and users.
Notify all stakeholders and

users the release.
Dispatch controlled copies

with a Document Distribution
Form.
If hard copy is used,

document sponsor or his/her
delegate to ensure the
obsolete version is destroyed
by the document user.
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Maintain 1 hard copy at OSD
Save the original MS Word

document file.
Save the pdf file (email

version).
WHEN
If a document has been

amended and the obsolete
version needs to be retained
for record purposes.
HOW
U
Monitor
document
receipt
acknowledgem
ents
HOW
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he
Document
Control Officer
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Store the old

document files
Document
Control Officer
Store the new

document files.
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Sponsors
HOW
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Distribute the
Document.
Document
Control Officer
Issue 2.0
Ensure only one obsolete

copy of the document is
retained for records.
Watermark electronic version

OBSOLETE (Screen & Print)
and add OBSOLETE to the
end of the file name.
Store all obsolete files on the

shared drive in 2 years.
HOW
Check outstanding responses

two weeks after distribution
and send a follow up email
by forwarding the original
email with a request to
comply.
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31/08/2015
6.2
Control of Externally-Produced Documents/Data

1) Review the Document/Data
SUB-TASK
WHO
HOW / WHEN / WHERE
Review
document/data
of external origin
to determine the
need for control.
SQA/ADMIN
HOW
Forward the
document/data
with distribution
details.
SQA/ADMIN
Replicate
document/data
to record and
acknowledge the
information has
been previewed
or processed.
Department
Manager/Head
On receipt of
document/data from
external sources.
Forward the
document/data with
distribution details.
When a need for new

document or document
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WHEN
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HOW
Via email.
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2) Distribute the Document

Department
Manager/Head
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Distribute the
document
HOW
Issue communications to
staff and contractors
Via email/Intap/FSO
3) Storage and Obsolete

Store the new
document files.
Store the old

document files
Document Control
Officer
Document Control
Officer
Issue 2.0
HOW
Maintain 1 hard
copy at OSD
Save the original

MS Word
document file.
Save the pdf file

(email version).
WHEN
If a document
8
31/08/2015
has been
amended and the
obsolete version
needs to be
retained for
record purposes.
HOW
Ensure only one
obsolete copy of
the document is
retained for
records.
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d
Watermark
electronic version
OBSOLETE
(Screen & Print)
and add
OBSOLETE to
the end of the file
name.
Store all obsolete

files on the
shared drive in 2
years.
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6.3
Control of Bilingual Documents

Document to be issued in Vietnamese and English shall be controlled to
ensure the consistence between two versions:
The Document Sponsor is responsible to justify if the document
needs to be issued in bilingual format to ensure the information to
be understood by all document users.
Both versions shall be published/ updated at the same time.
In case of discrepancy between Vietnamese and English versions,

the English version shall prevail.
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JP/OP 013 Mandatory Occurrence Reporting
Mandatory Occurrence Reporting

Table of Contents
Purpose .................................................................................... 1
2.
Scope ....................................................................................... 1
3.
Reference .................................................................................. 1
4.
Responsibility ............................................................................ 1
5.
Procedure.................................................................................. 1
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Document Control
1.
Purpose
2.
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To establish a reporting procedure to ensure that Authorities and

Manufacturers (Aircraft Design Organisation) are advised of all
reportable incidents, defects and/or malfunction of an aircraft or any
part or equipment thereof which could jeopardise the safe operation or
airworthiness of the aircraft.
Scope
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This procedure shall apply whenever the need arises to report a

reportable occurrence to CAAV, other governmental authorities or a
manufacturer (Aircraft Design Organisation) in a timely manner.
Reference
Vietnam Decree 75
(c)
Vietnam Reporting Policy (Decision 399 Q/CHK)
CAAV VAR Part 19
(b)
Responsibility
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4.
(a)
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3.
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Note: Where the VAR 5 Approved Maintenance Organisation is

contracted by the Operator to carry out maintenance, the VAR 5
Approved Maintenance Organisation must also report to the operator
any such condition affecting the operators aircraft or aircraft
component
Procedure
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5.
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the GMFO, CTO, GMGO, GM Security and GMSQA.
All personnel who are authorised to sign CRS or Pilot in Command

are required to report any reportable occurrence by completing a
TOR or OSCAR and forwarding to SQA. The TQA Manager shall
specifically inform SQA whether or not the TOR is CAAV
reportable.
(b)
SQA shall register the form and issue a reference number to

monitor follow up action.
(c)
SQA will send the MOR to CAAV and/or Airport Authority and/or
ATC where the incidence occurs within 72 hours.
(a)
Copies will be sent to:
CTO
GMFO
Engineering Department
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TQA Manager
GM Security
To reduce duplication of reporting by Aircrew and Engineers, the
following is a guideline:
Aircrew will be responsible from the time of embarkation,
including transit at a station where maintenance support has
not been contracted and ceases upon disembarkation.
Maintenance staff are responsible for all Line Maintenance

bases.
Contracted maintenance staffs are responsible at all stations

where a maintenance contract is in force.
Reporting forms are readily available in Flight Operations

Department and Technical Department.
For MORs originating from Maintenance or Engineering, the

preliminary investigations will be carried out by the
Maintenance or Engineering Manager. The findings will be
passed to the Chief Technical Officer who will assess whether
any further investigations are necessary to close the report.
The Airworthiness QA Manager will oversight and provide
assistance as required.
For MORs originating from any other operational department,

the standard OSCAR review/actioning process described in the
SMS Manual will be applied.
Information on the occurrence to the Manufacturer shall send

promptly by Engineering Division if required.
All MORs should be closed as soon as practicable. In certain

cases the CAAV may decide to classify it as open, subject to
further investigation by CAAV or for other reasons shall be
controlled in an MOR OPEN file which shall be reviewed
periodically when necessary but in no event exceeding a sixmonthly interval by the GMSQA.
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(d)
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(e)
Detailed policy and procedures including a list of incidents and

other occurrences which must be reported to CAAV are detailed in
OM-A (Section 14 Safety).
(f)
All laser events that are noticed in the passenger cabin or cockpit
are to be reported to the Airport Authority and to the ATC.
(g)
In addition, any safety/security incident or occurrence that is of

concern to Jetstar Pacific should be reported to the relevant
authority.
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JP/OP 019 - Authorisation of Safety Critical Roles

Table of Contents
Purpose .................................................................................... 1
2.
Scope ....................................................................................... 1
3.
Responsibility ............................................................................ 1
4.
Procedure.................................................................................. 2
5.
Authorisation ............................................................................. 3
6.
VAR12.060 AUTHORISATIONS ...................................................... 4
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Issue 2.0
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1.
Purpose
The purpose of this procedure is to define how authorisation is
provided to AOC staff for safety critical roles not covered by a CAAV
license.
Scope
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2.
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A safety critical role is defined as one where in the course of their

normal duties an employee may directly affect the safe operation of an
aircraft. Included are flight crew, cabin crew, maintenance staff, load
controllers, flight dispatchers and headset operators.
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This procedure applies when an employee in a safety critical role is not

required to hold a CAAV licence and does not covered under the VAR5
maintenance authorisations (which are issued in accordance with
Section 3 of the Company Maintenance Organisation Exposition
(MOE)).
3.
Responsibility
Safety in these roles is ensured by the use of controlled policy and

procedures and CAAV-approved instructors, syllabi and postholders.
the
are
and
the
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The CAAV-approved VAR 12.060 postholder shall administer

authorisation process for the safety critical personnel they
responsible for. This postholder is responsible for quality control
checks that all requirements have been met prior to issuing
authorisation.
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Records shall be maintained by the responsible department and on

request a copy of each authorisation shall be provided to SQA or
Security for quality assurance purposes.
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The OQA Manager is responsible for quality assurance and may audit
any part of the policy, procedures or processes as part of the
assurance program. To ensure its independence and capability to
carry out independent oversight is maintained, SQA and Security shall
not be involved in the actual authorisation process, unless specified
otherwise by legislation.
GMSQA and GM Security have the final authority to recommend to the
Heads of Departments / General Managers and/or Accountable
Manager (CEO) to restrict or remove the privileges granted by an
authorisation described in this procedure if a significant risk to safety is
identified.
Issue 2.0
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Procedure
(a)
Minimum requirements should be established for recruitment of

any safety critical role and should consider the following:
Experience;
Health and capability to carry out the role;
Qualifications;
Of good character (e.g. criminal record check); and
English Proficiency.
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4.
A training program including both theory and practical training

(where applicable) shall be prepared and submitted to CAAV for
approval. Training must be provided by CAAV-approved
instructors (where explicitly required by legislation).
(c)
A formal assessment should be conducted following the training

to ensure competency in the role. Each department shall establish
the minimum pass mark(s) for any assessments, and process to
be followed should the candidate be unsuccessful.
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(b)
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(d) After all requirements have been met, all documents shall be
submitted to the responsible CAAV-approved postholder for
review. When satisfied that all requirements have been met the
authorisation shall be issued.
Issue 2.0
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5.
Authorisation
The following
authorisations.
authorisation
template
shall
be
used
for
AOC
Authorisation template:
JetstarPacific Airlines AJSC
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CHNG NHN
AUTHORISATION
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H tn (Name):.............................................................................
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M s NV (Staff no.): .......... ............ S CN (Auth. No.):....... ..... .....

c chng nhn l.......................................................................
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(Is Authorised as)
Thi hn hiu lc
Period of Validity
Chng nhn
Authorisation
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Loi my
bay
Type of
A/C
JP/OF 0095 Issue: 1.0
n (To)
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T (From)
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6.
VAR12.060 AUTHORISATIONS
The following table outlines those Post Holders approved under
VAR12.060 and the safety critical roles they may authorise.
Load Controller
CTO
Mgr T & S
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Cabin Crew
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Headset Operator
GM FO
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GM GO
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Each Post Holder is issued a unique stamp to be used on the

Authorisations per the above table and is controlled by the below
allocation;
Authorisation
Stamp
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GM GO
(General
Manager
Ground
Operations)
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GM FO
(General
Manager Flight
Operations)
CTO (Chief
Technical
Officer)
Mgr T & S
(Manager
Training and
Standards)
Date
Issued
Date Revoked/
Cancelled
TITLE
Phung Thi Ngoc

Thuy
Adam Pasley
Tran Cong
Nghiep
Bradley Marshall
Issue 2.0
12 July 2012
12July 2012
12 July 2012
12 July 2012
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JP/OP 0020 - Severe Weather Control Procedures
Severe Weather Control Procedures

Table of Contents
Key Responsibilities .................................................................... 1
2.
General ..................................................................................... 1
3.
Definitions ................................................................................. 2
4.
Severe weather Control Procedures .............................................. 3
5.
Monitoring and Verification Feedback ............................................. 9
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1.
Key Responsibilities
1.1
Office of the Chief Operating Officer (COO)
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COO is the owner of the Severe Weather Control Procedures and has
overall accountability for the implementation of these procedures,
however each Department Head has responsibility for ensuring the
effective implementation and management of the procedures within their
area of control as outlined herein.
1.2
Safety and Quality Assurance Department (SQA)
Operations Control Center (OCC)
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1.3
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SQA is responsible to provide assurance and oversight to ensure Jetstar

Pacific departments and external suppliers are in compliance with these
procedures, and with CAAV and Jetstar Group requirements.
1.4
Station Manager
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OCC is responsible to have overall coordination with all relevant

personnel including Flight Crew and relevant departments to disseminate
the severe weather information, tropical cyclone alerts from CAAV (when
available) and to have appropriate arrangements to minimise impacts on
the operations in severe weather conditions.
Relevant Station Managers are responsible to have arrangements in

place to protect ground staff and ground equipment in severe weather
conditions and ensure that these procedures are properly followed.
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1.5
General
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Maintenance Control Center (MCC) is responsible to disseminate the

information and Technical Training Manager is responsible to arrange
appropriate training for technical staff to be aware of their safety and
actions to be taken in severe weather conditions. MCC is also responsible
for adhoc arrangements to ensure the aircraft is protected if evacuation
is not possible.
Severe weather, generally defined as strong winds and/or

thunderstorms and/or tropical cyclones is a constant danger to all
industries that maintain outdoor activities. The aviation industry is
particularly affected because of the open areas at airports, the large
metallic pieces of equipment including aircraft and numerous open cab
items of Ground Support Equipment (GSE) which form part of the work
area.
These procedures outline best practices that will minimise the
dangers associated with severe weather and assist staff to be alerted
for the approach of strong winds, thunderstorm or tropical cyclone
and where necessary take appropriate precautions. Station
Issue 1.0
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management has a responsibility to oversee compliance with these

procedures and ensure that all airport operational staff are familiar with
the content of this procedure.
These procedures are based on Vietnam requirements, specific
differences for other countries where Jetstar Pacific operates will be
included in appendices in due course.
Detail procedures can be found in relevant department manuals.
3.1.
Strong Wind
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Definitions
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3.
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It is recommended that this procedure be practiced at each station

annually as a tabletop exercise.
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Strong wind is defined as either a mean wind speed of 34 knots or

more OR wind gusts in excess of 41 knots (42 knots or more). These
speeds are determined in accordance with the Tan Son Nhat Meteorology
Office products.
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Note: Winds are forecast and observed usually in open spaces

(free from obstruction) at the observers station at
respective airports. As such, wind speeds around terminal
buildings, aerobridges, etc., can differ to those
forecast/observed due to funneling and other small scale
effects.
Wind Gust
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3.2.
3.3.
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A sudden increase of wind speed, above the mean wind, usually lasting
a few seconds but can last up to one minute. Gusts are usually around
10 knots higher than the mean wind speed.
Mean Wind
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Mean wind is the 10 minute average of wind speed in any direction (i.e.
sustained wind speed).
3.4.
Thunderstorms (Lightning)
Thunderstorms typically involve weather conditions which may include
strong wind, wind gusts and/or Lightning. Lightning is an electrical
discharge between clouds or between clouds and the ground. Cloud to
earth lightening activity is a high/extreme hazard.
Issue 1.0
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Tropical cyclone
3.5.
A tropical cyclone is a rapidly rotating storm system characterized by a lowpressure center, strong winds, and a spiral arrangement of thunderstorms
that produce heavy rain.
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Tropical cyclone intensity is defined by the maximum mean wind speed

over open flat land or water. This is sometimes referred to as the
maximum sustained wind and will be experienced around the eye-wall of
the cyclone.
Tropical cyclone category:
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(1) CATEGORY 1 (tropical cyclone)

A Category 1 cyclone's wind speeds are 34 - 47 kt (62 - 88
km/h). These winds correspond to CAT 8 to 9 in Vietnam
national storm scale.
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(2) CATEGORY 2 (tropical cyclone)

A Category 2 cyclone's wind speeds are 48 - 63 kt (89 - 117
km/h). These winds correspond to CAT 10 to 11 in Vietnam
national storm scale.
(3) CATEGORY 3 (severe tropical cyclone)

A Category 3 cyclone's wind speeds are 64 85 kt (118 158 km/h). These winds correspond to CAT 12 to 14 in
Vietnam national storm scale.
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A Category 4 cyclone's wind speeds are 86 - 107 kt (159 201 km/h). These winds correspond to CAT 14 to 16 in
Severe weather Control Procedures
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4.
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A Category 5 cyclone's wind speeds are over 108 kt (202
km/h). These winds correspond to CAT 17 or above in
4.1.
Communications
Effective communication is an essential element to support this
process. Each airport will communicate to the Jetstar Pacific station
manager and ground handling agents (GHA) through various methods,
whether they are visual, audible or other options. Jetstar Pacific ground
personnel must ensure effective teamwork and communication during
severe weather conditions. Notification must cover all personnel,
contractors, visitors and passengers (approaching and departing the
terminal, aircraft arriving and departing). These procedures must be
incorporated with the existing building emergency control procedures
and their notification methods.
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Communication of the activation/cancellation of the severe weather

procedures can be achieved by using one or more of the following
methods:
Two-way radios (ground to ground) are an effective means of
notification and communication;
Wireless intercom or mobile phones the use of fixed telephone
systems during thunderstorms must be kept to a minimum (hands free
or cordless are exempt);
Contact to aircraft via ACARS.
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Each Jetstar Pacific Station manager should develop a local notification

contact list to streamline the notification process and a record of
notifications/events be recorded. Advice must be passed (usually by
Ramp Operations and the Passenger Service Manager) to all personnel
who may be working on the ramp/tarmac. This includes but not limited
to:
Ramp staff;
Cabin cleaners;
GSE personnel;
Cabin crew;
Maintenance and engineering (line) staff;
Catering staff;
Customer Service Agents;
Outside contractors (refueling companies, etc.);
Technical crew. Notification to technical crew is essential due to their
requirement to notify cabin crew, for aircraft walk around purposes,
passenger notification, etc.
Procedures
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Depending on the weather condition observed at the airport, the

station manager or his/her delegate will arrange several actions to be
taken on a day-to-day basis to assure minimal damage during a
severe weather event. Preparation may prevent or minimise damage
when advance notification of approaching severe weather event
occurs without warning. These may include but are not limited to:
Recheck all parked equipment to ensure that the brakes are on.
Park rolling stock against or near a building where possible or otherwise
in secured parking areas away from the aircraft.
Clear debris from all areas and keep it clear. Use a restraint system on
ULD racks.
Keep only equipment in the area that is currently being used.
Retract aerobridges away from overnighting aircraft.
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If only strong wind is observed:
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All managers, supervisors and contracted GHA personnel must be notified

in order to commence safeguard measures as detailed in this section of
the procedures. All ground personnel must ensure that procedures are
in place to have adequately restrain all plant and equipment, which
may be subject to unplanned movement due to the strong winds. All
ground personnel should have knowledge of aircraft and equipment
limitations and capabilities under these circumstances.
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The safe loading and unloading of empty aircraft Unit Load Devices (ULDs)
must be assessed and managed appropriately throughout this phase. The
Ramp Supervisor shall communicate with their Ramp Staff. Empty
ULDs must have the ULD flap closed and locked in position.
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Outlined below are preventative measures that MUST be followed:
Remove all non-essential ground support equipment from and or

near the aircraft. Remove any loose equipment, e.g. cones,
ladders, etc.
Any other miscellaneous items of equipment must also be adequately

secured, including any equipment belonging to outside contractors
(e.g. contractors rubbish bins).
All empty pallets and Unit Load Devices (ULDs) are to be adequately
restrained (e.g. tied down or racked) with doors securely fastened
so that they do not cause damage.
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Note: For ULDs stored unrestrained, tie them together, or to firm

structure.
Rolling stock with ULDs loaded on them must have the park-brake
applied where fitted, and, if not fitted, rolling stock must either by
chocked and/or connected in a train.
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Note: Pallet locks must be raised on rolling stock to restrain ULDs.

However, on some rolling stock this restraint facility may not be
available and the ULD must be physically restrained to the rolling
stock.
Barrows and Dollies (with or without ULDs loaded on them) must be

moved to a protected area and have the park brake applied (where
fitted). If no park brake is fitted, the barrows and dollies must then
either be chocked, or connected in a train.
All ground support equipment must be cleared of rubbish and/or

other loose items to prevent FOD on the tarmac.
Where possible, hook up the tow tractor and tow bar. If time
permits and parking areas are available, move aircraft into
hangars or park the aircraft in sheltered areas or face aircraft into
the direction of the wind.
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Section 6 Safety
Where possible, retract aerobridges and or mobile stairs away

from the aircraft.
Aircraft must be checked to ensure they are properly chocked, brakes

parked with exposed doors closed. Where possible, the aircraft
should be turned into the wind and control surfaces locked. These
procedures must be in compliance with the relevant Aircraft
Maintenance Manuals (strong wind parking conditions).
The loading and unloading of empty aircraft ULDs must not be

performed due to the ULDs being unrestrained on the loader. In these
circumstances, empty ULDs will be planned to remain onboard the
aircraft, and the outbound loads can also be planned to remove the
requirement of any empty ULDs. This process is in consultation with
pilot-in-command.
All ground support equipment must be secured, high lift vehicles

are to be lowered and stabilisers deployed, mobile stairs moved to
protected areas, pallets and ULDs tied down and rolling stock
chocked, or adequately restrained.
Maintenance stands and non-motorised steps must not be used or

must not be left unattended at or near an aircraft unless suitably
restrained. Alternatively, clear all stands to a protected area well
away from any aircraft. Brakes must be individually checked and
set.
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If thunder is associated
Ensure that staff working on the tarmac are informed of the
approaching thunderstorms or tropical cyclones and where necessary
are withdrawn from open areas should the storms come in close
proximity to the airport. Refueling must be stopped.
If thunder can be heard, there may be a risk. Louder or more frequent
thunder indicates lightening activity is approaching, increasing the risk for
lightening injury or death.
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If a tropical cyclone is approaching

It is not safe to have any aircraft at the affected port. Flight Dispatch
with the consent of CEO/COO should evacuate aircraft(s) out of that
airport as soon as practical before the forecast arrival time of the
cyclone. This includes ferrying aircraft(s) currently on the ground at
that airport.
In case the evacuation of an AOG aircraft is not possible, when
tropical cyclone approaches (Tropical cyclone CAT 2 and above - CAT
10 and above according to nation storm scale with wind speed exceed
50 kt), technical department shall:
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Move the aircraft into the hangar.
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Operations shutdown
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Operations shutdown because of heavy thunderstorm or tropical

cyclones is decided by the respective airport authority. Where the
airport authority has not issued a full airport operations shutdown, and
the Station Manager or delegate has reason to believe there is a
substantial and immediate danger to personnel or aircraft, the Station
Manager or delegate shall immediately inform Jetstar Pacific OCC (who
will activate BL CAT) and should take action to safeguard JPA staff and
aircraft as a matter of priority over operations.
During the operations shutdown:
Fuelling operations must cease and if safe to do so, the usual

disconnection sequence applied. The refueling equipment
should be moved clear of the aircraft to a safe area and the
refueller must take shelter.
Open ramp areas are to be evacuated.
If passengers have not commenced boarding an aircraft,

consider holding them in the gate lounges. If passengers are
boarding, review this process and consult with the flight crew.
Consider leaving those who have boarded onboard the aircraft.
This will also apply for de- boarding of passengers under these
circumstances.
No place is absolutely safe from the threat of lightening,

however, some places are safer than others, e.g. inside
terminal buildings, fully enclosed metallic vehicles or safety
shelters.
During the operations shutdown period, personnel should not:
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Get out of enclosed vehicles;
Use a headset connected to an aircraft;
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4.3.
Use portable electronic devices, e.g. mobile phones, twoway radios in open areas;
Stay in open areas or under aircraft fuselage/wings.
Department Specific Responsibilities

Flight Dispatch
Jetstar Pacific Flight Dispatch has arrangements in place with the Tan
Son Nhat Meteorology Office for the receipt of Weather Observation
and Forecast for all domestic and international airports that Jetstar
Pacific use as main or alternate airports. Tropical Cyclones Alerts
potentially affecting Vietnam territory are provided by CAAV in due
course.
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Due to the lack of accurate weather prediction tools, the actual

observations have an important role to address any potentially
hazardous weather conditions. Regardless of the availability of
information from Flight Dispatch, staff working on the tarmac should
take appropriate actions to ensure the safety of themselves,
passengers and ground equipment if severe weather condition is
observed.
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Flight Dispatch monitors weather forecast and observation reports

(TAF/METAR) from the Tan Son Nhat Meteorology Office. If in a TAF
report, strong wind (with wind speed more than 34 kt or wind gust
more than 41 kts) or heavy thunderstorm (+TS) is forecast anywhere
in Vietnam, then Flight Dispatch will send an alert to the affected
airport station manager/duty manager and MCC.
If a Tropical Cyclones alert from CAAV or National Disaster Control

Department, Flight Dispatch will also provide that information to MCC,
respective station manager/ duty manager and affected flight crew(s).
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Station Manager
The station manager or his/her delegate is responsible for
disseminating the severe weather information from Flight Dispatch to
ensure ground staff working on the tarmac are aware of the weather
condition and have appropriate actions to secure themselves,
passengers on ground and secure all ground equipment in cooperation
with the Pilot in Command.
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The station manager is responsible for ensuring that the arrangements

in these procedures are complied with so as to protect staff,
equipment and aircraft. This includes the safe place for staff to take
cover, suitable cover or restrains for ground equipment as required by
GSE manufacturer and training for staff to be aware of their safety and
actions in severe weather conditions.
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Maintenance Control Center

MCC disseminate the severe weather information from Flight Dispatch
to technical staff working on the tarmac to ensure technical staff are
aware of the weather condition and have appropriate actions to secure
themselves and secure the aircraft(s).
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Monitoring and Verification Feedback
5.
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Feedback or issues associated with the functioning or amendment of this

Severe Weather Procedure is to be directed to the Jetstar Pacific COO.
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JP/OP 0021 Drugs and Alcohol Management Plan
JP/OP 0021 Drugs and Alcohol

Management Plan
Table of Contents
PURPOSE .................................................................................. 1
2.
SCOPE ...................................................................................... 1
3.
RESPONSIBILITY ........................................................................ 1
4.
PROCEDURE .............................................................................. 1
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1.
PURPOSE
The Jetstar Pacific Alcohol & Other Drugs Policy outlined in the Safety
Management System provides the overarching Policy for the employees
and contractors. The purpose of this procedure is to provide details
about the Jetstar Pacific Drugs and Alcohol Management Plan.
2.
SCOPE
RESPONSIBILITY
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This procedure is applicable to all employees and managers of Jetstar

Pacific, and contractors/suppliers of goods and services to Jetstar
Pacific that support the Companys operations.
PROCEDURE
4.1.
Purpose
4.
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All employees and managers of Jetstar Pacific are responsible for

applying this procedure. The Jetstar Pacific personnel holding the
supplier
relationship
are
responsible
for
ensuring
the
contractors/suppliers who provide goods/services to support Jetstar
Pacific operations comply with this procedure. All contractors to Jetstar
Pacific are responsible to ensure an equivalent level of compliance.
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The Jetstar Groups Minimum Operating Standards (MOS) requires all

Jetstar Branded Airlines, including Jetstar Pacific, to have in place an
Alcohol and Other Drugs (A&OD) Policy that meets the local legislative
requirements as well as a Drug and Alcohol Management Plan (DAMP)
which additionally meets the stated Jetstar Group MOS requirements.
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All Vietnamese airlines are required according to the Civil Aviation

Authority of Vietnam (CAAV) Advisory Circular 46/2013/TT-BGTVT to
implement by 01 February 2014 an A&OD program that ensures that
personnel under the influence of drugs or alcohol are suspended from
work.
Jetstar Pacific has established an Alcohol & Other Drugs Policy that as
a minimum meets the above Vietnam legislative requirements as well
as parts of the MOS standards of the Jetstar Group. This DAMP
supports the A&OD Policy and provides the details of how Jetstar
Pacific implements the policy. The DAMP will be reviewed in accordance
with the Qantas DAMP review schedule to ensure ongoing compliance.
4.2.
Background
4.2.1
About the Jetstar DAMP

Jetstar Pacific has adopted the relevant components of the Qantas
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Group Drug and Alcohol Management Plan (DAMP) that are practicable
for implementation in Vietnam. For safety reasons Jetstar Pacific
maintains a zero blood alcohol level and a drug-free policy for all
employees including contractors while at work or on duty.
Jetstar Pacific has an Alcohol & Other Drugs Policy which is located on
the intranet and will be provided to all employees upon
commencement of employment with Jetstar Pacific.
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Definitions
Definition
A&OD
Alcohol and Other Drugs
CAAV
Civil Aviation Administration of Vietnam
DAMP
Drugs & Alcohol Management Plan
Term
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Jetstar Pacific provides a program which includes policy, procedures

and education components. All employees are encouraged to
voluntarily seek assistance if they believe that they are under the
influence of alcohol or drugs, or have a problematic use of alcohol or
drugs of any kind. Employees who are found to be under the influence
of alcohol or other drugs whilst at work will be stood down and face
disciplinary action, which may include termination of employment or
criminal prosecution, in accordance with Vietnam laws.
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Manager
An employee is a person who has a contract of

employment with Jetstar Pacific.
Contractors employed by a third party, who are
performing safety sensitive activities for Jetstar
Pacific are considered to be employee/contractor for
the purposes of these Procedures and Protocols.
Employee /
Contractor
Anyone who manages or supervises an Employee /

Contractor, or who has a management responsibility
for any operational function.
Anyone who directly or indirectly supervises one or
more Employees / Contractors.
SSAA
Safety Sensitive Aviation Activities. Refer to Appendix

3 for a list of SSAA at Jetstar Pacific Airlines.
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Supervisor
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Zero Blood Alcohol

Level
Drugs
For the purposes of this policy, a zero blood alcohol

level is regarded as less than 0.02gm of alcohol per
100 ml of blood.
Drugs are defined in the Jetstar Alcohol and Other
Drugs Policy as substances or medications capable of
causing, alteration of mood or impairment of
judgement, concentration or coordination.
These include, but are not limited to:
Illegal drugs
prescribed psychoactive medications not

approved by a Medical officer for use by a
person when carrying out a Safety
Sensitive function
prescription medications for which no

medical authorisation has been given, and
medications or over-the-counter
substances for which no medical
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authorisation has been given, and
4.4.
4.4.1.
medications or over-the-counter
substances which are used contrary to
the manufacturers instruction or
recommended dosage.
Responsibilities and Accountabilities

Managers Responsibilities and Accountabilities
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As far as is reasonably practicable, all Jetstar Pacific managers are

responsible for:
Assessing, using physical and behavioural signs and symptoms
(refer Appendix 2), whether employees under their control are in a
fit condition to perform their duties.
Preventing any adversely affected employee from commencing or

continuing their work.
Contacting the Head of Department/General Manager and/or a

registered medical doctor to clarify whether a drug is acceptable
under this DAMP program.
Where necessary, make arrangements to see the employee

returns home without risk to themselves or others.
Reporting via OSCAR all instances where this policy has been
violated.
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Employees, Contractors & Visitors Responsibilities and

Accountabilities
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4.4.2.
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General Managers and above may authorise the consumption of

alcohol by employees on company premises. Managers may also
authorise an employees attendance at a social function that may
involve the consumption of alcohol.
All Jetstar Pacific employees, contractors and visitors will:

Adhere to the requirements as outlined in the Jetstar Pacific Drug
and Alcohol Policy.
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4.4.3.
Notify their Manager, prior to commencing work, if they have

taken any drugs or alcohol or if they have been prescribed
medication that may, in any way, affect their performance at
work.
Be in a fit condition to carry out their duties whether in normal or

overtime hours.
SQA Departments Responsibilities and Accountabilities

The Accountable Executive (CEO) has overall accountability for the
SMS and for the Companys Policies and Procedures. The GMSQA is
responsible for the effectiveness of the A&OD Policy and DAMP.
The Safety Manager (SM) is responsible to amend and review this
document.
The role of the SQA department is to ensuring that the SMS and Just
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Culture are properly applied where relevant within this Policy and
Programme.
The GMSQA is also designated as a CAAV DAMP contact.
All Jetstar Pacific Managers and Supervisors, and Contracted suppliers
Managers and Supervisors are responsible for complying with their
roles and responsibilities under the A&OD Policy and DAMP.
4.5.
Drug and Alcohol Management Plan

Policy and Procedures
b.
Education
Education
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The Jetstar Pacific DAMP has the following elements:
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All employees and contractors are required to undertake an initial Drug

and Alcohol awareness course (DAMP). This must be renewed at least
every 24 months. This course will provide information on Jetstar
Pacifics policy, DAMP and the effects of drugs and alcohol.
Return to work
4.5.2.
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Supervisors and Managers may also be required to undertake further

training specific to their specific responsibilities and procedures for
managing an employee who is identified as being under the influence
of drugs or alcohol. This should include training in the recognition of
employees who may be influenced by, or have a problematic use of
alcohol or other drugs.
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All employees with an alcohol or drug dependency or who are found to

be in breach of the A&OD policy or DAMP, whether identified by the
Company or Self-declaring their dependency, shall be stood down from
work. Employees who work in an Safety Sensitive Aviation Activity
(SSAA) role shall not return to their SSAA role until after they have
been cleared following rehabilitation.
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Employee Self-Referral
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4.6.
The GMSQA, Head of Human Resources and Head of Department must

approve the return to work of an employee who has been stood down
due to a breach of the A&OD policy or DAMP.
A key aim of the Policy is to encourage employees to recognise if they
have a problem with alcohol or other drugs and to voluntarily obtain
the assistance they need.
Where an employee voluntarily seeks help (i.e.: self-referral) from
their Manager/Supervisor, HR Department manager, Company Doctor
or SQA, the Company will endeavour to ensure discretion and strict
confidentiality is maintained whilst the employee seeks assistance for
their dependency. It is not mandatory for an employee who self-refers
to be stood down from work duties.
Self referral does not apply when the employee has already been
involved in an incident or show cause situation where an employee has
been identified as having a potential alcohol and/or other drug
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problem.
It will be the employees responsibility to pay for the specific services
engaged themselves.
Should an employee who self refers wish to remain at work in a SSAA
role, they will be closely monitored for signs of usage of Drugs and
Alcohol to determine if they are fit for duty. If they exhibit signs of
Drugs and Alcohol use whilst at work (refer Appendix 2) then they will
be stood down, and disciplinary/criminal action may be initiated in
accordance with the Just Culture process and Vietnam laws.
Rehabilitation and Return to Work
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Employees who are stood down from work under the Alcohol & Other
Drugs Policy or DAMP must be free from alcohol, drugs and their
dependency (if any) prior to returning to work. Employees will, prior to
their returning to work, be required to meet with their Manager and a
Human Resources representative, and must sign a Return to Work
Acknowledgement prior to returning to Safety Sensitive duties.
4.7.1.
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All employees are encouraged to seek assistance to rehabilitate

themselves from their alcohol or other drugs abuse or dependency
problems. The Company will not be responsible for the costs associated
with this rehabilitation process.
Rehabilitation Program Participants
The various parties involved in the development and completion of a

rehabilitation agreement include:
Employee
b.
Employees treating doctor/counsellor (as applicable)
c.
Drug and alcohol professional
d.
Manager/Supervisor
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Jetstar HR Representative
Rehabilitation Options
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The following rehabilitation options are for the employee to consider, in

consultation with their treating doctor, and will include some, or all, of
the following:
4.7.2.1
a.
Referral to counselling service.
b.
Public or Private hospital/clinic detoxification and/or counselling

program (inpatient or outpatient).
c.
Introduction to alcoholics/narcotics anonymous meetings.
The employee and not Jetstar Pacific will be responsible for payment of
the fees for these rehabilitation options.
Rehabilitation Plan Self referral
In cases where the employee has self-referred, it will be the employees
responsibility to seek expert advice from their treating doctor or
counsellor in relation to a comprehensive clinical assessment and
developing a rehabilitation agreement.
The Manager/Supervisor should ensure that the employee has read and
understood the Jetstar Pacific Drug and Alcohol educational course.
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Contractors
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4.7.2.2
The cost of any such programs are at the employees own cost.
The timetable for attendance at counselling or other treatment should
be documented in the plan.
Its recommended that an employee undergoing a alcohol and drug
rehabilitation program not continue to carry out Safety Sensitive
Aviation Activities.
The employee should arrange to meet with their Manager and Human
Resources representative to discuss the details of their clinical
assessment, rehabilitation agreement, timetable for counselling and/or
other treatments, and opportunities for suitable duties.
Return to Work Plan
Any employee with drug and alcohol abuse or dependency who has
been stood down from SSAA or other work duties must be interviewed
by their Manager and Human Resources representative prior to being
considered for return to work.
Jetstar Pacific must ensure that its contractors whose employees

undertake SSAAs will either:
Have their own A&OD Policy and DAMP; or
a.
Inform their employees that they will be subject to the Jetstar

Pacific A&OD Program and DAMP, including relevant training.
The Jetstar Pacific Manager for whom the contractors work is
responsible for ensuring that SSAA contractors comply with the above
requirements.
Legally Obtained Prescription and Non-Prescription Drugs
4.9.
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Employees may take legally obtained prescription-only and nonprescription drugs, but only those which are not capable of causing
dependency, alteration of mood or impaired judgement, concentration
or co-ordination.
An employee may take such prescription-only drugs at work or whilst
on duty, only in accordance with the manufacturers recommended
dosage and on the advice of a registered medical practitioner.
Employees seeking such advice from medical practitioners should
inform them of the nature of the work to be performed. Employees
must not supply prescribed drugs to, or obtain them from, any other
employee under any circumstances.
Appendix 4 provides a list of permissible drugs under the Jetstar Pacific
DAMP program. The list is not all inclusive, and employees are
encouraged to contact their manager and/or treating doctor whenever
any doubt exists.
Employees may take such legally obtained non-prescription drugs at
work or whilst on duty, only in accordance with the manufacturer or
suppliers recommendations. Employees must not supply such drugs
to, or obtain them from, any other employees unless there is urgent
need for medication on an isolated occasion (e.g. the use of
paracetamol for mild headache).
Employees may bring to and store at work reasonable quantities of
legally obtained prescription-only and non-prescription drugs which
meet the above requirements and are for personal use in accordance
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Non Compliance
4.10.
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with this policy. Employees doing so must take reasonable precautions

to prevent unauthorised use of those drugs.
Note: Employees are encouraged to discuss with their manager, prior
to commencing work, if they have been prescribed medication
that may, in any way, affect their performance at work. If in
doubt about a drugs potential to cause dependency, alter
mood or impair judgement, concentration or co-ordination,
employees should seek the advice of their treating doctor prior
to commencing work.
If the taking of prescription drugs is incompatible with an employees
work duties, particularly SSAA duties, as determined by their treating
Doctor, the employees Manager and Human Resources representative
shall be contacted to advise on alternative options. Under no
circumstances is the employee to be allowed to continue SSAA duties in
such circumstances.
Note: In cases where employees are required for legitimate medical
reasons to take prescription drugs that fall within the definition
of drugs contained in this policy, the matter should always be
dealt with sensitively in consultation with GMSQA.
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Failure to comply with the DAMP policy or continuing to undertake SSAA

duties whilst under the influence of drugs or alcohol is a breach of
Jetstar Pacific policy and may be an offence under CAAV regulations
and Advisory Circular 46/2013/TT-BGTVT.
An OSCAR must always be filed by the immediate Supervisor/Manager
and where practicable the relevant employee(s) involved.
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Appendix 1 - Return to Work

Acknowledgement
Staff Number:
Position Title:
Department:
Supervisor /Manager:
Position Title:
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Name:
Details of Activity
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Rehabilitation
Activity
Provider
Safety Sensitive Aviation Activity? - yes /

no (please circle)
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Reason for employee being stood down:
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I hereby acknowledge that the above employee has completed the above
rehabilitation program as specified by his treating doctor/rehabilitation provider,
and is fit to return to duties.
Date:
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Sign & Print Name:
I hereby acknowledge that I have completed the above rehabilitation

program, am free from my previous alcohol/drugs problem and am fit to
return to work.
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(Treating Doctor / Rehabilitation Provider)
I consent that treating professionals involved in my rehabilitation may

release relevant information to the above mentioned Manager upon
his/her request.
I acknowledge that I understand the seriousness of breaches to the

Jetstar Pacific A&OD Policy and DAMP, and understand that any future
such breaches may result in disciplinary proceedings against me,
including termination of employment.
Sign & Print Name:

Date:
(Employee)
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I hereby acknowledge that I have sighted evidence that the above rehabilitation
program has been completed and signed by an appropriately qualified medical
expert.
I have explained to the employee and Manager their responsibilities under the
A&OD Policy and DAMP, and the seriousness of breaches of the policy.
Accordingly, I approve for the employee to return to duties.
Signed:
Date:
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(GM SQA)
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Appendix 2 - Behavioural Indicators for

Working under the influence of drugs or
alcohol
The following are examples of behaviours which may indicate that an individual is
working, on duty or attempting to start work under the influence of alcohol or
drugs. This list is not exhaustive:
Observed use of alcohol or drugs;
b.
Smell of alcohol on breath;
c.
Unusual or aggressive or abnormal behaviour;
d.
Difficulty in maintaining normal balance e.g. unsteady gait;
e.
Poor coordination and slowed reactions;
f.
Slurred speech;
g.
Fluctuating mood;
h.
Illogical and/or unrelated responses to questions;
i.
Confusion, inability to understand and connect thoughts.
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Appendix 3 - Safety Sensitive Aviation

Activities (SSAAs) at Jetstar Pacific Airlines
A Jetstar Pacific SSAA employee is an employee or contractor who performs, or is
available to perform in any of the following specific roles: (regardless of where
those functions are carried out):
Flight crew
b.
Cabin crew
c.
Aircrew training instructors
d.
Freight apron operations
e.
Catering Customer Delivery
f.
Aircraft dispatch, load controlling and operations
g.
Aircraft maintenance and repair
h.
GSE maintenance and repair
i.
Engineering, maintenance watch and Maintenance Control Centre

(MCC)
j.
Operations Control Centre (OCC)
k.
Aviation security
l.
Ground staff including baggage handling and ramp operations
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a.
m. Operations procedures designer
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Additionally, any other activity conducted on the aerodrome testing area will be
classified as an SSAA.
Aerodrome testing areas include:
Aerobridges and any other moveable structure on the aerodrome.

Only those buildings located on the aerodrome that are used for
maintenance of aircraft or for manufacture of aircraft parts or products,
flight training or air traffic control.
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Any surface of the airport over which an aircraft is able to be moved

including parking areas (aircraft movement areas) and any open surface
with direct access to an aircraft movement area such as road ways.
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Appendix 4 Permissible Drugs under the Jetstar

Pacific A&OD programme
Compound
Cut-off level (g/L
300
300
10
Amphetamine
Methylamphetamine
Methylenedioxymethylamphetamine
Methylenedioxyamphetamine
150
150
150
150
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Codeine
Morphine
6-Acetylmorphine*
500
500
500
500
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Benzylpiperazine
Phentermine*
Ephedrine*
Pseudoephedrine*
11-nor-delta-9-Tetrahydrocannabinol-9-carboxylic
acid
150
150
200
200
200
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200
100
100
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Diazepam
Nordiazepam
Oxazepam
Temazepam
-hydroxy-alprazolam
7-amino-clonazepam
7-amino-flunitrazepam
7-amino-nitrazepam
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Benzoylecgonine
Ecgonine methyl ester
15
100
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JP/OP 022 - Supplier Quality Review

Table of Contents
Purpose .................................................................................... 1
2.
Scope ....................................................................................... 1
3.
Procedure.................................................................................. 1
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1.
Purpose
The purpose of this procedure is to periodically review the quality of
external supplier to be categorized Very Low Risk and to ensure
Jetstar Pacific has a quality oversight of suppliers compliant with VAR
requirements.
Scope
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2.
Procedure
The review will be conducted for each supplier every two years.
The schedule will be registered in the Integrated Assurance Plan.
(b)
Review team shall have at least two members including a Lead

Auditor.
(c)
Review the following:
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(a)
Adequate certificates from supplier to ensure the compliance

with VAR or other international aviation regulations if required
Adequate feedback/ response methods for JPA and supplier to

communicate related to service quality
Evaluate all related reports JPA staff
If the supplier still remains in Very Low Risk group or further

risk assessment should be conducted.
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This procedure applies to all Very Low Risk suppliers which may
include OEM suppliers, flight operations documents/ database
suppliers, ground handling audit companies, fuel audit companies with
Jig/Shell accreditation, GHA with ISAGO certifications
Document a Review Report and send to OQA for recording or for

further actions if required.
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(d)
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JP/OP 0023 JPA Annual Safety Performance Monitoring & Targets
JPA Annual Safety

Performance Monitoring & Targets
Table of Contents
PURPOSE .................................................................................. 1
2.
SCOPE ...................................................................................... 1
3.
RESPONSIBILITY ........................................................................ 1
4.
PROCEDURE .............................................................................. 1
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Jetstar Pacific Annual Safety

Performance Monitoring & Targets
1.
PURPOSE
SCOPE
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The purpose of this Procedure is to outline the process used by Jetstar

Pacific to establish and monitor Annual Safety Performance and
Targets for the current Financial Year which will be used by Security,
SQA and the Senior Management team of Jetstar Pacific Airlines to
assure the safety and security performance of the airline and its
operations.
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Annual Safety Targets are established to ensure an adequate level of

assurance and oversight over all operations, safety and security
activities and events that impact on Jetstar Pacific operations, its
brand, staff or contractors performing duties or providing
goods/services to support Jetstar Pacific. The Jetstar Pacific safety
oversight committees are used as the mechanism for monitoring safety
performance, with targets normally established in conjunction with the
Jetstar Group, Security, SQA and the senior management team of
Jetstar Pacific.
RESPONSIBILITY
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The Airline Safety Manager is responsible for reviewing the annual

safety targets and ensuring that these are updated on at least an
annual basis, or where significant change has occurred within the
organisation. The Airline Safety Manager shall ensure adequate
consultation has occurred with the Senior Management team, the COO,
COO, Head of Security and other relevant managers.
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The General Manager Safety and Quality Assurance and the Head of
Security and the COO shall review and endorse the Jetstar Pacific
Annual Safety Targets.
4.
The CEO for Jetstar Pacific as the Accountable Manager shall review
and approve the Jetstar Pacific Annual Safety Targets.
PROCEDURE
The Annual Safety Targets shall include the following as a minimum:
1) Targets for the Safety Performance Index (SPI). The SPI shall be
submitted to the CAAV and must be accepted by the CAAV. These
SPI will be monitored at the monthly Jetstar Pacific Safety oversight
meetings. The Jetstar Pacific Annual SPI targets can be found in the
document JP/OF 0064 Jetstar Pacific Annual Safety Performance
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Index Targets.
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2) Targets relating to the Safety Monthly Performance Scorecard:

a. Meeting Attendance:
i. CEO or COO shall attend all meetings
ii. Postholders shall attend minimum 75% meetings, but all
meetings absent must be delegated to appropriate manager
representative.
iii. Permanent members shall attend a minimum of 75%, but all
meetings absent must be delegated to appropriate manager
representative.
iv. Sub-Committees shall be conducted prior to the months
JPASC meeting in order to be considered green. Meetings
conducted after the months JPASC meeting shall be
considered as a yellow. Meetings not conducted during the
months JPASC meeting shall be considered as a red.
b. Risk Management:
i. The establishment of the Jetstar Pacific Safety Strategy and
tracking of strategy items on schedule shall be considered to
be a green. Should the Company Safety Strategy not be
tracking in accordance with the plan, then this will be
considered to be a yellow. If the Company Safety Strategy
has not been established, or any strategy item is overdue
more than 3 months, then it will be considered to be a red.
ii. The establishment of all the Jetstar Pacific Safety Sub
Committee Safety Strategies will follow the same rules as
above for Green, Yellow and Red traffic lights for
establishment and tracking.
c. Occurrence Risk Index (ORI):
i. If the overall ORI is below target and stretch target then it
shall be considered a green. If the overall ORI is below
target but above the stretch target, then it shall be
considered a yellow. If the overall ORI us below both target
and stretch target, then it shall be considered a red.
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d. Staff Reporting Rates:

i. Staff reporting rates are measure for each operational
department. Where the reporting rates are showing a healthy
level of reporting, it shall be considered as a green. Where
there has been a decline in the staff reporting rates, or
where it has been identified by SQA/Security that the
reporting rates are low for the number or staff or level of
operations, then it shall be considered a yellow. Where the
staff reporting rates are consistently low for more than 04
months or there has been a significant decline in staff
reporting rates in a particular month of more than 25%, then
it shall be considered a red.
e. Audit / Investigation:
i. Where audits have been completed in accordance with the
Audit Plan, then it shall be considered as a green. Where an
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Overdue Findings / Actions:

i. Where an Audit or Investigation Report has been issued with
Findings and/or Recommendations, however the Responsible
Department has not responded with Agreed Actions to
address the Findings/Recommendations, then it shall be
considered as a red.
ii. Where any Agreed Actions are overdue past the due date and
no action extension has been requested, then it shall be
iii. Where an Action or Finding extension has been requested
and approved, then it shall be considered as a yellow.
iv. Where all Agreed Actions and/or Findings have been actioned
within the agreed dates, it shall be considered as a green.
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audits scheduled date has been amended, however the audit

is still completed as per the revised Audit Plan, it shall be
considered as a yellow. Where an audit has not been
carried out in the year of the Audit Plan, it shall be
ii. Where an investigation is required, and the draft
investigation factual report has been issued within 14 days of
the event, then it shall be considered as a green. The final
report should be issued within 90 days for a Low or Medium
risk event, or as soon as practicable but not normally
exceeding 06 months for a High or Extreme risk event.
Where these timelines have not been achieved, however the
reports are issued within a reasonable timeframe then it shall
be considered a yellow. Where the investigation report is
not issued at all, or excessively delayed, then it shall be
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3) The Jetstar Pacific Safety Monthly Performance Scorecard shall be

updated monthly prior to the Jetstar Pacific Airline Safety
Committee (JPASC) and presented as part of the JPASC meeting.
The Scorecard is also presented at the Group Airline Safety
Committee meeting.
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JP/OP 0024 Compliance Management Process

Table of Contents
PURPOSE .................................................................................. 1
2.
SCOPE ...................................................................................... 1
3.
RESPONSIBILITY ........................................................................ 1
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1.
PURPOSE
2.
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The purpose of this Procedure is to outline the process used by Jetstar

Pacific to ensure documentation and correspondence received from
external parties is assigned to the appropriate departments and
actioned appropriately.
SCOPE
RESPONSIBILITY
3.
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This procedure outlines the responsibilities of JPA departments insofar

as they relate to the receipt and actioning of correspondence so as to
ensure Jetstar Pacific maintain compliance with regulatory and other
requirements.
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The Operations Quality Assurance Manager remains overall responsible

for ensuring that documentation related to Safety, Security and Quality
Assurance received from external parties, including the CAAV, Airport
Authorities and others is sent to the relevant managers, translated
(where required) and actioned within the required timelines.
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The Safety Systems Controller is responsible for reviewing the generic

SQA and Security email addresses for external correspondence relating
to safety, security and SQA and for ensuring Security and SQA
management are made aware of content relating to such departments.
The Safety Systems Controller is also responsible for providing
translations of these documents where required and for retaining a
register of received documents.
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The Office Manager is responsible for ensuring that the Administration

team review each incoming document, and where the document title or
content states a reference to Safety, Security or Quality, then the
Administration team is to send the document to OQA Manager and SQA
generic email. Where title or content does not appear to have Safety,
Security of SQA relevance, however other Operational relevance is
noted, the Administration team shall send the document to the
appropriate Head of Department for actioning and copy to SQA and
Security email and OQA Manager.
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JP/OP 0025 Hotel Accommodation Assurance Program
Jetstar Pacific Airways Hotel Accommodation

Assurance Program
Process Delivery Owner:
Procurement / Finance
Program Owners including specifications:
Jetstar Pacific Chief Operating Officer

Jetstar Pacific Chief Financial Officer
Jetstar Pacific GM Flying Operations & Chief Pilot
Jetstar Pacific GM Ground Operations
Jetstar Pacific SQA and Security
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Jetstar Pacific Cabin Crew Manager
Hotel accommodation selection and review process to ensure suitability and ongoing compliance,
particularly in areas of Fire Safety, Security, FRMS and Occupational Health & Safety.
Checklist:
Objectively measures hotel suitability and includes mandatory and optional facilities (see Attachment 3)
Hotel Assurance Checklist, JP.OF 0063; Current Version Approved: 1.0
Process:
Refer to Attachment 1 for summary flowchart of the Hotel Supply Chain Management process outlined
below:
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Background:
1. The need for a new hotel or review of existing hotel is normally actioned by one of the Program Owners.
This request will be formally sent to the Process Owner by email.
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2. The Process Owner shall Action the Hotel Review process in accordance with this Jetstar Pacific
Operational Procedure.
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3. The Process Owner shall conduct the market review and analysis using standard criteria specified in
Appendix 2 of this Jetstar Pacific Operational Procedure.
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4. Based on this market review & analysis, the Process Owner shall develop a short-list of hotels that meet all
the standard criteria.
5. The shortlist will be reviewed by the Program Owners to determine whether the hotels shortlisted meet the
standard criteria and are suitable as accommodation for Flight and/or Cabin Crew.
6. Hotels that are shortlisted that meet the standard criteria will be sent to the Operations QA Manager via
email to initiate the Hotel Assurance and Audit process.
Hotels that are shortlisted that do not meet the standard criteria will be sent to the Process Owner via email,
with a short explanation of why the hotels were not endorsed by the Program Owners.
7. A panel of auditors, consisting of at least one Lead Auditor (see Attachment 3) trained by Jetstar Pacific
SQA will conduct the Assurance & Audit.
The Hotel Assurance & Audit will occur initially prior to the selection of hotels and signing of any contract,
and on an annual basis as part of the Jetstar Pacific Audit Plan, with the following exceptions where a biannual audit will apply:
a. Any hotel where Jetstar Pacific usage exceeds 10 rooms per night (average)
b. Any hotel where the number of negative Oscars reported remains of concern
8. Information from audits and Oscars is consolidated within the Jetstar Pacific Safety data management
systems.
9. The Process Owner will be responsible for managing the supply chain to ensure any identified issues are
minimised or rectified to ensure compliance with the Program Owners specifications.
Copyright Jetstar Pacific Airlines AJSC
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Attachment 1 Jetstar Pacific Hotel Supply Chain Management Process
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The Jetstar Pacific Hotel Supply Chain Management Process is shown in the flowchart below. This flowchart summarises
the hotel Procurement & Review processes to ensure the continued suitability of hotels used for crew accommodation.

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Attachment 2 Selection Criteria for Initial Hotel Review & Shortlist
Procurement team is responsible for the initial review of hotels in the port or city, and creating a shortlist for review by the
Program Owners. This initial review will be based on the following criteria:
1. Financial
a. Budget approved by FIN for the hotel;
2. Operational
a. Distance from airport;
b. Travel time from airport;
c.
Minimum of 4 star international hotel rating;
d. Availability of single bed (pilots) as well as twin beds (cabin crew sharing a room);
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e. Ironing facilities in room;

Easy access to public transportation;
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g. Wireless internet in rooms.
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3. Safety
a. No music venues or other loud noise sources in near proximity to the hotel rooms;
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b. Availability of food and beverage outlets in or near the hotel with opening times corresponding to 01
hour after crew arrive and before crew depart;
c.
Air conditioning, blackout curtains.
d. Medical facilities or access to medical response in close proximity to hotel.
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4. Security
a. In a reputable area within the city;

c.
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b. No incidents of violent crime in the 1km radius around the hotel within the past 06 months;
Police station or police/security response in close proximity to the hotel.
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5. Other
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a. Hotel reviews indicate suitable for business travelers;
b. <10% negative feedback in hotel search engines (e.g. Agoda, Trip Advisor, etc);

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Attachment 3 Hotel Assessment Checklist (JP.OF 0063)
GM Safety & Quality Assurance (GMSQA)
GM Security (GMSEC)
Reviewed by:
(Program Owners)
Chief Operating Officer (COO)

Chief Financial Officer (CFO)
GM Flight Operations & Chief Pilot (GMFO)
GM Safety & Quality Assurance (GMSQA)
GM Ground Operations (GMGO)
GM Security (GMSEC)
Cabin Crew Manager (CCM)
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Approved by:
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Hotel Assessment
Checklist v1.0.xls

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Attachment 4 Audit Process & Approved panel of auditors
Operations QA Manager
Approved Auditors:
Auditors & Lead Auditors as specified in JP.OF 0058 SSQA Auditor Authorisation
Audit Team:
The Audit team should normally consist of a minimum of two auditors, at least one of whom
shall be an approved Lead Auditor. In accordance with the Quality Manual, an audit cannot
proceed without the on-site presence of a Lead Auditor.
Audit Reports:
The Audit Report shall be carried out in accordance with the Jetstar Pacific Operations QA
process as specified in the Quality Manual.
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Panel of auditors for

proposed Hotel Review
shall be approved by:

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Quality Manual Issue 2.0 - 01 Jun 2016

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Purpose and Scope.............................................................. 0-1

Purpose of the Quality Manual ..................................................... 0-1

Document and Records Management ..................................... 0-4

General ............................................................................ 0-4

Document Revision and Control ................................................... 0-5

Reference Documents ................................................................

Abbreviations ................................................................... 0-11

Definitions ....................................................................... 0-12

Document Distribution ....................................................... 0-16

Jetstar Pacific Intranet............................................................... 0-16

Record of Revisions ........................................................... 0-17

List of Effective Pages ........................................................ 0-18

Amendment Summary ....................................................... 0-20

Copyright Jetstar Pacific

Copyright Jetstar Pacific

Jetstar Pacific Airlines

Purpose and Scope

Purpose of the Quality Manual

This manual is authorised by the Accountable Executive (CEO) and is

This manual provides an assurance framework for the Companys

The document system is comprised of the Companys suite of manuals

Regulatory compliance is implicit in all Quality Management Systems.

Compliance and conformance shall be reviewed as part of the

This manual shall be reviewed at intervals not exceeding 12 months

Copyright Jetstar Pacific

Jetstar Pacific Airlines

Instead of concentrating on the finished product or process, QA takes a

The QA department should remain independent of all aspects of

Many products/processes are susceptible to errors that are difficult

The process of examining a product/process for conformance using

QC is normally a reactive process that should be performed wherever

While inspection of the final product/process remains an essential part

The primary purpose is not to find defects per se (although if faulty

Copyright Jetstar Pacific

Jetstar Pacific Airlines

The Company quality management system shall be guided by this

Copyright Jetstar Pacific

Jetstar Pacific Airlines

Document and Records Management

Control of Quality System Documents

Corrective actions; and

A document shall be controlled if it is a manual, policy, procedure, work

Documents of external origin that affect safe and compliant Company

0.2.1.2 Roles and Responsibilities

The GMSQA is responsible for the Quality Manual. The Operations

The security and control of master electronic copies of controlled

Copyright Jetstar Pacific

Jetstar Pacific Airlines

The Company Document Register provides details of all controlled

A Sponsor is also allocated responsibility for an external document.

SQA is responsible for the translation and validation of all documents

All controlled documents are allocated a Document Delegate by the

Document Revision and Control

Approve documents for adequacy prior to issue;

Review, update and re-approve documents;

Ensure that relevant versions of applicable documents are available

Ensure that documents remain legible, readily identifiable and

Ensure that documents of external origin are identified and that

To prevent the unintended use of obsolete documents and to retain

Copyright Jetstar Pacific

Jetstar Pacific Airlines

The Heads of Departments / General Managers shall maintain a master

An effective date for each Section.