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You are at:Home»AOA Reflections»Is There a Checklist for An Erupting Volcano?
AOA Reflections

Is There a Checklist for An Erupting Volcano?

Aviation and airports are ruled by well-thought-out procedures when dealing with an emergency. So what happens when there isn’t a checklist for a problem?
Jerry SpampanatoBy Jerry SpampanatoFebruary 13, 2024No Comments3 Mins Read

Just when you think you are finished with snowstorm interruptions at the airport, who would have guessed that a volcanic eruption in Iceland would impact airport operations around the world? Well, it did. The now infamous Eyjafjallajökull Volcano in Iceland erupted in April 2010, spewing volcanic ash that impacted more than 100,000 flights over seven days. 

The impact of this event on aviation operations that canceled flights had not been felt since World War II. An estimated 250 million meter ash plume rose to 30,000 feet. The ash damaged military aircraft from various European countries, leaving thousands of passengers stranded worldwide. 

When the first signs of volcanic ash appeared in the skies, we knew it would be an impactful event; the damage to aircraft from the volcanic ash could be catastrophic. European flights from the UK, Germany, Italy, and Spain, to name a few, were all impacted for days. It soon became apparent that passengers traveling to and coming from Europe would not be able to access John F. Kennedy International Airport (JFK). The hundreds of passengers stranded at the airport needed to be taken care of. This was not a typical flight cancellation, which would be the responsibility of the airline carrier; it was now an entire JFK airport community emergency event. All hands on deck. The community included staff from the PANYNJ, airlines, terminal operators, federal agencies, concessionaires, contractors, and clergy. The safety and security of the stranded passengers now becomes the airport’s responsibility.

All airport terminals providing international flights were impacted, including T1, T4, T7, and T8. The surrounding airport hotels were completely booked, meaning the passengers had to remain at the terminals. Concessionaires began to supply stranded passengers with free meals, and the Port Authority provided cots and blankets and Customer Service Reps to assist with passenger requests. Local businesses surrounding JFK were also quick to send meals and supplies.

On day two, I was able to bring two trailers to the airport, which provided showers and essential amenities for the passengers. The trailers provided some comfort for stranded travelers but not enough to offset the ongoing dilemma of the volcanic ash keeping them grounded. As each day went by, the tolerance of the stranded passengers lessened. Many had family, jobs, and friends they needed to get back to in Europe. 

Several British dignitaries who happened to be in New York when this incident occurred visited the British Airways terminal to meet with the stranded passengers and assure them that they would all be on their way as soon as the skies were safe enough to fly. The clergy from Our Lady of the Skies were instrumental in delivering food and supplies where needed and provided much-needed comfort and support for the stranded passengers.

Hourly updates with federal agencies monitoring the ash movement continued for several days. The news media and Airline System Operations Control Centers also provided continual updates. 

When all was said and done, this event cost the airline industry more than $1 billion in lost revenue. Who would have ever thought that volcanic ash almost 3,000 miles away could make such an impact? At least now we have a checklist for the next time. 

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Jerry Spampanato

Jerry Spampanato was the General Manager at John F. Kennedy International Airport in the Aviation Department of the PANYNJ. As General Manager, he was responsible for operating the airport daily, managing and directing the activities of 500 staff members within an annual budget of $300 million. An airline and Port Authority executive with extensive experience, Jerry assumed various roles, including operations, customer service, maintenance, security, cargo, facilities, and labor relations. Before joining the Port Authority, Jerry held key airline executive positions. In addition to managing airports in the Caribbean, U. S. Northeast, and Southeast regions, he was the key architect in developing and constructing cargo and terminal facilities. He also orchestrated the buildup of flight operations in New York and Miami to major hub status. Jerry began his career with the Port Authority in 1992, where he managed Terminal One and supervised the operation of Carrier Operations. In 1994, he became Manager, Airport Maintenance Services Division at JFK. As General Manager, he interfaced with airlines, airport tenants, federal agencies, and surrounding local communities. Jerry continues to be an active airport community member donating his time to the JFK Chamber of Commerce, Our Lady of the Skies Catholic Guild, the School Sisters of Notre Dame, and York College.

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