LAHORE - The Ministry of Defence (MoD) in its report to Prime Minister Yousuf Raza Gilani has blamed CAA and PIAs top management for the July 10, 2006, Fokker crash in Multan, wherein 45 lives were lost, disclosed sources in MoD on Saturday. Though a professional handling by the aircrew could have saved lives and a valuable aircraft but the cause of the accident cannot be treated in isolation. The problems were observed to be complex and deep-rooted which poorly reflects the prevailing culture of PIA and CAA, a report of MoD available with TheNation revealed. Under CAA Rules, Director General of CAA must have 16 years of flying experience and he should have served in an aviation organisation of national repute. On the contrary, the then DG did not fulfil the above criteria and had experience of corporate sector only. Similarly, the Chairman PIA might have got vast experience in running the business organisation(s) but he did not possess any experience of running a technical and complex organisation like PIA, the report added. It is worth mentioning here that all previous three PIAC MDs including Ahmad Saeed, Tariq Kirmani and Zafar Khan had no experience of aviation and all of them were from corporate sector and they were given the charge of the airline due to unknown reasons. The report added that PIAC and CAA should be organised and operated on the lines dictated by PIAC Act, 1956 & Rules, 1958 and CAA Ordinance, 1982 and Rules, 1994. Being highly technical and complex, their top managements should have adequate experience, knowledge and expertise to lead these organisations. In the report, experts were of the view that the age of aircraft had no bearing on this particular accident and all technical defects found were the result of poor workmanship and would have remained a cause even in a new aircraft. The report further says that Quality Control System of PIA Engineering Department appears to be ineffective in detecting the weaknesses. The accident took place due to improper handling of the emergency by the aircrew, which reflected the inadequacies of PIA Training/Assessment and Scheduling Systems, along with the failure of Safety Division to ensure implementation of safety methodologies. The CAA airworthiness too cannot be absolved of their responsibilities of regulating and monitoring the Quality Control System at PIAC Engineering Department. In the report, it was pointed out that unless the corrective actions at PIAC Engineering Department and airworthiness of CAA were ensured, the chances of recurrence of such accidents cannot be reduced. The report said that stress was existing in PIA and remained unnoticed by the management, mainly because there is no system of identifying or managing the stress in PIA unlike other airlines. Crew Resource Management (CRM) training is mandatory in all leading airlines of the world because it helps to mitigate emergency situations in flying and to reduce human errors. In the Fokker accident, certain CRM failures were observed. The CRM programme has to be run by the safety specialists who have a lot of experience of managing safety systems. On the contrary, PIA had employed a lady facilitator who could only help everyone complete the ritual.