https://www.facebook.com/Emcon2013

EMCON 2013: The Untold Story of Rapid Action and Evacuation in the History of Medical Conferences

The year 2013 remains one of the most unforgettable milestones in my career. As the Chairman of the Organizing Committee and the President of SEMI Kerala, I was entrusted with the enormous responsibility of organizing EMCON 2013, India’s biggest Emergency Medicine Conclave, under the aegis of the Society for Emergency Medicine in India (SEMI). This was a daunting task, but I was fortunate to have an extraordinary and committed team by my side.

EMCON 2013 Leads

 Our core team included Dr. Zulfikar Ali, Dr. Fabith, Dr. Pradeep R, Dr.Sajith Kumar, Dr.Hafeez, Dr. Abeer, Dr. Jinesh V, Dr. Ramkumar, Dr. Rahna, Dr. Prem Sankar Pandyan, Dr Ramani Dharan,Dr.Nihar Lokur, Dr. Kabeer,Dr. Binu Kuriakose, Dr. Shafi Ijaz, Dr Samsekhar , Dr Botla ,Dr Jiju ,Dr. Alex, Dr. Renuka, Dr. Jasir VP, Dr. Yasser Chomayil, Dr. Firoz, Dr.Javad, Dr . Lajeesh , Dr . Obaid, Dr Shihana, Dr Faheez and many others. Our EMS team, led by Augustine, Binto Baby, and Jefsin, played a crucial role in the event’s success.

EMCON 13 campaign started in Delhi EMCON 2012, and DR.Jena was the first registrant for EMCON 2013

The SEMI National President, Dr. Tamorish Kole, and Immediate Past President (IPP), Dr. VP Chandrasekhar, entrusted me with this mission, and with the unwavering support from the SEMI National Board and past presidents, we ensured global participation. Dr. Narendra Jena served as the Vice Chairman of the program. The event was hosted at Vythiri Village, a newly constructed resort in Wayanad, Kerala, a stunning yet logistically challenging location, approximately 70 km from Calicut, the nearest metro city with an airport and railway connectivity. The event received generous support from Dr. Azad Moopen, Chairman of Aster DM Healthcare, ensuring financial stability and smooth execution.

EMCON 2013 Venue and access to Conference hall
https://www.vythirivillage.com/

A Groundbreaking Medical Conference

EMCON 2013 was meticulously planned as a three-day conference, featuring 1,200 registered participants and 10 well-attended pre-conference workshops. However, the highlight of the event was the Road Show, a groundbreaking awareness initiative in the history of medical conferences. Spearheaded by Angels (Active Network Group of Emergency Life Savers) EMCT volunteers, the EMCT coordinator Munir MP and his team, along with Mr. Pradeep Hudino, the renowned magician, transformed this campaign into an unforgettable experience.

Statewide emergency medicine public awareness roadshow, which demonstrated life-saving skills and accident care skills in front of the lay public 
YouTube video of complete roadshow done in EMCON 2013

The roadshow commenced in Trivandrum and traveled across 14 districts, covering 102 locations, both rural and urban. Operating under the motto "Caring People, Bridging the Gap," this initiative generated widespread public awareness about Emergency Medicine, a specialty that was relatively unknown at the time. Looking back, I strongly believe that this campaign played a crucial role in shaping the future of emergency care in Kerala. Today, Kerala has the highest number of emergency physicians in the country, and its emergency care services surpass many other states in both quality and accessibility. However, the road to success was not without its challenges.

Padma Awardee, Father of Palliative care medicine in India Prof .MR Rajagopal delivering Key note address in EMCON 2013

Behind the grand success of EMCON 2013 lay a frightening and nerve-wracking crisis, a test of our skills as emergency medicine professionals and crisis managers.

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The Crisis: A Sudden Harthal That Threatened Everything

Kerala has long been infamous for sudden Harthals (public strikes) that disrupt public transportation and daily life. These shutdowns, frequently called by opposition political parties, often escalate into violence, roadblocks, and destruction of property. Many of these protests are orchestrated by hooligans, resulting in injuries, hospitalizations, and even deaths due to lack of access to medical care.

Emcon 2013 Banners and flyers. The flyer caption for the Disaster management workshop was "Expect the unexpected! " . And incidentally, it came true 

Given Wayanad’s geographical isolation, accessible only via steep, winding roads with dangerous hairpin bends, our primary challenge was transporting international and national delegates from Calicut to the conference venue safely.

The Unexpected Disaster

Our conference was scheduled for Friday, Saturday, and Sunday, with most delegates and faculty arriving on Thursday and Friday. As we finalized our preparations at MIMS Hospital, a shocking TV flash news broke at 4 PM on Thursday—the release of the Madhav Gadgil Report on Western Ghats. The report emphasized environmental conservation, calling for stringent restrictions on activities harming the ecosystem.

https://scienceindiamag.in/madhav-gadgil-report-in-a-nutshell/

This triggered an immediate backlash. Opposition parties, including LDF and other political groups, declared a state-wide lightning strike and Harthal for Friday. Our worst fears had materialized overnight.

https://economictimes.indiatimes.com/news/politics-and-nation/ldf-hartal-over-western-ghats-report-hits-normal-life-in-kerala/articleshow/25995700.cms?from=mdr

Assessing the Risks

With 1,200+ delegates, including 150 international faculty members, expected to travel to Wayanad overnight, we faced an imminent crisis:

• Political mobs were already blocking roads, setting fires, and throwing stones at vehicles.
• Police and political leaders were uncooperative, providing only vague responses.
• By 10 PM, reports confirmed that road violence had begun.
• Waiting until morning posed severe risks—delegates could be stranded, attacked, or completely unable to reach Wayanad.

This was an emergency within an emergency, and as Emergency Medicine professionals, we had to act with speed and precision—just as we do in disaster situations.

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The Emergency Evacuation Plan

At 5 PM, I gathered my core team and made a decisive call:

"We are Emergency Medicine people. We manage disasters. This is a disaster. We have 3-5 hours to act. From now on, we are in disaster mode. Start transportation immediately!"

Our Action Plan:

1. Set Up a Safe Meeting Point:

   • All delegates and faculty were instructed to assemble at Hotel Copper Folio on the bypass road in Calicut.

2. Mobilize Maximum Transport Options:

   • 15 buses were arranged by Mr. Mubashir (Air Travels India) and Dr. Kabeer.
   • 15-20 Angels ambulances were deployed as emergency transport vehicles.

3. Execute Rapid Evacuation:

   • Transport began at 5 PM sharp—buses left as soon as they filled.
   • By 9 PM, the last bus departed Calicut.
   • Most buses cleared Wayanad’s hilly terrain before 11 PM.
   • The last few vehicles faced minor troubles—some stone-pelting incidents occurred, and one driver was manhandled.
   • Fortunately, all delegates and faculty were transported safely.

By 3 AM on Friday, the evacuation was complete. By 8:30 AM, EMCON 2013 started on schedule!

After the massive evacuation plan, we finished the final setup early in the morning at 3 am and checked the final arrangements and the functioning of the auditorium. The man with the Black shirt is Mr.Mubashir, who coordinated the transport system

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A Hard-Learned Lesson

EMCON 2013 was not just a conference—it was a test of resilience, teamwork, and emergency crisis management in real time. This experience reinforced the idea that Emergency Medicine is more than just hospital care; it’s about rapid decision-making, leadership, and executing complex operations under extreme uncertainty.

The entire conference was portrayed vividly by the Magazine Color Doppler

However, this experience also left a lasting impression. That day, I made a solemn pledge:

"In the future, I will not take the lead in organizing an international event in Kerala—a state totally unpredictable in terms of Harthals."

Since 2016, Harthals have significantly reduced, primarily due to LDF’s governance, which has curtailed opposition-led strikes. However, the unpredictability of Kerala’s socio-political landscape remains a persistent concern.

The whole event was well-covered by the media 

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Final Thoughts

EMCON 2013 was a landmark event in the history of Emergency Medicine in India. The Road Show, the awareness campaign, and the conference itself played a key role in transforming Kerala into a pioneering state for emergency care. However, the successful evacuation of 1,200+ delegates amidst a violent Harthal remains an untold story of teamwork, resilience, and strategic crisis management.

This incident reaffirmed a fundamental truth—

"Emergency Medicine is not just about treating patients. It's about being prepared for anything, anytime, anywhere."

www.docvenu.com

The Evolution of POCUS in Emergency Medicine: A Journey from Resistance to Revolution

The Evolution of POCUS in Emergency Medicine: A Journey from Resistance to Revolution

https://www.docvenu.com/

The Modern-Day Visual Stethoscope

In today’s emergency departments (EDs), a Point-of-Care Ultrasound (POCUS) machine is no longer a luxury—it is as essential as a stethoscope. Often referred to as the "visual stethoscope," ultrasound has become an indispensable tool in emergency medicine. Modern EDs are now equipped with multiple probes, making POCUS an integral part of primary surveys, procedural guidance, and critical decision-making. From vascular access and nerve blocks to joint aspirations and trauma assessment, ultrasound has become an inseparable companion in emergency care.

However, the journey to integrating POCUS into emergency departments was not always smooth. It took years of advocacy, training, and persistence to overcome resistance and skepticism from hospital administrations. My own journey with POCUS began in 2007, and it has been a story of persistence, belief, and transformation.

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The Beginning: My First Encounter with FAST

My first exposure to POCUS was in 2007, when I learned about the Focused Assessment with Sonography in Trauma (FAST) exam. To gain hands-on expertise, I underwent formal training in FAST ultrasound at Al Ain University, UAE. I was fortunate to be accompanied by esteemed colleagues—Dr. Babu Palatty, Dr. Sunitha, Dr. Tamorish, and Dr. Ashish Nandi—all of whom shared a common vision of bringing ultrasound into Indian emergency medicine practice.

This training was made possible by Dr. George Abraham, Chairman of IIEMS, who sponsored our participation. Dr. George was a visionary leader who played a pivotal role in the early days of Emergency Medicine (EM) development in India. His commitment to training and innovation laid the foundation for the integration of ultrasound into emergency care.

Dr George Abraham and Dr.Giji Abraham -A family contributed significantly in the inception of Emergency Medicine in India 

Upon returning to India, I was determined to incorporate FAST ultrasound into trauma protocols. At MIMS (now Aster MIMS), we had a portable ultrasound machine—Sonosite Micromaxx—which was shared between the ICU, anesthesia, and emergency department. However, accessing the machine was a bureaucratic challenge. The Managing Director (MD) controlled its usage, and a designated staff member held the key. Every time we needed the machine, we had to go through a lengthy approval process, making real-time emergency scans difficult.

POC machine, which was used in a common pool

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The Struggle for an Exclusive Emergency Ultrasound Machine

Recognizing the critical need for a dedicated POCUS machine in the ED, I proposed acquiring an exclusive ultrasound unit for the department. However, in 2010, this idea was met with strong resistance. The MD outright rejected the proposal, questioning how the hospital would recover the ₹18 lakh investment.

Determined to push forward, I restructured my proposal to demonstrate financial feasibility. I suggested:

1. 60% of the cost could be covered from the MEM (Master of Emergency Medicine) program fees, which was already generating revenue.
2. 40% could be funded by the hospital, ensuring minimal financial strain.
3. Each ultrasound scan could be charged as low as ₹300, ensuring cost recovery within 2-3 years.
4. As a personal assurance, I even offered to pledge my salary as a guarantee for the investment.

Despite this well-reasoned approach, the MD remained unconvinced, and the proposal stalled.

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Breaking the Barriers: The Chairman’s Intervention

Realizing that a breakthrough was necessary, I escalated the proposal directly to the Chairman, Dr. Azad Moopen. During his next visit to Calicut, he convened a boardroom meeting to discuss the matter. The attendees included:

• Dr. Abdulla
• Prof. K.K. Varma
• Engineer Abdul Rahman
• Engineer Salahudhin
• CFO Jayakrishnan
• Other board members

The Chairman invited everyone to share their perspectives. I presented my case again, emphasizing the clinical and financial viability of having an exclusive POCUS machine in the ED. While the MD remained silent and the CFO stayed neutral, I persisted in making a strong case for its necessity.

Finally, the Chairman made a decisive statement:

“Abdulla, why don’t we give this machine to Dr. Venu? As an end-user, he is confident that it will be useful and successful. In that case, we must give them a quality machine with high-end features. We must give the M-Turbo from Sonosite.”

With this, the decision was made. The MD nodded in agreement, and the CFO approved the funding.

Sonosite -M Turbo

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A Landmark Achievement: India’s First Exclusive ED POCUS Machine

This historic decision led to MIMS Emergency Medicine Department receiving India’s first exclusive POCUS machine. The Sonosite M-Turbo became a game-changer, transforming emergency care at MIMS and setting a precedent for other hospitals across India.

First USG machine for the Emergency medicine department in MIMS Calicut 
Prof .Jeffry Smith ( Director International EM -GWU) launched it . Dr Abdulla Cherayakkatt nearby

Today, we no longer struggle for ultrasound access. We now have the luxury of two ultrasound machines in our Calicut ED, and all rural emergency centers are also equipped with POCUS machines. What was once a dream and a battle for acceptance has now become a standard of care.

Magazine Color Doppler portrayed the story vividly

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The Future of POCUS in Emergency Medicine

Looking back, the journey from skepticism to widespread adoption has been inspiring. Today, POCUS is:
✅ An essential tool in emergency care
✅ Used for rapid diagnosis in trauma, cardiac arrest, and shock
✅ A standard for procedural guidance in vascular access, nerve blocks, and more
✅ A cost-effective investment with significant returns in patient outcomes

I am deeply grateful to Chairman Dr. Azad Moopen and the Board of Directors for their vision and trust in this initiative. Their support in those early days helped lay the foundation for modern emergency medicine in India.

Chairman Dr Azad Moopen

As emergency medicine continues to evolve, POCUS will remain at the forefront, ensuring faster, safer, and more effective patient care. The visual stethoscope is here to stay, revolutionizing emergency medicine for generations to come.

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Final Thoughts

This story is not just about acquiring a machine—it is about challenging resistance, pioneering change, and transforming emergency medicine. The journey of POCUS in Indian emergency departments is a testament to the power of perseverance, vision, and innovation.

To all aspiring emergency physicians, I say this: Never stop advocating for what improves patient care. The road may be difficult, but the impact is worth it.

In 2010, the MIMS emergency Medicine department conducted a 3-day workshop for ER doctors. Prof Keith Boniface (Emergency Ultrasound director - GWU) leading the hands-on session 

After a decade in 2020, an Exclusive USG machine in a rural emergency room at Malappuram. Ex minister  and MLA Sri.P K Kunhali Kutty  inaugurating  

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The Story of India's First Makeshift ICU: A Journey of Pain and Gain During the Second Wave of COVID-19

The COVID-19 pandemic shook the world in every possible way—mentally, socially, and economically. The first wave instilled deep apprehension, amplified by the media, leaving people shattered and locked in fear. However, it was the second wave that truly tested the resilience of India's healthcare system, bringing hospitals to their breaking point.

The Beginning: A Call to Action

At the time, I was leading the Emergency Medicine Department at Aster MIMS Calicut. Our emergency department had 35 beds, including a 10-bed Acute Care Unit (ED ICU). The Medical ICU (MDICU), under the able leadership of Dr. Mahesh, had 30 beds dedicated to critical care with ECMO facilities. The hospital's COVID-19 surveillance team, led by Dr. E.K. Suresh Kumar, ensured strict adherence to protocols and guidelines.

Dr Mahesh and Dr Suresh Kumar EK

In April 2021, warnings from the national government indicated an impending second wave—one that would be stormy and overwhelming. Our team at Aster MIMS took proactive steps, reserving 50% of MDICU beds for COVID patients and setting up First Line Treatment Centers (FLTCs) in hotels and hostels for milder cases. However, as we braced for impact, we knew these efforts might not be enough.

Then, I received an unexpected phone call from Dr. Azad Moopen, our Chairman. His words were direct and urgent:

Dr Azad Moopen

"Venu, I have a suggestion. I’ve seen makeshift ICUs and field hospitals in war zones. The second wave is coming, and our current ICU capacity may not be sufficient. If we set up a makeshift ICU in a car park or another suitable location, it could save lives. Would you take the lead?"

Hearing this concept for the first time, I immediately recognized its potential. It was novel, urgent, and necessary. Without hesitation, I responded:

"Yes, sir, we will do it. I will lead this effort with pleasure. We have a very supportive CEO here. Please ensure the final approval, and we will make it happen immediately."

Building the Makeshift ICU: A Race Against Time

Within 30 minutes of my conversation with Dr. Azad, our CEO, Mr. Farhan Yaarsin, arrived in the Emergency Department with key personnel—Mr. Liju, our chief of projects and engineering, and Mr. Aneesh, head of biomedical services. The plan was set into motion at lightning speed.

Team leads - Mr Farhan( CEO), Mrs.Sheelamma (CNO), Mr Briju Mohan ( Group HR Head), and Mr.Liju( Project and Engineering Head

We identified the ideal site for the makeshift ICU, ensuring it would include:

1. 10 high-end ICU beds equipped with ventilators, monitors, ABG machines, HFNC devices, BiPAPs, and other essential COVID-management equipment.
2. Dedicated rooms for donning and doffing PPE, Audio-visual controlled counseling room, and utilities to maintain strict infection control.
3. A fully air-conditioned setup to ensure patient and staff comfort.

Mr. Liju assured us the ICU would be operational within a week, while Mr.Briju, our HR head, expedited the recruitment of additional emergency physicians, nurses, and EMTs. Simultaneously, we launched advanced COVID-19 training programs for our existing staff, covering intubation, ventilator management, prone positioning, and crisis communication.

Within just one week, we established three Acute Care ICU units exclusively for COVID-19 patients—10 beds in the ED ICU (Acute Care 1), 10 beds in the makeshift ICU (Acute Care 2), and 10 beds in the adjacent mosque prayer hall. By the time Kerala was hit by the second wave, we had already created 30 additional ICU beds. It was a historic achievement.

Residents received advanced training prior to the make-shift ICU launch

Expanding Capacity: Meeting an Unprecedented Surge

As patient inflow surged, Mr. Farhan quickly initiated the construction of two additional makeshift ICUs, increasing our capacity by 70 more beds. In total, we created 100 ICU beds in makeshift facilities, an unprecedented milestone in India’s pandemic response.

Make-shift ICS under Emergency Medicine department

Every day, I began my rounds at 8 AM and worked late into the night, clad in PPE that was physically and mentally exhausting. But looking into the eyes of our patients—filled with fear and helplessness—gave our team the strength to push forward.

Despite strict protocols prohibiting bystander visits, I made a difficult yet humane decision: I allowed relatives, in full PPE, to see their loved ones. The impact was profound, reducing distress and bringing emotional relief to both patients and families. I also introduced music therapy, which showed remarkable psychological benefits in stabilizing some critically ill patients. I used to counsel bystanders in the briefing room, and I took at least 15 minutes for one patient, consoled them, and met them daily. This strategy worked well. My team also followed the same strategy.

Truenat's COVID-19 screening machine was operated by our EMTs in the ED. This helped to speed up the testing and decisions

The Mental and Emotional Toll

The work was relentless. The sorrow of losing patients, the helplessness in the eyes of their families, and the daily trauma of death took a mental toll on us. Our Emergency Department became a hospital within a hospital, operating with nearly 300 personnel, including doctors, nurses, ambulance crews, and security teams. At any given time, 5–8 ambulances lined up outside, waiting for a bed to become available.

Dr. Vineeth Chandran, my consultant colleague, once asked me, 

"Can the Emergency Department handle this burden alone?" My response was clear:

"No one knows where this will end. But we know the science. Let’s join hands and lift this together."

Our emergency medicine team, including Dr Vineeth Chandran, Dr. Vineeth N, Dr. Sivaraj, Dr. Rashad, Dr. Faisal, Dr Abhiram, Dr Alex Antony, Dr Aboobacker, Dr Swaroop, Dr Honey, Dr. Noorjahan, Dr. Veena, Dr. Bindiya, Dr. Sajina, Dr. Sameeh, Dr. Amit, Dr. Arshad, Dr. Neethu, Dr. Kamal, Dr. Shaheem, Dr. Deepak, Dr. Sasha, Dr. Nadia, Dr Aventika, Dr Vernas, Dr. Anjana, Dr. Jumeena, Dr Sujith and many others, worked tirelessly. Mrs. Nirmala Thomas, our nursing supervisor, ensured seamless operations, while Mrs. Sheelamma, our CNO, provided unwavering support. CFO Arjun also played a critical role in securing resources.

Until the second wave, intensivists were considered the backbone of critical care, but we proved that emergency medicine specialists could rise to the occasion and lead ICU-level care in a crisis.

A Family on the Front lines

On a personal level, my family was deeply involved in this mission. My wife, Dr. Supriya, a sonologist, supported me in every way possible. My daughter, Dr. Neethu, an emergency medicine resident, and my son-in-law, Dr. Kamal, also an emergency medicine resident, stood beside me, serving tirelessly on the frontlines. Three out of four members of my family were actively treating critically ill COVID patients—each of us knowing we might not see the next morning.

With Family 

We, too, contracted COVID-19, along with my team members. But thankfully, our symptoms were mild, allowing us to continue serving those in desperate need.

Recognition and Legacy

The success of our makeshift ICU gained international attention. The American College of Emergency Physicians (ACEP) International Journal published our story, with special thanks to Dr. Kate Douglas, Dr. Sweta Gidwani, and Dr. Kevin for documenting our journey so vividly.

Dr.Kate Douglas,Dr Sweta Gidwani, and Dr Kevin Duvey

ACEP story link 

https://www.acep.org/intl/newsroom/aster-mims-calicut-a-southern-india-hospitals-investment-helps-turn-the-tide/  

What we achieved at Aster MIMS Calicut was more than just a temporary solution. It was a model of resilience, innovation, and teamwork—a blueprint for future crisis management in India. The makeshift ICU concept saved thousands of lives, proving that visionary leadership, rapid decision-making, and a committed emergency medicine team can turn the tide during a catastrophe.

Even today, when I reflect on those dark days, I feel immense gratitude for the unwavering dedication of my colleagues, the courage of our patients, and the trust placed in us by our leadership. We fought together, we suffered together, and in the end, we created history together.

This is not just a story of pain and loss. It is a story of hope, courage, and the power of human resilience—a testament to the fact that, even in the face of overwhelming adversity, we can find ways to save lives and make a difference.

A period of extreme agony ....We can't forget ...

 

https://www.docvenu.com/

The Unbelievable Story of the Calicut Airport Mock Drill and the Frightening Air Crash a Decade Later

A Monday Morning Call That Changed Everything

It was a busy Monday morning in September 2011. I had just wrapped up my morning rounds, residents' sessions, and reporting when my phone rang. It was a call from the Head of the Customer Care Department.

"Dr. Venu, two important people from Calicut International Airport are here. They need to meet you regarding a mock drill."

I told them I would be there in five minutes. Little did I know, this meeting would set off a chain of events that would not only test our preparedness but also eerily foreshadow a real-life tragedy nearly a decade later.

When I walked into the Customer Care Department—later renamed the Business Development Department—I saw two gentlemen seated in front of the department head. I was introduced to Mr. Pradeep Kandoth, the Airport Director of Calicut International Airport, and his assistant.

Mr Pradeep Kandoth - Calicut Airport Director 2011 

They needed our assistance in conducting a mock drill for an air crash scenario. I listened carefully but told them upfront,

"It’s pointless to conduct a namesake drill just for documentation. If we do this, it must be realistic and scientific. Many firefighters and first responders don’t even have proper triage training. We need at least a month to train your personnel before conducting the drill properly."

Pradeep, to my surprise, agreed without hesitation. He was enthusiastic about making this a meaningful exercise. We scheduled the mega mock drill for December 2, 2011.

The Preparation – A Month of Relentless Training

The preparation for the drill was intense. From November onwards, we started training 985 airport staff in small batches of 40 to 50 members. The sessions covered:

• Basic Life Support (BLS)
• Trauma care & fracture management
• Safe patient shifting techniques
• Acute burn care
• Disaster management
• On-site triage & ambulance operations
• Fire & safety management

Rescuers received  proper training ( Dr Ramkumar)

Our Emergency Medicine team at Aster MIMS, EMS staff, Angels EMCT volunteers, and IMA ACT Force members led the training. The efforts extended beyond the airport—we also conducted awareness sessions for local auto and taxi drivers to ensure community involvement in rescue operations.

By November 30 and December 1, we were running detailed execution exercises. It was a massive collaboration:

• Dr Abdulla Cherayakkatt( MD-MIMS), Dr KK Varma( Director QAD), Dr.C Raveendran       ( Principal CMC) ,Dr.Fabith Moideen, Dr. Ramkumar, Dr. Balasubramanian, Dr. Shafi Ejaz, Dr. Binu Kuriakose, Dr.Rehna,  Dr. Soma Sekar, and our PG students were leading teams.( Many other names not mentioned here)
• Along with me, Pradeep Kandoth  took over the master control of the mega mock drill
• Binu Augastine and Jefsin, our AHA coordinators, ensured resuscitation training was flawless.
• Munir and the Angels team, along with Dr. Manoj Kaloor, Dr. Abdulla KM, Dr. Meharoof Raj, Dr. Rajesh Neelamala, Adv. Mathew Kattikkana, Adv Jairaj, Mathew C Kulangara, Musthafa K P, Gopettan and Firoz lal, ensured coordination.
• Dr. Moideen Kutty (Relief Hospital), Dr. PB Salim IAS (Collector Kozhikode), SPs of Calicut & Malappuram, and the DMOs of both districts were closely involved.
• Excellent organizational Support from MIMS Hospital, ANGELS International Foundation, IMA KSB- Act force & Accident Care Cell, SEMI ( Society for Emergency Medicine in India), AAI- Airport Authority of India, GWU-US, Calicut medical College, and KMCT Ayurveda College, Angels Ambulance Network, Press club Calicut, Fire force and Police department made everything perfect.

Even Mr. Pradeep Hudino and his team played a key role, using their expertise in special effects and makeup to make the victims' injuries look real.

Magician Pradeep Hudino Magic world , Calicut 

The feedback from the trainees was incredible. The Emirates Airways Manager, deeply moved by the hands-on approach, told us:

"This was the most realistic training I have ever witnessed. I will insist all airports adopt this. In fact, I will make sure my own family undergoes this training, so I know they are safe in an emergency."

December 2, 2011 – The Mock Drill That Made History

We were ready. It was the largest mock drill in the history of Calicut Airport, possibly in India.

We built a plane model using cardboard and prepared 200 actors (mostly medical and ayurvedic students) with realistic injury makeup. To simulate a real crash, we created a huge fire pit filled with 10,000 liters of aviation fuel—the exact amount that would be in both wings of a real aircraft

Aviation fuel ready to burn

10000 litres of Aviation fuel

At 5:00 PM sharp, we ignited the fuel.

Within seconds, an inferno as tall as two coconut trees engulfed the area.

Plane crash and Fire control

Mock drill, Immediate response following Code green

The airport’s code green alert was activated, and a message was sent to the Air Traffic Control:

"A plane crash has occurred at the eastern side of the runway downhill. There are 200 passengers on board. Firefighting and medical teams needed immediately."

The Response Was Phenomenal:

• Within 3 minutes, three massive foam fire extinguishers arrived. Within 30 seconds, the flames were completely doused.
• Rescue teams evacuated all 200 victims, using the START triage system (Simple Triage and Rapid Treatment).
• Victims were categorized into Red (critical), Yellow (moderate), Green (walking wounded), and Black (dead) and transported accordingly.
• 200 ambulances from the Angels network transported victims to designated hospitals, ensuring C-spine protection and proper immobilization for trauma patients.
• Senior emergency physicians, Physicians, EMS staff provided on-site stabilization before transport.
• All together, more than 500 volunteers participated in the mock drill

       

                              Historical mock drill, Video was viewed by more than 4,40,000 people 

                                         https://youtu.be/KdGHXLe3C9E?si=DCh4hz-XXgzBrY74

• 

  Triaged out the victims and Transport priority fixed

  
  

  

  Cooperation and Coordination

  
  
  
  
  

  

  Dr Moidheen Kutty -Relief hospital Kondotty, very close to Airport

  
  

  

  Triage and Medical transport

  
  

  

  Onsite planning - Dr PB Salim IAS, and Mr Pradeep Kandoth on my right & Left 

  
  

  

  Angels Directors and  Mr Sparjan Kumar IPS

  
  
  
  

Triage, Treatment & Transport (3Ts)

https://youtu.be/4EwVbL5sZvA

The Aftermath – Learnings That Would Save Lives

During the debriefing session chaired by Dr. PB Salim IAS, several key gaps were identified:

• Traffic bottlenecks near Pulikkal and Kadavu River toll booth delayed patient transport.
• Nearby hospitals lacked advanced trauma care capabilities.
• Hospital staff spine protection awareness was inadequate in many centres, which was evident on the victim's arrival.

We submitted our findings to the authorities, hoping for improvements.

August 7, 2020 – The Real-Life Nightmare

Nine years later, on August 7, 2020, a real disaster struck the exact same spot where we conducted our drill.

Plane landed on black Friday in Kerala on the COVID-19 Background

Plane crash at Calicut Airpot 2020

Brief Overview, how we treated patients in Aster MIMS Calicut ( Malayalam )

Air India Express Flight 1344, part of the Vande Bharat Mission, crashed at Calicut International Airport after overshooting the tabletop runway in heavy rain. The aircraft skidded off a 35-ft slope, killing both pilots and 19 passengers.

I received the call at 7:30 PM. My heart sank.

By 8:30 PM, plane crash victims began arriving at the hospital. Managing the disaster while wearing full PPE was another unique challenge. As part of the Golden Hour Response Team, I witnessed 49 crash victims being rushed to Aster MIMS—the very hospital where we had trained for such a scenario years ago. Other victims were transported to 12 hospitals across Kozhikode and Malappuram districts, including Calicut Medical College, BMH, IQRA Hospital, and several others. All victims received exceptional golden hour and definitive care, likely due to the unparalleled emphasis on emergency medicine training and the transformation of casualty departments into full-fledged emergency departments over the past decade in this region

What We Got Right – And What We Didn’t

The Bright Side:

• Hospital-based golden hour care had improved.
• The bottlenecks identified in 2011 had been corrected, ensuring faster hospital transfers.
• Many emergency departments were led by my former students, delivering high-quality care.
• The community’s response was incredible—local civilians played a huge role in initial rescue efforts.

The Dark Side:

• Pre-hospital care remained a serious issue.
• Some victims were transported in cars instead of ambulances, worsening injuries.
• Many ambulances lacked proper spinal immobilization techniques.

Among the heartbreaking moments, I still remember receiving the lifeless bodies of the pilot, co-pilot, and a small child in my hands.

It was a Black Friday for all of us.

A Lesson in Preparedness – And a Call for Change

What happened in 2011 wasn’t just an exercise—it was a warning. When the real tragedy struck in 2020, we were more prepared, but we were still not perfect.

Emergency medicine has come a long way, but the gap in pre-hospital trauma care must be addressed. The next decade should be about making sure that every patient is given a fighting chance—not just in hospitals, but from the moment disaster strikes.

History repeats itself. The question is, will we be ready next time?

Forever.....