1. The IFATCA viewOreski ZeljkoIFATCA EVP Europe

2. Regional SeminarContingency and Emergency Plans in Aviation: 3. The IFATCA ViewIs there a need for common plans and coordination at industry level 4. IFATCA is the worldwideFederation ofairtrafficcontrollers with more than members representing13 countries. Among its goalsare the promotion of safety,efficiency and regularity inInternational air navigation, andthe protection and safeguardingof the interests of the air trafficcontrol profession.The IFATCA View 5. The IFATCA View 6. emergency [m ns] dn pl -cies1. a.an unforeseen or sudden occurrence, esp of a danger demanding immediate remedy or action b. (as modifier) an emergency exit2. (Medicine) a. a patient requiring urgent treatment b. (as modifier) an emergency wardstate of emergency a condition, declared by a government, in whichmartial law applies, usually because of civil unrest or natural disaster . NZ a player selected to stand by to replace an injured member of a team; reserveCollins English Dictionary Complete and Unabridged HarperCollins Publishers 1991, 1994, 1998, 2000, 2003emergency - Comes from Latin emergere (e-, "from," and mergere, "to dip, plunge") and first meant "unforeseen occurrence." The IFATCA View 7. The IFATCA View 8. contingency (kn-tnjn-s)n. pl. contingencies1.a. An event that may occur but that is not likely or intended; a possibility.b. A possibility that must be prepared for; a future emergency.2. The condition of being dependent on chance; uncertainty.3. Something incidental to something else.The American Heritage Dictionary of the English Language, Fourth Edition copyright 2000 by Houghton MifflinCompany. Updated in 2009. Published by Houghton Mifflin Company. All rights reserved. The IFATCA View 9. The IFATCA View 10. How to act during anemergency/incident/accident?Guidelines for Controller Training in theHandling of Unusual/Emergency Situations byEUROCONTROLThe IFATCA View 11. Controllers should be given initial andrecurrent training in the degraded modeoperations of their equipment.The IFATCA View 12. The IFATCA View 13. Difference between crisis vs. emergency, catastrophes and conflictsOne of the main differences is the way of management of a crisisvs. catastrophe, emergencies and conflicts.In emergencies, catastrophes etc., SKILLS, EDUCATION,KNOWLEDGE, TRAINING and CHECKLIST are importantIn crisis visions, moral and ethical principles, quality andcompetence and emotional intelligence are important. The IFATCA View 14. A crisis is any event or situation that could hinder the ability of an air trafficcontrol unit to operate effectively, or damage the reputation of an air trafficcontrol unit (or Service Provider) with stakeholders, users and the public, allof whose support is essential for successful operations.The IFATCA View 15. 7 reasons why it is important to have an understanding of a crisis: 1. We can better cope with the challenges a crisis will provoke 2. We are motivated to determine the chances of a crisis occurring 3. We are able to increase the crisis watch, improve our crisisprevention and better prepare for an eventual crisis. 4. We are able to learn and make informed conclusions in thefuture 5. We are acquiring a solid basis for leadership during, after andbefore the crisis 6. We develop leadership profile 7. We start to understand leadership processesThe IFATCA View 16. The IFATCA View 17. Can you prepare for a crises?YES!1. First step: Higher values and considerations, general interest and main tasks. The aim is to define a solid basis and a framework to establish a port-folio.2. Second step: identify the risk and situation which could lead to a crisis. The aim is to identify potential crisis situations.3. Third step: formal risk assessment with the aim to gather crisis situation or different crisis types into a grouping .The IFATCA View 18. Can you prepare for a crises?YES!4. Forth step: the grouping will now be associated to real potential damaging risks which could lead to crisis assessed and grouped in a crisis portfolio.5. Fifth step: how do you prepare yourself to cope with the chosen crisis portfolio? How far is your crisis preparedness?The IFATCA View 19. Can you prepare for a crises?YES!6. Step six: where are we compared with where we should be with the readiness of our preparedness.7. Step seven: develop crisis scenarios and add new and future potential ideas into this thinking.The IFATCA View 20. The IFATCA View 21. Reference :1. Leadership in Crisis (published in German and written by Laurent F.Carrel) Guidelines for Controller Training in the Handling of Unusual/Emergency Situations; EUROCONTROL, 2003 Emerging Risks for the 21st Century a publication of the Organization for economic co-operation and development (OECD).4. IFATCA Crisis Guide, Arusha . ICAO Doc 9897 AN/470, Manual on In-flight Emergency ResponseThe IFATCA View 22. The IFATCA ViewIs there a need for common plansand coordination at industry level 23. Thank you!The IFATCA View 24. Human factors in Contingency and emergency plansDr.Ioannis MarcouSecretary General of the Greek Society of Aviation Doctors 25. Human Factors in Contingency and Emergency Plans Dr Ioannis Markou, MD Neurologist-Aviation Medicine Specialist Head of Hellenic Air Force General Staff Medical DirectorateEmergency Planning DepartmentSecretary Gen. Of Hellenic Aerospace Medicine SocietyFlight Safety Foundation, South EastRegional SeminarEuropeMiddle EastCyprus Bucharest 18 November 2011 26. Definitions Emergency Human Factors an unforeseen or sudden occurrence, esp is about people in their living and working of a danger demanding immediate remedysituations; about their relationship with or action machines, with procedures and with the environment about them; and also about their relationships with other people. Human Factors Principles principles which apply to aeronautical design, certification, training, operations and maintenance and which seek safe interface between the human and other Emergency plan system components by proper consideration to human performance. is the process of preparing the aerodrome to cope with an emergency occurring at Stress the aerodrome or in its vicinity. The object Stress is your mind and bodys response of the emergency planning is to minimizeor reaction to a real or imagined threat, the effect of an emergency particularly inevent or change respect of saving lives and maintaining aircraft operation. 27. SHELL MODEL Software: documentation,procedures, symbols, etc. Hardware: machinery,equipment, etc. Environment: both internaland external to theworkplace Liveware: the humanelement. 28. SHELL MODEL AND EMERGENCY PLANNING Liveware-Environment (L-E) Adaptation Observation Situational awareness Stress management Risk management Prioritization and attention management Coping/emotional control Decision-making 29. SITUATIONAL AWARENESS personal factors the perception of the elements in theenvironment within a volume of time weatherand space, the comprehension of airport infrastructuretheir meaning, and the projection of individual differencestheir status in the near future. traffic the most important Human Factors operators and pilotsissue in regards to human-technology environmentinterface is the ability of the human navigational aidsoperator to maintainsituational/system awareness aircraft performance equipment adjacent units. 30. STRESS AND PERFORMANCE Definition Stress is a condition or feelingexperienced when a personperceives that demands exceedthe personal and social resourcesthe individual is able to mobilize. Manifestations Poor decision making Loss of situational awareness Make errors of judgement Become confused Unable to cope with increase inworkload Absenteeism from work 31. SOURCES OF STRESS OFATM Peaks of traffic load Time deficit Operational procedures(often limited and need tobe adapted) Limitation and reliability ofequipment Abnormal/Emergencysituations 32. SOURCES OF STRESS OF ATM Shift schedules (night Personalwork in particular) Family Management Health Role conflicts Unfavourable workingconditions 33. STRESS MANAGEMENT Recognize the potential signs and symptoms of stress Be proactive in removing the cause of stress (e.g. assign morepriority to the short term conflict first before controlling otheraircraft etc.) Removing yourself from the stressful situation by knowingones own capabilities (e.g. calling out for help fromcolleagues if in a very complex ATC scenario) Prioritise actions Do not be over focused in finishing the mission at any costand regardless of the situation Be current with all existing procedures at the workplace 34. STRESS MANAGEMENT Physical Factors Psychological Factors Maintain good physical Sound preparation with fitnessregard to knowledge, skillsand procedures Have regular meals Building confidence in own Have sufficient sleeptraining and ability Sound time management Leading balanced social and Control the physical family life (so that financial environmentand domestic worries are nota problem) Share and discuss problemsso as not to bottle them up Solve problems as soon aspossible to prevent thedomino effect 35. CRITICAL INCIDENT STRESS Critical Incident Stress Minimize the emotional and physical MANAGEMENTaffects nearly 90% of allemergency personnel impact of an eventPrevent burn-out The effects of critical incident Educate participants regarding normalstress can be intensified, influenced, or stress reactionsmitigated by our personal, family, and Mitigate stress responsesdevelopmental issues Critical incident stress may occur hours, Help to keep careers, relationships, anddays, or even months after a critical event physical/mental health intact with littleresidual damage Symptoms usually subside within a few Was designed to assist in the prevention,weeks management, and recovery from a No one is immune from responding to the significant stressstress of a critical incident Include pre-incident education, defusing, Suffering the stress effects following adebriefings, support services, follow-upcritical incident stress is NORMALservices, individual consults, peercounseling, and disaster management CISM interventions are provided beespecially trained individuals 36. CISM increases the rate of normal recovery, in normal people, who are having normal reactions to abnormal events 37. TERRORISM "Nothing is easierthan to denouncethe evil doer;Nothing moredifficult than understandinghim." Fyodor Dostoevsky 38. TERRORISM Physical profile Social profile Healthy Leaders Strong Higher education Medium sized Doctors, Lawyers,Professors etc Absence of specific characteristics Members Well dressed Basic or highereducation Normal behavior Single Motivated 39. ASPECTS OF DEALING WITHTERRORISTThe first hour of hostage taking is usually themost dangerous for hostages, as the terrorists are Communication delivery must beboth nervous and aggressivedeliberate, methodical, and, most Most persons in crisis have a desire to be heard importantly, nonjudgmental.and understood best described as accepting; the subject perceives that his or her Active Listeningfeelings, values, thoughts, and opinions are Mirroring refers to repeating the last few words orviewed as important. gist of the person in crisis. ATC should not inject his or her values into the Paraphrasing involves restating the content ofsituation; what the subject said in the ATCs own words. Summarizing offers a restating of both the content this does not mean that he agrees with the values and emotion expressed by the subject.of the subject. In contact with the terrorists may develop some From what youre saying, I can imagine how empathy toward them, and may therefore beyour wife could have made you angry enough to influenced by them kill her. That would have made me angry too, but Idont think I could have done what you did. ATC must not be decision maker. Follows strictly the emergency plan The voice tone and intonation are at least asimportant as the content of the communication. Stable Specific vocabulary Speech and breathing patterns 40. SHELL MODEL AND EMERGENCYPLANNING (L-H) Liveware-Hardware Scanning Detection Decision-making Cockpit adjustment Instrument interpretation/situational awareness Manual dexterity Selection of alternative procedures Reaction to breakdowns/failures/defects Emergency warnings Workload; physical, allocation of tasks Vigilance 41. SHELL MODEL AND EMERGENCY PLANNING Liveware-Software (L-S) Computer literacy Self-discipline and procedural behaviour Interpretation Time management Self-motivation Task allocation 42. SHELL MODEL AND EMERGENCY PLANNING Liveware-Liveware (L-L) Communication skills Listening skills Observation skills Operational managementskills; leadership andfollowership Problem solving Decision-making Error management 43. FATIGUE Fatigue is the general term Increased reaction timeused to describe physical Reduced attentivenessand/or mental weariness Impaired memorywhich extends beyondnormal tiredness. Withdrawn mood. Mental Poor desicion making Physical Slow reaction to changingsituation Failure to notice animpending confliction; Loss of situationalawareness Forgetfulness. 44. BODY RHYTHM DISTURBANCES 45. KEY AREAS FOR A HUMAN FACTORS-ORIENTED EMERGENCY PLANAn effective organisational Selectionstructure for implementing Best or Rightthe emergency plan Training Clear and well rehearsed ATC proceduresprocedures Emergency plan Planned and rehearsedinterfaces CISM Efficient means of Crisis managementinformation handling Assessment of the involved personnel 46. CONCUSIONS AND RECOMMENDATIONS 47. Flight Safety Foundation South East Europe ConferenceIs there a need for coordinatedcontingency and emergency plans byairports, airlines and ANSPsBucharest, 18 November 2011 Tony Licuantonio.licu@eurocontrol.intHead of SafetyCLOSURE REMARKSDirectorate Network manager EUROCONTROL 48. All ATM disruptions are not crisis ATM/ATFCM/Aviation is made of daily disruptions Handled with existing procedures Manageable in a known OPS framework Coordination and mitigation at network level is needed Critical major crisis (major network and global impact) Out of existing contingency plans Out of known OPS framework Major political and media implications Key role of network management Need for a network crisis cell50 49. Eyjafjallajokul volcano eruptionA major ATM European crisis (14-22/04/2010) 5151 50. Two different months AprilDaily Traffic per Volcano Activity Week3500030000 104,000 cancelled flights 2500020000 10 Million disrupted 1 50005335 5204 1 0000passenger journeys28578 24965 280872084228597116592265328126 27508 13101 219119330 5000 5,000 additional flights0THUFRISATSUN M ONTUEWED Limited delaysW201015W201016 May Only 7,000 cancelledflights Heavy delays: 43% offlights delayed on 51. Differences between market segments Before AfterFull report at: www.eurocontrol.int/statfor 52. ATM ASH CRISIS MANAGEMENT - Initial Lessons Learnt Before Existing model and contingency plans not adapted and totally uncoordinated During To be innovative / challenge the existing model To propose to EU ministers safe options to unlock To manage the communication Afterwards Creation European crisis cell EACCC Operated by SES Network Manager What if another eruption ?5454 53. contd Lessons learnt from ash crisisMay 2010:European Aviation Crisis Coordination CellEASA Network Politicalmanagement leadership expertise 54. European Aviation Crisis Coordination Cell (EACCC)Coordinate management of response to the network crisis affecting aviation in Europe Activated when circumstances beyondEACCCnormal environment of ops are evidentAirlinesMembers Airports ANSPMilitary 55. Established through SES IR of the Network Manager Focal point for crises Alert on the crisisEACCC role To call the right experts To propose measures / options to unlock / manage the crisis Communicate updated information to aviationcommunity 57 56. Are we ready for the next major crisis ?Most of disruptions even some major crisisare foreseeableProcedures and contingency plans must be Are we better prepared if another similar event happens ? well prepared / testedEuropean crisis cell (EACCC) is in place SES Network Manager is entrusted to manage it OPS Coordination with other adjacent regionsmust be consolidated 58 57. EACCC recommends the adoption ofa harmonised safety risk assessment methodology based on the ongoing ICAO workAOs responsible for assessing the risk before operatingby using a safety risk assessment methodologyapproved by their NSA*******NSAs responsible to acceptsafety risk assessment methodology used by AO European NSA could use a harmonised European methodology with their registered carriers59 ANSPs and CFMU could manage airspace & flow more efficiently 58. Visible Volcanic Ash Cloud vs. Volcanic Dust ContaminationVolcanic DustContaminationThin layers of dust only visible from selected viewing angles or from a far distance e.g. satelliteVolcanic Ash CloudCloud clearly visible to nakedeye from all angles,clear boundary60 59. Why 500 NM for Pinatubo = 250 NM for Eyjafjalla?(Kilauea, Hawaii28 years continuous eruption) 62 60. What will make the next eruption different ?1) Good preparation Procedures / contingency Crisis cell in place Knowledge to handle the risk Rehearse2) OPS oriented based on Safety RiskAssessment Network management3) Political implications Ability to address unforeseen situation To react quickly but safely to unlock/manage4) Communication 63 61. What if an eruption starts tomorrow? Contingencyor crisis ? 62. Summary and conclusions - ICAO defines provisions for ERP mainly inAnnex 6 , 11, 14 and in the SMS Manualand the Airport Services Manual; Similarly for Contingency planning in Annex2, 11, 17 and PANS-ATM Planning must be coordinated between allstakeholders EASA tools available (regulations, SIBs,Emergency Airworthiness Directives) EACCC 63. Summary and conclusions contd EUROCONTROL Guidelines complete framework(Policy to Promotion and); Covers the entirecontingency life-cycle from emergency response ,business continuity and return to normal OPS Risk Assessment approach is needed to ensurethat we fail safe but we also ensure the businesscontinuity New threats (scenarios, cyber-attacks, Pandemics-CAPSCA); any other that we did not think about ? Approval and maintenance as part of on-goingcertification of operators and service providers 64. Summary and conclusions contd Local, Regional and Cross Border Contingencies , Network andPan-world Proportionality of the response Planning for contingency should be a daily operation issue(learn from Military resilience) Local airline ERP to Alliance ERP any lessons for FABs? FAB Contingency Communication (call centers, web sites your phone andservers need to cope, SW for emergency response datamanagement how to contact the families of your passengers) Have good Plan Bs Rehearsing/testing, Rehearsing/testing, Rehearsing/testing Coordination, coordination, coordination 65. END OF THE SEMINAR