Regional Seminar

Tony Licu
Chairman of the Conference

Michael Constantinides
Deputy Chairman of FSF/SE.Europe-M.East-Cyprus

Dmtry Tarasevich
FSFI-Russia

Catalin Radu
President of ECAC

Eleni Geroudakis
Ministry of Communications and Works of Cyprus

Bogdan Donciu
Minister Personal Counselor
Ministry of Transport and
Infrastructure of Romania

The ICAO policies on contingency and emergency
response planning

Carole Stewart
Regional officer ICAO Europe

International Civil Aviation Organization

ICAO Policies on Emergency Response
and Contingency Planning
Carole Stewart-Green
Regional Officer, ANS Implementation (ATM)
18 November 2011

Flight Safety Foundation Regional Seminar
Bucharest, Romania

ICAO Policies

• Standards and Recommended Practices
(SARPS) detailed in Annexes to the Convention
on International Civil Aviation
• Procedures for Air Navigation Services (PANS)
which complement SARPS
• Regional Air Navigation Plans, including
procedures documented in Regional
Supplementary Procedures
• Manuals to assist States to implement SARPS

Flight Safety Foundation Regional Seminar – 18 November 2011 - Bucharest, Romania 13

References

• Annex 2 - Rules of the Air
– Together with the SARPS of Annex 11, govern the
application of the Procedures for Air Navigation
Services — Air Traffic Management (PANS-ATM,
Doc 4444) and the Regional Supplementary
Procedures
– Applies without exception over the High Seas


References

• Annex 6 – Operation of Aircraft
– operation of aeroplanes by operators authorized
to conduct international commercial air transport
operations
– Includes scheduled international air services and
non-scheduled international air transport
operations for remuneration or hire


References

• Annex 11 - Air Traffic Services
– Air Traffic Control Service, Flight Information
Service and Alerting Service
– Establishment of airspace, units and services
necessary to promote a safe, orderly and
expeditious flow of air traffic
– Together with Annex 2, purpose is to ensure that
flying on international air routes is carried out
under uniform conditions designed to improve the
safety and efficiency of air operation


References
• Annex 14 - Aerodromes
– Volume 1 – Aerodrome Design and Operations
– Includes SARPS related to aerodrome emergency planning

• Airport Services Manual (Doc 9137)
Part 7 Emergency Planning
– pre-planning for airport emergencies
– co-ordination between the different airport agencies (or
services) and those agencies in the surrounding community that
could be of assistance in responding to the emergency
– material on how an agency is to carry out its particular functions
such as those of the rescue and fire fighting services or air traffic
control service are in specific documents concerning these
specialties

Project title (Insert, Header & Footer) 17

References

• Annex 17 - Security
– Safeguarding international civil aviation against
acts of unlawful interference

Project title (Insert, Header & Footer) 18

References

• Procedures of Air Navigation Services – Air
Traffic Management (PANS ATM, Doc 4444)
– complementary to the SARPS contained in
Annex 2 and Annex 11
– supplemented when necessary by regional
procedures contained in the Regional
Supplementary Procedures (Doc 7030)
– mainly directed to ATS personnel, but flight crews
should be familiar with some of the procedures


References

• Safety Management Manual (SMM)
(Doc 9859)
– provides States with guidance to develop the
regulatory framework and the supporting guidance
material for the implementation of safety
management systems (SMS) by service providers
– provides guidance for the development of a State
safety programme (SSP), in accordance with the SARPs
contained in Annex 1, Annex 6, Annex 8, Annex 11,
Annex 13, Annex 14


References

• Emergency response planning is mainly
addressed in Annex 6, Annex 11, Annex 14,
the Safety Management Manual and the
Airport Services Manual
• Contingency planning and procedures are
mainly addressed in Annex 2, Annex 11, Annex
17 and the PANS ATM
• Numerous ICAO documents and circulars on
specific subjects and functions


Emergency Response Planning

• Annex 11 requires States to establish a State
safety programme (SSP)
• Part of SSP is to require ATS providers implement
a Safety Management System (SMS)
• Framework for implementation of SSP and SMS is
provided in the Safety Management Manual
• Minimum requirements for SMS include
coordination of emergency response planning



• Annex 6 requires operators and approved
maintenance organizations to develop an
Emergency Response Plan (ERP)
• ERP provides for the orderly and efficient
transition from normal to emergency operations
and the return to normal operations
• ERP shall be properly coordinated with the
emergency response plans of those organizations
it must interface with during the provision of its
services



• Safety Management Manual applicable to all
service providers
– approved training organizations
– aircraft operators
– approved maintenance organizations
– organizations responsible for type design and/or
manufacture of aircraft
– air traffic service providers
– certified aerodromes



• Emergency Response Plan(ERP) outlines what
actions should be taken following an accident and
who is responsible for each action
• ERP should ensure an orderly and efficient
transition from normal to emergency operations
• Overall objective is the safe continuation of
operations or the return to normal operations as
soon as possible
• Any organization supporting flight operations
should have an ERP



• ERP should be in the form of a manual
• Safety Management Manual, Appendix B
provides detailed guidance concerning the
following areas which should be addressed in the
ERP:
– Governing policies, Organization, Notifications, Initial
response, Additional assistance, Crisis Management
Centre, Records, Accident site, News media, Formal
investigations, Family assistance, Post-critical incident
stress counselling, Post-occurrence review



• Operators’ ERPs should be coordinated with
airport emergency plans
• Checklists should form an integral part of the
operations manual or emergency response
manual
• Training and exercises necessary to ensure
capabilities match the plan and to reveal gaps
or deficiencies



• Airports develop airport emergency plans
• ATS providers develop contingency plans
• Airlines develop an emergency response plan
• The coordination of these plans should be
described in the SMS manual of each
organization


Contingency Procedures

• Annex 2, Annex 11 and the PANS ATM include detailed
procedures related to contingency events related to
flight operations
• Includes flight crew procedures and ATS procedures
• Flight crews should be aware of the detailed
procedures in Chapter 15 of the PANS ATM related to
– Unlawful interference and aircraft bomb threat
– Emergency descent
– Special procedures for in-flight contingencies in oceanic
airspace
– Weather deviation procedures
– Air-ground communications failure


Contingency Planning

• Annex 11 requires ATS authorities to develop and
promulgate contingency plans – detailed
guidance is in Attachment C
• Annex 17 requires States to develop contingency
plans to safeguard civil aviation against acts of
unlawful interference
• Appropriate measures must be taken for the
safety of passengers and crew of an aircraft,
which is subjected to an act of unlawful
interference, while on the ground until their
journey can be continued



• To assist in providing for the safe and orderly
flow of international air traffic in the event of
disruptions of air traffic services and related
supporting services
• To preserve the availability of major world air
routes within the air transportation system in
such circumstances
• To ensure access to designated aerodromes
for humanitarian reasons



• Disruptions in one portion of airspace affect
adjacent areas
• International coordination required
• International organizations such as IATA and
IFALPA are valuable advisors
• ICAO’s role is to facilitate or initiate the
necessary coordination



• State(s) responsible for providing ATS and related
supporting services is (are) also responsible, in the
event of disruption or potential disruption of these
services, for instituting measures to ensure the safety
of international civil aviation operations
• Where possible, provisions must be made for
alternative facilities and services
• Contingency plans should be developed in consultation
with other States and airspace users concerned and
with ICAO, as appropriate, whenever the effects of the
service disruption(s) are likely to affect the services in
adjacent airspace



• Timely introduction of contingency arrangements
essential if hazards to air navigation are to be avoided
• States should:
– Prepare general contingency plans for foreseeable events
(industrial action, labour unrest)
– Assess risks due to military conflict or unlawful
interference
– Review likelihood and possible consequences of natural
disasters or public health emergencies
– Monitor developments
– Designate or establish a central full time agency to provide
up to date information



• Contingency plan may include
– Procedures for avoiding airspace
– Current and alternative routes
– Simplified route network
– Procedures to cope with degraded navigational
capability
– Procedures to cope with degraded
communications or surveillance capability



• Contingency plan may include (continued)
– Procedures for temporary re-assignment of
responsibility for providing ATS
– Special in-flight procedures
– Increased separation standards
– Procedures for controlling access to contingency
area(s)



• NOTAM of anticipated or actual disruption of
air traffic services and/or related supporting
services
• NOTAM should include the associated
contingency arrangements
• If disruption is foreseeable, advance notice
should not be less than 48 hours
• NOTAM of discontinuance of contingency
measures and reactivation of normal services


Regional Resources

• Volcanic Ash Contingency Plan – EUR and NAT
Regions (www.paris.icao.int)
• ATM Operational Contingency Plan – NAT
Region (www.paris.icao.int)
• EUROCONTROL Guidelines for Contingency
Planning of ANS (Including Service Continuity)
and associated Reference Guide
(www.eurocontrol.int)


Thank you!

Questions?

Carole Stewart-Green
cstewart@paris.icao.int


Regulatory Framework of the European Union

Jose-Luis Penedo
Policy Officer EASA

National oversight of contingency and emergency plans
at national, European and global level

Mrs. Claudia Virlan
Director General of Romanian CAA

ROMANIAN CIVIL AERONAUTICAL AUTHORITY

National oversight of
contingency and emergency
plans at national, European and
global level

Presented by
Claudia VÎRLAN, Director general

Flight Safety Foundation Regional Seminar, Bucharest, ROMANIA, 18 November 2011 42

Motto:

“PREPARE FOR THE WORST BUT HOPE
FOR THE BEST”

Benjamin Disraeli (1804-1881),
British prime minister and novelist


Content
 Our national environment;
 Oversight of contingency plans;
 Oversight of emergency plans;
 Global and regional approach;
 Conclusions


Our national environment
Ministry of Transport Service and/or Product Provider Organizations under
and Infrastructure the authority of Ministry of Transport
• Air Operators – TAROM
(State Authority for Civil • Airports – LROP, LRBS, LRTR, LRCK
Aviation) • Air Navigation
Service Providers – ROMATSA

Air Club of Romania
ROMANIAN CIVIL (Sports and Leisure Aviation)
AERONAUTICAL Superior Aviation School
AUTHORITY (Approved Training Center)
(Safety Authority for
Civil Aviation) Aeronautical Industry

Private Service and/or Product Provider
Organizations


Our national environment
 The Romanian CAA was established by
Government Decision no. 405/1993;
 The role according to the aforementioned
decision is to assure the application of national
regulations, to issue procedures and instructions
for the application of these regulations;
 The CAA became the technical specialized body
of the MoT by delegation of competences.


Oversight of contingency plans
• Capability to
continue with the
provision of air
navigation
services whatever
the circumstances;
• Readiness to act
in the unfortunate
event;


The requirements for Air Traffic Services are set
by national regulations:
 ICAO Annex 11 – Air Traffic Services (RACR-ATS)
 cap. 2.30 – Contingency arrangements
 Attachment C - Material relating to contingency planning

 ICAO Doc. 4444 – PANS-ATM (PIAC – ATM)
 cap. 8 - ATS surveillance services, 8.8 – Emergencies,
hazards and equipment failures
 cap. 15 – Procedures related to emergencies,
communications failure and contingencies

The requirements for Air Navigation Services are
set at European level:
 Regulation (EU) No 1035/2011- common
requirements:
 Annex 1, pct. 8.2 – Contingency plans
 Regulation (EC) No 1108/2009:
 Annex Vb – Service provision shall not be undertaken unless
the service provider shall establish and implement a contingency
plan covering emergency and abnormal situations that may
occur in relation to its services;


Mechanisms to ensure acceptability and
conformity with the defined requirements:
 existence of contingency plans;
 verification if refers to all provided services;
 verification if the contingency and emergency plans
comply with applicable regulatory requirements
 objective evidences about the implementation;
 verification if the personnel is aware about the contingency
arrangements;
 verification if the personnel is trained in regard to
contingency arrangements;

 The approval of the contingency plan is part of
the certification process and ongoing
supervision;
 It is treated in a specific chapter of the audit
report;
 The State can be held liable for lack of proper
oversight.


Oversight of emergency plans
• Incidents, accidents
or medical
emergencies
interfere with the
normal functioning
of the airport
• A plan is needed for
every type of
emergency, accident
or incident possible


The requirements for Airports are set by national
and European regulations:
 ICAO Annex 14 – Aerodromes, vol. 1: Aerodrome
Design and Operation (RACR-AD-AAC)
 cap. 9, Section 9.1 – Aerodrome emergency planning
 Regulation (EC) No 1108/2009:
 Annex Va –The aerodrome operator shall establish and
implement an aerodrome emergency plan, covering emergency
scenarios that may occur at the aerodrome or in its
surroundings. This plan shall be coordinated, as appropriate,
with the local community emergency plan;

 existence of Airports emergency plans;
 verification if the emergency plans comply with applicable
regulatory requirements
 objective evidences about the implementation (including
exercises records);
 verification if the personnel is aware about the emergency
arrangements;
 verification if the personnel is trained in regard to
emergency arrangements;

 verification
if the Airport Emergency Plan is
coordinated with the Airport Security Plan and the
Regional/Community Emergency Plan;
 Evaluation of the operational activities;
 Evaluation of the rescue and fire fighting sevices;
 SMS implementation analysis (Coordination of
emergency response planning)


Oversight of medical emergency
plans
 The procedures regarding medical emergencies, either
in-flight or in the airport, are implemented both in the
airport’s emergency plans and in the airliner's manual;
 These procedures are being reviewed yearly or even
more frequently, if the situation demands it, by the CAA’s
inspectors for aeronautical medicine and human factors;
 The stakeholders are requested to test this plans
through either real life or just table top exercises, for
constant improvement;


Oversight of medical emergency
plans
 Every international airport in Romania has an agreement
with regional public health authorities regarding the
appropriate actions for prevention of spreading of
communicable disease;
 The terms of the agreement are evaluated yearly by the
public health authorities in regard with specific guidelines
from WHO (World Health Organization);
 There are preliminary discussions to create a national
plan for preventing of spreading of communicable
disease through air travel with all the stakeholders
involved

Global and regional approach
 The scale of the event impose global or
regional preparedness:
 pandemics, terrorist attacks (global);
 volcanic ash, terrorist attacks (regional);
 cross-border contingency;


For the medical
emergencies,
including
communicable
disease outbreaks,
the international
framework is the
basis of a national
preparedness plan


 The European Aviation
Crisis Coordination Cell
(EACCC):
 Facilitate management of
crisis situations affecting
aviation in Europe
 Activated when circumstances
beyond normal environment of
ops are evident


 FAB operation:
 Relations or conclusion of
agreements with
neighbouring States, for
coordination purposes
 NSAs agreement on
oversight


Conclusions
 Contingency/Emergency policies, concepts and
plans can provide a view of what the situation may
look like following an event, but all actors must be
ready and prepared to act in the unfortunate
event;
 The values: assures customers, builds confidence,
helps to protect and enhance reputation, protects
people and assets, contributes to safeguarding
national infrastructure and supports international
networks.

ROMANIAN CIVIL AERONAUTICAL AUTHORITY

Thank you!

Any questions?


Developing and deploying contingency and emergency
plans at national, European and global level

Sid Lawrence
EUROCONTROL

Training needs for an effective contingency and
emergency response planning

Andre Auer
JAA Training Organization

JAA TO’s Approach to Training on
JAA Training Organisation
André Auer, Special Advisor
On behalf of Joost Jonker, Director

18 November 2011, Bucharest, Romania

Seminar of the Flight Safety Foundation SE Europe-Middle East-Cyprus, Bucharest

Content
• About JAA TO

• EU regulation 996/2010

• JAA TO ERP Workshop
• Workshop Content

• Participants and Instructors

• Feedback from Workshop

• Questions?

About JAA TO: Who we are
• ECAC Associate Body (since 1 July 2009)

• Dutch Foundation (Non-Profit)

• Mainly Regulatory Aviation Safety Training on:
• Applicable JARs

• Implementing Rules

• EASA Syllabi; e-Examinations; SAFA Approvals (

• International Regulations

Mission and Goals of
JAA Training Organisation
• Remain the leading Aviation Safety Training
Provider in Europe
• Being fully supportive to ECAC, EASA, EU and
ICAO in their aviation safety efforts within and
outside Europe
• Remain Independent and maintaining Non-
Profit character
• Forging Strategic Cooperations with National,
Regional and Global organisations and
institutions

About JAA TO: Our Courses
Maintenance

Nominated Postholder
Dangerous Goods

Licensing
Intro to Aviation Regulations
PRM
• Over 100 Training Courses and Trainers
Environmental International Aviation Law & Policy
• Over 10 Regional Training Locations Worldwid

• Over 10 Thousand Annual Participants
Logistics Management
Crisis Management
Military
Airworthiness
Aerodrome & Ground Operations

Emergency Response
Planning
• EU regulation 996/2010 (investigation and
prevention of accidents and incidents in civil
aviation)
– Repealed previous EU rules
– Stated new objectives
– Came into force November 2010


Emergency Response
Planning

• In preamble of EU regulation
– New rules for list of persons on board
– New rules for protection of this information
– New rules for information about dangerous
goods
– New rules for contact persons of persons on
board
– New rules for victim and family assistance


Emergency Response
Planning

• In preamble of EU regulation
– New rules for emergency plans for:
– States
– Airports
– Airlines
– Existing regulations for data protection are
applicable


Emergency Response
Planning
• New regulation always means need for training

• This is especially valid for contingency and
emergency response

• JAA TO reacted immediately in preparing a
workshop

Emergency Response
Planning
• JAA TO provides a 3-day workshop scheduled
throughout the year in all 12 Training Centers
as well as on client’s location (upon request).
– Existing rules are explained

– New rules are addressed

Emergency Response
Planning
• Contents of workshop (1)
– Emergency and crisis
– Why an ERP (the advantage)
– Steps in crisis management
– How to start thinking about an ERP
– Examples of real life accident and how to plan

Emergency Response
Planning
– Building a response framework
– Handling the media and the general public
– Assistance to victims and relatives
– Business recovery


Emergency Response
Planning
– Skills of persons in organisation
– Tasks of persons in organisation
– Activation of ERP
– Involvement of departments in organisation
– Importance of logging information


Emergency Response
Planning
– Additional info from a real life case will be
given
– Experience from an airline, involved in a
fatal accident and how this was handled
– A short movie will be shown with experience
from passengers who survived a crash


Emergency Response
Planning
• Participants of workshop
– From the mentioned organisations (State,
airport, airlines)
– Will receive:
– Presentation book
– Course book
– Certificate of attendance


Emergency Response
Planning
• JAA TO Workshop Instructors
– Experience with investigations of accident
and incident in the broad world of aviation
(combined 50 years+ experience)
– Are available for later assistance


Emergency Response
Planning
• Feedback from workshop
– “A very good and clear course. …. The
instructor gave us all instructions needed for
an ERP”
– “I will be able to discuss and properly
implement an ERP in our organisation”
– “A good way of understanding what an
emergency situation can be like”


“I hated every minute of training
but I said : Don’t quit.
Suffer now and live the rest of your life
as a champion!” Mohammed Ali


Thank you for
your Attention!

www.jaato.com

Contingency Plans of the military: Perspective of the
Romanian Airforce

Major General Fanica CARNU
ROMANIAN AIR-FORCE

Contingency and emergency plans of Airlines

Dragos Munteanu
Head of Safety & Quality-TAROM

The ANSP’s perspective on contingency and emergency
planning

Mr.Adrian Serban
Director General of ROMATSA

Contingency and emergency plans of an airport

Miltos Miltiadous
Manager of Larnaca Airport

Hermes Airports

Contingency and Emergency Plans
an Airport’s Perspective

126

Hermes Airports

Why do we need Emergency & Contingency Plans?

 Fulfil regulatory, legal or contractual compliance
 Look ahead and prepare than look back and regret
 Things that can go wrong will go wrong at some point
 Plan well and be prepared. Saves – lives & reputation

127

Hermes Airports

Key difference:
Emergency Planning:

 ICAO Requirement
 Regulated from local CAAs

Contingency Planning:

 Operator developed & driven
 Aims to maintain efficiency

128

Emergency Planning

An ICAO requirement:
 Annex 14 and
 ASM part 5 - directions and guidelines
 Needs to be developed into a
Manual:
Airport’s Emergency Response &
Preparedness Plan (ERPP)

States can develop own regulatory / legal
framework over and above ICAO

129

Emergency Planning

Airport’s Emergency Response &
Preparedness Plan (ERPP)
The plan to prepare the airport community to face
an emergency (life threatening) situation.
Derives the procedures and guidelines on how
individual agencies/organizations, of the airport
community, are expected to respond in a crisis
situation.

130

Emergency Planning
Follows Specific Structure covering ICAO
Emergency Scenarios

Alert for Aircraft Emergency (Standby Crash on
Airport
Crash off Airport
Crash on Water
Structural Fire
Hazardous Material Handling
Medical Emergency (General)

131

Emergency Planning
Follows Specific Structure covering ICAO
Emergency Scenarios - Continued…

Medical Emergency (Pandemic)
Natural Disaster (earthquake)
Hijack
Bomb Threat (Aircraft)
Bomb Threat (Structural)
Sabotage

132

Emergency Planning
Formalizes the conduct between all emergency and
other services during each scenario:

 Rescue & Fire Fighting
 Police
 Paramedics / Ambulance / Hospitals
 Airline / Passenger Handler / Ramp Handler
 Civil Aviation Authority / Accident Investigation
Board
 Airport Operator

133

Emergency Planning
Describes the flow of command during each
scenario:assumes role as On-Scene commander.
 Who
 How this command cascades as time goes by.
 Who assumes role as Emergency Coordination Centre (ECC)
Director
Describes all relevant locations:
 Rendezvous point (primary & secondary)
 Media Room.
 Friends & Relatives Assembly Area
 Emergency Reception Area
 Holding Treatment Area
 Reunion Area

134

Emergency Planning
Leaves no margin for guess-work & assumptions

Everybody involved needs to know:
What to do.
Where to do it.
What means to use.

135

Emergency Planning
Practise makes Perfect

Full Scale Exercise:
At least every two years.

Partial Exercise:
At least one every year.

Table top Exercise:
At least one every 6 months except during the 6 months
period of a full scale exercise.

136

Emergency Planning
Criticism Helps

Examine what went wrong during each exercise

Built on exercise findings to clear up roles

137


Refers to a back up plan (set of plans) to cater for sustaining efficient
operations when loosing certain commodities or systems

Maintain the running of the airport until full systems recovery

138


Typically is in the form of:

• Alternate systems that can be used.
• Procedures that need to be followed – Standard Operating Procedures
(SOPs)

139

The PLAN B

To minimize impact on Operations and reduce customers'
inconvenience

To keep the airport running even at a reduced pace

 To avoid Chaos
 To avoid Criticism
 Not to be a “No Go”

140


 Caters for the interim period until the full recovery of a
primary system (actions required until the return to normal
functioning)
 Covers all major abnormalities which are likely to occur at the
airport and might cause an infraction
 Prioritizes scenarios depending on the criticality and impact
on operations
Relies on input and assistance of all stakeholders /
service providers

141

Typical Scenarios:

Baggage Handling System:
 Partial Failure
 Total Failure

Info Systems :
 Flight Info Display (FIDS)
Failure
 Babbage Info Display (BIDS)
Failure

142

Critical Systems such as Runway Lights

143

 Cookbook Approach - Everybody knows what to do.
 Clear allocation of duties between agencies &
departments.
 List of cases can be quite tedious & non exhaustive
 Cluster cases based on common trunk approach:

• Aircraft disabled on the
runway
• Low visibility Runway Closed
• Problems affecting the Control
Tower functioning

144

 Access Control System (ACS) Failure  Hijack Alert
 Activating IVR and Website  Inadmissible Passengers
Contingency Announcements  Industrial Action
 Airfield Lighting Failure  Irregular Flight Operations (a/c return)
 Airport Operational Database (AODB)  Irregular Operations – Airport Closure
Failure  Medical Calls
 Back up Ops Centre Activation  Public Announcement (PA) Failure
 Baggage Handling System (BHS)  Passenger Boarding Bridge (PBB)
Failure malfunction
 BIDS Malfunction  Removal of Disabled a/c
 CCTV Failure  Runway Closure
 Complete Power Failure  Telephone failure
 CUTE Failure  VDGS Malfunction
 FIDS Malfunction  Vertical Transportation Failure
 Fire Detection and Protection System
Failure
 Ground to Ground (G2G)
Communication Failure
 High Risk Flights
145

Emergency & Contingency Planning

Emergency Planning Contingency Planning
Safety aspect first Efficiency aspect first

Common Goal
Safeguard the functioning
of the airport

146


Emergency Planning Contingency Planning
Safety aspect first Efficiency aspect first

Common Goal
Safeguard the functioning
of the airport
None of them will work out
without
PRACTISE
EXERCISE
TESTING

147


THANK YOU

QUESTIONS?

148

Contingency and emergency plans in Russian aviation: Is
there a need for harmonization with European policies?

Kusaev Abdul
Novosibirsk Airport Russia

The IFATCA view

Oreski Zeljko
IFATCA EVP Europe

Regional Seminar
Contingency and Emergency Plans in Aviation:

The IFATCA View
Is there a need for common plans
and coordination at industry level

IFATCA is the worldwide
Federation of air traffic
controllers with more than
members representing
13 countries. Among its goals
are the promotion of safety,
efficiency and regularity in
International air navigation, and
the protection and safeguarding
of the interests of the air traffic
control profession.

The IFATCA View

emergency [ɪˈm ʒənsɪ]
ɜˈd
n pl -cies
1.
a. an unforeseen or sudden occurrence, esp of a danger demanding
immediate remedy or action
b. (as modifier) an emergency exit
2. (Medicine)
a. a patient requiring urgent treatment
b. (as modifier) an emergency ward
state of emergency a condition, declared by a government, in which
martial 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;
reserve
Collins English Dictionary – Complete and Unabridged © HarperCollins Publishers 1991, 1994, 1998, 2000, 2003

emergency - Comes from Latin emergere (e-, "from," and mergere, "to dip,
plunge") and first meant "unforeseen occurrence."

The IFATCA View

con·tin·gen·cy (kn-tnjn-s)
n. pl. con·tin·gen·cies
1.
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 Mifflin
Company. Updated in 2009. Published by Houghton Mifflin Company. All rights reserved.

The IFATCA View

How to act during an
emergency/incident/accident?

Guidelines for Controller Training in the
Handling of Unusual/Emergency Situations by
EUROCONTROL

The IFATCA View

Controllers should be given initial and
recurrent training in the degraded mode
operations of their equipment.

The IFATCA View

Difference between crisis vs. emergency, catastrophes and conflicts

One of the main differences is the way of management of a crisis
vs. catastrophe, emergencies and conflicts.

In emergencies, catastrophes
etc., SKILLS, EDUCATION, KNOWLEDGE, TRAINING and CHECKLIST
are important

In crisis visions, moral and ethical principles, quality and
competence and emotional intelligence are important.

The IFATCA View

A crisis is any event or situation that could hinder the ability of an air traffic
control unit to operate effectively, or damage the reputation of an air traffic
control unit (or Service Provider) with stakeholders, users and the public, all
of whose support is essential for successful operations.

The IFATCA View

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 crisis
prevention and better prepare for an eventual crisis.
4. We are able to learn and make informed conclusions in the
future
5. We are acquiring a solid basis for leadership during, after and
before the crisis
6. We develop leadership profile
7. We start to understand leadership processes

The IFATCA View

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

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

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

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 Response

The IFATCA View

Thank you!

The IFATCA View

Human factors in Contingency and emergency plans

Dr.Ioannis Marcou
Secretary General of the Greek Society of Aviation
Doctors

176

Human Factors in Contingency and Emergency Plans

Dr Ioannis Markou, MD

Neurologist-Aviation Medicine Specialist

Head of Hellenic Air Force General Staff Medical
Directorate Emergency Planning Department

Secretary Gen. Of Hellenic Aerospace Medicine Society

Flight Safety Foundation, South Regional Seminar Seminar
Regional
East Europe–Middle East–Cyprus Bucharest 18 November 20112011
Bucharest 18 November

Definitions 177

• Emergency • Human Factors
– an unforeseen or sudden occurrence, esp – is about people in their living and working
of a danger demanding immediate situations; about their relationship with
remedy 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 body’s
of the emergency planning is to minimize response or reaction to a real or
the effect of an emergency particularly in imagined threat, event or change
respect of saving lives and maintaining
aircraft operation.

Flight Safety Foundation, South Regional Seminar

SHELL MODEL 178

• Software:
documentation, procedure
s, symbols, etc.
• Hardware:
machinery, equipment, etc.
• Environment: both
internal and external to the
workplace
• Liveware: the human
element.


SHELL MODEL AND EMERGENCY PLANNING 179

• Liveware-Environment (L-E)
– Adaptation
– Observation
– Situational awareness
– Stress management
– Risk management
– Prioritization and attention
management
– Coping/emotional control
– Decision-making


SITUATIONAL AWARENESS 180

• personal factors
• the perception of the elements in
the environment within a volume of • weather
time and space, the comprehension • airport infrastructure
of their meaning, and the projection • individual differences
of their status in the near future.
• traffic
• the most important Human Factors • operators and pilots
issue in regards to human- • environment
technology interface is the ability of • navigational aids
the human operator to maintain
situational/system awareness • aircraft performance
• equipment
• adjacent units.


STRESS AND PERFORMANCE 181

• Definition
– Stress is a condition or feeling
experienced when a person
perceives that demands exceed
the personal and social
resources the individual is able
to mobilize.
• Manifestations
– Poor decision making
– Loss of situational awareness
– Make errors of judgement
– Become confused
– Unable to cope with increase in
workload
– Absenteeism from work


SOURCES OF STRESS OF ATM
182

• Peaks of traffic load
• Time deficit
• Operational procedures
(often limited and need to
be adapted)
• Limitation and reliability of
equipment
• Abnormal/Emergency
situations


SOURCES OF STRESS OF ATM 183

• Shift schedules (night • Personal
work in particular) • Family
• Management • Health
• Role conflicts
• Unfavourable working
conditions


STRESS MANAGEMENT 184

• Recognize the potential signs and symptoms of stress
• Be proactive in removing the cause of stress (e.g. assign
more priority to the short term conflict first before
controlling other aircraft etc.)
• Removing yourself from the stressful situation by knowing
one's own capabilities (e.g. calling out for help from
colleagues if in a very complex ATC scenario)
• Prioritise actions
• Do not be over focused in finishing the mission at any cost
and regardless of the situation
• Be current with all existing procedures at the workplace


STRESS MANAGEMENT 185

• Physical Factors • Psychological Factors
– Maintain good physical – Sound preparation with
fitness regard to knowledge, skills
and procedures
– Have regular meals
– Building confidence in own
– Have sufficient sleep
training and ability
– Sound time management
– Leading balanced social and
– Control the physical family life (so that financial
environment and domestic worries are not
a problem)
– Share and discuss problems
so as not to bottle them up
– Solve problems as soon as
possible to prevent “the
domino” effect


CRITICAL INCIDENT STRESS MANAGEMENT 186

• Critical Incident Stress • Minimize the emotional and physical
affects nearly 90% of all impact of an event
emergency personnel • Prevent burn-out
• The effects of critical incident • Educate participants regarding normal
stress can be intensified, influenced, or stress reactions
mitigated by our personal, family, and • Mitigate stress responses
developmental issues
• Critical incident stress may occur • Help to keep careers, relationships, and
hours, days, or even months after a physical/mental health intact with little
critical event residual damage
• Symptoms usually subside within a few • Was designed to assist in the
weeks prevention, management, and recovery
from a significant stress
• No one is immune from responding to • Include pre-incident
the stress of a critical incident education, defusing, debriefings, support
• Suffering the stress effects following a services, follow-up services, individual
critical incident stress is NORMAL consults, peer counseling, and disaster
management
• CISM interventions are provided be
especially trained individuals


187

CISM increases the rate of normal
recovery, in normal people, who are
having normal reactions to abnormal
events


TERRORISM 188

• "Nothing is easier
than to denounce the
evil doer; Nothing
more difficult than
understanding him."

• Fyodor Dostoevsky


TERRORISM 189

• Physical profile • Social profile
– Healthy – Leaders
– Strong • Higher education
– Medium sized • Doctors, Lawyers,
Professors etc
– Absence of specific
characteristics – Members
– Well dressed • Basic or higher
education
– Normal behavior
– Single
– Motivated


ASPECTS OF DEALING WITH TERRORIST 190

• The first hour of hostage taking is usually the most
dangerous for hostages, as the terrorists are both • Communication delivery must be deliberate,
nervous and aggressive methodical, and, most importantly, nonjudgmental.
• Most persons in crisis have a desire to be heard and – best described as accepting;
understood – the subject perceives that his or her feelings, values,
thoughts, and opinions are viewed as important.
• Active Listening
• ATC should not inject his or her values into the
– Mirroring refers to repeating the last few words or
gist of the person in crisis. situation;
– Paraphrasing involves restating the content of what – this does not mean that he agrees with the values of
the subject said in the ATC’s own words. the subject.
– Summarizing offers a restating of both the content – “From what you’re saying, I can imagine how your
and emotion expressed by the subject. wife could have made you angry enough to kill her.
That would have made me angry too, but I don’t
– In contact with the terrorists may develop some think I could have done what you did.
empathy toward them, and may therefore be
influenced by them
• ATC must not be decision maker.
• Follows strictly the emergency plan
• The voice tone and intonation are at least as
important as the content of the communication.
– Stable
– Specific vocabulary
– Speech and breathing patterns


SHELL MODEL AND EMERGENCY PLANNING 191

• Liveware-Hardware (L-H)
– 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


192
SHELL MODEL AND EMERGENCY PLANNING

• Liveware-Software (L-S)
– Computer literacy
– Self-discipline and
procedural behaviour
– Interpretation
– Time management
– Self-motivation
– Task allocation


193
SHELL MODEL AND EMERGENCY PLANNING

• Liveware-Liveware (L-L)
– Communication skills
– Listening skills
– Observation skills
– Operational management
skills; leadership and
followership
– Problem solving
– Decision-making
– Error management


FATIGUE 194

• Fatigue is the general term • Increased reaction time
used to describe physical • Reduced attentiveness
and/or mental weariness • Impaired memory
which extends beyond
normal tiredness. • Withdrawn mood.
• Mental • Poor desicion making
• Physical • Slow reaction to changing
situation
• Failure to notice an
impending confliction;
• Loss of situational
awareness
• Forgetfulness.


BODY RHYTHM DISTURBANCES 195


KEY AREAS FOR A HUMAN FACTORS-ORIENTED 196
EMERGENCY PLAN

• An effective organisational • Selection
structure for implementing – “Best” or “Right”
the emergency plan • Training
• Clear and well rehearsed – ATC procedures
procedures
– Emergency plan
• Planned and rehearsed
interfaces – CISM
• Efficient means of – Crisis management
information handling • Assessment of the
involved personnel


197


198


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