Regional Seminar

Tony Licu Chairman of the Conference

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

Dmtry TarasevichFSFI-Russia

Catalin RaduPresident of ECAC

Eleni GeroudakisMinistry of Communications and Works of Cyprus

Bogdan DonciuMinister Personal Counselor

Ministry of Transport and Infrastructure of Romania

Tony Licu Chairman of the Conference

1st SESSION

Carole StewartRegional officer ICAO Europe

The ICAO policies on contingency and emergency response planning

International Civil Aviation Organization

ICAO Policies on Emergency Response and Contingency Planning

Carole Stewart-GreenRegional Officer, ANS Implementation (ATM)

18 November 2011

Flight Safety Foundation Regional SeminarBucharest, Romania

13

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

14

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


15

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


16

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


17

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)

18

References

• Annex 17 - Security– Safeguarding international civil aviation against

acts of unlawful interference

Project title (Insert, Header & Footer)

19

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


20

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


21

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


22

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


23


• 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


24


• 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


25


• 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


26


• 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


27


• 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


28


• 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


29

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


30

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


31


• 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


32


• 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


33


• 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


34


• 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


35


• 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


36


• 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)


37


• 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


38

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)


39

Thank you!

Questions?

Carole [email protected]


Jose-Luis Penedo Policy Officer EASA

Regulatory Framework of the European Union

Mrs. Claudia VirlanDirector General of Romanian CAA

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

42

Presented by Claudia VÎRLAN, Director general

ROMANIAN CIVIL AERONAUTICAL AUTHORITY

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

National oversight of contingency and emergency

plans at national, European and global level

Motto:

43

“PREPARE FOR THE WORST BUT HOPE FOR THE BEST”

Benjamin Disraeli (1804-1881),

British prime minister and novelist


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

Content

44Flight Safety Foundation Regional Seminar, Bucharest, ROMANIA, 18 November 2011

Our national environment

45

Service and/or Product Provider Organizations under the authority of Ministry of Transport • Air Operators – TAROM• Airports – LROP, LRBS, LRTR, LRCK• Air Navigation

Service Providers – ROMATSA

Private Service and/or Product Provider Organizations

Superior Aviation School(Approved Training Center)

Air Club of Romania(Sports and Leisure Aviation)ROMANIAN CIVIL

AERONAUTICAL AUTHORITY

(Safety Authority for Civil Aviation)

Ministry of Transport and Infrastructure

(State Authority for Civil Aviation)

Aeronautical Industry


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.

Our national environment


47

• Capability to continue with the provision of air navigation services whatever the circumstances;

• Readiness to act in the unfortunate event;

Oversight of contingency plans


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.



52

• 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

Oversight of emergency plans


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)



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;

56

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

57

Oversight of medical emergency plans


Global and regional approach

58

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


59

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




60

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



61

FAB operation: Relations or conclusion of

agreements with neighbouring States, for coordination purposes

NSAs agreement on oversight


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.

Conclusions


Thank you!

Any questions?

ROMANIAN CIVIL AERONAUTICAL AUTHORITY


2nd SESSION

Sid Lawrence EUROCONTROL

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

Andre Auer JAA Training Organization

Training needs for an effective contingency and emergency response planning

André Auer, Special AdvisorOn behalf of Joost Jonker, Director

18 November 2011, Bucharest, Romania

JAA TO’s Approach to Training onEmergency Response Planning

JAA Training Organisation

Seminar of the Flight Safety Foundation SE Europe-Middle East-Cyprus, Bucharest 18.November 2011

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 (38)

• International Regulations


Mission and Goals ofJAA 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

Train the Trainer Programs Accountable Manager Seminar

Accident and Incident InvestigationSafety Management Systems

Quality Management

Airworthiness

Aerodrome & Ground Operations

PRM

Dangerous Goods

Licensing

Operations

Flight Dispatch

Auditing Techniques

Crisis Management

• Over 100 Training Courses and Trainers

• Over 10 Regional Training Locations Worldwide

• Over 10 Thousand Annual Participants

Environmental

Certification Fatigue Risk Management

Aviation English

Maintenance

Military

Nominated Postholder

Human Factors & CRM

International Aviation Law & PolicySAFA

Facilitation

Logistics Management

Intro to Aviation Regulations

Airside Safety


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


• 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



• In preamble of EU regulation– New rules for emergency plans for:

– States– Airports– Airlines

– Existing regulations for data protection are applicable



• New regulation always means need for training

• This is especially valid for contingency and

emergency response

• JAA TO reacted immediately in preparing a

workshop


• 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


• 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


• Contents of workshop (2)– Building a response framework– Handling the media and the general public– Assistance to victims and relatives– Business recovery



• Contents of workshop (2)– Skills of persons in organisation– Tasks of persons in organisation– Activation of ERP– Involvement of departments in organisation– Importance of logging information



• Contents of workshop (3)– 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



• Participants of workshop– From the mentioned organisations (State,

airport, airlines)– Will receive:

– Presentation book– Course book– Certificate of attendance



• 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



• 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 trainingbut 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

Major General Fanica CARNU ROMANIAN AIR-FORCE

Contingency Plans of the military: Perspective of the Romanian Airforce

3rd SESSION

Dragos Munteanu Head of Safety & Quality-TAROM

Contingency and emergency plans of Airlines

Mr.Adrian SerbanDirector General of ROMATSA

The ANSP’s perspective on contingency and emergency planning

Miltos Miltiadous Manager of Larnaca Airport

Contingency and emergency plans of an airport

126

Hermes AirportsHermes Airports

Contingency and Emergency Plans

an Airport’s Perspective

127


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

128


Key difference:Emergency Planning:

ICAO Requirement Regulated from local CAAs

Contingency Planning:

Operator developed & driven Aims to maintain efficiency

129

Emergency PlanningEmergency 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

130


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.

131


Follows Specific Structure covering ICAO Emergency Scenarios

Alert for Aircraft Emergency (Standby Crash on Airport

Crash off AirportCrash on WaterStructural FireHazardous Material HandlingMedical Emergency (General)

132


Follows Specific Structure covering ICAO Emergency Scenarios - Continued…

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

133


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

134

Emergency PlanningEmergency PlanningDescribes the flow of command during each scenario: Who assumes role as On-Scene commander.

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

135

Emergency PlanningEmergency PlanningLeaves no margin for guess-work & assumptions

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

136

Emergency PlanningEmergency PlanningPractise 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.

137

Emergency PlanningEmergency PlanningCriticism Helps

Examine what went wrong during each exercise

Built on exercise findings to clear up roles

138

Contingency PlanningContingency Planning

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

139


Typically is in the form of:

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

Procedures (SOPs)

140


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”

141


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

142


Typical Scenarios:

Baggage Handling System: Partial Failure Total Failure

Info Systems : Flight Info Display (FIDS)

Failure Babbage Info Display (BIDS)

Failure

143


Critical Systems such as Runway Lights

144


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 • Problems affecting the

Control Tower functioning

Runway Closed

145


Access Control System (ACS) Failure Activating IVR and Website

Contingency Announcements Airfield Lighting Failure Airport Operational Database (AODB)

Failure Back up Ops Centre Activation Baggage Handling System (BHS)

Failure BIDS Malfunction CCTV Failure Complete Power Failure CUTE Failure FIDS Malfunction Fire Detection and Protection System

Failure Ground to Ground (G2G)

Communication Failure High Risk Flights

Hijack Alert Inadmissible Passengers Industrial Action Irregular Flight Operations (a/c return) Irregular Operations – Airport Closure Medical Calls Public Announcement (PA) Failure Passenger Boarding Bridge (PBB)

malfunction Removal of Disabled a/c Runway Closure Telephone failure VDGS Malfunction Vertical Transportation Failure

146

Emergency & Contingency PlanningEmergency & Contingency Planning

Emergency PlanningSafety aspect first

Common Goal Safeguard the functioning

of the airport

Contingency PlanningEfficiency aspect first

147


Emergency PlanningSafety aspect first

Common Goal Safeguard the functioning

of the airport

Contingency PlanningEfficiency aspect first

None of them will work out without

PRACTISEEXERCISETESTING

148


THANK YOU

QUESTIONS?

4th Session

Kusaev Abdul Novosibirsk Airport Russia

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

Oreski Zeljko IFATCA EVP Europe

The IFATCA view

Bucharest, 18 November 2011 Zeljko Oreski, IFATCA EVP Europe

Regional SeminarContingency and Emergency Plans in Aviation:

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


The IFATCA ViewBucharest, 18 November 2011 Zeljko Oreski, IFATCA EVP Europe

IFATCA is the worldwide Federation of air traffic controllers with more than 50.000 members representing 137 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 Zeljko Oreski, IFATCA EVP EuropeBucharest, 18 November 2011


emergency [ɪˈmɜːdʒənsɪ]n 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 treatmentb. (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

3. 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."


“2.8.1 Emergency training, including In Flight Emergency Response (IFER) and coordination training and handling of Unlawful Interference situations should be part of ab-initio and refresher training.”


con·tin·gen·cy (kn-tnjn-s)n. pl. con·tin·gen·cies1.

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

Bucharest, 18 November 2011

Zeljko Oreski, IFATCA EVP Europe

How to act during an emergency/incident/accident?

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


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


Aircraft incidents, IrregularitiesBomb threatElectrical systemsEmergency descentEngine failureEngine on fireEngine problemsFire or smoke on boardFlight controlsFuel dumpingFuel problems – Critical fuelHijackingHydraulic systemsIcingPressurization problemsRadio communication failureTransponder failureWindshield broken


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.


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.


7 reasons why it is important to have an understanding of a crisis:

1. We can better cope with the challenges a crisis will provoke2. We are motivated to determine the chances of a crisis occurring3. 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

future5. We are acquiring a solid basis for leadership during, after and

before the crisis6. We develop leadership profile7. We start to understand leadership processes

The IFATCA View Bucharest, 18 November 2011

Zeljko Oreski, IFATCA EVP Europe


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..



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?



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.


Reference :

1. Leadership in Crisis (published in German and written by Laurent F.Carrel) 2. Guidelines for Controller Training in the Handling of Unusual/Emergency

Situations; EUROCONTROL, 20033. Emerging Risks for the 21st Century a publication of the Organization for

economic co-operation and development (OECD).4. IFATCA Crisis Guide, Arusha 2008.5. ICAO Doc 9897 – AN/470, Manual on In-flight Emergency Response, 2011


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


Yes!


Thank you!

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

Doctors

Human factors in Contingency and emergency plans

176

Flight Safety Foundation, South East Europe–Middle East–Cyprus

Regional SeminarBucharest 18 November 2011

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



177



Definitions

• Emergency– an unforeseen or sudden occurrence,

esp of a danger demanding immediate remedy or action

• Emergency plan– is the process of preparing the

aerodrome to cope with an emergency occurring at the aerodrome or in its vicinity. The object of the emergency planning is to minimize the effect of an emergency particularly in respect of saving lives and maintaining aircraft operation.

• Human Factors– is about people in their living and working

situations; about their relationship with 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 system components by proper consideration to human performance.

• Stress– Stress is your mind and body’s

response or reaction to a real or imagined threat, event or change

178



SHELL MODEL

• Software: documentation, procedures, symbols, etc.

• Hardware: machinery, equipment, etc.

• Environment: both internal and external to the workplace

• Liveware: the human element.

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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

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SITUATIONAL AWARENESS

• the perception of the elements in the environment within a volume of time and space, the comprehension of their meaning, and the projection of their status in the near future.

• the most important Human Factors issue in regards to human-technology interface is the ability of the human operator to maintain situational/system awareness

• personal factors • weather • airport infrastructure • individual differences• traffic • operators and pilots• environment• navigational aids • aircraft performance • equipment • adjacent units.

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STRESS AND PERFORMANCE

• 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

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SOURCES OF STRESS OF ATM

• Peaks of traffic load • Time deficit • Operational procedures

(often limited and need to be adapted)

• Limitation and reliability of equipment

• Abnormal/Emergency situations

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SOURCES OF STRESS OF ATM

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

• Personal• Family• Health

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STRESS MANAGEMENT

• 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

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STRESS MANAGEMENT

• Physical Factors– Maintain good physical

fitness – Have regular meals – Have sufficient sleep – Sound time management – Control the physical

environment

• Psychological Factors– Sound preparation with

regard to knowledge, skills and procedures

– Building confidence in own training and ability

– Leading balanced social and family life (so that financial 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

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CRITICAL INCIDENT STRESS MANAGEMENT

• Critical Incident Stress affects nearly 90% of all emergency personnel

• The effects of critical incident stress can be intensified, influenced, or mitigated by our personal, family, and developmental issues

• Critical incident stress may occur hours, days, or even months after a critical event

• Symptoms usually subside within a few weeks

• No one is immune from responding to the stress of a critical incident

• Suffering the stress effects following a critical incident stress is NORMAL

• Minimize the emotional and physical impact of an event

• Prevent burn-out• Educate participants regarding normal

stress reactions• Mitigate stress responses• Help to keep careers, relationships, and

physical/mental health intact with little residual damage

• Was designed to assist in the prevention, management, and recovery from a significant stress

• Include pre-incident education, defusing, debriefings, support services, follow-up services, individual consults, peer counseling, and disaster management

• CISM interventions are provided be especially trained individuals

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CISM increases the rate of normal recovery, in normal people, who are

having normal reactions to abnormal events

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TERRORISM

• "Nothing is easier than to denounce the

evil doer; Nothing more difficult than

understanding him."

• Fyodor Dostoevsky

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TERRORISM

• Physical profile– Healthy– Strong– Medium sized– Absence of specific characteristics– Well dressed– Normal behavior

• Social profile– Leaders

• Higher education• Doctors, Lawyers,

Professors etc– Members

• Basic or higher education

– Single– Motivated

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ASPECTS OF DEALING WITH TERRORIST

• The first hour of hostage taking is usually the most dangerous for hostages, as the terrorists are both nervous and aggressive

• Most persons in crisis have a desire to be heard and understood

• Active Listening– Mirroring refers to repeating the last few words or

gist of the person in crisis.– Paraphrasing involves restating the content of what

the subject said in the ATC’s own words.– Summarizing offers a restating of both the content

and emotion expressed by the subject.– In contact with the terrorists may develop some

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

• Communication delivery must be deliberate, methodical, and, most importantly, nonjudgmental.

– best described as accepting; – the subject perceives that his or her feelings, values,

thoughts, and opinions are viewed as important. • ATC should not inject his or her values into the

situation; – this does not mean that he agrees with the values of

the subject. – “From what you’re saying, I can imagine how your

wife could have made you angry enough to kill her. That would have made me angry too, but I don’t think I could have done what you did.

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• 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

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• Liveware-Software (L-S) – Computer literacy – Self-discipline and

procedural behaviour – Interpretation – Time management – Self-motivation – Task allocation


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• Liveware-Liveware (L-L) – Communication skills – Listening skills – Observation skills – Operational management

skills; leadership and followership

– Problem solving – Decision-making– Error management


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FATIGUE

• Fatigue is the general term used to describe physical and/or mental weariness which extends beyond normal tiredness.

• Mental• Physical

• Increased reaction time • Reduced attentiveness • Impaired memory • Withdrawn mood.• Poor desicion making • Slow reaction to changing situation • Failure to notice an impending confliction; • Loss of situational awareness • Forgetfulness.

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BODY RHYTHM DISTURBANCES

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KEY AREAS FOR A HUMAN FACTORS-ORIENTED EMERGENCY PLAN

• An effective organisational structure for implementing the emergency plan

• Clear and well rehearsed procedures• Planned and rehearsed interfaces• Efficient means of information handling

• Selection– “Best” or “Right”

• Training– ATC procedures– Emergency plan– CISM– Crisis management

• Assessment of the involved personnel

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CONCUSIONS AND RECOMMENDATIONS

END OF THE SEMINAR

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Regional Seminar