Insight Magazine Spring 2013 by EUROCONTROL

EUROCONTROL

TEN YEARS OF EAD Happy Anniversary! NEW CHALLENGES across the Agency DUBROVNIK Frank Brenner visits the prehistoric cave under the airport

Spring 2013

Contents Sommaire 3 Editorial 4

An eye on...

MUAC – the TMA competency programme: necessary or just a luxury?

New e-Dashboard to access Single European Sky performance data and targets

Remotely Piloted Aircraft System concept

ICAO Flight Plan: Thank you, EUROCONTROL!

The User Forum 2013: backstage at a real rock show

MUAC – Royal Netherlands Air Force: bringing partnership to a new level

Teaming up for safety

Not every European airport has an amazing prehistoric cave under it... except for Dubrovnik

Dossier

World ATM Congress: a story written by the actors

36 Inside News

36 Newcomers

Retirements & ETS

In Memoriam

38 Eurobabies

New challenges across the Agency

Success Stories

Ten years of EAD: Happy Anniversary!

Quand le CEE diminue sa contribution au réchauffement climatique

15 Counting on you

Glen's All Stars are back

Aviation sans Frontières Belgique

Editorial Dear readers,

Chers lecteurs,

I was very pleased to be invited by Josefa Garcia Garcia, Editor of Insight, to write a Guest Editorial for the Spring edition.

C’est avec grand plaisir que j’ai répondu à l’invitation de Josefa Garcia Garcia, rédactrice en chef d’Insight, de rédiger l’éditorial de l’édition de printemps.

You all know that “tackling silo thinking” is something that I am passionately committed to. I think you will see that teamwork and cross-pillar success stories are a running theme through this Insight, from the User Forum to the Safety Event to the World ATM Congress (WAC). It is refreshing to read Edgar Reuber and Mike Lissone mention in their impressions of the WAC that “it made a refreshing change that our stand was not made up of compartmentalised directorates, but a single European team”: that is exactly how we need to work.

Comme vous le savez déjà tous, le « décloisonnement » est un objectif que je soutiens avec beaucoup d’énergie. Vous ne manquerez pas de relever, à la lecture de la présente édition d’Insight, que le travail d’équipe et les succès engrangés grâce à la coopération transversale sont des thèmes récurrents, depuis le User Forum jusqu’au Congrès mondial de l’ATC (WAC), en passant par le Safety Event. Il est encourageant de lire, dans les impressions partagées par Edgar Reuber et Mike Lissone sur le WAC, que « le fait que notre stand n’était pas compartimenté entre les différentes Directions mais présentait une équipe unique européenne nous a agréablement surpris » : c’est exactement ainsi que nous devons travailler.

Being flexible and adaptable is a key driver for this and I am also very interested to read how staff see their experience of moving between Directorates as a positive, enriching step that leads towards, in Rainer Koelle’s words, “a better insight into what we are doing”. I also like Yevgen Pechenik’s statement that “whenever you see a wall, you just need to coordinate and fight the silos, keeping the organisation’s goals in mind”. Bravo! On the ATM side, I note some genuine success stories, from the ICAO Flight Plan to RPAS. Particularly interesting from a personal perspective is the article celebrating the 10th anniversary of EAD – The European AIS Database – which as you know is a project I was closely involved in, and is the model behind much of the thinking behind centralised services. It’s nice to see a number of personal contributions too and I would be very interested in seeing more of these – I myself provided a photograph I took in Dubrovnik, during a visit to the DGCA, CroatiaControl and the airport, which the Insight team have written an interesting article around. In addition to the moving tributes to Thanos Papavramidis and Dirk Ceyssens, I enjoyed reading about Etienne De Mûelenaere’s volunteer work with "Aviation sans frontières", or to hear of the tribute paid by colleagues in Maastricht in memory of their former colleague Glen Ralston to support research into cardiac arrhythmia. Enjoy our staff magazine! Yours, Frank Brenner

La clé de la réussite réside dans la flexibilité et une grande capacité d’adaptation. Aussi est-ce avec grand intérêt que j’ai lu que les membres du personnel qui ont changé de Direction ont vécu cette expérience positive comme un enrichissement qui leur a permis « de se faire une idée plus précise de ce que nous faisons », pour reprendre les termes utilisés par Rainer Koelle. J’apprécie également la manière dont Yevgen Pechenik voit les choses : « Lorsqu’un obstacle se présente, il suffit d’assurer une coordination et de « décloisonner », tout en gardant à l’esprit les objectifs de l’Organisation ». Bravo ! Dans les articles consacrés au domaine de l’ATM, j’ai relevé plusieurs succès remarquables, parmi lesquels le plan de vol de l’OACI et les aéronefs télépilotés. Un article que j’ai trouvé particulièrement intéressant d’un point de vue personnel est celui consacré au dixième anniversaire de l’EAD (la base européenne de données AIS), un projet auquel j’ai participé activement, comme vous le savez, et dont s’est largement inspirée toute la réflexion qui sous-tend le concept des services centralisés. Ce numéro contient également de nombreuses contributions personnelles, une tendance que j’aimerais voir se confirmer. J’ai d’ailleurs moi-même fourni une photographie que j’ai prise à Dubrovnik au cours d’une visite à la DGAC (CroatiaControl) et à l’aéroport, pour illustrer l’article intéressant que l'équipe d'Insight a consacré aux caves de cet aéroport. Outre les hommages émouvants rendus à Thanos Papavramidis et à Dirk Ceyssens, j’ai également lu avec plaisir l’article consacré au travail bénévole d’Etienne De Mûelenaere au sein de l’association « Aviation sans frontières » ainsi qu'au soutien apporté à la recherche sur l’arythmie cardiaque par nos collègues de Maastricht en mémoire de leur ancien collègue Glen Ralston. Je vous souhaite une agréable lecture de votre magazine du personnel !

Insight magazine Spring 2013 Insight is the magazine of the people of EUROCONTROL. Articles appearing in this magazine reflect the views of the authors and not necessarily the Agency’s official policy.

Insight Editorial Group: Hervé Bechtel Salima Tiamani-Corces Lynn Koch Mireille Roman Simon Scott-Kemball Josefa Garcia Garcia, editor Frédérique Fyon, layout & design Photos: DR/COM Linguistic Linguistic Service Advisers: DR/CS/LING Next Issue:

Nov 2013

Copy Deadline: 13 Oct 2013 Contact:

insight@eurocontrol.int

(tel.: 93283)

All articles, photographs and letters from readers will be treated with the utmost care, but Insight cannot take responsibility for any loss or damage.

Cordialement, Frank BRENNER

An eye on...

MUAC

The TMA competency programme: necessary or One fine day somebody with a fresh vision must have thought: if we can dispatch our kids halfway around the world on courageous student-exchange programmes, why not send our ATCOs to befriend control centres inside European boundaries and host other ATCOs in return?

Exchange programmes have generally been a success since they were more broadly introduced last century, first for students and later also for professionals. But we are living in times when traditional intrinsic values (such as ‘cultural cross-pollination’) seem to be less desirable than tangible results that accountants can immediately express in euros. Discovering the world and social enrichment are no longer legitimate drivers, and every effort needs to be measured with a financial ruler. We spoke with MUAC’s Capacity Programmes Manager Theo Hendriks, who stood at the cradle after the idea was born to launch the TMA competency programme for EUROCONTROL ATCOs (and their peers). Can he convince us that his programme fits into the current policies of the Agency to strive for ever more cost-efficient operations at MUAC? Or teach us that this is not about immediate hard cash but that the Organisation will ultimately benefit from the non-financial enrichment? Let’s find out. And let’s quickly find out what TMA stands for!

Theo Hendriks The three letters TMA stand for ‘Terminal Maneuvering Area’, but I suppose that does not explain sufficiently what we have at hand here. Let me try and give you some more background. Don't worry, I’ll avoid heavy analysis from upcoming and ongoing shifts in regulatory frameworks like SES Performance Schemes and FAB Implementing Rules, etc, etc. In short, MUAC’s role and position in the ATM network is getting more and more attention, in particular when servicing some of Europe’s major hubs: Paris, London, Amsterdam, Frankfurt and Munich. Evidently, being at the heart of it, we are aware of this development and the programme is in fact our response to address ‘distortion’. We all know that MUAC delivers excellent en-route service in the upper airspace. We have often been called ‘best in class’ and sometimes we even get to hear the suggestion that we might as well slow down a little bit. Maybe because less perfect is thought to be cheaper, but there is another, maybe even more important reason behind this: ultimately, for our customers, the

overall result is what counts. Some of the benefits of our outstanding performance can be (and is in fact) lost because of difficulties that our high productivity can cause in the lower airspace. What basically happens is that we keep on rushing large quantities of traffic into the already overloaded airport stacks or lower airspace sectors of our national partners. It is like a multistory factory-building with the large conveyer belt from the top floor running on nitrogen fuel, feeding airplane after airplane into the lower stories that steadily run their belts on regular petrol. Today a lot of effort is wasted on finding ad-hoc solutions for this lack of synchrony, e.g. by letting pilots make detours, turn spirals, or even delay their departure from ground. Just slowing ourselves down is way too over-simplistic and would be very damaging to our customers and the overall network (‘unused space on the conveyer belt’). Today, ATCOs trying in good faith to smooth problems for our partners in the lower airspace are not only regularly uncertain as to whether their efforts are effective, but at times even cause counter-productive effects. So we rather needed to consider the option of optimising the interfaces with our national partners in the lower

An eye on...

just a luxury?

airspace, not just in terms of procedures or technicalities, but also from a human factors point of view. To do so we had to better understand their needs, possibilities and difficulties; thus obtaining the birthright of our competency programme! What does the programme focus on? Experts know that work in lower airspace, especially in connection to major hubs, is dominated by the arrival management requirements of the TMA, and less so by transit or departing traffic. So through the programme we are searching for effective ways of extending arrival management requirements into the upper airspace. To accomplish something like that we have looked for and involved enthusiastic participants (from both sides) with in-depth operational expertise built from training and experience, people with know-how who appreciate the efforts and craftsmanship of their counterparts. From the feedback of our ATCOs who, in the framework of their ‘side-tracking’, had previously looked into Amsterdam, Langen, London and Paris, we concluded that the latter hub held the most opportunity for our programme and had the highest need.

A word from our MUAC ‘side-tracke r’, Russel GARNHAM The TMA competency programme is a new concept adopted by the MUAC management team which represents the change in culture of how we view our operations. The aim of the programme is to tackle both the technical and human aspects of facilitating the TMAs in the upper airspace. During our visits we gained a lot of knowledge and understanding of the differences and difficulties that each of the TMAs encounter. After our travels we analysed, from an operational perspective, which of the TMAs' collaboration most needed improvement and Paris landed on top of our shortlist. There was some deficiency in understanding each other’s operations at that point, which needed to be tackled. So at the beginning of this year we were very pleased to welcome our colleagues from Paris ACC to take part in the exchange programme at MUAC. A two-day programme was designed to provide our visitors with a general overview of ope rations at MUAC, paying special attention to the Brussels sectors and the available systems and tools. Throughout the visit we had a lot of fruitful discussions from which we gained a better understanding of “how things work” and “how we would like things to work.” The exchange visit was a very posi tive experience with great knowledge-gathering achieved. We were able to build a strong relationship with our distant yet day-to-day colle agues. Continuing the exchange programme will further strengthen the relationship between MUAC and Paris ACC, helping us to work clos er in maintaining and improving the excellent work carried out by both teams.

Insight magazine Spring 2013

An eye on...

MUAC – The TMA competency programme: necessary or just a luxury? (cont'd)

This is why, on 28 and 29 January of this year, we hosted the exchange of four Paris ATCOs at MUAC, the return match to our previous visit to them. They followed briefings, worked our traffic on our simulator and had sit-in sessions on sectors in the operations room. The big gain from the exchange is that ATCOs experience first-hand the possibilities and limitations of their distant colleagues and how this knowledge can be translated into a better working relationship.

A word from Paris ACC’s Exchange Team on the January visit to MUAC Our trial visit was very well orga nised and our expectations were exceeded . This exchange allowed us to better understand what MUAC ATCOs actually do in their sectors, how they work and with what tools. Thanks to the synthetic presentations of the sectors and their main traffic flows, we managed to get a clear view of MUAC ATCOs' everyday job. Spending some time in the operatio ns room was very enriching: we were able to talk quite a lot with the controll ers, who were eager to answer our que stions and share their points of view and working experience with us. But abo ve all, using the simulator for a reas onable amount of time was a genuine “eye opener”. We want to thank our host s for the positive atmosphere and for their availability. We had good and open discussions throughout our visit, ther efore no big debrief was really necessar y in the end! Our feedback after these two day s? We can only encourage such mut ual visits between MUAC and Paris ACC to be regularly scheduled!

Theo Hendriks in the background with the French and MUAC controllers

As you have read, the Paris ATCOs appreciated their stay with us and have advised, or will advise, their management to maintain a regular, ongoing exchange. We are looking for the best way to make use of the additional TMA knowledge and aim to increase general awareness amongst MUAC ATCOs of the impact of their methods and productivity, and to adjust their practical behaviour where required

Christine NAHON, Mélanie VEYRIER , Kevin SHEEHAN, Renaud RIDE

– spontaneously and through more formal and structural development activities. According to Theo, the preliminary results are promising and the positive reactions to each other’s input show that the team is on the right track with their programme. It seems that all the effort invested into this project will soon bring considerable benefits to

MUAC through the creation of mutual understanding and ultimately also in our budgets. And let us be honest, the programme couldn’t have got off the ground if we hadn't believed in it in the first place. n

An eye on...

EUROCONTRO

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B OA R D

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Insight magazine Spring 2013

Dossier

World ATM Congress:

A story written by the actors ”Once upon a time, the international air traffic management industry decided to stage a major new event called World ATM Congress. It was held in February 2013, in Madrid, and EUROCONTROL took part in the event for the first time. The event combined a large-scale exhibition, an industry conference and social events, providing networking opportunities and the chance to find out the latest trends and developments in ATM. World ATM Congress was an opportunity for EUROCONTROL to demonstrate how it had evolved as an organisation as well as showcase the tangible contribution it was making towards European ATM and the creation of a Single European Sky. The Agency exhibited at World ATM Congress, with eleven projects on display. It also took an active part in the educational programme by means of various briefings, workshops and the conference. Last but not least, it was rewarded twice by the IHS Jane’s ATC Awards for the valuable work performed with its partners.”

Dossier

This is the story you will find on our public website, as well as in the brochures and material issued to promote the Agencyâ&#x20AC;&#x2122;s participation in the event. But there is also a people-based story, a story written by everyone working to make the event a success. This article is about this other side of the story as the World ATM Congress and similar key stakeholder events are not only a great opportunity to network and interact with stakeholders, but also bring important added value to the Agency. In this respect their success is, first and foremost, a question of individuals performing in teams and working to achieve a common goal. Such events involve a number of challenges â&#x20AC;&#x201C; not only raising the visibility of the Agency externally but also managing the high number of individuals who contribute to such events in different ways and at different levels. Before the event and on site there is an important coordination and communication effort which allows the various actors to interact to clarify the contribution expected from each of them and to ensure that the final output is in line with the goals of the event itself. This involves taking into account the different needs of the various parties, harmonising working methods and dealing with issues which are partially technical, as most of the time they relate to people, people working in teams. That is why we decided to give the floor to those persons and teams who put their time and energy into making World ATM Congress a really successful event. They will take you the behind the scenes and tell you a story, animated by impressions and feelings, which is based on a wide range of points of view and experiences. Together, they will give you a highly personal perspective on the event.

Insight magazine Spring 2013

Dossier

s n o i t u b i r t Con DG’S VIEWS FROM HIS BLOG (issued on 14 February 2013) World ATM Congress in Madrid has proved an exciting event for EUROCONTROL. We had a great stand and a very engaged team there, and I was very proud to attend the Jane’s Awards on Monday night and see the Master Plan recognised with an award as well as an individual award for the Datalink Implementing Rule going to Martin Adnams. The first day was all about collaboration towards a transformed ATM environment, and I enjoyed the speeches by key players in global ATM. The discussions complemented those I have been having with our stakeholders over the past month about centralised services (CS).

RÉCIT DE J.-P. FOGLIA, DE L’ÉQUIPE DU COURRIER ET DE L’IMPRIMERIE Le personnel du bureau du courrier et de l’imprimerie est à la fois heureux et fier d’avoir contribué au succès du WAC et de cet espace de visibilité qui constitue un moment important de reconnaissance du travail accompli. L'ÉQUIPE DU COURRIER SOUS LA SUPERVISION DE JEAN-PIERRE FOGLIA (SECOND SUR LA PHOTO)

Pour nous qui sommes en permanence à l’arrière-plan et qui voyons les choses se mettre en place, nous gardons toujours à l’esprit que si nous n’atteignons pas nos objectifs, les étapes successives du projet pourraient être compromises. Il est incontestable que notre travail est essentiel à la réussite de ce type d’événement et nous sommes toujours soucieux de fournir un travail parfait.

L'ÉQUIPE DE L'IMPRIMERIE ÉGALEMENT SOUS MA SUPERVISION

MARIANNE, SEPPE, FRED... LES GRAPHISTES

RÉCIT DES GRAPHISTES DE L’AGENCE Comme tous les événements de cette taille, le World ATM Congress (WAC) est un exercice à la fois engageant et enrichissant car il implique une participation à plusieurs niveaux : de la conception du stand et de son design au développement du matériel graphique employé sur place, de la création de publications de toutes sortes et de différents formats à la mise en page des supports de présentation PowerPoint utilisés par les experts, jusqu’à la préparation des étiquettes pour les badges des directeurs et des exposants. Par rapport à l’ampleur de l’événement, les tâches évoquées semblent avoir une importance relative. Nous sommes toutefois conscients qu’ensemble, elles contribuent à créer l’image que notre Agence véhicule sur place et à l’extérieur. Et nous en tirons une grande satisfaction. Ceci étant dit, et pour conclure en beauté, voici un petit quizz pour nos/les lecteurs : savez-vous combien de publications ont été éditées et publiées pour le WAC ? Nous offrirons à l’heureux gagnant un service de design encore plus riche en créativité et en bonne humeur !

Dossier A STORY BY EDGAR REUBER AND MIKE LISSONE (RPAS/UAS TEAM) Edgar and I manned the Remotely Piloted Aircraft Systems/Unmanned Aerial System (RPAS/UAS) position. On the first day of the exhibition a large number of people visited us to know what we were all about and to find out what the Agency was doing in this field of aviation. This was the first time that this topic was on display and we very much appreciated talking to people who were willing to learn more about what we were doing. We received positive feedback from the visitors, and not only from people new to this topic. It also made a refreshing change that our stand was not made up of compartmentalised directorates, but a single EUROCONTROL team with collaborative and cooperative people willing to support the Agency at the event and to find out more about the topic. Furthermore, we were proud to be exhibiting at one of the most prominent and accessible stands in the exhibition hall!

RÉCIT DE MISSION DE THIERRY CHAMPOUGNY, DE L’ÉQUIPE « PLANIFICATION DES OPÉRATIONS » Ma première impression du World ATM Congress (WAC) ? Il a fait froid et cette année, les trois journées d’exposition ont été éprouvantes pour nous tous, notamment la première, où nous avons présenté les activités de l’Agence pendant près de dix heures d’affilée ! Comme pour chaque événement de cette ampleur, nous avons un sentiment à la fois de fatigue et de satisfaction car notre stand, et plus particulièrement l’animation 3D, a attiré beaucoup de visiteurs. Cette façon de présenter la gestion de l’espace aérien se révèle toujours très appropriée et gagnante. Et nous en sommes très contents. Le WAC est aussi une belle occasion de faire l’état des connaissances ainsi que de se renseigner sur les nouveautés et les dernières avancées du domaine de l’aviation. Et si c’était à refaire, je dirais que chaque équipe devrait s’organiser

LES EXPERTS A STORY BY JACKY POUZET ON BEHALF OF THE CFC TEAM Such an event is of course an excellent opportunity to meet our stakeholders, having time without e-mail and meeting constraints to talk informally with them. It also provided a good platform to discuss with our colleagues and learn more about what they are doing. On our side, it was the occasion to discuss in detail the issues raised by the UAVs with the EUROCONTROL experts on the stand, which proved very useful. We shared the position with PENS and the Radio Frequency Function, and realised that we need to devote more energy to communication in order to raise awareness of frequency management among non-specialists. Consideration will have to be given to how we can change the way we convey our messages.

SUCH AN EVENT IS OF COURSE AN EXCELLENT OPPORTUNITY TO MEET OUR STAKEHOLDERS, HAVING TIME WITHOUT E-MAIL AND MEETING CONSTRAINTS TO TALK INFORMALLY WITH THEM.

EDGAR AND I MANNED THE REMOTELY PILOTED AIRCRAFT SYSTEMS/UNMANNED AERIAL SYSTEM POSITION

LAISSEZ MOI SORTIR!!

EUROCONTROL was invited to speak at the SESAR workshop on RPAS integration and I presented the regulatory perspective on behalf of EASA.112 people attended the workshop, which is a substantial audience for this topic. The visibility achieved by RPAS/ UAS at this event reflects the genuine recognition of the role played by EUROCONTROL in coordinating the integration of RPAS into nonsegregated airspace in Europe and of the work done so far!

au mieux pour à la fois être présente sur le stand et saisir l’occasion d’en apprendre plus sur ce que les autres collègues font ainsi que sur les développements de l’industrie.

Last but not least, the Director General's visit to the stand was an unexpected and appreciated opportunity for us to present some of our activities to him.

Est-ce qu’il y aura une animation 3D l’année prochaine ? Bien sûr que oui, mais elle sera encore plus innovante et exhaustive dans la vision qu’elle fournira de l’optimisation de l’espace aérien au niveau européen !

Insight magazine Spring 2013

Dossier

PENDANT CE TEMPS-LÀ, LA SWIM-TEAM S'ACTIVE... TU AS PENSÉ À CONNECTER LE WIFI À LA CAMÉRA?

ÇA NE MARCHERA JAMAIS!

C'EST POURTANT SIMPLE: TU DOIS SIMPLEMENT TU COMPRENDS? AH! J'A I TROUVÉ LE MODE D'EMPLOI

QUI A PRIS L'ÉCHELLE??

JE SUIS ICI!

VAS VOIR À COTÉ...

MÊME PAS FROID! QUELLES SONT LES PRÉVISIONS MÉTÉO?

CIEL DÉGAGÉ ET ENSOLEILLÉ.... VUE SPLENDIDE!

MEILLEURES J'ESPÈRE. MARRE DE PORTER CE BONNET.

MADRID, MADRID, MADRID,.....

WE HAD THE JOLLIEST PEOPLE AROUND

Dossier

A STORY BY THE SWIM TEAM We chose the newly-launched World ATM Congress held in Madrid this February to showcase the latest developments and achievements made in the SESAR SWIM (System-Wide Information Management) project. Ten SESAR partners took part in presenting SWIM: EUROCONTROL took the lead in coordinating the event and managing the project on behalf of SESAR’s industrial partners and the SESAR Joint Undertaking. We opted for a series of three live sessions to show over 200 participants SWIM’s collaborative decision-making features - such as information sharing, service orientation, federation, open standards, information and service lifecycle management. During the demonstrations, ten different ATM organisations were connected through 15 prototypes. We managed to successfully exchange information on airspace, flights, airports and weather. Everyone agreed that SWIM is maturing well and we expect to see rapid deployment in the near future. The World ATC Congress sessions built on the fine work done at the SESAR SWIM Master Class held in 2012. We believe that SWIM has now gained broad acceptance in Europe as the new standard for exchanging information – and we hope that soon we can take it even further and establish it as a global standard, taking on extra partners and adopting a wider vision to do this. These sessions made for a lot of work – not just for our own staff but for people outside, too. Our ops and support teams in-house did an especially great job. We are very much aware that the final output of the projects depends on the fine orchestration of a number of mechanisms, each one of which is vital. So, a big thank-you to everyone who helped us: you made it all happen!

RÉCIT DE MISSION D’ANTOINE AUTHIER, DE L’ÉQUIPE MUAC Madrid, grand ciel bleu ensoleillé, vent glacial. Notre stand colossal domine un hall d'exposition où beaucoup reste à faire. Quelques instants pour comprendre l'organisation et rencontrer les différents protagonistes. Un subtil mélange hispano-italo-néerlandais qui ne manque pas de piquant. La palette arrive enfin, le déploiement du matériel peut commencer. Entre peinture et ponçage, tout s'est finalement très bien passé. Les deux installations du MUAC sont prêtes à délivrer leur lot d'informations et de judicieuses explications. Un seul regret : ne pas pouvoir rester et assister à une démonstration de SWIM, mais j'ai les pieds gelés, il est temps de rentrer. Cet événement m'a permis de rencontrer différents collègues de Bruxelles, Brétigny et Luxembourg et de discuter avec eux. J’ai pu ainsi mieux comprendre et apprécier leurs domaines d'expertise et leurs activités. Ce fut enrichissant et j'ai vraiment apprécié ce côté de l'expérience. Merci à l’équipe qui a travaillé sur place pour son accueil spontané.

A STORY BY THE CNS TEAM AND FRANCA PAVLIČEVIĆ I think we had the jolliest people around! Anyone in the vicinity could tell that we enjoy what we do. Although day 1 was a bit quiet (this is not uncommon at exhibitions) it picked up on day 2 and day 3. People did pass by to chat about RNAV and RNP. Some of the discussions ended up being quite lengthy, technical and in-depth. Importantly, though, these events are more about having the opportunity to chat to people we know, meet new people (networking, it's called) and we did that. These events are less about technical discussions and more about EUROCONTROL and our work area giving an overview and positive image of what we do, and I think we succeeded in that thanks to a great all around effort with path steering provided by Aline, our team coordinator".

A STORY BY MARIEFRANCE DESLANDES AND HENK HOF, THE MADRID MASTER PLAN TEAM It was a special event this year. Of course it was the first time the Congress had been held in Madrid but it was also the year that we received the prestigious Jane’s ATC Award for the update of the European ATM Master Plan. We had tangible results to show and to talk about. The DR team did an excellent job at all levels and the support was very valuable. The EUROCONTROL stand was well designed and attracted a great deal of interest. The Master Plan Portal (the webbased interactive Master Plan) drew many visitors and we had very instructive talks with some of them. This was the case for example of two controllers who came and asked what the Master Plan would mean for them. We also spent quite a long time with the top management of DECEA (the ANSP of Brazil). They were very inspired and want to apply the Master Planning approach to the strategic developments in their country. Our Master Plan document was also successful: the 400 copies we had shipped to Madrid had gone in less than two days! Unfortunately there was no time for gadget hunting but at the end of the exhibition we received a box of delicious Danish cookies from our Danish neighbours to take back to the office. Most importantly, being on the EUROCONTROL stand with other colleagues created a feeling of belonging. It was great to be part of such a team for a couple of days and talk with people from different countries/ companies about what we do. Our team could learn a lot from it.

Insight magazine Spring 2013

Dossier

UN PEU DE SPORT POUR TENIR LA FORME.

READY TO START!!!

OUF! ON A RETROUVÉ LES BICS

ET....COMMENT AS-TU TROUVÉ LE SKYWAY?

CA SENT LA FIN... ATTENTION À LA GRUE!

OUR LATEST

EDITION!

ILS SONT TOUS PARTIS??? MA-GNI-FI-QUE!

À L' ANNÉE PROCHAINE

Counting on you

DR/COM – A STORY BY THE EXTERNAL COM TEAM

Glen's All Stars are back

World ATM Congress and other similar events offer a great opportunity to exchange information, to network and to interact with colleagues and customers. They have an added value which is both external and internal, as they help us increase the visibility of the Agency among stakeholders and partners while at the same time encouraging cooperation across the Agency by promoting an exchange of opinions/ideas, and strengthening our sense of belonging to a team. While preparing the event and, even more so, during the event itself, there are no more barriers or distinctions between directorates, just individuals working together to achieve a common and anticipated result. In this respect, World ATM Congress might be compared to a team-building activity where we experience how effectively we can work in team and contribute to a shared goal. This experience can help us feel more integrated and motivated in our daily lives at EUROCONTROL. These events are also a valuable exercise in better understanding what the Agency does and in how to communicate technical content so that a wide and diverse audience can easily access and understand it. Despite the fact that each event has its specific focus and identity, they are all an excellent way to learn by doing, thinking and being passionate about what we do!

Those who knew Glen Ralston will remember that he died suddenly and unexpectedly of cardiac arrhythmia at the age of 34 in March 2003. Glen’s All Stars were formed soon after by a group of Glen’s friends, colleagues and family. In May 2004 we ran the ‘20 km door Brussel’ in his memory and raised over €18,000 for the Brugada Foundation through sponsorship. Dr. Brugada used the money for genetic screening of young children for inherited cardiac arrhythmia disorders. This summer, Glen’s All Stars will commemorate 10 years since Glen’s death by running ‘Maastrichts Mooiste’. This time we will be raising money for the following: Cardiac Risk in the Young (CRY) For the Nederlandse Hartstichting, click here The run will take place on 9 June, starting and ending on the Markt in Maastricht. For more information, click here. Most of us will be running the 15-km race, but we also have registrations for the 5-km and the 10-km races. After the run, we will get together for some food and drinks. If you are interested in joining the run or the fun, or would like more information, please send us an e-mail.

! N I F

Even if you can't join us on 9 June, PLEASE DONATE to one of the charities. Every little helps.

Claudia d'Amico, MUAC OPS-H6 (for Glen's All Stars)

Insight magazine Spring 2013

An eye on...

Remotely Piloted RPAS AND UAS Unmanned Aircraft Systems (UAS) and Remotely Piloted Aircraft Systems (RPAS) represent the most dynamic growth segment in the aeronautics industry today and they are expected to continue their rise during the next decade. Remotely Piloted Aircraft Systems (RPAS) is a subset of Unmanned Aircraft Systems (UAS) that have been operating for decades in the military environment. You can read articles about these types of operations almost every day. Apart from the military use of RPAS, the civil use is developing very fast as commercial demand for these types of services is enabling the development of a new type of industry. The UAS Integration activity in EUROCONTROL has been active in combining RPAS – both military and civil varieties – into non-segregated airspace for over 10 years. The RPAS consist of 3 components: n Aircraft n n

Ground control station Data link

RPAS are considered to be manned aircraft but because the pilot is operating from a ground control station, integrating RPAS into airspace where normally manned aviation operates is not that simple. Looking at the normal IFR/VFR (Instrument flight rules/Visual flight rules) operations, the integration principles are very simple. The RPAS will need to fit into the ATM system while making sure that it will not negatively impact on safety, capacity and efficiency. In order to achieve this, several regulatory and technical challenges need to be resolved. RPAS can also operate at altitudes and proximity closer to obstacles than manned aviation can. We call this type of operations Visual Line Of Sight (VLOS). They normally do not exceed 500 ft above ground level and remain within a distance of 500 metres of the pilot. RPAS are also capable of these low level operations well beyond 500 metres, called B-VLOS. Due to the fact that the pilot is not able to visually control the aircraft, additional technical solutions are required to ensure safe operations.

RPAS IN CIVIL APPLICATIONS It is often said that RPAS are the future – in fact, nothing could be more wrong as this is already happening. At this moment, 15 States allow/approve VLOS operations. Take the UK, for example, where more than 193 civil commercial companies are authorised to operate their RPAS in VLOS or even B-VLOS. Many of these operations benefit our daily lives. For instance, they can help farmers use fewer pesticides and fertilisers in agriculture; they support emergency services in search and rescue operations. We even have a flapping wing RPAS that is being used to control birds to prevent bird strikes at airports.

EUROCONTROL’S ROLE The main goal for EUROCONTROL is to ensure that these new airspace users are seamlessly integrated into nonsegregated airspace. We must keep in mind that the end goal is not the safe integration of RPAS alone, but also to create an open European market for European RPAS and RPAS services so as to allow them to reach their full potential.

An eye on...

Aircraft System concept The cast of characters behind UAS: how do you see your involvement in the UAS project? UAS ATM Integration Manager DSS/OFF

Last year, the EC became aware of UAS as a potential new industry. In order to get an overview of what was going on, they launched five workshops. EUROCONTROL hosted four of them and had the responsibility of running one on integration issues and one on frequency spectrum. The five workshop outcomes resulted in an EC staff working paper. Based on this result, the EC tasked EASA (regulation), SJU (R&D) and ETSI (Complementary measures) with developing three roadmaps. EUROCONTROL supported the development of the Regulation and the R&D roadmap. Due to the lack of experience and know-how in the field, I was seconded to the SJU for six weeks to draft the R&D roadmap with the support of industry and the EDA. The R&D roadmap was delivered in time and accepted by the EC. Currently, I am supporting the EC in drafting the combined roadmap for UAS integration in Europe.

Dominique Colin, Senior CNS Expert Civil-military-CNS coordination Unit in DSS

I joined EUROCONTROL in 2009 and I have been involved in the remotely piloted aircraft systems since early 2011. It has been a really good professional and human experience. RPAS offers a chance for those people willing to commit to it, to have responsibilities they probably wouldn't have been given in another domain. I am currently chairing two working groups dealing with RPAS: one is a standardisation working group in charge of command, control and communications for RPAS, EUROCAE WG 73 SG3, and one regulatory working group, JARUS SG5, in the same area. I am also participating in some ICAO groups dedicated to RPAS. It gives people who are really dedicated a chance to create momentum in a totally new operational area. It gives them the possibility to use their creativity and positive energy and allows them to meet with highly placed professionals in many different domains, working with them to make RPAS insertion into non-segregated airspace a reality in the near future. Working in the RPAS domain today is an opportunity for being aware of all that is happening in that domain, from the political implications to all the technical work necessary for providing credible solutions to a problem that is still under definition. It is also the opportunity to work across EUROCONTROL, with several other international agencies and civil aviation authorities sharing the same objectives. There is still a lot to do in achieving the insertion objective for RPAS and everyone understands that timing is an issue in the ATM world which is evolving now. There are also industrial jobs at stake; it is not just another technical subject to play with. The people involved in that work have huge responsibility, not only to ensure that safety levels will be maintained, but also in that they must be able to offer new opportunities - that is, future jobs â&#x20AC;&#x201C; in this innovative industry.

â&#x20AC;&#x153;

Mike Lissone,

It is very motivating to work day by day with committed colleagues all over the world. Working in the RPAS domain offers a most stimulating challenge.

Insight magazine Spring 2013

An eye on...

“

Ingrid Feijt,

Assistant European Implementation Planning and Reporting Unit in DSS My participation in RPAS activities started at the beginning of 2012 when I was asked to conduct regulatory gap analyses on SES regulations in support of UAS ATM integration into non-segregated airspace. The objective was to address the regulatory and ATM aspects that need to be considered for totally safe integration. Once I gained more insight into RPAS, as I had started as a newcomer in this complex area, I discovered that the biggest challenge we will face is the development and implementation of an appropriate set of regulatory material in a very fast-growing UAS market. From experience, it takes approximately two and a half years to develop an EU Regulation and we are not even talking about implementation ... For the industry, especially in the UAS market, this may become a major barrier to making progress. It could create a huge gap between technology development and regulation development – and implementation.

To remove uncertainties, inefficiencies and market barriers which can slow down innovation, international harmonisation (States should pursue wider compatibility with their regulations) will be of great importance as will be streamlining regulations. So, we should ask ourselves this question: “Are we ready to introduce proactive regulation, i.e. international harmonisation and streamlining of regulations, to close the gap between technology development and regulation implementation?” In other words, we should remove duplicative, time-consuming and inefficient regulations so as to help small and medium-sized organisations in particular. I, personally, enjoyed working in this complex but fascinating area very much.

An eye on...

Military expert Civil-military-SES Implementation Support Unit in DSS Although my participation in RPA integration activities into the ATM environment began in 2010, the year of 2012 really saw a change in efforts to pursue a seamless and safe integration policy for Europe. The overall approach towards integration is that RPAS will have to fit into the ATM system and not that the ATM system will have to adapt to enable the safe integration of RPAS. Just like manned aviation, RPAS will have to prove to be as safe as current manned operations, or safer still. RPAS behaviour in operations will also have to be as close to manned aviation as possible. ATC will certainly not be able to effectively handle the many different types of UAS if they all have different contingency procedures. In EUROCONTROL, we established a UAS expert group to support our stakeholders, including the EC, to draw up a harmonised and safe integration strategy. Following the EC initiative to conduct five consecutive workshops, starting from end 2011 onwards, three roadmaps were written to ensure a holistic approach, integrating regulatory, R&D as well as social and legal issues. My participation was focussed on the regulatory and R&D issues; as a SESAR programme manager, I felt quite comfortable with this. Consequently, my main involvement has been in R&D, where we not only identified gaps in enabling RPA operations, but at the same time earmarked technology, with the support of Industry, so as to develop a pertinent and timely approach to beginning RPA operations and applications. My additional main involvement in the integration of military RPA was driven by NATO’s marked interest in performing RPA operations in European airspace in the most safe and pertinent way. Being the only ATM expert in the related working groups, I enjoyed one highlight when an individual engineer from the US started to explain to me how the European ATM system really works and that the backbone of the ATM system is separation between aircraft being provided by pilots instead of Air Traffic Controllers. Surely I could not convince him…lovely!

Julia Sanchez,

UAS technical assistant Regulatory Support Division in DSS There are a few reasons why I like working on this project: Firstly, the enthusiasm of the UAS team leader and the various partners’ Focal Points that EUROCONTROL is working with is really infectious. I love the idea of exploring places where manned aircraft cannot go. RPAS is a breakthrough in technology that will benefit a lot of people - it will help scientists; it will make responding to disasters quicker and easier; it will provide information on the status of threats in very hostile environments.

“

Edgar Reuber,

I find it fascinating to work in a project that we can use as a means to understand our fragile world that much better.

I enjoy participating in this RPA initiative very much - it is a kind of pioneer activity that appeals to me. All over, RPA is becoming more and more important: we need to equip the ATM system with ways of addressing and accepting RPA operations in the most safe and pertinent way.

Insight magazine Spring 2013

An eye on...

Thank you, EUROCONTROL! 15 November 2012 was the date when, all around the world, it became mandatory to use the new-format ICAO Flight Plan.

ers of “ThtheeTacomskmiFotmrceentwaofsalla sigmenifimbcan t

s of contributing factor in the succesy much this endeavour. Thank you ver to you and your colleagues! Feedback from

Andre Biestmann

”

Strategy (CC/FD) Head of ATM Operations & g GmbH DFS Deutsche Flugsicherun

An eye on...

This did not happen overnight. For Europe, it represented unprecedented collaboration – not only between several EUROCONTROL teams but also with all actors impacted by the change, like the Air Navigation Service providers (ANSPs), Aircraft Operators (AOs), Air Traffic Services Reporting Offices (AROs) and flight plan service providers. We can only imagine that the support provided by the Network Manager’s operational units was vital to the implementation of the Flight Plan 2012 because the changes required affected the very core of flight plan processing.

2012 TASK FORCE A dedicated '2012 Task Force', chaired by Kim Breivik, was established and tasked with coordinating the detailed changes to the interface specifications and operational procedures, including all the deployment and transition issues necessary for smooth implementation, by 15 November 2012.

WHAT CHANGED?

EUROCONTROL accepted a request from the Regional Director ICAO EUR/NAT Office to coordinate on behalf of the entire EUR region. So, the Task Force took on board coordinating the switchover with 56 EUR States.

The changes entailed an expansion of the flight plan to include detailed information on a flight’s navigation capabilities and approvals, as well as the ability to file a flight plan up to five days in advance (not new for Europe but new for the rest of the world).

It is important to remember at this point the late Andrew Hill’s major contribution: he was involved in the project right from the beginning. His work and efforts were much appreciated by his colleagues and the different partners involved.

These changes radically changed flight plan content and processing and so required the simultaneous modification of all systems creating and processing flight plans, on a worldwide basis.

The first meeting of the FPL Task Force to launch FPL 2012 took place in September 2009. 68 representatives from all over the world, including international organisations like the FAA, IATA and, of course, ICAO, met to flag all the issues they expected to meet with in the implementation of the new flight plan. They agreed on 16 starting actions for the project – and these multiplied over time.

Such a change had the potential to bring about significant disruption globally. While the existence of a centralised system in Europe (the Initial Flight Plan Processing Service, IFPS) greatly helped those European States which use it, it is evident that incorrectly completed flight plans can cause delays to individual flights and so, in turn, significantly affect the efficiency of the entire European network.

The hard work and continuous support provided by EUROCONTROL led to an ultimately successful changeover in the EUR region – and beyond.

To meet the challenge of managing the changeover, NM had to coordinate worldwide implementation in order to ensure that the transition took place as smoothly as possible with minimum negative effect on the ongoing operations. This implied putting together specific guidance material, testing sessions, validation exercises, training manuals and live sessions. The test sessions provided by the NM Test Team were extremely successful and played a pivotal role in ensuring that different regions and States would maintain interoperability. A total of 63 States (including 17 non-European States), 61 airlines and six service providers participated, totalling more than 400 individual units or addressees. The on-line ICAO 2012 interactive user guide put together by the Training Development and Delivery (TDD) Unit in IANS, with the assistance of the operational training staff, was a great success with: n

+ 53,000 visits + 350,000 pages viewed n 187 countries participating. n

The teams and people involved are too numerous to mention, but their efforts have clearly demonstrated to the aviation world just how efficient and successful such a collaborative effort can be. The European ‘model’ and the contribution provided by EUROCONTROL was appreciated by many and is clearly demonstrated by the comments received, some of which are provided below. If you are interested in seeing more details on the ICAO Flight Plan 2012 modifications, take a look at these dedicated webpages.

Insight magazine Spring 2013

An eye on...

FEEDBACK ON THE IMPLEMENTATION:

“I wish to extend my personal thanks to the EUROCONTROL Agency for its crucial role in supporting the safe and successful implementation of Amendment 1 to the Procedures for Air Navigation Services – Air Traffic Management (PANS-ATM, Doc 4444), 15th Edition. (…) The dedicated efforts of your team and of Mr Kim Breivik and the late Mr Andrew Hill in particular, allowed our Region to achieve a successful transition to the new flight planning provisions. Your team was central to many activities which benefited not only stakeholders in the ICAO EUR Region, but in other regions as well. The training and guidance material, the operational test sessions, the on-going support to airspace users and the conversion service, to name only a few, made the critical difference in ensuring the successful transition we were all pleased to see. I wish to recognize and thank you for your significant contributions to this success. I would also ask that you extend my congratulations and thanks to the many people at the EUROCONTROL Agency who played such an important role in achieving and supporting this implementation.”

“I wish to extend my appreciation to you and your team for the work well done. Your team put in a lot of efforts to make the implementation of the New Flight Plan in East and southern Africa and African Region as a whole, despite financial constraints by some African states. My greatest thanks go to Kim Breivik from EUROCONTROL who actually did the training on internet. I kept asking him questions and surfing for the latest development; EUROCONTROL had exhaustive training material. I am happy that through his training I have managed to train others who are actually improving in their performance (…)”

Aloysius Mulekezi Luis Fonseca de Almeida ICAO Regional Director Europe and North Atlantic

Principal Communications Operations Officer, Uganda

Success Stories

Ten years of EAD: Happy Anniversary! EAD ou «The European AIS Database» est la base de données européenne des services d’information aéronautique la plus grande au monde. Elle permet aux fournisseurs nationaux de données aéronautiques (AISP) de gérer des données statiques (e.g. route, aérodromes, espaces, etc.), des données dynamiques (e.g. NOTAM) et l’entièreté des publications aéronautiques (AIP, amendement, cartes, etc.), et aux utilisateurs de récupérer ces données. Pour ce faire, l’EAD met à disposition une série d’outils adaptés aux besoins des utilisateurs qui facilite aussi bien la maintenance des données que leur utilisation sous forme de rapports (texte ou graphiques), et d’autres formes de données telles que des données météo ou de plan de vol. Il va sans dire qu’un système d’une telle envergure nécessite une maintenance et un support à la hauteur de ce qu’il propose. Ce service doit assurer une disponibilité permanente de l’information, la distribution automatique aux entités nationales, aux utilisateurs de l’espace aérien, compagnie aériennes, etc. Ce qui implique un service opérationnel et informatique de très haute qualité ainsi qu’un support 24h/24. En quelques chiffres, l’EAD c’est une équipe locale, à EUROCONTROL de 10 personnes qui gère un support de +/- 100 personnes réparties entre Madrid et Francfort pour les centres opérationnels, Vienne pour la gestion des systèmes informatiques, Vianen, Vienne et Édimbourg pour la maintenance des logiciels applicatifs. En total, on compte environ. En total environ 150 organisations, représentant plus

de 3.000 opérateurs, utilisent les services EAD au quotidien pour toutes activités de préparation de vol, gestion de données aéronautique etc. (tels que les compagnies aériennes, l’industrie, les aéroports, les intégrateurs de systèmes, les militaires et bien d’autres). De plus, l’EAD met a disposition l’ EAD Basic, un accès limité pour L’aviation générale ainsi que pour tous ceux qui sont intéressés par un accès aux informations aéronautiques. Mensuellement EAD Basic est accédé par plus de 5.000 utilisateurs. L’EAD c’est également un travail sur mesure qui permet la migration technique et opérationnelle des clients à l’EAD. C’est un travail d’envergure pour une si petite équipe composée aussi bien de spécialistes que de personnes au profil plus diversifié.

Insight magazine Spring 2013

Success Stories

Jurgen BLUME created the EAD programme in 1998. He managed it until he retired in April 2001.

EAD: MAKING HISTORY When was EAD created and why? In 1993, ICAO was pushing EUROCONTROL to further automate aeronautical information services (AIS) in the European Region. The major requirement: increase service levels and make AIS in the EUR region more costeffective. It was decided to do this by setting up a European AIS Database.

O, Sylviane WYB 0 m 2001 to 201 EAD Head fro It took a while to write the specifications but an open call for tender was launched in 1998. The contracts for the system and service development were signed in 1999 and 2001; EAD became operational on 6 June 2003. The issues then were quite different from those facing us today. In those times, there was: n n n n

n n

no single European consolidated database of aeronautical information; a lack of cross-border aeronautical information coherence checking; inconsistent quality of data all over Europe; duplicated, redundant and dispersed investment in developing and maintaining systems, by both AIS providers and the end users; high data maintenance costs for each State and for end users; a lack of interoperability between systems (different data models and exchange formats for aeronautical information); shortcomings in ensuring the timely distribution of aeronautical information updates to all users, possibly compromising safety and/or the efficiency of air navigation.

10 years is an important anniversary. What would you say have been EAD’s main milestones/achievements in the last 10 years? Without EC Regulation and in spite of some AIS providers’ reluctance or fear of losing staff and investment budgets, EAD has proved to be of considerable value. It is now used by all ECAC ANSPs (except three) and others elsewhere in the world. The expected gains in data quality and cost effectiveness were achieved, even if there is still a lot to be done. It has been a vehicle for ICAO to use to accelerate acceptance of the AIXM model by the rest of the world. Now, EUROCONTROL’s challenge is to show that we are able to manage this success and ensure that we are in a position to extract maximum benefit from this major achievement in the future. We have proved to our stakeholders that EUROCONTROL is capable of running and managing services with outsourced operations and IT. This model has been replicated by other Agency services, and would appear to be one for the future.

Do you have an anecdote to share with our colleagues? It was real fun working in EAD. Maybe because EAD IT and operations were outsourced, EAD was not really accepted by the Agency’s staff and management as a EUROCONTROL service, so the team had to fight a lot – mostly more internally than externally – to have EAD’s needs recognised. The upside of this is that we had an extremely motivated and connected team; we worked enormously hard but always in a very good atmosphere. Now, new enthusiasm will certainly be welcome to rekindle all the energy. This tenth anniversary, together with the arrival of the new DG who knows EAD very well, will be key in EAD’s future.

Success Stories

July 2001 Signature of the Service Provision contract

Que sera l’EAD dans 10 ans ?

Ce que dit l’équipe : "Le 01 novembre 2012 je suis arrivée dans cette un ité sans vraiment savoir ce qui m'attendait.

Gaston LIÉGEOIS, actuel responsable de l’EAD depuis 2011

Même si le travail n'est pas toujours facile, il est varié, super intéressant et très prenant. De plus l'équipe est sup er sympathique, accueilla nte et patiente.

L’EAD deviendra une base de données de référence pour les « Centralised Services » et dans le cadre des données ATM.

Pour moi, c'est comme si j'avais gagné au Lotto sans y avoir joué!" Dora Dos Sa ntos

C’est un projet qui est en constante évolution et qui permettra une meilleure gestion des données aéronautiques à une plus courte échéance de 5 ans déjà.

Qu’est-ce que vous retenez de votre expérience dans ce projet ?

« The activities within the EAD, as well as the intera ctions with the stakeholders, me an that every day is diff erent. It brings a lot of variety in my daily work, which is something I really need . L’EAD m’a surtout perm is de réaliser mon rêve de tra vailler dans l’aviation et maintenant je suis en ple in dedans! » Guido Haesevoets n

C’est extraordinaire de voir l’évolution du système en seulement 10 ans de temps. L’EAD est mondial et l’implémentation du système partout dans le monde d’Israël à la Norvège en passant par le Kazakhstan a permis une réelle amélioration de la consistance et de l’harmonisation des données. Je me souviens encore du premier jour de lancement de l’EAD, le 6 juin 2003, nous avions travaillé toute la nuit pour finalement enclencher la mise en service à 5h du matin. L’équipe externe était entièrement nouvelle, personne ne se connaissait et c’est impressionnant de voir qu’avec le temps la coordination et le passage d’information se fait de manière naturelle et facile. On peut dire que notre plus grande réussite a été de démarrer le service puis d’avoir réussi à connecter tous ces pays.

From left to right: Gaston Liégeois ; Guido Haesevoets; Donald Hughes; André Dauzat; Katarina Neuschlova Dor ; Pascale Meesschaert; Luc Vermeule a Dos Santos; Eduard Porosnicu; Volodymyr Karp n; Boris Kummer; enko.

Insight magazine Spring 2013

An eye on...

User Forum: an annual opportunity for the aviation community to meet and focus on one hot topic. This means that expectations are high and that the organisation and promotion can very much influence the turn-out. This year, the User Forum took place on 23 and 24 January and focused on one question: how can network performance in today’s global economic context be improved?

With its 222 participants from 38 countries, the organisation of a big event like the User Forum 2013 can be compared to the organisation of a rock show. It requires careful planning, plenty of time and a long to-do list. Most importantly, you need an organised and motivated team ready to handle last-minute surprises.

The User Forum 2013: backstage at a real rock show The User Forum team was composed of Sabine Cayre, Kristel Pyliser, Claire Simonini, Ghislaine Claessens, Claudette Meunier and Ottavia Ballasina for the core DNM User Relations’ team, Tasso Pashalakis, Pascal Cornelis and Mustapha Hajji from DR/Conference & meeting support for the meetings rooms and technical set-up and Seppe Celis and Marianne Carpentiers from DR/COM for the graphic design and publications. A cross-Directorate team full of good will and motivation. Although half the team was new to the process, the combination of experience and a complete set of reference materials eased the preparation and organisation.

“It was really good and interesting to organise. There was a large scope of issues to handle and so many details to think about to ensure everything was going smoothly for everyone in every area! We had many diversified types of contacts in numerous fields (with internal teams you rarely work with or external attendees – catering, technical set up machines and systems, PR, logistics of all kinds, etc). “This forum represents a tremendous amount of additional work for the various experts and speakers who contribute to its making. Outside the User Relations’ team, there are many experts from different areas (technical, operational, etc.) who

are requested to produce presentations, support documents or who are asked to speak during the working sessions. They also make themselves available during the two days on the stands or for the meetings and even for one-to-one sessions. The good will from everyone was really appreciated, even for very lastminute requests!” says Claudette Meunier, User Relations/Customer Support. The preparatory work was meticulous. The organisational team needed to design stands well in advance and to circulate the plans to all involved in order to plan the technical requirements efficiently.

An eye on...

On the day of the dry-run, 22 January, all participants were invited to come and test their equipment and the technical team were like roadies trying to get the material on set running from one requirement to the other. This is more complicated than it seems as it is also the moment when the speakers and teams on stand finalise the coordination of their presentations and demonstrations. Just like a rock show, bad coordination or a miscommunication can result in having a missing speaker five minutes before the start of the presentation or one in the wrong place.

Thanks to the professionalism and motivation of all the actors involved, the backstage preparation went smoothly. The feedback from the participants shows that all the effort was worth it. As one commentator put it: â&#x20AC;&#x153;The development over the years (and the conference content) and the role of CFMU or NM is highly welcome. Continue this way. Thanks.â&#x20AC;? You can read the full dossier on the User Forum 2013 as well as see the feedback from the participants on our public website. n

Insight magazine Spring 2013

An eye on...

SHARED ATS SYSTEM

MUAC-Royal Netherlands Air Force:

bringing partnership to a new level Spring is in the air, so when you have your next outdoor lunch break, take a moment to look into the sky. Most of the time, apart from some clouds and an occasional white line, there is not that much to see … unless you are in the vicinity of an airport. Being employed by EUROCONTROL you know that a whole lot of activities are going on up there and that quite a few of those are being handled by us. And by others. Some of these others are the Royal Netherlands Air Force (RNLAF) with whom some innovative cooperation has recently been put in place to control Dutch airspace. The ‘Shared ATS System’ (SAS) is not just another grayish item on our long list of aviation abbreviations but a real breakthrough in civil and military cooperation.

An eye on...

PATRICK BARDET MUAC’s Project Manager of the SAS project

“

We all know that looks can be very deceiving and thus the apparently quiet sky above our heads is hiding a lot of activity. Mostly invisible to the eye, civil and military traffic is interacting in a dense airspace, and in general one can say that the civilians have to stay out of the way of activated military airspace. Not only stay out of those (temporary) military areas but also keep a distance of at least 2.5 nautical miles from them. Evidently this situation causes a necessary hindrance to an optimum handling of the civil traffic (and no doubt also some hindrance to our airborne guardians) which has led to all kinds of cooperation to accommodate the needs of both civilians and military. One major opportunity to enhance the good relations presented itself in 2008 when the RNLAF had to start looking for a new ATM system, because theirs had become obsolete. Instead of going for an update or developing something new, they elected in December 2010 to work together with an existing ANSP on a shared resource, and MUAC was identified as the most advantageous option for that. What may have helped is that MUAC already had a lot of experience working in-house with RNLAF's German counterparts, the controllers from Lippe Radar who work together with the MUAC ATCOs – a cooperation which leads to a shared picture that brings new insights to all parties involved.

The MUAC team in the new RNLAF operations room on 12 Dec 2012

Nieuw Milligen co

ntrollers

The new cooperation with the Dutch came to fruition in December of last year when a radar and flight data processing system feed was set up between MUAC and distant RNLAF as part of the pioneering project of sharing data between civil and military air traffic management agencies in the core area of Europe. Since then, live MUAC and Dutch military traffic has

been handled by a virtual military air traffic control centre using MUAC local systems; the above processing systems, but also the short-term conflict alert tool. Radar, flight plan and other data are fed through a dedicated 200 km line to the Dutch Air Operations Control Station at Nieuw Milligen and to 7 airbases which manage the RNLAF ATM operations. Insight magazine Spring 2013

An eye on...

Left: the RAPCON (RNLAF radar approach control) controlled area: in red RAPCON South, light blue RAPCON West and in dark blue RAPCON North. The seven air bases are also indicated with the colour of the associated RAPCON. RAPCON controlled area goes from ground up to FL195 Right: the en-route sectors controlled area; split into two layers, “Upper” above FL195 and “Lower” below FL 195

Thanks to SAS we not only share our ATM system and radar picture but also a great human and operational adventure. In just a few months' time, we had to get our MUAC colleagues from all the various divisions and sections up to speed. Not only with full military operations carried out from the famous Mean Sea Level (and even below since we are in the Netherlands!) up to 66,000 feet, but also with Aerodrome Approach Control Service for the second busiest "civil" (actually mixed civil-military) airport in the country. As a former military controller, I was really impressed with the flexibility and the enthusiasm of both parties to learn about the other partner's concept of operations, to understand the possible limitations and to look for ways to implement and publish procedures, and train staff. Our MUAC simulator pilots were trained and became “real” military pilots. On the RNLAF side, the operations colleagues (including their training department) quickly saw how our ATM system should be adapted to support their missions.

We can also always ask our in-house colleagues from Lippe Radar for advice on military operations. They use the same ATM system as us to provide air traffic services to mainly military en-route traffic above 24,500 feet in the Hannover UIR (north-western part of Germany).

Last but not least, the outstanding service delivered by our colleagues from the Engineering Division, their promptness to react, together with their in-depth knowledge of the systems makes our life as “ops-ies” much easier. We always find their door open and we know that we can count on them to implement our last-minute requirements or changes.

All this allowed us to go for initial operational capability in December 2012, well on time, with very limited impact on MUAC/LIPPE operations, but with much more awareness of our partner's operations. Coordinating the operational aspects, I spent a few days in the operations room at the RNLAF Air Operations Control Station at Nieuw-Milligen, and it was amazing to see how smoothly the transition went and how the ATCOs over there felt at ease from day one. As a result, the step to the second phase (adding in the aerodromes in the north) at the beginning of March did not require MUAC’s presence over there!

So yes, definitely a very nice human and operational adventure and of course it is only the beginning! We still have an important and challenging mission ahead: to implement final operational capability after the summer, so what we must have in mind is the following: EXECUTE!

“

VINCENT TAVERNIERS MUAC's operational coordinator of SAS

An eye on...

“

This is the first time that the MUAC air traffic control system has been used for lower airspace operations and the next challenge will be to offer the RNLAF a fully integrated system for en-route, approach and control tower operations. With this initial phase, the jump for the RNLAF radar approach controllers is significant as they move from a flight plan paper strip system

“

MUAC delivers hardware and software, fallback ATS capacity (in the event of system or connectivity problems), documentation and training. Two out of three RAPCON (RNLAF radar approach control) clusters have been in place since last December, the third and last one became operational on 4 March this year. With this initial setup, 16 remote controller working positions are operational at Nieuw Milligen for the RNLAF approach controllers; this intermediate step paves the way for full operational capability where the en-route sectors and the tower will enter the stage with 32 remotecontroller working positions deployed at Nieuw Milligen and 7 at the RNLAF air bases.

I am the operations manager responsible for the day-today operations of the Maast richt operational systems and airspace. Although the recent focus on the SAS development has reduced the engineering resources available to suppor t current operations developm ent, I have had to balance this against the long-term operat ional advantages of integrating the Dutch military ope rations into the Maastricht system. I am a controller at hea rt and have seen leaps and bou nds over the years in the coordination between the military and civi lian worlds. This has been driven within Ma astricht by sharing the same information and radar picture with our Ger man military colleagues of Lip pe Radar and hopefully soon with our new colleagues at Nieuw Milligen. The sharing of information allows the operat ions room to work safely and effectively as we gain knowledge about oth er airspace users’ flight intentio ns and share information regarding the act ivation of reserved military are as. We have always had a close partnership with our militar y colleagues, sharing the same airspace, but this integration of the militar y into one ATC system will bring this partne rship to a new level which I am enormously looking forward to.

to a full electronic trajectory-based system supported by a modern human-machine-interface offering an important number of tools ranging from trajectory prediction and flight path control monitoring, through short-term conflict alert and near-termconflict alert, to fully integrated SYSCO (System Supported Coordination) internal and external coordination.

NICK MILLER

MUAC’s operations manage r

The RNLAF will not only benefit from the coordination and transfer-level negotiation between the various RNLAF sectors, they will also inherit fully integrated coordination between RNLAF, MUAC civil controllers and Lippe military controllers, thus providing a single and common air situation picture and increasing the efficiency and safety of operations in this dense air traffic control area’. n

EDITORIAL NOTE:

MUAC’s Huub Meertens and RNLAF’s Hans Rijsouw in front of the new Cooling Alley set up for all MUAC’s hardware and LAN equipment at AOCS Nieuw Milligen.

The editor apologises to reader for having tortu the re him once again with an d her/ en list of abbreviations, wh dless ich pop up as inevitable eye-sor es in almost any ATM- (oop s!) piece. But hey, they al related l stand for what we are abou t. SAS has been added to the list and deserves its place now there.

Insight magazine Spring 2013

An eye on... EUROCONTROL

Teaming up for safety by Tony Licu, Head of DNM Safety

Speaking as one of the team organising yesterday’s Agency Safety Event, I have to say that the event genuinely exceeded expectations. In 2011, when we ran the Agency’s safety culture survey, we used the slogan “ATM safety is everyone’s business”. Participation was high, with 80% of staff respondees expressing their belief that ATM safety was important (see survey results here).

This Safety Event will look at how we can do the hard work to keep European ATM safe… I say “we”, and by that I mean myself, my fellow Directors, and all of you. Because this is a collective exercise. This is safety culture. (Frank Brenner)

“

Other highlights from the speeches were: The Safety Event sent a similarly strong message: around 300 engaged and interested staff members was a great turnout for a session lasting half a day, chaired by Bo Redeborn, Principal Director ATM, as Safety Champion. As Frank Brenner said in his speech, safety culture is a collective exercise, and the more engaged we are about it, the better.

n Jac Jansen, Director MUAC, giving the ops view

on how smart tools can increase safety and efficiency – read Jac’s slides here n Jacques Dopagne, Director NM, and Joe Sulta-

na, COO of NM, talking in their joint presentation about how the Network Manager helps ANSPs and FABs manage existing hazards and anticipate new safety threats (including the top 5 risks, see the slides) in order to keep the network healthy and to increase its capacity and efficiency in line with customer expectations and performance targets – read Jacques’/Joe’s slides here n Xavier Fron, Head of DSS/PRU, highlighting

The presentations gave a lot of food for thought. I liked what guest speaker John Vincent, Deputy Director for Strategic Safety at EASA, had to say about the need for a “total system approach”, underpinned by a strong EASA-EUROCONTROL partnership characterised by “the 3Cs – collaboration, coordination and cooperation”. That message of cooperation was strongly supported by Frank Brenner, who stressed how “EASA has a regulatory function, one that is absolutely necessary and vital in our industry, and so we aim to support EASA fully wherever they require our expertise”. Read John’s slides here.

how, under the performance scheme, safety has evolved from safety performance monitoring under RP1, towards mandatory national safety targets in RP2 – read Xavier’s slides here n Pierre Andribet, DSR Contribution Manager,

emphasising that while in research, “we are the dreamers!”, there is a strong need to build safety into future systems via a total system approach, and avoid taking a piecemeal view – read Pierre’s slides here

An eye on...

As a safety expert, the discussions that followed the presentations were very stimulating, because an interesting dialogue was opened up with colleagues in other operational areas. “Total system safety” is about seeing the connections, about asking difficult questions – resourcing and the problems of balancing efficiency goals and safety considerations were two issues it’s good to put on the table. The formal part of the event wound up with the signing of the new policy by Frank Brenner as Director General of EUROCONTROL.

– we were Finally, congratulations to the quiz winners ially in surprised at how many people entered, espec Gaston teams. Well done to Lendina Smaja at Brétigny, Van ique Véron els, Bruss at llo Lentz and Carole Borre n Steve rg, mbou Luxe at Poppel and Michael Huhnold to ing decid team Pelsmaekers at Maastricht – with the Justine award an extra bottle to Dijana Trenevska and their for e, Vacher, on the Agency’s Graduate Programm ct answers very high-scoring entry. You can see the corre here. rk on the

All in all, the Agency is in a good place to emba next steps, which are:

high-level y ments in place (Safety Framework, Agency Safet

ining n with the Policy signed, to put the rema

Discussions continued outside, with many staff taking the chance over coffee or lunch to talk about safety issues or to engage with the experts on the nine stands.

instru Dashboard) goals, roles and n develop a safety strategy with clear resources ensure safety n implement Agency-wide training and engages in projects cts/services n add safety value into Agency produ cy’s safety culture Agen the which to n verify the degree survey in new a ng has evolved, ahead of runni September 2015

For more info, I recommend that you access: n NM Safety management webpages

EUROCONTROL

n SKYbrary, the single point of reference for aviation safety knowledge n IANS TrainingZone and discover the courses listed in the Safety Management section

Insight magazine Spring 2013

An eye on...

Not every European airport has an amazing prehistoric cave under it... ique expe”It’s a fascinating and un t staff are rience that I’m sure mos ner told unaware of ”, Frank Bren ted to tour Insight after being invi recent visit to the Đurović Cave on a and CroaCroatia to meet German orities and tian Civil Aviation Auth es, “a genuine industry representativ e runway of prehistoric cave under th t!”. an international airpor l board, we On the Insight editoria of sharing very much like the idea from across interesting anecdotes we did some our Member States, so research.

Indeed, beneath your feet upon landing at Dubrovnik is a 200-metre-long and 25-metre-deep ancient site to discover - a 9,000 square-metre treasure house of geological history that was brought to life in 2008 after seven years of work and an investment of around €3M. It’s certainly hard to imagine being able to go on an exciting caving experience just after landing in a foreign city and going through customs! Yet minutes later, you could set off down a 40-metre-long artificial tunnel penetrating into an unknown underworld, like an explorer straight out of a Jules Verne novel, seeking adventure and knowledge. And once there, there’s the improbable but highly enjoyable possibility of tasting a glass of wine in an underground wine cellar hosting a selection of high-quality wines from Konavle Region. Certainly the Đurović Cave has a sense of real magic!

Formerly used as a source of water or of shelter until 1962, when it was closed to enable construction of the airport to start, the Cave has become a great tourist attraction since it officially opened its doors to the public on 7 August 2008. Why does it hold such an allure? Firstly because it is a natural cave, and like any other cave, it carries an aura of mystery. It fascinated the most curious minds of the last century - the first explorations were carried out in 1913 by the Czech Karel Absolon, and further research was then conducted by Austrian Viktor Apfelbeck. But secondly, and this is the Đurović Cave’s unique selling point… it’s the only prehistoric cave that we know of under the runaway of an airport! Its natural beauty makes it a geosite worth visiting, a sanctuary of geomorphological, paleontological and speleological magnificence. In the Dubrovnik Republic Hall, the

EXCEPT for Dubrovnik!

so-called large hall at the end of the cave, you can glimpse a variety of natural wonders, as the cave is home to stunning stalactites and stalagmites as well as to footsteps of prehistoric man and endemic species. Thereâ&#x20AC;&#x2122;s also a multimedia room explaining about how the cave came to be created, and geomorphological relics of the Adriatic Coast. Thereâ&#x20AC;&#x2122;s also an excellent collection of archaeological artefacts that date back to the Bronze and Iron Ages! Whether you are a true adventurer or simply a traveller, take the challenge and do not hesitate to venture deeper into the Cave whenever you fly to Dubrovnik. Do you have an unusual ATM-related experience in one of our Member States that you would like to share? If so, Insight would like to hear from you!

Insight magazine Spring 2013

Inside News

NEWCOMERS Our new staff members 2013 January EVERS Mark MUAC/ENG

April LUCCIOLO Claudio DSS/CM

NECULAE Cezar DSS/CM

May KOYDL Christina DG/PO

Bonne & heureuse continuation à tous! ETS COSYNS Jean-Marc, DR DE HAES Christian, DNM DUONG Nguyen-Vu, DSS FAUCON Bernard, DNM VERGNE François, DSR NOGUES Dominique, DR OBERLE Thomas, DNM ADNAMS Martin Geoffrey, DNM OSTLUND Christer, DNM LEU Vlad, DSS MEERTENS Hubertus, MUAC DE VILLENFAGNE Chantal, DR BONN Caroline, DR PARVAIS Hervé, DSR FULLER Ian, DSS DALICHAMPT Marc, DSR BOUT Patrick, MUAC GUIZIEN Guy, DNM LOUBIERES Pierre, DNM KOENNEMANN Frederick, MUAC PINTO Marie-Claire, DR SEFSAF Belkacem, DNM LAGIOS Elizabeth, DNM BALTAZAR Nuno, DNM STAELS Mark, DNM

POLLART Anne, DR ROZENDAAL Bernard, DNM GARCIA AVELLO Carlos, DSR VAN ROOSBROEK Daniel, DNM LEMAIRE Philippe, DR CORNILLAULT Jean-Noël, DR BEELEN Guido, DSR LOMMAERT Luc, DNM TRUSSART Alain, DR DRUART Danielle, DR RALPH Alison, DR STEVENS Jozef, DSS ELLIFF Ted, DSS MARCHAND Jean-Luc, DSR TAMVACLIS Constantine, DSR RATHJE Hermann, DSS ENAUD Philippe, DSS TASTENHOYE Jean-Louis, DNM STILL James, DNM LAW John, DNM DENTCHEV Milen, CCP KLAPWIJK Edith, DR ERIKSEN Peter, DSR WIGETMAN Robert, DSS

RETIREMENTS DOWDALL Raymond, DSR LACROIX Bernard, DSR MARTIN John, DG HANTZ Claude, DR HOOPER Paul, MUAC HAMELERS Petrus, MUAC DEKEUKELAERE Josiane, DR FALKINGHAM John, MUAC

ZIMMERMANN Karlheinz, MUAC DALY Francis, CRCO VON BIRGELEN, Heinz-Josef, MUAC SCHELDEMAN Marc, DNM LAINAS Vassilios, DNM MAAMOURI Mohamed, DNM JOYCE Anthony, DSS

IN MEMORIAM

Inside News

Thanos Papavramidis, The last few weeks have been a difficult time for us all, living a painful situation that we have all struggled to come to terms with, but the one thing we can say is that Thanos would be proud of the way that everyone has been there for each other and pulled together, united in their support. It just goes to show that we all carry a little bit of Thanos inside ourselves; that deeply entrenched natural instinct to care for one another. For those of you who do not know us, we were not just close colleagues of Thanos but also his best friends. Thanos’ life was taken away from us too soon and it is hard to understand why tragic things like this happen to people. However, this is a question without an answer and we should not dwell on the loss of our dear friend, colleague, husband, father and brother. Today let’s celebrate his life and remember all of the important things Thanos accomplished and how remarkable his life was. It isn’t possible to put into words the importance of friendship and how much Thanos meant to us. He was an intelligent, caring and very thoughtful person. He positively influenced our life in so many ways and we will miss him. Thanos is so alive in every single one of us and between us we have so many amazing memories to share, so let’s just keep sharing them and enjoying them. If Thanos were here he would tell us to cheer up, smile and remember all of the great memories we all shared. Even though Thanos may be gone, his memory will live on in all of us forever. Thanos, thank you for your friendship. We will miss you forever and never forget all of the time we spent together.

IN MEMORIAM

With our deepest sympathy from your Greek colleagues and friends; Dimitris D, Stelios, Vakis, Olympia, Fani, Vassilis, Dimitris A, Costas, Nikos, Vicky, Katerina, Andreas, Christos, Elli, Christopher and Aris.

SEMPELS Maurits FLICK Peter LUTEN Pieter PAPAVRAMIDIS Thanos VERLINDEN Josephus CHARON-TOWNSEND Leah June DURASSE Marc FIERS Johannes BERGER-VERMOORTELE Rachel VAN DER KRAAN Pieter LŐSER Léo STRECH Uwe CEYSSENS Dirk BEELEN Guido BELL David

Our colleague, Dirk CEYSSENS, passed away at the age of 46 after a short and courageous battle against a fierce disease. Dirk joined MUAC in January 1993 as a member of the HVAC Team of the Engineering Division. In January 2001 he became a member of the Procurement and Store Team. Dirk enjoyed his work at the store very much and although his pace was slowed down by a serious lingering illness since 2006, he never lost his courage and kindness. This illness also limited him in actively exercising sports, however it did not stop him from being the greatest fan of KRC Genk, his favourite soccer team. Trips on his BMW bike with his buddy were the highlights of his weekends in his healthier years and whenever his aching body allowed him to do so, he would try and get out on the windy roads. Dirk was a man of big stature, known for enjoying the pleasures in life, having fun with his friends, dining out and celebrating life with his family and the neighbourhood. He was not a moaner and although his medical problems must have been an enormous burden in the past years, Dirk kept smiling – a cheerful and friendly giant. Our colleague Dirk was a devoted family man and was always happy to tell his colleagues the anecdotes that proud fathers want to share with the world after the weekend. Let us remember this man as the fine person he was and be grateful that we could walk by his side for more than 20 years. We wish his wife Marijke, his son Jordi and daughter Lana as well as his family the strength to find positive energy for the future, just as Dirk would have wished.

Insight magazine Spring 2013

Inside News

Lots of

Eurobabies in time for the new edition! BAULCOMB Andrew, DNM

Zoe Georgina

GARCIA DE LEON SANCHEZ Ana Maria, MUAC

June

CANTERO SANCHEZ Adrian, MUAC

India Rose

GONZALEZ GOMEZ Stéphanie, DR

Rafael

COOLEN Marcus, MUAC

Marit

LINGK Anja-Bianca, MUAC

Ryan

DANAU Christophe, DNM

Lobke Liese

VANHOUTTE Sofie, MUAC

Elise

GRABOVAC Vladimir, MUAC

Taras

VAN DER VEEKE Bianca, MAAS

Xen

MEINCKE-MATTHIESEN Jakob, MUAC

Caroline

MERINO BARRERAS Luis Miguel, MUAC

Alba

PIWOWAR-SAUNIER Nadège, DR

Lou-Ann

TSIRANTONAKI Fani, DSS

Myrto Charis

RAKETE Bastian, MUAC

Frieda

RAYMOND David, DNM

Arthur Yuta

ROOSELEER, Frédéric, DSR

Thibault Jean Robert

RUPP Stéfanie, MUAC

Klara Ellen

SCHAEFER Dirk, DSR

Francisca Clara

THOMPSON Emma & SPINOLA MOTA PREGO DE FARIA Hugo, MUAC

Filipe

TRÄBERT Alexander, MUAC

Ashley Kira

VAASSEN Christophe, DR

Yaïssa

VESTERS Jan, MUAC

Anna-Elise Hugette

June

Myrto

Francisca Clara

YVON Cédric, DNM Aurore Marie

Taras

Ryan

Lobke Liese

Arthur

Lou-Ann

Thibault

Klara Ellen

Ya誰ssa

Insight magazine magazine Spring Spring 2012 2013 Insight

Anna-Elise

Success Stories

Quand le CEE diminue

sa contribution au réchauffement climatique Jean-Lucien Hardy, membre du Comité de Suivi SME (Système de Management Environnemental) Le protocole de Kyoto signé par les Nations Unies en 1997 a renforcé la culture planétaire en matière d'environnement. C'est un outil qui incite aux changements de choix technologiques et industriels dans le sens d'un respect de l'environnement : il s'agit d’œuvrer ensemble à la diminution des émissions de Gaz à Effet de Serre (GES). Il reste qu'un protocole ne suffit pas. Chacun doit faire sa part, aussi minime soit-elle, comme le dit la fable du colibri1. Chaque geste simple a valeur d'exemple.

1- La fable du colibri (de Pierre Rabhi). La forêt tropicale est en feu. Les animaux s’enfuient. Tous les oiseaux s’envolent, sauf un petit colibri, qui va chercher une minuscule goutte d’eau dans la rivière pour ensuite aller la déverser sur les flammes. Et ainsi de suite, goutte d’eau après goutte d’eau... Les autres animaux l’interpellent: «Mais enfin, colibri, tu ne parviendras jamais à éteindre ainsi l’incendie!» Et le petit colibri répond: «Oui, je sais, mais je fais ma part!».

Depuis plus de 10 ans au Centre Expérimental EUROCONTROL de Brétigny-sur-Orge (CEE), la prise de conscience des problèmes environnementaux n'a cessé d'augmenter. Cela s'est traduit par deux types d'initiatives: les unes au niveau du « core business », les autres au plan du fonctionnement journalier. C'est ce deuxième point qui est traité dans le présent article, à savoir le résultat du Bilan Carbone 2011 et les initiatives environnementales pour réduire directement l'impact environnemental journalier du CEE. Depuis 2003 des actions de sensibilisation ont été organisées au Centre, et la motivation pour changer les habitudes et éviter les gaspillages commence à porter ses fruits: lire sur écran ou utiliser les options d’impression au lieu d’imprimer des tas de papiers, éteindre les matériels électriques ou l'éclairage en quittant les salles de réunion ou les toilettes sont des gestes désormais courants. Les poubelles à compartiments sont également utilisées depuis bien longtemps, rappelant au quotidien la nécessité de séparer le papier des autres déchets. Si bon nombre de collègues ont participé et participent, comme des «colibris», à l'effort en faveur de l'environnement, cet effort est aussi organisé de manière systématique, depuis plusieurs années, par les services compétents : le SPP (Service de Prévention et de Protection au travail) et FL (Facilities & Logistics). Leur intervention a permis de réduire fortement l'empreinte environnementale du CEE, mais aussi de réduire significativement les coûts de fonctionnement, sachant que gaspillage énergétique rime le plus souvent avec gaspillage financier. Depuis 2005, le CEE a réalisé, en collaboration avec la société CALLENS-Environnement, plusieurs études pour évaluer sa contribution à l'effet de serre selon la méthode dite du « Bilan Carbone »®. Le présent article est un effort de vulgarisation didactique et d'extrapolation à partir du rapport émanant de la société CALLENS-Environnement pour l'année 2011.

Success Stories

QU'EST-CE QUE LE BILAN CARBONE® ? Explication extraite du site de l’Association Bilan Carbone : Energy and climate change are at the forefront of the issues that are currently challenging society. So, tools for measuring and analysing our carbon footprint are going to play a crucial role in various ways: they will help raise awareness about the subject, they will help us take decisions, and they will guide us in making strategic choices. Therefore, every company and organization is perfectly justified in taking an interest in the emissions that it generates. However, before you can envisage any kind of action to reduce your emissions, it is essential to be able to identify the principal sources, so that you can properly target the most urgent opportunities for action. The Bilan Carbone® method establishes accounts for the greenhouse gas emissions from an organization’s activities, identifying those activities which generate the most pollution, so that you can make changes based on a continual-improvement approach.

Carbon footprint calculation is still in the dawn of its development, but the Bilan Carbone® system already has a proven track record, with more than 6,000 Bilan Carbone® undertaken to date. It is the best-known and most widelyused system in France for the evaluation and reduction of greenhouse gas emissions, and includes an accounting method and tools. En bref, il s'agit de comptabiliser les GES pour mesurer l'impact sur l'environnement d'une activité, l'unité de mesure étant la Tonne Equivalent Carbone (TEC). Pour évaluer le Bilan Carbone d'une organisation telle que le CEE, divers postes sont pris en considération.

RÉSULTATS DU BILAN CARBONE 2011 C'est en 2012 qu'a commencé l'étude du Bilan Carbone de 2011. Le palmarès des activités ayant le plus grand impact sur le Bilan Carbone s'établit comme suit :

Immobilisations

27%

15%

58%

Autres Déplacements

589 TEC = 58% La palme pour 2011 revient clairement aux déplacements des personnes, comprenant les déplacements journaliers des employés entre la résidence et le travail, ainsi que les déplacements professionnels en mission et ceux des visiteurs du CEE. 280 TEC = 27% La deuxième place revient à l'amortissement des immobilisations, représentant la part annuelle d’émissions dérivant de la construction du bâtiment, de routes et d’autres infrastructures fixes, ainsi que de l'acquisition des véhicules, mobiliers, matériels informatiques et autres infrastructures déplaçables. 156 TEC = 15% La troisième place recouvre les autres postes, principalement l'énergie (gaz et électricité), l'impact des matériaux entrants et le traitement des déchets.

L'empreinte du CEE pour 2011 en termes de Bilan Carbone est d'abord liée à ce qui se passe en dehors du bâtiment. C'est avant tout sur les déplacements qu'il conviendra désormais de faire porter l'effort pour diminuer l'impact environnemental des activités du CEE. Avant d'analyser cet effort, il importe de constater que, si les déplacements sont devenus la priorité au regard du Bilan Carbone de 2011, c'est parce que l'impact des autres postes a fait l'objet d’une réduction progressive au cours des 10 dernières années. Par exemple, les GES provenant des immobilisations sont passés de 577 TEC en 2005 à 354 TEC en 2011, soit une réduction de 38%. Le moindre renouvellement du parc informatique (qui représente environ ¾ des immobilisations) explique principalement cette réduction. Cela fut possible grâce au choix de matériel solide et durable.

Insight magazine Spring 2013

Success Stories

COMMENT RÉDUIRE NOTRE IMPACT ? Désormais, les réductions tendent vers la limite du non réductible. Pour grignoter encore 1% sur le poste énergétique par exemple, il faudrait investir et cela peut coûter cher. Néanmoins, diverses pistes d'amélioration sont à l'étude, surtout pour repérer des initiatives susceptibles de contribuer encore à une réduction des dépenses en même temps qu'à une réduction des impacts environnementaux. On pourrait par exemple :

De même, les GES induits par l'énergie interne ont été ramenés de 258 TEC en 2005 à seulement 85 TEC en 2011, soit une réduction de 67%. Pourtant les bureaux ont été chauffés en hiver et climatisés en été, mais de manière optimisée! Cette forte réduction est liée notamment à la coupure des chaudières en été, qui est compensée par quelques chauffe-eau électriques instantanés.

n Remplacer

l'éclairage extérieur au sodium (chaque ampoule consomme 400 watts) par des éclairages LEDs qui consomment environ 10 fois moins d'électricité. n Continuer à promouvoir et encourager la communication par visioconférence en substitution à certains déplacements en France ou à l'étranger. n Continuer à promouvoir et encourager le développement du télétravail. n Poursuivre la sensibilisation et l’organisation de sessions de formation des salariés à l’éco-conduite. n Informer les collaborateurs afin de les encourager à l’achat de véhicules écologiques (modalités, avantages financiers et fiscaux, offres du marché, intérêt, etc.).

Il est vrai que la baisse du nombre de prestataires a contribué à la réduction de l'empreinte environnementale du CEE. De même, la suppression de la flotte interne remplacée par un seul véhicule a réduit drastiquement les émissions liées à ce poste particulier. Les réductions sont aussi le fruit de très nombreuses initiatives d'optimisation, parfois des microinitiatives qui, en s'additionnant, entraînent des réductions substantielles de GES.

Pour l'essentiel, il va falloir réduire les GES produits par les déplacements des personnes, qu'il s'agisse des trajets résidence-travail, des missions ou des visites au CEE. Pour une institution comme EUROCONTROL, au service d'un secteur de transport, cela pose un problème cornélien, car en réduisant les déplacements, c'est le secteur du transport que l’on pénalise. La résolution d'un tel dilemme pourrait passer par la Compensation Carbone (voir article de l’EEC ECHO de mai 2008). D’autres pistes sont à l’étude pour tenter de réduire l'impact des déplacements en termes de GES. Vous trouverez ci-dessous un point sur ce qui a été fait et sur ce qu’il est possible d’envisager : 1 : COVOITURAGE, VÉLOS ET TRANSPORTS EN COMMUN

n En

matière d’énergies, le remplacement des éclairages de la salle opérationnelle ou des salles de réunion par des éclairages plus économes (notamment par des LEDs), l’extinction du chauffage pendant la période d'été et la définition de règles de fonctionnement ont permis de diminuer fortement nos consommations d’électricité et de gaz.

Cette première piste suppose surtout des changements d'habitudes, avec sans doute des économies à la clef pour les intéressés. Concernant le covoiturage, la mise en place d’une application a déjà été tentée sans succès. Malgré cela, nous continuons de promouvoir le covoiturage via nos communications internes. Concernant les vélos, leur usage présente le double avantage de ne générer aucune émanation de GES et de contribuer à la santé des cyclistes. Nous avons incité à l’utilisation des vélos par la mise en place d’abris à vélos. Concernant les transports en commun, des communications sont faites régulièrement pour inciter à leur utilisation et une tentative d’amélioration de la desserte du Centre a été menée.

En matière de matériaux entrants, l'impression recto-verso est configurée par défaut sur les imprimantes. Cela diminue de moitié la quantité de papier utilisée par impression. Les consommations d'eau ont été réduites grâce à l'installation de robinets automatiques et d'urinoirs sans eau.

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matière de climatisation, les micro-fuites ont été détectées et colmatées. Quasiment tous les appareils utilisant le gaz réfrigérant R22 (gaz très polluant) ont été supprimés ou remplacés par des appareils utilisant un gaz moins polluant.

2 : VOITURES ÉLECTRIQUES ET HYBRIDES

4 : TÉLÉTRAVAIL ET VISIOCONFÉRENCE

Ce second point suppose un investissement personnel.

Une manière plus fondamentale de réduire les émissions de GES liées aux déplacements de personnes est simplement de remplacer ces déplacements grâce aux télécommunications : télétravail et visioconférences pour l'essentiel.

En matière de véhicules hybrides ou 100 % électriques, quelques rares collègues montrent déjà le bon exemple, ayant fait l'acquisition de ce genre de véhicules avec lequel ils viennent au travail. 3 : ECO-CONDUITE Une autre manière de réduire un peu les émissions GES est de promouvoir des habitudes de conduite moins polluantes : n

Éteindre sa voiture quand elle est à l'arrêt (y compris dans les files de voitures), ce que bien des nouvelles voitures font automatiquement (technologie Stop & Start). n Éviter l'usage intempestif de la climatisation qui augmente la consommation. Il importe toutefois d'utiliser la climatisation de temps en temps, sinon son rendement se détériore. n Éviter les fortes accélérations et anticiper les ralentissements. n Ajuster la pression des pneus.

DES HYBRIDES D'UN TYPE NOUVEAU : HYBRIDE PLUG-IN VERS LA FUTURE VOITURE ÉLECTRIQUE

Le moteur thermique sert seulement de groupe électrogène au système électrique, il n'e st pas relié mécaniquement aux roues.

Concernant le télétravail, des communications sont faites pour inciter le personnel à faire du télétravail quand l’activité le permet. Concernant les visioconférences, l'habitude continue à se répandre. Elles représentent un gain de temps et d'efficacité considérable, en supprimant des trajets qui représentent du temps de travail non productif en soi. 5 : DU BILAN CARBONE À LA COMPENSATION CARBONE Maintenant que le CEE semble avoir atteint un niveau seuil de consommation énergétique et une empreinte carbone durable dans le temps, une autre piste d'amélioration concerne la Compensation Carbone. La Compensation Carbone consiste à "compenser" volontairement ses émissions nocives en finançant un projet qui permettra de réduire les émissions de gaz à effet de serre d'une quantité équivalente à celle que l'on a émise. C'est le principe du pollueur payeur. Concernant le dioxyde de carbone, il s'agit de trouver un moyen d'en séquestrer une quantité équivalente à celle produite.

C'e st une voiture électrique rechargeable grâce à un moteur thermique utilisé comme générateur d’appoint pour permettre les grandes distances sans recharger la batterie au secteur.

VÉHICULES CONCERNÉS : Chevrolet Volt et Opel Ampéra GAIN (en consommation et émission): environ 70%

générateur électrique moteur thermique

batterie électronique moteur + générateur électrique

CONCLUSION La réalisation de ce cinquième Bilan Carbone au Centre a permis de faire un point sur nos émissions de gaz à effet de serre. Il nous conforte dans l’idée que nous continuons de diminuer nos émissions, mais qu’il nous faut, malgré cela, continuer à chercher de nouvelles pistes d’amélioration… n

Insight magazine Spring 2013

Inside News

While we all work for EUROCONTROL, we also tend to think of ourselves as belonging to one administrative entity. To hear us talk about ATMB, CRCO, DNM, DR, DSR, DSS and MUAC, a visitor would be forgiven for thinking these acronyms were set in stone. But not so long ago we had another group of acronyms – CFMU, CND, DF and DHA, to take a recent set of vanished entities – covering the same activities, and before that a whole lot of other ones still! And whereas our hypothetical visitor might imagine little movement between Directorates, they would actually be very wrong. In 2012, for example, there were 33 staff moves between Directorates (and another 43 moves within Directorates) – either taking advantage of an iMOVE, via a competition, or transferred in the interest of the service. So what is it like, seeing Agency life under a different acronym? Insight caught up with a selection of staff keen to share their experiences after moving "into the neighbour’s garden" recently! 44

"I think it is important that senior managers look to broaden their horizons and gain a more rounded appreciation of what makes the Agency tick. It is very easy for a senior manager to become stale in his or her job and take the easy option of remaining in situ. Although mobility has picked up in the last few years, at senior level it's quite rare. I would rather ask the question why there is so little. (Although I must point out that our rules don't exactly help: moving from HQ to MUAC in an ops role meant for me switching Statute. So, after 9.5 years of experience at the same grade in the same Agency, I'm on 9 months probation, like anyone making the move in either direction, just because the Statute is different – this hardly encourages mobility!). But that apart, there are honestly so many pluses to moving: as an individual, it enables you to broaden your ATM knowledge and experience, and widening your scope boosts your managerial experience. In addition the Agency also benefits from the ideas and experiences that managers bring to their new Directorate. Such cross-fertilisation also helps to break down the Directorate stovepipes which continue to exist. The Agency needs to have a cadre of well-rounded managers who think strategically, who have both an Agency and Directorate perspective. I've made it a professional rule never to stay in the same role for too long, and I believe the experiences I have gained in a variety of different jobs have been beneficial to both me and the Agency. My move from Regulatory Support in DSS to take charge of Ops in MUAC is a genuinely stimulating opportunity which I am pleased I have taken."

Ian Middleton (MUAC)

Inside News

Riccardo Massacci (MUA C) "I have to admit it, I am a recidivist. Not only did I iMOVE from DR to DSS in 2010, but then again to MUAC via competition in 2012. I was (and still am!) firmly convinced that these were the best decisions I could make in my professional career. Moving between Directorates is a paramount step within your learning and development process. It helped me expand my set of competences and skills, and it definitely gave me a great opportunity to enlarge my network. At MUAC, I need to deal with different stakeholders, internal and external. It's good to have already worked for my current business counterparts: it ensures an understanding on both sides that facilitates the delivery of required information so that we can meet expected quality standards in a timely manner. Finally, moving to a different country is a priceless chance to open up your mind, reconsider your beliefs and see facts under a new perspective."

Rainer Koelle (DSS) "It is a positive experience. Changes are a good thing. There are lots of enthusiasm, new elements to learn and the chance to broaden the arising of ATM knowledge. When you work in different directorates you get a greater understanding of the different priorities. Also, you are able to encounter different management styles and to recognise that you still have to struggle with the same problems...

Nicolas de Brabanter (DSS) "What is good about taking up a new challenge is that it breaks the repetitiveness of your work and it allows you to meet new colleagues. It is good to change from time to time; otherwise, it becomes a routine. It was a great opportunity for me because I changed my grade and the kind of work that I was doing. I came from a small unit of 3 people and now I am working with 14 people. As it is a bigger team, it changes the behaviour of the team itself and the way you work on a daily basis. It is really positive to change work and to meet new colleagues. I think it is a good policy to promote mobility. It does not make sense to leave people in the same place forever. It prompts you to adapt quickly to what stakeholders want. I feel very motivated and I feel that I will need to learn Italian! I would say to any colleague of mine that it is always better to keep looking around for opportunities that add value to his/her career. Mobility is a good way of tackling silos; it is another way of being in contact with other people and of managing new stuff. In a word, it is a very rich experience."

I am happy. I am interested in the tasks. I come from an operational background, from Maastricht, and this was the opportunity to be deployed in an area where I can use more my complete CV, where there is a more holistic manner of being used as a resource. The adaptation process was relatively easy. There is openness for accepting a new team member, there is a more team-oriented work environment. I did what I could in my old function and I really wanted to do something where I could add more to the process. I personally believe that we should allow mobility because we can take up new challenges, fulfil different roles and we can acquire knowledge and get a better insight into what we are doing. I would recommend it to anyone. People should be free to move and in general there should be encouragement for cross-divisional activities so as not to have people doing the same thing for 15 years. I found my place. I found open doors. My personal attitude is that I want to change and accept opportunities even if they come as a surprise."

A S ' T I H C I R Y R E V E C N E I R E EXP 45

Inside News

Sue Parker (D

NM)

Florin Cioran (DNM)

"It is a good challenge and it feels good. I was working in the Support Services and now I am in the business area, so I am learning more about what the ATM world actually is. I am open to learn lots of new things. I was invited to a great newcomers' event where an introduction to security issues as well as to what EUROCONTROL is doing was made.

"I was working on safety oversight and analysis and now I am working on NM performance (ATFM performance and NM performance plan monitoring). It is a different subject and team. It is a dynamic field, which is at the core of our business.

The new directorate is a really dynamic place with dedicated people, who are experts in the area. The most difficult thing to deal with was having access to a complete new network, to new folders and programmes. Otherwise, nothing was difficult. I wanted a new challenge and it was time to have a change. I feel calm, motivated, appreciated, useful and I also feel that I have many things to learn. Definitely it is a good policy to promote mobility and it should be seen more positively. I would advise any colleague of mine to go for it. It is a great experience and people should do it at ease, without being afraid of constraints."

Pierre Depireux (CRCO)

UNE E C N E I R EXPÉ ENTAIRE ÉM L P M A CO M S N DA E R È I R CAR 46

I am very motivated. I am in fact always committed to what I do. I think mobility is good, especially after you having been working for many years in the same area and even if you feel comfortable there. It is beneficial to try a new role, because when you move, you can use your expertise in a new area – you can share it between one place and another. There should be a mix and a good balance between the knowledge you bring with you to the new position and the way you interact with your colleagues."

"Mes premières impressions quand je suis arrivé au CRCO étaient que les gens ici avaient une excellente connaissance de leur métier de par leur longue expérience. Leurs expériences sont complémentaires, ils se connaissent bien et depuis longtemps pour la plupart, et cela permet à l’information de très bien circuler. Ce qui ne veut pas dire que ce soit une Unité stagnante, bien au contraire ! Sur les deux dernières années, plusieurs collègues du Siège ont rejoint l’équipe du CRCO via des iMOVE. Ces mouvements de personnes et mon passé d’auditeur interne où je rencontrais régulièrement les autres collègues de l’Agence m’ont donné l’impression d’arriver dans un environnement connu. On parle souvent des directions comme des silos mais je n’ai jamais ressenti cela. Ma période de transition avec le Fonds de pension ainsi que les dossiers comportant des questions de comptabilité et de trésorerie me permettent de rester en contact avec mes anciens collègues de la DR, que je prends toujours plaisir à revoir. Ce nouveau poste est pour moi un défi personnel différent de ceux que j’ai eu à relever au Fonds de pension. Mes tâches quotidiennes sont plus centrées autour de questions opérationnelles et de la gestion du personnel à proprement parler : fixation d’objectifs, résolution de problèmes, développement de carrières, etc. À un niveau plus personnel, je vis cette nouvelle expérience comme une expérience complémentaire dans ma carrière. La vie au CRCO est celle d’une petite entreprise au sein d’EUROCONTROL, où l’on peut mesurer rapidement l’utilité et la valeur ajoutée du travail accompli. Ce que j’aime le plus, c’est que le travail est plus opérationnel que l’on ne pense et qu’il y a une très grande interaction avec les usagers et les États."

Inside News

Françoise Lacroix (DR) "Je suis arrivée au service informatique du CRCO/R2 en 1988. J’avais un travail intéressant qui, au fil des années, était devenu assez confortable et sans risque. J’avais envie de changement. En faisant le bilan de ma vie professionnelle, je me suis aperçue qu’il me restait encore de nombreuses années et que je ne me voyais pas faire le même métier jusqu’à ma retraite. J’avais envie de relever de nouveaux défis. Il me fallait donc trouver un poste qui puisse m’intéresser, auquel je puisse convenir, et une équipe qui me fasse confiance. En septembre 2011, je laissais derrière moi l’informatique pour un travail administratif et de supervision auprès de l’équipe des pensions. J’ai changé à la fois de métier et d’environnement. Le travail est complètement différent ici, et cette expérience entraîne une remise en question qui est à la fois valorisante et difficile. J’apprends de nouvelles choses et mon réseau professionnel s’élargit tous les jours. C’est une chance extraordinaire que m’a offert l’Agence. Je suis aujourd’hui très contente de mon choix et je serais prête à le refaire. C’était plus facile que je ne le pensais, mais j’étais prête à faire le pas et j’ai rencontré une équipe qui m’a soutenue. "

Ozgul Kanusagi (DR) "It was a very smooth process and it was great, because it gave me the opportunity to meet new challenges and to learn new things. It was a personal choice, so it had nothing to do with the previous management of the unit. I was looking for a new opportunity. I am open to change. I think that working in another directorate is a very professional thing; it allows for the transference of knowledge. If you do not move, it is not so productive. Definitely, it is a good policy to promote mobility. I have been working here for 20 years and in my view it is one of the best improvements made to career development. I would advise my colleagues to do the same thing. The first month was quite stressful because everything was new, but after that it was fine. It is a question of adaptation. You have to adapt yourself to a new team and you have to learn a new process and to see how another unit is working. I had very good support from both units (the one I left and the one where I am now). They were very comprehensive. No negative aspect up to now. It met my expectations and my needs. I feel I have room for expressing my opinion. Also, I have more flexibility, initiative and more responsibilities. I am very motivated and committed to my work."

Yevgen Pechenik (DSR) "In September 2012 I moved from DNM ATM Procedures to DSR/CMN/NET, the R&D Unit related to Network Management, and in December 2012 physically changed duty station from Brussels to Brétigny to work on a thread of projects in Airspace Organisation and Management. This has been a great experience! It is quite interesting to change while remaining in the same area of expertise. You discover naturally new ways to use your knowledge. You feel revitalised! Staying in one place gets to be too easy. You lose the pleasure of overcoming challenges. I always felt that staying in place for too long would make me go backward. I need challenges to tackle – in fact I guess we all do. I have to say I did not expect my move to be so refreshing. But it is easier to get integrated in a new place than people might think: EUROCONTROL, as an international organisation, has a sort of naturally built-in multicultural tolerance. Although for me personally as a non-EU national, it was quite complicated to change duty station – on top of the change for my family, who will join me in the summer time. For anyone thinking of changing, I’d like to say how useful it is to bring with you knowledge and experience in the way things are done "elsewhere". It allows you to reuse known approaches and avoid reinventing the wheel. Plus you also learn from your new colleagues. Even changing within the same domain of knowledge, it is surprising to see how differently things can be done. Of course, you see duplication of work, gaps, and lacks in coordination even if EUROCONTROL is not the worst organisation in communication and information sharing. But whenever you see a wall, you just need to coordinate and fight the silos, keeping the organisation’s goals in mind." n

Insight magazine Spring 2013

Counting on you

Aviation sans Frontières – Belgique / (ASF-Belgique) est une petite compagnie aérienne. Elle se distingue toutefois des autres sociétés de transport aérien en de nombreux points tels que sa mission, les moyens mis en œuvre, l’éloignement des différents acteurs, ou encore sa spécialité des vols de brousse. Le présent article a pour but de présenter cette association et d’illustrer ses particularités.

Aviation Sans Frontières

Belgique Etienne de Mûelenaere

Etienne de Mûelenaere contribue aux activités d'ASF-Belgique depuis 2007, en mettant son expérience aéronautique au service de l'association comme bénévole. Il est responsable du contrôle qualité des opérations aériennes et a déjà effectué à ce titre plusieurs missions de supervision en Afrique. Il a également eu l'occasion de participer à 2 missions de convoyage comme pilote, vers le Tchad et vers le Congo. Il fait partie du conseil d'administration de l'association depuis 2012.

Cessna C206 au parking à Abéché, au Tchad, prêt à partir en opération.

Counting on you

La mission d’ASF-Belgique est de mettre les moyens et l’expertise de l’aéronautique au service du secteur de l’aide humanitaire et du secteur du développement durable pour la prévention des crises humanitaires. De façon neutre et indépendante, sans concurrencer les acteurs locaux, ASFBelgique va là où les autres ne vont pas ou ne vont plus, pour permettre aux acteurs de l’aide et du dévelop-

sur des pistes de fortune, permettent d’assurer la communication vers des camps de réfugiés ou des centres hospitaliers qui sans cela seraient fort isolés. La flotte d’ASF-Belgique se compose de 4 avions CESSNA 206. Le C206 est un avion 6 places pouvant atterrir sur une piste en herbe ou en latérite, cette terre rouge si typique de l’Afrique centrale. Ses 300 chevaux permettent à l’avion de redécoller avec ses passagers d’une piste de moins de 1000 mètres.

La mise en œuvre de ces avions se fait au travers d’une ou plusieurs missions en Afrique. Chacune d'elles comprend un chef de mission, un pilote, un gestionnaire de la logistique, 2 ou 3 assistants pour la planification des vols et l’entretien de l’avion, et plusieurs gardes Maintenance entre 2 vols : remplacement des filtres et chargés d’assurer la sécurité du nettoyage des durites – du sable, rien que du sable. poste et de l’avion. Les missions, qui utilisent un ou deux avions, pement d’accéder aux populations sont généralement déployées en isolées en détresse. Active depuis près bordure d’un aérodrome assez imporde 30 ans, essentiellement dans la partant, suffisamment grand en tout cas tie centrale de l’Afrique, ASF-Belgique pour accueillir des avions de transport a surtout opéré ces dernières années internationaux. À partir de là, lesavions à l’est du Tchad, ainsi qu’en Ituri et au d’ASF peuvent transporter le personKivu, au Congo. Dans ces régions, qui nel d’organisations humanitaires vers ont été récemment dévastées par la un aérodrome de brousse à proximité guerre, les infrastructures comme les de leur destination. routes, les logements, les hôpitaux font grandement défaut. Les populaPar rapport aux compagnies aériennes tions locales luttent courageusement classiques, une autre caractéristique pour reconstruire leur pays, aidées d’ASF-Belgique est sa taille. Au siège, par des organisations humanitaires à Bruxelles, le personnel se compose mais de nombreux obstacles rendent d’un directeur et d’une responsable leurs tâches particulièrement difficiles. pour la logistique, la comptabilité et Lors de la saison des pluies, les routes l’administration. Tous les autres memsont, pour la plupart, impraticables bres, y compris le responsable des et même en dehors de cette période, opérations aériennes, sont des bénédes bandes armées rendent les voles. L’association déploie une ou voyages bien incertains. C’est là que deux missions à la fois. Sur le terrain, de petits avions, capables d’atterrir le chef de mission et le gestionnaire

de logistique, généralement issus du milieu humanitaire, sont engagés pour une période déterminée de quelques mois. Les pilotes d’ASF sont des bénévoles qui viennent effectuer un tour d’opération de 6 à 8 semaines. Les autres membres des missions sont engagés parmi la population locale. À une époque où il est facile de passer une semaine de vacances à Bali ou à Phuket, on pourrait croire que toutes les régions du monde sont aisément accessibles. Il est donc intéressant d’illustrer l’éloignement d’une mission ASF en décrivant un convoyage entre Bruxelles et Bunia, dans le nord-est du Congo. Ces convoyages sont nécessaires car tous les 2 ans, les avions d’ASF, qui sont immatriculés OscarOscar, doivent rentrer en Belgique pour subir une grande inspection. Ils sont ensuite renvoyés sur le terrain. Avant de quitter Grimbergen près de Bruxelles, où les avions d’ASF sont stationnés lorsqu’ils sont en Belgique, il faut d’abord assurer la préparation du convoyage. Les 2 principales difficultés sont l’approvisionnement en essence et les autorisations de survol et d’atterrissage. Les 8.000 km qui séparent Grimbergen de Bunia au Congo demandent une dizaine d’escales. Pour chacune d’elles, le permis d’atterrissage délivré par l’autorité nationale ainsi que 2 ou 3 fûts de 200 litres d’essence sont nécessaires. Ces fûts doivent être acheminés par la route, mais le camion peut arriver en retard, ou ne jamais arriver s’il est intercepté à mi-parcours. Les préparatifs terminés, l’avion est chargé des pièces de rechange et de tout l’équipement requis en cas de problème. Il ne reste de la place que pour les deux pilotes, et les 600 mètres de la piste en herbe de Grimbergen Insight magazine Spring 2013

Counting on you Counting on you

Salle des opérations à Kisangani: la chef de mission, le gestionnaire logistique, deux pilotes et le planificateur des vols

sont nécessaires pour arracher l’avion du sol. La première journée permet d’atteindre Ajaccio, au sud de la Corse, après une escale à Avignon. Le lendemain, après une traversée de plus de 3 heures au-dessus de la Méditerranée, on arrive en vue de Constantine, au nord de l’Algérie. Avec un peu de chance, c'est-à-dire sans trop de problèmes administratifs, on peut atterrir à Ghardaïa, où les bidons d’essence, transportés dans la soute à bagages, sont vidés dans les réservoirs. Le troisième jour, un vol de 4 heures audessus du désert conduit l’avion à In Salah. La mer est loin, à plus de 1000 kilomètres, et ici il n’y a que sable et chaleur. Après une dernière étape algérienne à Tamanrasset, en bordure du Hoggar, l’avion arrive à Agadez, la ville des Touaregs au Niger. Ensuite, après avoir longé le lac Tchad, N’Djamena et le fleuve Chari sont en vue. Il y a encore une étape à Bangui, en République CentreAfricaine, avant d’entrer au Congo où un long vol au-dessus de la forêt équatoriale conduit

l’avion jusqu’à Kisangani, au bord du fleuve Congo. Si les orages tropicaux, aussi violents que soudains, le permettent, l’avion peut repartir vers sa dernière étape, à l’extrême est du pays. Il faut compter 9 journées pour acheminer l’avion à Bunia, sans compter les mauvaises surprises comme les conditions météo ou les ennuis techniques. L’avion étant arrivé sur le terrain, les opérations peuvent commencer. Actuellement, une mission est déployée à Abéché, dans l’est du Tchad. Cette région accueille depuis plusieurs années de nombreux réfugiés qui fuient les horreurs de la guerre au Darfour. Abéché est une ville assez importante, avec une piste de 3000 mètres où peuvent atterrir les avions affrétés par les grandes agences d’aide et de développement. La mission ASF-Belgique se trouve au centre de la ville d’Abéché. Les installations comprennent le local des opérations, le local des pièces de rechange, et un bâtiment de quelques chambres où vivent le chef de mission, le pilote et le gestionnaire de la logistique.

Atterrissage en brousse à l’Est du Tchad. Accueil des ONG locales.

L’ensemble des installations est entouré d’un haut mur nécessaire pour garantir la sécurité. Dans la salle des opérations, le responsable du planning des vols reçoit les demandes des organisations humanitaires qui désirent acheminer leur personnel ou du fret vers les centres de réfugiés ou les dispensaires éparpillés dans la région. L’avion peut emporter jusqu’à 5 passagers mais la question critique est bien sûr le poids. La distance permet de déterminer la quantité d’essence nécessaire. À partir de là, on calcule la charge maximum des passagers et des bagages. Ce poids sera vérifié avant chaque vol par un instrument simple mais fiable : un pèse-personne. Il n’est pas rare de devoir refuser un passager, ou sa valise, parce qu’ils dépassent le poids annoncé. Mais sur la question de la surcharge, la compagnie est intraitable. Dans ce pays où la température dépasse régulièrement les 45 degrés et où les pistes sont souvent courtes et en mauvaise état, ce serait une erreur qui ne pardonne pas. La veille du départ, le pilote a vérifié l’état de l’avion. En plus de l’exécution de la mission, il est, en effet, chargé

Counting on you

La pesée des bagages avant l’embarquement

d’assurer les inspections entre les vols, ainsi que celle des 50 heures. Ce n’est que pour l’inspection des 100 heures, ainsi que pour les interventions importantes, qu’un mécanicien agréé descend spécialement depuis la Belgique. Le pilote a également vérifié que le plein d’essence a bien été effectué conformément à la mission prévue pour le lendemain. Le matin, très tôt, le pilote et un assistant se rendent à l’aérodrome. Il faut en effet partir et surtout être rentré avant les grandes chaleurs de l’aprèsmidi, souvent source d’instabilités atmosphériques. Faute de moyens de communications performants, les prévisions météo sont assez limitées. Il vaut mieux être prudent et éviter les difficultés. À l’aérodrome, les passagers se présentent au pied de l’avion. Le pilote vérifie le poids de chacun, ainsi que leurs bagages. L’inspection pré-vol terminée, les passagers et bagages embarqués, le pilote démarre, roule jusqu’au seuil de piste et s’envole vers une des petites pistes de l’arrière-pays. Il n’y a pas de nuage mais la visibilité est médiocre. Le ciel a une couleur jaune sale. On ne peut

Ravitaillement à Agades: la pompe à main, le tuyau et l’entonnoir.

distinguer l’horizon. On devine, 3000 mètres en-dessous, le sol uniformément ocre, parfois traversé par une bande plus claire signalant le tracé d’un oued asséché. Après une heure environ, on approche de la destination. Lors de vols précédents, le pilote a repéré quelques points marquants: croisement de pistes, escarpement rocheux, petite localité. Le GPS est bien sûr un allié précieux. À l’arrivée, il n’y a aucune balise et la piste d’atterrissage se distingue à peine dans le paysage. En passant à la verticale du terrain, on repère le 4X4 de l’ONG qui nous accueille. Ils ont vérifié l’état de la piste, et surtout, ils empêchent d’éventuels curieux de gêner l’atterrissage. L’avion se présente en finale et se pose sur le sol rocailleux. Les passagers sont quelque peu secoués sur une piste percée de nids de poule et jonchée de cailloux. L’arrivée de l’avion est une vraie curiosité. En quelques minutes, une nuée d’enfants viennent admirer les visiteurs. Les passagers qui doivent rentrer à Abéché se présentent pour l’embarquement. Membres d’ONG, ils ont souvent passé plusieurs mois dans des camps de réfugiés et sont impatients de rentrer. Mais imperturbable,

le pilote vérifie le poids des personnes et des bagages. Moins d’une heure plus tard, l’avion repart vers Abéché où il atterrira en début d’après-midi. Pour une mission d’un avion et d’un pilote, ASF effectue en moyenne soixante heures de vol par mois, transportant une centaine de personnes. Ce sont des chiffres peu élevés, en comparaison avec les activités d’une compagnie aérienne, mais ces vols auront épargné à ces ONG de longues heures de route incertaine, ou auront permis tout simplement d’assurer la liaison avec des missions humanitaires qui, sans eux, auraient été complètement isolées. En assurant le transport de la bonne personne au bon endroit au bon moment, ASF-Belgique permet de protéger au mieux les intérêts des populations concernées. n En savoir plus : cliquez ici pour consulter le site d’ASF-Belgique

Insight magazine Spring 2013

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