Insight Autumn-Winter 2012 by EUROCONTROL

EUROCONTROL

Interviews Frank Brenner: “the vision for the future” Jac Jansen: “one team, one mission!” Autumn - Winter 2012

Contents Sommaire 3 Editorial

Let’s talk to Frank Brenner, our new Director General

An eye on...

SWIM Master Class: enthusiasm and drive

The Network Manager’s experience of the SWIM Master Class

CCAMS – One flight, one code

5 questions to Jac Jansen

How EUROCONTROL helped Solar Impulse

Team MUAC shares Olympic success

AIPE News

Un nouveau départ

Eurosport 2012 Brétigny: plus de convivialité, plus de plaisir, plus de sport

A new AIPE section is born! ACE: Automotive Club EUROCONTROL

30 Inside News

Health Day 2012 in MUAC

Bringing some fresh air: the Agency’s Graduate Programme kicks off

Retirements & ETS

37 Newcomers

In Memoriam

38 Eurobabies

Success Stories

3 jours de cours sur l’analyse transactionnelle

42 STAPES

Inside News (continued)

43 Welcome to our ACI Europe Liaison Officer

44 Counting on you

Aviation Sailing Day 2012

A journey from Rome to Antwerp

Luxembourg 444 Challenge

Cœurs en action

50 Awards

EUROCONTROL in the limelight

51 Future events

Editorial Dear readers, The end of the year is now in sight, and there are changes in the air! This issue of Insight features an interview with Frank Brenner, our future Director General, which will give you an insight into the man and his career so far. Also, now he has been with us for six months as Director of MUAC, Jac Jansen shares his impressions and expresses his confidence in the future of MUAC. We would also like to extend a warm greeting to the young graduates, who with their abundant enthusiasm are a very welcome breath of fresh air. This year, the Agency has been prominent on the international scene by virtue of a whole series of projects. In this issue, we salute the success of the SWIM Master Class, the fruit of a collaboration between DSR and DNM; of the CCAMS, which gives life to a pan-European solution; and of STAPES, a multi-airport noise model jointly owned by EUROCONTROL, the EC and EASA. As you read these articles, you will no doubt be impressed by the progress made across a number of areas. When you think about the end of the year, your mind inevitably turns to New Year resolutions. Why not follow the example of our colleagues who are working for charitable causes? Whether working for projects In Luxembourg, Brazil, or Africa, or crossing the seven seas in a boat, you will find projects to warm your heart. Last but not least, as you are all aware, David McMillan's term of office is drawing to a close. I'm sure you will be keen to attend the reception given to mark his departure and pay homage to his achievements. It will certainly be an occasion not to miss (see page 51)! Everyone on the Insight team would like to take this opportunity to wish you a merry Christmas and a happy New Year.

The INSIGHT Team

Chers lecteurs, La fin de l’année approche et des changements se profilent à l’horizon. Dans ce numéro d’Insight, notre futur Directeur général, Frank Brenner, nous accorde une interview qui vous permettra sans doute de mieux connaître l’homme et son parcours. Par ailleurs, après six mois au sein de l’Agence, Jac Jansen, Directeur de MUAC, nous livre ses impressions et exprime sa confiance dans l’avenir de MUAC. Nous souhaitons enfin la bienvenue aux jeunes diplômés qui nous apportent une bouffée d’air frais et beaucoup d’enthousiasme. Cette année, l’Agence a été mise à de nombreuses reprises sur le devant la scène internationale à travers différents projets. Dans ce numéro, nous saluons la réussite du SWIM Master Class, fruit d’une collaboration entre la DSR et la DNM, celle du CCAMS qui donne vie à une solution paneuropéenne, ou encore celle du STAPES, un modèle relatif aux nuisances sonores associant plusieurs aéroports, auquel participent conjointement EUROCONTROL, la CE et l’AESA. À la lecture de ces articles, vous serez sans doute impressionnés par les avancées réalisées dans bien des domaines. Qui dit fin d’année, dit également bonnes résolutions. Pourquoi ne pas vous engager, vous aussi, à l’instar de nos collègues qui œuvrent pour des projets caritatifs ? Du Luxembourg au Brésil, en passant par l’Afrique ou en traversant les mers en bateau, vous découvrirez des projets qui donnent chaud au cœur. Enfin comme vous le savez tous, le mandat de David McMillan touche à sa fin. Vous pourrez en profiter pour le rencontrer et lui rendre hommage à l'occasion de la réception qu'il donnera pour son départ. À vos agendas (voir page 51)! Toute l’équipe d’Insight vous souhaite d’ores et déjà de très joyeuses fêtes de fin d’année.

Insight magazine Autumn - Winter 2012 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 Alison Ralph, editor Josefa Garcia Garcia, deputy editor Frédérique Fyon, layout & design Photos: DR/COM Linguistic Linguistic Service Advisers: DR/CS/LING Next Issue:

6 May 2013

Copy Deadline: 8 March 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.

L’équipe INSIGHT 3

Interview

Let’s talk to

Frank Brenner our new Director General as from 1 January 2013 Frank, you will be our first DG for many, many years with an operational background. In this respect, you follow in the footsteps of Keith Mack, who ran the organisation from 1989 to 1993. What does that mean to you? You mention Keith Mack, he was first and foremost very successful in his time as DG at EUROCONTROL, as he was the one who helped design the Interface Strategy to improve the interface between air traffic control and the airports for the ECAC Ministers. Actually, this work programme, some of you might still remember APATSI, was one of my first international experiences participating as an ATC expert. On the basis of the airport/air traffic interface improvements, later on the scope of responsibility of EUROCONTROL was largely expanded. Under Keith’s leadership, a very forward-looking strategy to measure performance was agreed and the set-up of CODA was realised. For me, it is a great honour and challenge, given the number of outstanding personalities who have led EUROCONTROL over the years, to take charge in 2013. It’s been quite a while since we had a DG from Germany … Yes, we would have to go back more than 20 years to the time of Horst

Flentje, who was Director General from 1983-1988. Again, a very important time for EUROCONTROL, as during Horst’s mandate, the first meeting of the European Civil Aviation Conference Transport Ministers was held, a meeting which led to the creation of the CFMU. It is not only quite some time since there was the last DG coming from Germany, Germany has refrained from nominating candidates in recent years. In any case, I firmly believe it is less important to have someone of one’s own nationality, than to have someone who shares one’s ideas – and pursues them with conviction. So it’s not the concept of nationality that is important, but rather the vision for the future. You mention vision. How do you see the role of EUROCONTROL evolving, especially as regards the EU and EASA? This year, EUROCONTROL and the EU negotiated and adopted a high-level agreement to describe their cooperation in various areas. The cooperation of EASA and EUROCONTROL is a part of the agreement. The annexes to the agreement are meant to describe the measures for this cooperation in detail. EASA is extending its role to safety regulatory activities in aviation covering progressively ATM. The recognised experience and know-how of EUROCONTROL will be essential in this cooperation.

Intensive cooperation on good terms with the European Commission is a must. EUROCONTROL is ready to offer its support in the very critical question that is now emerging on what to do with the SESAR results, how and what to implement. At the same time, EUROCONTROL will continue to focus on the pan-European dimension. EUROCONTROL’s services, for example the Network Manager, are designed to benefit all EUROCONTROL Member States, the airspace users and the ANSPs, as the service is not restricted just to the EU Member States. I think EUROCONTROL will in the future have a very important role to play in seeking consensus on a pan-European dimension in all future developments. I hear there is a rumour that you have been an aviation fanatic from the very beginning, riding your bike as a teenager to the airport fence of Stuttgart airport, before later on starting your career as an ATCO at this airport in the early 1980s. It’s not a rumour, it’s true! Since my early youth I’ve been fascinated by air traffic control. I lived and went to school in a little village next to Stuttgart

Interview

A good work da y begins ... ... obviously with a mug of coffee. I forget the ti me ... ... when I work. Those who want to move our business forw ard ... ... need to do mor e than others. I celebrate su ccesses ... ... with those who made it happen and with a glass of champagne. It puts me on edge ... ... when I get long explanations why things canÂ´t be do ne, instead of idea s on how things can be organised, or whe nI find out about di sloyalty. At 18, I wanted to ... ... be an air traffi c controller. With hindsight , I would not again ... ... work for one em ployer for such a long time. Money allows me ... ... to think indepe ndently and be incorruptible. I look for advice ... ... from everyone who is honest an d open with me. Family and ca reer ... ... can fit perfectly together if you co mbine both in a ba lanced way.

My journey ta kes me to ... ... the leadership of EUROCONTRO L at an exciting time of gr eat change in AT M, not only in Europe but around the wo rld.

Interview concept thanks to the Frankfurter Allgemeine Zeitung

I advise children ... ... to believe in th eir hopes and dr eam

Insight magazine Autumn - Winter 2012

Interview

airport in Germany. After high school and military service in an air defence unit, I only applied for one job, which was for air traffic controller training. I was lucky, and was accepted. Stuttgart is not only known for the posh cars that are manufactured there, the area is also famous for reputedly having the most efficient – not to say the stingiest! – people in Germany. This is why very few people in that region actually drive Porsche cars, as they are not known to be the cheapest cars on the market! I have to admit, I’ve never had a Porsche or Mercedes. But then, I’m in good company following David – the Scots are also a people not famous for spending lavishly.

Talking seriously, what’s your view on cost-cutting – the Agency has gone through quite a few years of tightening its belt: do you think this has to continue?

Air France-KLM Group recorded a deficit of EUR 895 million in the three months ending 30 June 2012, more than quadruple the EUR 197 million net loss accrued in the same period one year ago.

If you need another convincing argument, let’s take a look at the financial situation of the States. Do you see any of our Member States being able to subsidise the aviation sector including ATM in the coming years using taxpayers’ money? Given the financial situation of many European Member States, I have difficulties seeing that happening. That leaves the States with the user fees. Since the beginning of this year, however, the full cost recovery system has gone for those EUROCONTROL Member States and their ANSPs that are part of the EU. These States are now under strict economic regulation. This is a significant change to the way in which business is done. It is a big challenge for their ANSPs, their national supervisory authorities, their aviation weather services, and the States themselves.

In analogy with the Lufthansa programme, Air France-KLM have set up the “Transform 2015” programme. While over at Iberia, International Airlines Group is drafting a comprehensive restructuring plan that will include short-term downsizing. Job cuts will be an inevitable consequence of this overhaul.

As Vice President of the Performance Review Commission and a member of the EU-designated Performance Review Body, I participated in assessing the national performance plans. The EU Member States have promised as part of these plans to reduce costs by € 2.4 billion in the timeframe between 2012 and 2014. However, these cost reductions anticipate a signifi-

Yes. You only need to look at the state the airline industry is in, with economic uncertainties in Europe and above all high fuel prices. To take a few examples: Lufthansa has decided to pursue rigorously its “SCORE” restructuring programme to protect yield and combat the dire operating environment.

Control Centre Langen

This makes transition for everybody in EUROCONTROL easier, because people do not have to change in this regard.

EAD: A model for partnership and provision of common services

cant traffic increase, which is unfortunately not occurring. At the moment, therefore, I have some difficulties to see how these promised cost reductions can be realised on a national basis. Traffic will be lower than anticipated, which means lower revenues. This implies reducing ANS costs below the original planned levels.

The world’s largest aeronautical information services (AIS) common reference database, created by EUROCONTROL to harmonise static and dynamic aeronautical/airspace data in the Euro pean Civil Aviation Conference (ECAC) area… and beyond.

EAD (European AIS Database) service provided and owned by EUROCONTROL on behalf of its Member State s – free for Member States’ ANSPs and airspace users, available to othe r organisations upon payment of, depending on usage, a service and/or royal ty charge.

The increasingly comprehensive database helps ensure enormous volumes of data are collected and harmonised: 41 ANSP s use the EAD for their daily AIS operations, and 29 of them have completely migrated their data.

You took a leading role in major reorganisations at DFS which consolidated the ATC centres. Does this experience help you in your new function? DFS reduced its facilities in the past, like some other ANSPs. In order to save money, 2 en-route centres were closed along with 8 approach units. With today’s technology, you can of course control traffic and provide air navigation services from other places. After the closure of Berlin Centre, the approach control service for Berlin is for example nowadays performed from Bremen: there’s no longer a control centre or approach control unit operated by DFS at the German capital. With such measures, consolidation can lead to significant savings in the infrastructure and system costs for both the procurement and day-to-day operations. However, you save nothing or only minimally with regard to the number of controllers needed. I’m convinced that such consolidations are in general possible when a country operates several centres. But how does it look if the country operates only one or two centres? In our Member States, there is quite a significant number of ANSPs with such a set-up. Is it feasible to close the one and only centre on the territory of the concerned state? Another question is the resulting size of the centre after all the mergers have been integrated into it. How big can a centre get until the staff start not to know each other anymore?

EAD’s 24-7 fully integrated solution offers clear benefits for providers and data users alike. AIS providers enter and main tain their data in a central repository, while data users (aircraft operators , ATCs, private pilots and commercial organisations) can retrieve and download quality-assured AIS data in real-time, making route planning and forecasting easier, safer and much more efficient. Cost-efficiencies are gene rated both for providers, through economies of scale; and for users, by limiting data input and reducing the number of databases to interface with.

Shared responsibilities: data providers use the database to directly maintain and distribute their own AIS information. They retain full control of – and intellectual property rights over – the infor mation they input into EAD. EUROCONTROL manages the contracts and ensures oversight, while data operations and IT infrastructure are outsourced for flexibility and costeffectiveness.

When is a point in respect to the size of the centre reached where the control centre, due to the anonymity of its workforce, becomes unmanageable? In this context, there are some very interesting initial SESAR research results available which will give new opportunities in the near future. In a SESAR environment, exchanges of more and more relevant accurate and updated data will be essential, and will be distributed to controllers, airlines and airports. Wouldn’t it be great if we could deliver data in a safe, secure and costefficient way to controller working positions without the sensitive talk on consolidation and relocation of controllers all over Europe? This does not exclude the idea of centralisation of certain support functions that might be necessary to make the business cores attractive. A good example comes from the field of aeronautical information man-

agement, the European AIS Database (EAD). The Member States have opted for a concept of a redundant central NOTAM and static database. The service is excellent, all ANSPs, their AIS Reporting Offices (AROs) as well as airspace users in Europe are served by this central database. A development towards a fully dynamic service of all aeronautical data is a logical step forward. If we could progressively come up with similar organisational solutions for the management of the increased volume of data in the future, it would be a great step forward. This is what SWIM has to be about. A first step into this direction has been the agreement of the Netherlands and EUROCONTROL for the provision of relevant correlated radar and flight plan data to be made available for the Royal Netherlands Air Force Nieuw Milligen Air Operations Control Station and seven RNLAF air bases. Insight magazine Autumn - Winter 2012

Interview

Do you think that such a far-reaching concept could be realised? The question is fourfold. Can such concepts be realised technically, operationally, financially and politically? The question on the technical possibilities is definitely a challenge for the SESAR team. The initial SESAR research results I just mentioned do offer a way forward, and the existing systems, be they local, regional (potentially on a Functional Airspace Block (FAB) basis) or pan-European, would have to evolve accordingly in this context.

pinned by a solid cost-benefit analysis. Moreover, an independent verification of the technological and architectural solutions proposed can be done by Agency experts. Politically, we need to consider the different interests of the stakeholders. It is a really tough question to a State and an ANSP to close a centre in order to cut costs compared to the abovementioned examples. It is easier but still tough if States have to consolidate support functions across borders to drive efficiency. It is much easier if cost-savings can be achieved by for example supporting a SESAR project with a pan-European data distribution.

as President of the Board of Directors in charge of the GroupEAD Europe S.L, a multinational company situated in Madrid. I’ve also spent some time with the FAA, and led the German air traffic control centres with responsibility for all arrivals and departures as well as all civil and military overflights. At DFS, my business unit encompassed more than 2,500 employees (administrative, technical and operational personnel), which included a responsibility for a budget of more than € 600 million per annum. And on the theoretical side, I’ve taken an executive course at the London Business School that complements an academic degree in administration.

Functional Airspace Blocks (FABs)

Operationally, I think there are examples that can make us confident that the necessary procedures can be developed and implemented. In this context, the necessary safety assessments to deliver the data in a safe and reliable way have to be conducted. Financially, it will be a task for the Performance Review Body to assess all different SESAR projects regarding the financial feasibility of implementing them. Nobody will be in a position to ride any “hobby-horses”: there must be a substantial cost-reduction under-

It´s fair to say that your ATM knowledge and your experience covering a variety of fields are both undisputed. Is this however enough to run the Agency? What about the other skills a DG needs to run a complex Agency like ours? The States haven’t voted for an air traffic controller straight from the operations room! I’ve amassed considerable managerial experience, for example

So in conclusion, I would describe myself as an experienced senior ATM manager who has dealt with a series of highly political issues.

Will your technical know-ledge get in the way? Will you try to micromanage DNM, for instance? I will not be the Director of NM! Director NM has the say so in his area. But as in all other areas, I’m very interested in what will happen. I have to admit, I’m a curious person!

Interview

DNM and its associated designation by the EU serves all EUROCONTROL Member States, the aircraft operators, the military, the airports and the ANSPs. This function is of high importance in contributing to overall performance. For example, the target given to the Network Manager (NM) in RP1 to shorten flight routes obviously cannot be achieved by the NM alone. The NM needs the support of the States, FABs, airports and ANSPs, too. Intense coordination and bilateral negotiations will need to take place. We need to develop measures to reach the goals together. Ideas developed by the Network Management Board for agree-

ment about the work between the NM and the FABs will lead the way.

We all know that the goals for the EU Member States that have been set will be in some cases extremely difficult to reach in the first reference period. Indeed, without intense cooperation between States and ANSPs using synergies in the FABs, these targets will not be reached. Are you really interested in this post, or are you being a good soldier of your country? The Federal Republic of Germany nominated for the first time in history an ANSP manager who is not from the Ministry of Transport. When they approached me, I asked them whether they were sure about this nomination, and we discussed the risks associated with it. The reply was that the German Government of Angela Merkel was convinced that my nomination was the right thing to do at this point in time, proposing an experienced aviation manager to lead the Agency, and thereby ensuring that EUROCONTROL will actively participate in the development of European aviation for the years to come. I have to admit that I was not totally convinced that 75% of the EUROCONTROL Member States (which is the amount of votes you need in the election) were ready for this vision. But in taking their decision, they showed that they were ready for a different approach.

The agreements must also cover how the FABs will support the NM in reaching the EU targets. This can be done by general cooperation with EUROCONTROL, and also with measure-specific support by the Agency.

For me, the DG represents EUROCONTROL and all its Member States, not a group of States or any specific country. So this is nothing to worry about.

If we are able to address the targets together in a cooperative manner and jointly define measures, the targets will be easier to reach. EUROCONTROL is ready to support stakeholders if the expertise is requested for specific tasks.

It is a great time to join EUROCONTROL and help shape the changes in our industry. SESAR deployment, cooperation with the military on advanced FUA, joint activities with the Commission and the development of new procedures and technologies on

a network level beyond the EU countries are a few examples that will make life in EUROCONTROL challenging and fulfilling. I know that I can learn from the experience of the Agencyâ&#x20AC;&#x2122;s highly motivated and skilled staff. Finally, what will your first priority be at EUROCONTROL? My first priority is to listen â&#x20AC;&#x201C; to all stakeholders, from Member States to Agency staff. During the election campaign I spoke to 32 of the 39 Member States, and to a great extent to their ANSPs, the airspace user organisations and airport representatives and the military. So, I got a pretty good idea about what the different stakeholders want to see happening. I have now set up meetings with those States that put forward their own candidates, and I will take advantage of being on board with EUROCONTROL from November 2012 onwards in the position of Deputy Director General to smooth the transition period. I will use the time to speak with EUROCONTROL staff at all Agency sites, to learn about their ideas and wishes. Using the transition period with David McMillan, whom I respect very much, learning as much as I can about the organisation and getting acquainted with it and its staff should put me in a good position to start on 1 January next year. n

Insight magazine Autumn - Winter 2012

An eye on...

SWIM Master Class: enthusiasm and drive Enthusiasm and drive were the order of the day for the first ever SWIM Master Class. Culminating in the “best-in-class ceremony” on 16 October, this event, which is a departure from the norm in our environment, exceeded all expectations. It was hugely successful and extremely well attended. Launched at the initiative of the SWIM/DSR Team (Paul Bosman, Marc Brochard, Dirk Janssens, Florence Borremans and Jan Van Meenen), in partnership with the NM, the objective of the SWIM Master Class was to promote the added value brought by SWIM, while at the same time stimulating the development of associated ATM services.

For the first time, developers and consultants external to the SESAR Programme were invited to create innovative SWIM applications, making full use of the NM web services. At least one hundred participants spread over some forty teams worked throughout the summer, putting their creativity at the service of ATM and interoperability. In this way, we have just taken a great step towards making SWIM a reality.

demonstrate its feasibility by producing concrete applications. The NOP B2B at NM was the ideal platform for doing so.

At this stage, SWIM is essentially a concept. There is therefore a need to

The SWIM Master Class was born. But the challenge was enormous.

In the words of Jan Van Meenen: “We felt that the concept was advanced enough to invite external companies to take part”. The NOP B2B was a SWIM pioneer which was ready to be rolled out to the industry.

An eye on...

Paving the way for SWIM It was not just about organising an event – it was a question of showing future participants the way forward in terms of software development. Thus, just five days before the event launch, nothing tangible existed, not one line of code! “It was a fantastic opportunity to verify the SWIM promises. It had to be standardised, attractive, easy to use, recyclable and low cost.” In just five days!

The SWIM Team developed one application (the SWIM Master Class Jump Start), on the basis of a simple question: “What information does a pilot need when on the ground or in flight?” Answer: anything that is dynamic: n

creating a flight plan, selecting a route, n displaying the route. n

Developed in the blink of an eye, with very simple and free tools, the SWIM Master Class Jump Start application served as a reference model for the other developers, allowing them to advance quicker and further in their own work. The application also proved to be a good test for the new NM platform, in particular from the point of view of compatibility with SWIM*.

* To date, the NM platform is the only data source which has been labelled as “SWIM Pioneer” by SESAR.

The SWIM Master Class was the fruit of close cooperation within the SWIM/ DSR Team, and with NM, and it helped spread the word about SWIM beyond SESAR. The success achieved from its launch is the result not only of the impeccable organisation, but also the unique approach adopted, which immediately ignited the enthusiasm of a wide public. This first Master Class paved the way for the development of new services. Surfing on a wave of enthusiasm, Paul’s team is already preparing the next steps: how about an even more ambitious Master Class next year? n

Read more on the SWIM Master Class – an initiative developed in the context of SESAR

Insight magazine Autumn - Winter 2012

s Neidhart, Mehtap Karaarslan and Thoma M Master Class SWI the in d ate who both particip

After the initiation day, SWIM Master Class participants received access to the Network Manager Validation Platform (NMVP) and started their development work. Throughout the summer, Thomas Neidhart, working within the CSI team, received a number of requests for technical assistance. Thomas’ quick responses led to rapidly fixed defects and an active exchange of views, which in turn provided NTS with a privileged understanding of developers’ requirements and issues. The ‘engineers talking to engineers’ model proved highly productive in the short timeframe available and enabled a series of immediate service improvements.

Mehtap was NTS’ jury member and so formed part of the ”Best-In-Class” election process. We enjoyed the collaboration with the other jury members, the exposure to their perspectives as well as the evaluation of the creative proposals. We found the participants’ motivation and the quality of the proposals to be remarkable. In particular, Mehtap highlights the excellent working relationships that she and her NM colleagues developed with our SESAR colleagues throughout the various stages of the SWIM Master Class.

The Network Manager’s experience of the SWIM Master Class Mehtap Karaarslan represented the Network Technical Systems (NTS) Division of the Network Management Directorate on the selection panel for the winning SWIM-enabled application. As Head of the CSI (Client and Service Integration) Team, Mehtap is in charge of the software development of the NOP Portal, NOP B2B web services and Collaboration Human Machine Interface (CHMI) applications. So, Mehtap has a fund of appropriate experience and is well placed to judge complex software developments. When I learned about the SWIM Master Class initiative, I felt that we could make a useful contribution and, at the same time, learn valuable lessons from it.

Indeed, the communication with the developers throughout the event, the teleconference between participants, NTS architects and developers, as well as the discussions during the ceremony day, helped NTS identify possible future evolutions of its own services and products. There is definitely a will to keep the momentum going and thoughts are at present moving in the direction of timely implementation of technical improvements of various aspects such as: n

service levels,

n documentation,

So, we took part in the initiation day, held on 14 June 2012. We explained why and how we created the NOP B2B web services and answered the audience’s questions.

XML styling, support modelling (e.g. for user groups), n service discovery, etc. n

We believe that this collaboration will lead to an intensified and mutually beneficial working relationship between the two of us, NM/ NTS and SESAR/SWIM. This relationship could contribute to the evolution of NOP B2B, whilst the SWIM specifications could well evolve in parallel.

release information,

n publish/subscribe, n

We were glad to have exposure to the wider and more abstract SESAR framework: this not only set the scene for our daily work but was a thoroughly enjoyable experience.

Looking back on this thrilling experience, NTS is definitely hoping to be part of a future edition of this exciting event. n

An eye on...

CCAMS One flight, one code CCAMS – Centralised SSR Code Assignment and Management System – is a pan-European solution to overcome the shortage of available SSR transponder codes used by air traffic control for radar services. CCAMS is a service based on a central server located at the Network Manager Operations Centre in Brussels. It will provide a de-conflicted code for each flight operating in the European CCAMS region. Until now, SSR codes have been statically allocated to States and assigned to flights by Air Navigation Service Providers (ANSPs), based on a predefined scheme. De-conflicting code allocations is a time-consuming effort - it can take months to achieve. In addition, in some parts of Europe there are insufficient codes available for peak traffic requirements. CCAMS optimises the efficiency of European SSR transponder code management by centrally assigning a code for each flight. Using an intelligent algorithm, the CCAMS Central Server automatically selects and distributes the code to all the CCAMS units along the

route of the flight; it also responds to code requests received from ATC units in near real-time. The system guarantees the most efficient use of codes within the European network and will be beneficial in case of crisis (no-fly zones) or special events (military exercises or major sporting events, for example). Ukraine was the first state to implement CCAMS on 14 February 2012 and is being followed by 16 other European ANSPs in the United Kingdom, Bulgaria, Ireland, Moldova, Norway and Estonia. Until modern surveillance technologies (Mode S and ADS-B) are fully deployed, CCAMS, by managing code assignment on a central basis, will make optimal use of codes, alleviating code shortages and code conflicts in the

CCAMS region. This will improve the safety and efficiency of operations, reduce ground delays and allow for increased traffic numbers. CCAMS, together with Elementary Surveillance (ELS) and E-ORCAM, is part of the ACID Programme which provides the framework for the transition to downlinked aircraft identification for unambiguous and continuous identification of aircraft flying as IFR/GAT traffic in ECAC’s airspace. CCAMS is a tool deployed by the Network Manager, acting on behalf of the overall European aviation system to improve ATM performance, to increase safety, reduce delays, control costs to the airspace users and minimise the environmental impact of aviation. n

Insight magazine Autumn - Winter 2012

An eye on...

5 questions to

Jac Jansen

On 1 April 2012, Jac Jansen became the new MUAC Director. He joined from the Royal Netherlands Air Force (RNLAF), where he started in 1975 as an officer cadet, rising in 2008 to be appointed as Commander of the RNLAF, with the rank of Lieutenant-General. In his time with the RNLAF, Jac Jansen held a number of senior positions including Chief of Staff to the NATO Air Component Command at Ramstein Air Base, and Commander of the F-16 unit at the Villafranca airbase in Italy, and is a trained fighter pilot. Just a little over six months after he took up his new function, Insight met Jac Jansen to find out more about his views on MUAC and how it will embrace new opportunities in the transition to FABEC.

An eye on...

You have been with us for six months now. Coming from the Royal Netherlands Air Force (RNLAF), the move to a civilian environment must have been quite a change. What are your impressions?

Indeed, the organisation I come from is of a completely different nature than EUROCONTROL in general and MUAC in particular. I would not primarily make the difference between those organisations as being either “military” or “civilian” since this refers to what you see from the outside, but rather to the different task, the environment and the difference in the rules of employment or Staff Regulations, as we call them at EUROCONTROL. Let’s say a few words about the organisational culture as I see it in Maastricht. First and foremost, very friendly people, strongly devoted and aware of safety and performance, and the further improvement of these. I observe little mobility in the organisation: once people join EUROCONTROL they generally stay on and develop within the divisional structure to which they are initially posted. Colleagues at MUAC know each other inside-out. They have been working together for years and are well aware of each other’s respective strengths and weaknesses, which provides an excellent opportunity to manage these qualities and develop competencies, yet also has some disadvantages. Then to the Air Force. First allow me to say that one of the most common preconceived ideas that people have about the military is that it is rigid, inflexible and hierarchical. This couldn’t be further from the truth, especially for Air Forces. The Air Force actually has a type of culture that makes it extremely reactive, flexible and creative. Strong team spirit is also a key success factor. Moreover, the RNLAF’s mission is

clear to one and all; everyone knows exactly what they’re working for, and in crisis situations, there’s no need to exchange many words: one team, one mission. I see a strong parallel here with our operations and their immediate environment here at MUAC. One other notable characteristic and difference with the Air Force is mobility. In the Air Force, people don’t stay in the same job and location for more than three years. This means of course, that on the one hand, you have to invest a lot into people and (re)training, but this is also a remarkable opportunity for cross-fertilisation and, at the end of the day, you work with people with a broad knowledge and experience, fresh ideas and flexibility. The latter is paramount, because they’ve got to have the capability to adapt.

the job – but we can improve in other parts of the organisation, and considering the fast-changing ATM context, this is in our interest! For some of these changes to materialise, we need a real cultural change. Mind you, cultural change is something different than just organisational change; it means changing the mindset of people. I consider leading a strong team with clear goals and a clear strategy in mind as a magnificent challenge. A team is not just a group of people. A team is a group of people, maybe with different interests, yet moving in the same direction: one team, one mission!

ind that We should always keep in m “the customer is the king!” It is a kind of a second nature to them, a nature that they need on the battlefield, because circumstances there always change and are unpredictable. Mobility at MUAC certainly is a point of interest and attention for me. It should be well balanced, as I’m aware of the free will of each and every individual here. My experience tells me that insufficient mobility eventually results in a stove-piped organisation. Another side effect is that we miss an opportunity to train people to adapt to changing circumstances, or to challenge their competencies outside their comfort zone. When people take on new challenges, new responsibilities and a different perspective on the job, this is motivating and also a good way of fostering creativity, new ideas and new approaches; a think tank. Harnessing inventiveness is something we must encourage and focus on at MUAC. The control room staff and some technical departments are already very flexible and agile – this is the very nature of

Staff are aware that MUAC ranks exceptionally well in the area of ATM performance. On which areas should we focus to better position ourselves in the industry?

MUAC is high-performing. We all enjoy this. However, we should always keep in mind that “the customer is the king!” We serve the customer! For the customer, we want to work more safely, more effectively, and at the lowest possible price. We should make sure that they can fly as “freely” as possible, using the routes they prefer whenever possible. Secondly, we need to think hard about where we want to be in five years from now, and beyond that. I know that the first thing that comes up in people’s minds is the institutional study. Of course, this is of great relevance. But here I’m thinking more of the question: what will the added value of Insight magazine Autumn - Winter 2012

An eye on...

MUAC be in the future? So we need to focus on the question of how we want to develop technically, deliver added value to the primary ATM product in MUAC and possibly also elsewhere, e.g. ATS. So here is a set of rather basic questions for which we need excellent answers. What are our ambitions? What do we want to achieve? Who do we want to be? Where do we fit into the industry, and what do we have that others donâ&#x20AC;&#x2122;t have? All these elements need to be studied, and I have therefore launched a twofold scan of the organisation. First of all, we are currently mapping all managerial processes, and secondly we want to hear about the satisfaction of MUAC staff; this information will be obtained through the staff satisfaction survey we recently launched. With these two pillars, we will be able to identify where we are, and what changes are necessary to keep us at the top. And think about this: man intrinsically likes change. If we did not, we would still be cavemen by now. Instead, we have progressed thanks to change!

Thirdly, in order to be as effective as possible, we must ensure a certain level of investment so that we can stay technically relevant and ahead. At MUAC, we have the uniqueness of engineering power which ties in closely with the operational environment. This puts us in a splendid position to swiftly field new technology in the control room. I also strongly support our involvement in SESAR. Investing more however will put extra pressure on the amount of budget to be spent on remuneration and operating costs - especially with total budgets that are expected to decline as of 2015. Certainly not easy to achieve, but doable. I am convinced that with good and efficient processes, we can do the same job with fewer resources. That does not in any way mean that we will lay people off. In short we just need a healthy balance between the cost of human resources, operating costs and investment costs. In general one could say that we have the obligation to reach our goals in the most efficient way: the Four States expect us to manage

the resources that they provide to us in a sound manner. Related to these priorities there is one concern: we must take every care that if we introduce change it is not done to the detriment of performance. In fact, change should foster even greater performance. In spite of the fact that MUAC is of a relatively small size compared with other organisations within FABEC, how well-placed are we to contribute positively to the construction of FABEC?

Size does not matter! Big does not mean effective. It is quality that matters, added value. Lean but mean! Weâ&#x20AC;&#x2122;re better off being a smaller, agile organisation which can adapt and react to change. We want to steer MUAC into a new era. And this will be done by building on our unique features: a cross-border, multinational organisation, high-performing and innovative.

An eye on...

ga “I consider leadin clear strong team with goals and a clear a strategy in mind as nge. magnificent challe a A team is not just team group of people. A le, is a group of peop ent maybe with differ g in interests, yet movin : one the same direction !” team, one mission

With these features, MUAC is truly the nucleus for a FABEC structure. Why should we reinvent the wheel? We have what it takes to provide good services to the customer, let’s build on this and go further and faster! We have a true FABEC spirit up and running inhouse! As the former Commander of the RNLAF, you have a wide network on the military side of ATM. How can we better work together with the military for the benefit of the customer?

Cooperation with the military is not a goal in itself and again it’s all about how we better serve the customer. Every ATM development must be done with the various militaries, and cooperation must come from both sides; it’s not a one-way street. So by cooperating we will all work more effectively and hence ensure higher safety, cost-effectiveness and innovation. The recent deployment of

the MUAC “Virtual Centre” in different RNLAF sites is a prime example of this principle, and testifies to the fact that we can export our know-how and technology externally - not only within the Netherlands. A very practical and successful example of civil and military cooperation was the recent FABEC Olympics Cell set up during the London Olympics, in which many parties were involved. This should be standard practice. Institutional change is being heralded. How confident are you in the future role of MUAC and its staff?

If we continue to offer unique services, something special that others don’t have, we’ll be fine. To be successful, institutional change needs all people on-board and involved. We need to maintain staff stability, trust and confidence.

get better at it, including identifying appropriate niches in the market in the interest of the customer. This means that we constantly need to be one step ahead operationally, technically and also on the cost front. The second reporting period (RP2) of the Single European Sky is imminent. This means that the EC will impose stringent targets and that budgets will go down. If our costs stayed the same and flights decreased, route charges would go up. This is not in the interest of the customer. There again we will need to regulate our internal costs to maintain performance, in the customer’s interest. I am pretty confident about the future of MUAC, and I will make sure that we steer the organisation in the right direction, with the full involvement of all MUAC staff. I’m proud to serve all these motivated people in Maastricht! n

Also, we need to keep on doing what we have been doing so far and even

Insight magazine Autumn - Winter 2012

An eye on...

How EUROCONTROL by Bernard Rausch, DNM Solar Impulse is a solar-powered aircraft that can fly day and night, using no fuel at all. The aim? “To prove that progress is possible using clean forms of energy.”

This resonates deeply with us. Director General David McMillan observed: “As an organisation, EUROCONTROL is committed to reducing aviation’s impact on the environment and to ensuring greater efficiency in the European air traffic network. These are goals which appear to me to be totally compatible with Solar Impulse’s objectives.” So, EUROCONTROL became one of Solar Impulse’s Institutional Partners, signing a Memorandum of Collaboration early in June 2012. As a partner, we have undertaken to give as much help to Solar Impulse in its flights as we can. In 2014, Solar Impulse plans to fly around the world. In the meantime, they have made several trips in Europe and, in June 2012, flew from their homebase in Switzerland to Rabat in Morocco and back – their longest flight to date. For that particular journey, EUROCONTROL’s Network Manager was

deeply involved, working hand-inhand with ANSPs to create an invisible but effective shield to protect the aircraft as it flew slowly through Europe’s busy skies.

Flying day and night on solar energy

ATM operations for a historical moment Solar Impulse’s longer flights require a climb to higher altitudes where the aircraft could potentially interfere with commercial traffic – and it flies at a very low speed.

The chances of success depend on inflight energy management. In order to have sufficient energy to fly during the night, the aircraft must collect solar and potential energy during the day.

As the flights require specific weather conditions (sunshine, especially!), there are only a limited number of days when it can take to the skies. So, flights cannot be predicted long in advance.

The flight profile follows a continuous slow climb up to FL285 during the day and flies at a lower altitude during the night (at about 5,000 ft, depending on the terrain below). When this altitude is reached, Solar Impulse flies horizontally to its destination very early in the morning.

Solar Impulse is also very sensitive to turbulence, including wake turbulence caused by medium and heavy aircraft. The flight to Rabat and back was operated mostly under visual flight rules (VFR), with some exemptions.

Would you like to know more about Solar Impulse? There is lots of info on: www.solarimpulse.com

An eye on...

helped Solar Impulse NMOC’s tailor-made assistance The Network Manager Operations Centre (NMOC) in Brussels supported Solar Impulse in various ways. The team, with people from both engineering and operations, were most enthusiastic in supporting the flight – and it was, of course, all on top of their regular work. Their expertise was needed for months, as well as the days, preceding the flight. They were key in liaising with the Air Navigation Service Providers and the Military authorities. They were the channel for disseminating all relevant information to the ACCs, via the Flight Management Positions (FMPs), to prepare for and to update flight operations.

Strategic preparation Solar Impulse provided precise trajectory descriptions in the input format of the NM simulation tool. The System for traffic Assignment and Analysis at a Macroscopic level (SAAM) is an integrated system for wide or local design, evaluation, analysis and presentation of Air Traffic Airspace / TMA scenarios. As such, it was used to run simulations to assess the traffic impact for different trajectory options during the strategic phase. The results showed where potential hotspots were likely to appear, giving indications for trajectory selection.

The tactical phase During the tactical and execution phase, the NMOC experts made sure that all the actors involved had the appropriate awareness and knowledge. Although the flight was almost always in VFR, it flew in airspace with many IFR

flights. The NMOC supported the ACCs with simulations of its routeing (accurate prediction of entry/exit into ATC sectors), network assessment (traffic loads of the crossed radar sectors and military restricted areas) and coordination with the FMPs.

Into the future The experience with this Solar Impulse flight proved that it is possible to accommodate such flight profiles in dense traffic areas. We believe the lessons learned with these flights will help demystify the implications of atypical profiles in Air Traffic Management. Radar positions transmitted by the various ATC Centres were consolidated and recorded by NMOC’s systems. This data will be used to support Solar Impulse application for a world record. We wish Solar Impulse all the best for their round-the-world trip and assure them that we at EUROCONTROL will do all we can to help them! n

Insight magazine Autumn - Winter 2012

An eye on...

Team MUAC shares

The Olympic Games proved to be something of a positive experience for Team MUAC. The challenge was to manage unusual concentrations of extra and different traffic loads across a very busy part of the FABEC area and to set up tools for sharing information and data input between all airspace users and ATM centres, civil and military.

“We used the concept of ‘orange’ slots where we asked the military whether at certain times we could access portions of airspace that would be useful for us,” said Danny Leenders, operational expert at MUAC. “The agreement with the military was that we would communicate on this with them, which we had never done before, in a systematic way and they would endeavour in their planning to avoid those portions of airspace, which they did. This was really new for us.”

It resulted in a number of “firsts” for MUAC.

The exchange of data between civil and military partners broke new ground during the event – and the lessons will be carried into future operations. To plan and manage these challenges, MUAC hosted a FABEC Olympics and Extended Pre-Tactical Air Traffic Flow and Capacity Management/

For example, one achievement of the FABEC Olympics Cell was the partial release of the TRA (military Temporary Reserved Area) South in the Brussels FIR/UIR, in order to accommodate the civil eastbound flow from the UK through Belgium.

Airspace Management (ATFCM/ASM) cell, which used three different airspace management tools. The MUAC Local and sub-Regional Airspace Management (LARA) stand-alone real-time data-sharing tool was deployed with a specially-developed “converter box” to upload and display airspace planning data from various sources. The DFS “Stanly ACOS” tool was also used to retrieve airspace planning data for Germany. And the cell also used the Belgian LARA tool, which since the end of June has been deployed in an operational network between the military control centre of Semmerzake, Brussels ACC and Maastricht UAC, to allow the real-time exchange and display of airspace planning data for Belgium. The cell was manned on a daily basis by at least one MUAC controller, a FABEC ANSP representative and representatives from the Dutch and Belgian military. “We have known for many years that the safest and the best way to work together is to sit elbow to elbow,” said

An eye on...

Olympic success From left to right: Eric Bruneau, DSNA, Theo Hendriks, MUAC Olympics Cell Project Manager, and Jac Jansen, MUAC Director.

Peter Hendrickx, Head of Operational and Airspace Systems (OASYS). “The cell was about synchronising the actions of the FABEC partners,” said Theo Hendriks, Olympics Cell Project Manager, “and this resulted in delay avoidance. It also allowed us to look for opportunities, for operations we would not normally do. When you are in close collaboration, you can talk together and see if you can derive some new benefits for the customer. For example, we were able to deliver reduced penalising constraints on airlines, promote the use of Olympic direct routes and replace regulation-type actions with short-term air traffic flow control measures. We could do this because we had great cooperation from airlines and military partners.”

demand, we worked with our military colleagues to try to adjust the availability of military airspace, and vice versa to enable military operations when they least affected civil traffic.” “The FABEC Olympics Cell started out by looking at how to manage the Olympic traffic but we ended up looking at how we could solve problems within FABEC,” said Nick Miller, Operations Manager, Infrastructure at MUAC,” looking at where the problems were being generated in the FABEC area and looking at ways we

could use our expertise help to alleviate them.” As a result of the work, all airspace users were able to minimise the disruption caused by the Olympic Games to their operations. And the lessons learnt during the operation of the cell will be incorporated within the FABEC Air Traffic Flow and Capacity Management/Airspace Management (ATFCM/ ASM) programme, which is looking into setting up an air traffic flow management centre for the FABEC States as a permanent operation. n

The success of the Games was therefore much more than simply setting up the right piece of software. “The military partners released military airspace quite generously during the period of the Olympics and during the Games we worked together to fine-tune military activities in line with the demands of civil traffic,” said Theo Hendriks. “When we saw the risk of congestion caused by high peaks of

Eric Bruneau, Director Operations of the French ANSP Direction des services de la navigation aérienne, in charge of the development of Air Traffic Flow and Capacity Management/Airspace Management (ATFCM/ ASM) programme inside FABEC officially opens the FABEC Olympics Cell based in the MUAC control room.

Insight magazine Autumn - Winter 2012

AIPE News

t r a p é d u a e v u Un no inine d’une distance de 6.3 km. fém nt me ive lus exc rse cou e un La Parisienne est rcours autour de la Tour Eiffel pa un sur , bre tem sep t bu dé e, né Elle a lieu chaque an crites cette mes. 26 000 personnes se sont ins fem de t an iss cro re mb no un nit et réu nre a été organisée en 1997. année. La première course de ce ge Depuis 11 ans, La Parisienne soutient la recherche sur le cancer du sein. Depuis 2006, elle permet à la Fondation pour la Recherche médicale d’organiser des actions de collecte auprès des participantes et des entreprises inscrites à la course.

En outre, notre groupe a fait honneur à nos donateurs, puisque le groupe a fini 45e sur les 473 groupes inscrits.

C’est ainsi que beaucoup d’entreprises constituent des équipes de femmes et réunissent des fonds pour la Fondation de la Parisienne.

Cette initiative a également contribué à un rapprochement entre collègues féminines du site de Brétigny à travers les entraînements préparatoires et à un formidable esprit d’équipe. Le jour de la course, toutes portaient le même déguisement.

Sur l’initiative de notre collègue Ella Pinska-Chauvin, notre groupe « EUROCONTROL Brétigny » a réuni environ 20 femmes, qui se sont préparées ensemble durant l’été pour la course. Notre collecte a rapporté 7 841 €, ce qui est un très bon résultat au regard de l’objectif initial de 5 000 €. Ce montant était tellement important que le magazine « Santé et Recherche » a consacré un article à notre projet de course d’entreprise et mentionné EUROCONTROL. Nous avons également eu droit aux remerciements de la Fondation pour la Recherche sur le cancer du sein.

Non seulement ce projet a servi une noble cause, mais il nous a aussi permis de nous mettre en forme et a contribué à donner envie de faire du sport à des gens qui n’avaient jamais couru auparavant. La santé passant par le sport, ce genre de projet ne peut qu’être bénéfique pour la santé du personnel d’EUROCONTROL.

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Pour obtenir le résultat du groupe,

cliquez ici.

groupe, ient pas incluses dans le résultat du Malheureusement, 3 collègues n’éta pe. grou du iative de la création car elles étaient inscrites avant l’init Freville et Patricia Marsden. Elsa , nsen Leurs noms sont : Eva Sore Consultez leur temps ici.

sont donné rendezNos collègues féminines se ur refaire cette course vous en septembre 2013 po ONTROL. ensemble au nom d’EUROC

Insight magazine Autumn - Winter 2012

AIPE News

Eurosport 2012 Brétigny: plus de convivialité, plus Le 15 septembre dernier, une rencontre sportive de niveau international a eu lieu tout près de Brétigny. Le Comité organisateur de l’AIPE de Brétigny avait travaillé sans relâche durant des semaines pour préparer ce tournoi et accueillir les membres du personnel des différents sites d’EUROCONTROL, ainsi que leurs proches. Les épreuves se sont déroulées pour la plupart au complexe sportif Marcel Paul à Lisses. Les parties de golf se sont disputées à Saint-Germain-lès-Corbeil, les amateurs de squash ont joué juste à côté, à l’espace Léonard de Vinci, et les joueurs de bowling se sont retrouvés à Mennecy.

D COURSE À PIE INI Marco GIBELL ) se sont mmes et 5 femmes Neuf coureurs (4 ho 1 tours course de 10km (1 engagés dans une biance très 0 m) dans une am d’une boucle de 90 eux agés par de nombr conviviale. Encour ic Fellmann Ér rapides ont été supporters, les plus arina Zinno 1 min 43 sec) et M chez les hommes (4 4 min 56 sec). chez les femmes (5

Dès 9h30, les participants, ainsi que leurs supporters, se sont retrouvés dans le hall d’accueil du gymnase, où un petit déjeuner les attendait. On se revoyait avec plaisir. On se présentait les uns aux autres en sirotant un bon café avec pains au chocolat, pains au lait, etc. On formait ou complétait des équipes. A 10h00, 110 sportifs, petits et grands, parés de leur t-shirt à l’effigie d’EUROCONTROL, d’un sac de sport et d’une belle serviette en microfibre, se sont élancés vers leurs terrains respectifs pour courir, dribbler, engager, smasher, envoyer, frapper la balle, lancer la boule, etc. sous l’œil attentif des responsables sportifs qui ont témoigné :

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de plaisir, plus de sport

PÉTANQUE Nico SCHINTGEN

Amis joueurs de pétanque :

Cette année, les inscriptions ont été très prometteuses : 10 équipes se sont formées, soit 20 joueuses et joueurs, de notre côté et les boissons étaient prêts à en découdre. Le soleil était au frais. Le Luxembourg, favori de l’épr euve , était représenté par 2 équipes confi la gloire. La Belgique était l’inconnue. antes de remporter à nouveau La France, toujours deuxième, était peu bavarde avant le commencement très bonne. Les inscriptions ont déb du tour noi. L’ambiance était très, uté après le repas et le tournoi à com mencé à 14 heures pile. Vite le tirag e, susp ense , et on y va. Les boules ont commencé à rouler derr ière le cochonnet. Les tireurs réglaien t leur mire. Le bruit des boules a écla Le visage des joueurs changeait à chaq té sur le terrains de pétanque. ue mène. La concentration, le souci, le stress, personne ne le prenait à la légè pour le même patron et on a l’habitu re. D’ailleurs, on travaille tous de de ces conditions. Le temps a pass é, comme au travail, et quelques joue pour Paris. Il a fallu déjà rentrer se chan urs ne devaient pas rater le bus ger et se préparer pour la soirée. Qui a gagné? Pas le temps de calculer mai ntenant. A l’hôtel, la surprise !!!! Le Luxembourg, défait, décroche tout juste la 3e place. La Belgique remporte la médaille d’ag ent. La France, qui n’a pas arrêté de parl

er pour déconcentrer ses adversaires,

FOOTBALL

remporte la 1re place.

Il ne me reste qu’une chose à dire: bon ne organisation, bonne ambiance, bon ne météo, bon dîner et bon spectacle Un très bon week-end. Un dernier mot . concernant la pétanque : rien n’est gag né tant que tu n’as pas 13 points. Meilleures salutations aux joueurs de pétanque.

TENNIS Jean-Christophe PERRIN Une journée entière sur les courts et plus de 3 heures de matchs par équipe se sont jouée s dans un très bon esprit. Les équipes des différents centres ont pris plaisir à se rencontrer sous le beau soleil de Lisses. Un grand merci à tout le monde et une mention spéciale à nos équipes mixtes adulte/enfant et dame/hom me. La victoire du tournoi principal revient à Ayme ric TRZMIEL et Peter CHOROBA. La consolante revient à Virginie et Léa BARTHELEMY.

Mohamed GHERDANE Comme à l’accoutumée, l’équipe du Luxembourg, arrivée la veille au soir, avait déjà profité d’une “mise en conditions” dans Paris. Arrivée sur les lieux samedi après-midi en pleine forme après une grasse matinée, l’équipe du Luxembourg était prête à rencontrer celle du CEE. Le match a débuté à 14h00 dans des conditions climatiques rêvées et le résultat a été encore une fois sans appel pour les Luxembourgeois, qui excellent dans cette discipline. Merci à tous les footballeurs pour le fair-play et l’ambiance qui ont régné durant toute cette journée et soirée EUROSPORT.

Insight magazine Autumn - Winter 2012

AIPE News

GOLF Lawrence BROM erience took place The EUROSPORT 2012 Golf exp of Saint-Germain-lèson the fantastic Golf Course g one with its 131 and Corbeil, a rather challengin and red departures. 128 slope indexes on yellow resided in the presThe difficulty of the day also ranging from 54 up ence of serious aficionados surprise came from to 2 local handicap. The big whom with a 53.5 Françoise GUENIN (EEC/DSR) n (46 points) but Index won the net competitio (12 points). ss also took the third place gro

PING-PONG On the net side, Françoise was di rectly followed by Germ aine “The Rookie ” CLYMANS (representing EE C/DSR, 36 points ) an d, on the third place, by Lawrence “You rs tr uly” BROM (EEC/DR, 34 points).

Robin DERANSY et Laurent KERSMAKER Nos amis belges Jérôme Clin et Laurent Kermakers se sont respectivement partagé la première et la deuxième place du tableau des vainqueurs de poule. Une finale entièrement féminine pour le tableau des 3e et 4e de poule qui voit Sandy Francioni s’imposer face à Alice Suzan. Merci à tous pour cette forte participation.

eachable Andreas The gross winner was the unr SR, 32 points) directly “Boum Boum” TAUTZ (EEC/D r keen” ZINBI challenged by Ahmed “Miste (HQ/DR, 15 points).

SQUASH Gérard MAVOIAN Une participation réduite mais des joueurs tous très motivés. Gérard Mavoian, Ian Fisher et Thierry Lespade sur le podium. Une mention spéciale à notre star de la Zumba, Jérôme, valeureux quatrième, et à Raffi, dont les débuts sont très prometteurs !

N BADMINTO AO Valérie DUR

tournoi en ont disputé un ts an ip ic rt pa 14 près-midi. en de double l’a et in at m le e simpl rtira gagnant OUGULA qui so nne C’est Mahesh CH e et double). Bo bleaux (simpl ta s le us ! to r r si su vrai plai la journée ! Un humeur toute ses matchs avoir joué tous ur po a an Ily Bravo à pensée pour de ville et une en chaussures . partira blessé Rodolphe, qui

VOLLEY Eric BLANCHET Souplesse et détente étaient de rigueur pour cette édition. Avec quatre équipes, chacune menée par une demoiselle, nous avons joué en 3 contre 3, parfois en mixant les équipes. Dans une ambiance très conviviale, nous avons disputé quelques matchs très accrochés, toujours dans la bonne humeur. Aline finit devant Polina, Lendina et enfin Catherine. Merci à toutes et à tous pour ce bon moment.

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BOWLING Sophie GILLET et Laurent TABERNIER Ambiance très sympathique pour ce bowling. Nos amis de Bruxelles et Luxembourg avaient fait le déplacement. 8 femmes et 15 hommes. Victoire de Michèle NILLES chez les femmes et William SHIFFLERS chez les hommes. Médailles d’argent à Virginie PUISAIS et Guido VAN LAETHEM, médailles de bronze à Valérie MEYER et Eric BLANCHET. Un petit mot pour la fin : le gagnant, qui avait un bras dans le plâtre, a fait un score de 158. Pas mal !

Et merci à Guido VAN LAETHEM, qui a donné de judicieux conseils pour l’organisation du tournoi. Encore un grand merci à toutes et à tous pour cette amicale participation et ce très bon moment passé ensemble.

ZUMBA Maria AGUILERA Première fois à Eurosport. Très bonne ambiance avec des participants super motivés et des intervenants d’enfer !!! Encore beaucoup plus de filles que de garçons, dommage ! Le prix a été remporté par le plus courageux, le garçon, qui a persévéré toute l’année en n’étant entouré “que” de filles jusqu’à EUROSPORT : Jérôme Weiss. Bravo Jérôme !

Félicitations à tous les participants, qui ont permis de faire de ce tournoi un événement mémorable. L’autocar attendait en effet les joueurs pour se rendre au « Petit Journal Montparnasse », dans un cadre magnifique, situé au cœur de Montparnasse à Paris, pour la soirée consacrée à l’édition d’EUROSPORT 2012. Le cocktail d’accueil a débuté vers 19h00. Plusieurs discours ont accompagné la remise des prix. L’ambiance disco pendant le repas a été suivie d’un spectacle “année 60-70-80” entraînant. Les joueurs et les supporters auxquels il restait des forces ont poursuivi la soirée en dansant jusqu’à 3h00… Les maîtres mots pour définir le travail de cette équipe de l’AIPE de Brétigny : organisation parfaite et ambiance chaleureuse. Les membres de l’équipe peuvent être ravis de cette journée comme nous l’avons tous été... Vivement le prochain EUROSPORT ! n

Insight magazine Autumn - Winter 2012

“

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“ACE – Automotive Club

anical creatures h ec m of e ac gr power and devoted in love with the be u yo ’t an organisation n r ca fo g in How k or w e you’r otorbikes when like cars and m e? all, the airplan em th of t es k ic to the qu

A new AIPE section is born!

EUROCONTROL

Spring and summer are the seasons not only when animals wake up and start to become more active after the long winter hibernation, but also the time when motor enthusiasts can indulge their passion the most. Roads are free of ice, and salt is not corroding the delicate metal sheet of their cherished machines. That’s why, this spring, discussions started among fellow EUROCONTROL colleagues on setting up a dedicated club within the remit of the AIPE. To this end, the AIPE secretariat sent out the relevant information to staff in June. Now all the procedures have been completed - the statute has been approved, the President and board members have been elected and we are starting up our activities. The intention is for our club to promote and facilitate the theory and practice of safe and responsible motor sport and the culture of classic and sports cars within the EUROCONTROL community and, where feasible and appropriate, within the community of international and EU civil servants. Moreover, members are bound to the EUROCONTROL corporate values and to the general code of sportsmanship – promoting safety, courtesy, dignity and fair play.

The members of the club (we are around 20 but we hope for more) are interested in both modern sports and competition events, and in the “old timers” scene. Our first gathering took place in Tervuren on 16th September. The date might be puzzling you, because it was the annual car-free day in Brussels. Actually, some of our members (me included) decided to come by bicycle, thereby showing that being passionate about engines is not always at odds with environmental responsibility. Maybe one day we can even have electric or zero-emission vehicles in the virtual garage of the club. In fact, the only thing that really matters is speed, and if we can achieve it without burning fuel, so much the better!

The next steps are to: n

launch our website; prepare the club’s social event for 2013; n present proposals for other events in which the club can participate before the end of 2012 and in 2013; n initiate the steps for being recognised by the appropriate Belgian motoring authorities. n

So, if you’re a piston head, an owner or fan of classic and sports cars or bikes and interested in joining other EUROCONTROL colleagues with the same addiction, please get in touch now! Massimo Bernacconi ACE President

ACE President: Massimo Bernacconi Vice president: Christian Faber Treasurer: Peter Krol Focal points for “Motorsport rules and pilot licensing”: Gilles Dumelie and Manuel Rodríguez Muñoz

Inside News

2012 in MUAC

Met nullut landip exeros dolorpe rcidunt wis nim vel essed te min velis nos dunt lore dolor si tie dGait lore minim ad ea amconsed dit On September 20th Ahmed ZINBI and the LCPP andiat team utpatueraese dit dit veliqua mconsed dui eugait vullums had a lot of fun organising the 2012 Maastricht Health Day. aliquis et nonseni.

The entrance hall was stripped of its usual interior by FMS and a couple of skilled movers, and in every corner, tables and TV screens popped up, a life-size running belt was even dragged in from the fitness dungeons…

In fact, visitors were surprised by the wide range of activities, all in the field of health and safety and yes, also on sheer well-being. The two massage guys who set up their little massage parlour across from the security desk were particularly popular, and to nobody’s surprise their free massage sessions were sold out before the ink had dried on the registration form. To their right, Albron presented healthy snacks and, on the weekly menu of ‘the people who give us our daily bread’, particular attention was paid to the healthy stuff. For those who didn’t know it yet: healthy food can taste good too!

Ahmed: ‘We wanted to come up with a varied programme, not limit ourselves to a fixed theme, and have a wide range of fun events. Outside were two totally different activities: a simulator-truck where visitors could ‘drive under the influence of alcohol and drugs’ and a mobile hearing-test centre. To nobody’s surprise it was once more demonstrated that driving and alcohol/ drugs don’t go together, and on the hearing front, some came out of the test proudly waving their print showing a young audio age, while others discretely stashed it away in their goody bag, probably because their report came out less favourable….’

e first thing I want sounding corny, th is! WithAhmed: ‘Without all your help on th r fo ys gu u yo k , it would to say is: than erybody involved ev of t or pp su e e visitor out the activ to set this up. To th e m r fo le ib ss po so many have been im ent, but there are ev or in m a e lik it work…..’ this may look n care of to make ke ta be to ed ne things that

Inside, there was a friendly gentleman showing, with sophisticated software and hands-on demonstrations, that there is a correct way to lift weight and a not so healthy way, proving that even tiny weights can cause damage to the spine and other body parts if they are handled without thought. Ron van der Sluijs, Maastricht-based running legend, gave good advice on running techniques and running wear after he filmed (aspiring) MUAC athletes on the running belt. Blood pressure and BMI were measured and Marijke ANEMA gave her expert explanations on correct positioning at your working stations.

Ahmed: ‘Was the day a success? I think it was. Of course there are a few things that we will have to do differently for the next edition. In spite of the very good weather the hearing tests and the driving simulator outside did not generate as much attention as they might have done with a different set-up, which was a bit of a shame, because some of these good folks came from (very) far to join us. Probably we should also have a look at our publicity programme. We counted around 200 visitors, which is not bad, but our goal for next year will be higher. Evidently, setting up a day like this in an operational centre has its specific challenges and unfortunately a full turnout will never be possible’. Around 2 p.m. the last backs were rubbed by the massage dudes and the sweaty Zumba dancers returned to their working places. FMS started to dismantle the Health Day site and the first positive feedback from participants and visitors started to come in. The Granny Smith in the goody bags was sour but delicious and let’s hope that none of us will ever have to use the other gift. n

Insight magazine Autumn - Winter 2012

Inside News

Bringing some fresh air:

the Agency’s Graduate Pedro Miguel Martins (CM-ATMSEC) DSS Víctor Flores Gómez (Communication & Frequency Coordination) DNM

Jorge Pinto Yi Xiong Valerio Cappellazzo (Corporate (SWIM) (Systems Upgrade Programme DSR & Architecture) Management) DNM DR Borja Martínez Fernández Martin Cech (Corporate Communications (Air Traffic Service) & SRM) DR DSR

Dijana Trenevska (Operations Planning) DNM

Ioanna Katsarou (Economics) DSS Viktoria Tsitsoni (Transversal Performance & Methods) DSR

Christian Thirij (Safety) DNM

Justine Vacher (Operations Domains & Training) DNM

Rebeca Hernández Montero (Airports) DNM Anastasiia Sobchenko (EIPR) DSS

Angélique Trouche (Legal Service) DR

Inside News

ff o s k c ki

Programme What attracted you to apply for the EUROCONTROL Graduate Programme?

Justine: The fact that the programme is three years, changing every year, was for many of us a key selling point. Rebeca: Yes, participating in such a programme gives us the opportunity to improve our skills and competences, and we’ll need to be flexible if we are to adapt to different areas. Our work in the different units will give us a wider overview on the organisation and its roles. Pedro: For me the personal development aspect was very important. It is a big investment on the part of the Agency - the idea of host managers and mentoring is something other programmes lack. The induction phase is also excellent, a good learning curve for us. Viktoria: The possibility to develop, to try different things out, and potentially to have a career in an international environment is a big plus… Borja: …and this programme is pioneering: many privatesector companies have graduate programmes, but EUROCONTROL is the only public service organisation to have such ambitious goals. Dijana: I like very much the public service aspect. Here we can work with the EU, the Commission, EASA, ANSPs and other key stakeholders. EUROCONTROL is unique, the place where everything comes together. And as the others have said, the people development, flexibility and mobility on the programme allow you to experience different areas, not just your area of specialisation. As someone at the start of her career, it’s more satisfying to develop and grow – whereas in a company, you are likely to be put in a role, and to stay there.

Víctor: I was attracted by the fact that EUROCONTROL participates in or leads some of the most innovative projects in the aviation world. For me as an engineer, it’s wonderful to be able to be involved and to contribute. Martin: Yes, EUROCONTROL is one of the key actors in European ATM, so for a graduate interested in this field, it’s ideal to have the chance to start your career right at the top. What made you choose a graduate programme in the public service, rather than direct entry into a private sector company? Ioanna: All of us have studied so much, our generation is really motivated to contribute. Yet companies just tell you: you need experience, you’ve done nothing! They don’t consider internships as experience, and I really appreciated the fact that here, the Selection Board was genuinely interested in what I had done, and the Agency was ready to invest in me. Angélique: As well as the idea of growing my skills, I’m attracted to the longer-term focus. In my experience as a lawyer in the private sector, the long term was often the next week! Rebeca: As a European citizen, I’m proud to contribute to a key European project for the benefit of all. That’s a different ethos from the private sector, which is oriented towards projects that provide the highest market share and achieve the top market positions. Jorge: As a passionate believer in a federalist Europe, having the chance to come here is an extra motivation.

Valerio: Dijana is right: training is vital, and here we’re being given a chance to learn, learn, learn.

Insight magazine Autumn - Winter 2012

Interview

I know many of you weren’t that aware of EUROCONTROL before you applied for the programme, but I gather some do have some exposure to the ATM world. Christian: Yes, I was interested from early on – I did a project at school on the Single European Sky, and then did my graduate thesis at LVNL, so yes, I have been interested and aware of the Agency’s role for quite a while. Víctor: I previously worked at AENA, and EUROCONTROL was an important part of the environment we worked in. Most of the projects were related to EUROCONTROL in one way or another. I had the opportunity to participate in some SESAR programme activities; I even came to Brussels a couple of times. Borja: I was very positively impressed by my months as an intérimaire with the Internal Audit team, which was a useful introduction to the environment here. Yi: And I did a traineeship within the Airspace & Network Planning (ANP) team at MUAC, which gave me a feel for the organisation and a sense of what a great place EUROCONTROL is to work and to learn. I was treated as a member of the team from the very first day. For me, joining EUROCONTROL’s graduate programme is a dream come true! You’ve been here for three weeks now. What are your first impressions? Rebeca: Our new colleagues are not only great experts, but also extremely open and willing to help. We’ve often heard from presenters that “there are no silly questions” and this is something that you do not find everywhere. Of course, on the one hand this is a relief – but it also gives us a big feeling of responsibility: we’re now part of this community, and we are here to bring value. Justine: I’ve been impressed by the willingness of senior people to give their time themselves, not delegate. Their time is precious, and we really gain from their experience. Christian: Super professional. As Justine and Rebeca have said, the presentations on the Agency and what individual areas do have been fantastic.

Let’s explore this idea of bringing value. How do you think graduates will help EUROCONTROL? Dijana: We’re eager to learn, highly motivated, and I think we will bring new ways of looking at things. Valerio: The programme’s host managers expect us to deliver results, and maybe also to bring some fresh air – to challenge old ways. Justine: Yes, I think we’re not afraid of making mistakes and trying new things! Ioanna: We don’t have so much previous experience, but we make up for that in positive energy! EUROCONTROL will help form us, and we certainly want to contribute to that process at the same time.

Anastasiia: There’s also the question of the value we can bring our countries. As someone from Ukraine, I hope I can also help deepen cooperation with the non-EU Member States. Finally, what does it mean to be all joining at the same time? Martin: Joining together means that the transition from university to a professional environment is easier: I still partly feel like a member of a class of young people! Valerio: Most of us are new to Brussels, we face the same problems, and for this – and professional aspects – it’s really helpful to have a network. I already feel bonded to the group, they’re great people! Angélique: The fact that we have such different backgrounds offers lots of interesting opportunities…

Jorge: The diversity of the Agency is also very impressive. Borja: We also all feel I think the weight of expectations on us – it’s a bit scary, but it’s a motivating challenge at the same time.

Jorge: The strong relationships that we’ll develop will help a lot as we spread out across the Agency – alongside the professional network that we will build through our different assignments, and via our mentors and hosting units.

Interview “Expectations are very high, but I’m confident that they will not disappoint” Razvan Bucuroiu, Agency Graduate Programme host manager

The Network Manager’s Operations Planning Unit has a great deal of experience with young people, employing over the years a good number of them. Many have since proven to be “high potentials” of the unit. In addition, we have also had a significant number of young trainees and secondees who kept a very good memory of the work with us, and who then went on to find interesting jobs with ANSPs, becoming afterwards our external partners. I am personally very enthusiastic about the Graduate Programme, and was among the first to answer the call for volunteers as host managers/mentors. We need young people and their fresh ideas. Meeting them for the first time, I was impressed. They are full of knowledge, ambitious, sensible, and have an excellent sense of humour. They are ready to bring something new to us. They are also very quick – it is not by chance that they represent just 1% of those who applied for this programme. As a result, the expectations are also very high – I will be personally very demanding with them! That said, I am confident that they will not disappoint. I am also sure that they will remember what I have told them: operations planning would be easy if it were just about operations! But it is much more, so learn politics, history and economics, and only then will you get the big picture. Lots of luck to them all!

“Developing talent is essential for the Agency to prosper” Alberto Varano, Agency Graduate Programme sponsor Developing talent is the right thing to do – and at all levels. That means helping current staff to develop professionally, and getting the best and brightest to join us. The Graduate Programme is at the heart of this vision. Over the next decade, as many of our staff retire (the average age is, after all, around 50) we must refresh the Agency. I hope that many of their places will be filled by former Graduate Programme alumni, alongside internal mobility, and with the usual recruitment of experienced experts and assistants. A balanced approach to reach the right mix of expertise and age. I told the graduates when I welcomed them, you’re entering the Agency at exactly the right time – there’s a lot to do to meet challenging new roles, much that can be changed, a great opportunity to show you can make a difference. The learning curve will be steep, that’s for sure – and not just of the graduates, as “growing your own talent” is a challenge for the Agency’s managers. But I experienced the power of such a programme in the past, and I expect great things of it.

“Mentoring is a way of maximising people’s potential and helping them become the person they want to be” Nicky Cooper, Agency Graduate Programme mentor I’m glad that the Agency has gone for a mentoring programme. The concept of mentoring has been around since ancient times and can be defined in various ways – a personal favourite comes from the Oxford School of Coaching and Mentoring, which is: ‘’Mentoring is to support and encourage people to manage their own learning in order that they may maximize their potential, develop their skills, improve their performance and become the person they want to be”. To that I’d add “in a safe, confidential environment”. Now, a good leader should always have excellent coaching skills to help team members grow. A mentor is a bit different in that he or she is independent of the usual hierarchical channels. So mentoring is one way of discussing any difficulties with projects or deliverables with a sympathetic listener who’s not there to judge, but to guide. A mentor builds on strengths and achievements, and helps the new recruit with any professional issues. I think the concept will grow at the Agency. One thought might be to change mentors for new recruits every 6 months to ensure maximum exposure to other departments, individuals and business projects – this could be worth exploring. I began with a personal favourite definition; I’d like to conclude with a personal thought. The main reason I was keen to be a part of the mentoring approach is personal experience: in my career, I remember meeting some inspirational people who made the time just to listen to me and offer some guidance, and this made a huge difference to how I work and my values. I believe it’s my responsibility as a manager to make the time and do the same for others.

Insight magazine Autumn - Winter 2012

Inside News

Bonne & heureuse continuation ETS Marcel DUIVIS, DR Ulrich BORKENHAGEN, DSR Leif LUNDQVIST, DNM Peter CSARNOY, DNM Etienne FRANCOIS, DSR Anthony JOYCE, DSS Alain FOURNIÉ, DNM Rose-Marie CHRISTIAENS, CRCO Jean-Luc JANSZEN, DSR Jacqueline HUBBARD, DR Marie DEGRET-TREDJEU, DNM Geneviève BUYENS, DR Alexander SKONIEZKI, DNM Paul COLLINS, DNM Grzegorz CELITAN, DNM Françoise GIRARD, DSS Didier DARAS, DR Robert DARBY, DSS Geraldine FLYNN, DNM Gillian HEATH, DNM Paul WILSON, DNM Marie-Christine LEDUC, DNM Patricia O’NEILL, DR Maria Mercedes PALOMO, DSR Michiel WOLDRING, DR Karl KEENAN, DR Alan MELROSE, DSS Ralph CORET, DR Rainer SIELAFF, DR

Retirements Andrew DRAIN, DNM Roger BARTLETT, MUAC Paul HUMPHREYS, DSR Snehangshu BASU, CRCO Gerard RANC, DNM Ekaterini MAKRI, DR Stephen WILLIAMS, DNM

5 questions to

Snehangshu BASU Retirement 01.08.12

What important things have you learnt over the course of your professional life? What would you like to take away from the experience?

To listen carefully and patiently. You learn about your colleagues and how cooperative they are in solving problems and carrying out their tasks towards achievement of common goals. Set clear goals, lead by example and praise good efforts which cost nothing but more importantly motivates people. Learning never ends: the more you involved you are in your professional life, the more you learn. What contribution (to your team or to a project) are you most proud of? There are many. Most importantly, the modernisation of the processes and procedures of the Route Charges System; the introduction of modern Treasury practices; Risk awareness and Reviews (pioneers within the Agency); Performance Measurement and improved Internal Controls for IT intensive processes.

Inside News

Ă tous!

Newcomers Our new staff members April 2012 Damien GOFFART CRCO

August 2012 Jekaterina TROFIMOVA DNM/COO

Mai 2012 Maria Stefania DE SANTIS DR/JUR

Pierre GOMORD DNM/COO

June 2012 Antoine AUTHIER MUAC/ENG

September 2012 Jonas DEKOKER MUAC/ENG

Akos BAKONYI DSS/PRU

Florian REKMANS MUAC/ENG

What, in your opinion, are the Agency values that should be perpetuated? The best traditions of Pan-European public service. Trying to be the best in class to set examples. Provide solutions with pan-European benefits from highly skilled staff. Awareness that cost effectiveness and efficiency are the flipside of excellence, not something of an add-on. What do you feel have been the biggest changes since you arrived at EUROCONTROL? Increased professionalism in all domains of its work, clear focus on limited but clearly set goals, which has resulted in recognition of the professionalism of EUROCONTROL staff by its stakeholders. What will you most miss when you have left? The challenges of a job which required a continuous drive towards excellence. Wonderful colleagues and the multicultural and multinational work environment.

Wim VAN LAERE DR/JUR

In Memoriam Philippe LEONARD Michel BORSU Jean-Claude VOLLANT Lutz NABINGER Danielle DELBRASSINNE

Salvatore BOLLETTA Jeanine MARTIN Roland DEHOUWER Daniel ROSSELLE

Insight magazine Autumn - Winter 2012

Zakaria

Inside News

Lots of

Eurobabies in time for the New edition!

Sil VAN HOEY, MUAC Olivier MONGENIE, DSR Frederic RIEHL, DSS Wouter JANSSEN, MUAC Mikko PALKIVAARA, MUAC Daniel STANISAVLJEVIC, MUAC Jerome CLIN, DR Kevin & Anne ANKERS, MUAC Rebeka JANCSO, DR Slavica TALEVSKA, MUAC Anette CUMMINGS, MUAC Sebastian SALAMON, MUAC Jorgen DE VLAM, DNM Andreas UNBEKANNT, MUAC Paolo MONACO, DSS Hans BREBELS & Leen CLAES, MUAC Kristof SCHIPPERS, MUAC Agnieszka WEGNER, DSS Renee PELCHEN-MEDWED, DSR Olaf OLBRICH, MUAC Raffaele RUSSO, DNM Thorsten KORTH, MUAC Anja VAN HECKE, DSR Rena FAKHOURI, DR Herbert NAESSENS; MUAC Nicolas GAUTIER, DSR Daniel DREHER, MUAC Chaquibe AJMAK, DR Christopher DACK, DNM Stanislaw DROZDOWSKI & Doris DEHN, DSR Andromache KONSTANTINIDOU,DNM Sandrine TASQUIN, DR Goswin VISSCHERS, MUAC Christine CREOLA, DR Maria ZABATI, DR Stefan GERRIS & Esther Lahou, DNM Wouter THOELEN, MUAC Francisco SALABERT-CARDONA, DSR Christian CZAPKA, MUAC Agnieszka DYBOWSKA, DSS

Liz Giulia Elisa Lauren Sini Jakob Simon Erin Zakaria Leonora Majkascout Jasper Noah Mark Luna Dale Cas Jasper & Emil Sophie Ellen Matilde Felix Zoe Oliver Zachary Mare Simon Julien Wassim Suzan Oskar Apostolos Juliette & Maxime Julia Lara Ares Julia Lars Chloe Paula Maksymilian

Jasper & Emil Maksymilian

Lauren

Inside News

Leonora

Luna

Simon

Oskar

Julia

Cas

Matilde

Juliette

ChloĂŠ

Oliver

Maxime

Insight magazine Spring 2012

Paula

Success Stories

3 jours

L’ analyse

de cours sur

L’équipe administrative DNM/COO/NTS a choisi de suivre un cours sur l’Analyse Transactionnelle afin de parfaire sa communication avec l’entourage immédiat de la division qui compte près de 200 personnes aux types de communication et de personnalités diverses. Cette technique permet d’être plus à l’écoute des besoins de chacun sans en être victime. Qu’est-ce que l’analyse transactionnelle? A quoi cela sert-il? En quoi suis-je concerné ? Nous naissons, tous, sans la parole. Nous l’acquérons au fil des années. Les mots évoluent, les idées également mais ce que nous n’apprenons pas de manière plus précise et correcte, c’est à COMMUNIQUER. Ce schéma…

Paren t No urr icie r

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….c’est nous !

Success Stories

transactionnelle A chaque phrase ou mot prononcés, expression non-verbale, nous nous exprimons dans un État du Moi particulier, comme défini dans l’Analyse Transactionnelle. Chacun d’entre nous utilise ces États du Moi Parent/Adulte/Enfant, eux-mêmes subdivisés en Parent Nourricier, Parent Normatif, Enfant Spontané, Enfant Créateur, Enfant Soumis, Enfant Rebelle. L’AT nous décrit les concepts du triangle dramatique et du jeu psychologique ; tous deux à éviter car pas appropriés à une communication positive. L’État choisi est instinctif à la base, dépendant d’émotions personnelles diverses. Grâce à l’Analyse transactionnelle, cet État peut être contrôlé de sorte à apporter une communication plus propice à la situation et au bon fonctionnement de la relation, qu’elle soit professionnelle, sociale ou affective.

Exemples : n ‘Fais cela immédiatement et

dépêche-toi !’ [Ici, la personne crain t de ne pas être entendue et utilise une tona lité de supériorité (État du Moi, Parent) à connotation agressive. Ce type de communication amène inév itablement un malaise chez le récepteu r. Il peut le subir (Enfant Soumis) comme il peut se rebeller (Enfant Reb elle). Dans tous les cas, ce n’est pas bénéfique au travail et à la commun ication entre les deux interlocuteurs.] n ‘J’attends de toi que tu com mences ce travail dès maintenant afin qu’il soit terminé dans les plus brefs déla is. Je compte sur toi. Merci’ (Le message est le même. Le travail doit être fait au plus vite. La manière de le dire est ferme mais respectueuse . Etats du Moi Parent normatif ) n ‘Je suis fort mécontent du travail rendu la dernière fois. J’ai été heurté par ta manière de parler’ (Commun ication sur l’émotion. L’Adulte est absent. Parent Normatif et Enfant. Cett e phrase va irrémédiablement affecter la conversation) n ‘Tu as fait du beau travail, je

n ‘Il est hors de question que je

fasse ce rapport. Même si je suis obli gé, je ne le ferai pas’ (Enfant Rebelle)

n ‘pfffffff’ (Enfant Rebelle) n

‘Chouette, super, on fait comme cela ’ (Enfant Spontané)

ges : mis na g ’a per émoi

elle m et m’a ctionn a s n a autre ’ r l r t e e d s ly te erche ler ch ‘L’ana e écou l r a u e à l l e ei ris rtes d t app une m emen tes so l u p o t n m i o , i ord tout s nicat i, d’ab ommu c apeau e en mo h d c r le nces e a t l r l i o a p déf faire nne. ue de q perso t e ô t r t esse’. * u plu a e et sag é à un t i l i e hum pport Elle a

* The course has allowed me to understand why

people react (and communicate) in certain ways to certain situations. I now recognise the different patterns in which people react/communicate and can better interpret them. This enables me in turn to anticipate and communicate more effectively’.

‘

suis fier de toi’ (Parent Nourricier)

Si vous désirez lire l’article complet sur la présentation de l’analyse transactionnelle, veuillez cliquer ici.

Insight magazine Autumn - Winter 2012

Success Stories

STAPES An interview with Laurent Cavadini (DSS/Environment Unit) What is STAPES? STAPES stands for SysTem for AirPort noise Exposure Studies; it is a multi-airport noise model enabling various types of noise impact assessments around airports to be carried out. EUROCONTROL is responsible for developing the current version (software and airport database components), with co-funding from EC DG-TREN. The model is jointly owned by EUROCONTROL, the European Commission and EASA.

Why do we need this model? STAPES was initially developed to support noise impact analyses of the future noise policy/stringency options as envisaged by the ICAO Committee on Aviation Environmental Protection (CAEP). Until now, only the US could produce such noise analyses (on a world-wide scale), but there was very limited airport and traffic information on the European region. STAPES, with its detailed airport database covering 28 “significant” airports in terms of their noise impact on the surrounding population, enables much more detailed and relevant noise analyses to be made for the European region. In particular, STAPES has been instrumental in assessing the noise tradeoffs of the latest ICAO aircraft engine NOx standard; it is being used to assess the benefits for Europe from a potential new ICAO aircraft noise standard. In time, it will also support other Regulatory Impact Assessments (RIAs) performed by EASA.

STAPES, which is fully compliant with ICAO and ECAC’s latest guidance material on aircraft noise modelling (ICAO Doc 9911, 1st Edition, and ECAC Doc 29, 3rd Edition), can actually be used in many other contexts. In particular, it is planned to use the model to carry out noise analyses of SESAR Operational Improvements (OIs). STAPES could well become the reference model for EU Member States producing aircraft noise maps under the Environmental Noise Directive (END) 2002/49/EC. Who was the team behind the initial development of STAPES? As I said at the beginning, STAPES is the result of a successful collaboration between the European Commission, EASA and EUROCONTROL. The tool was developed in Brétigny with technical support from EASA (on data gathering from 28 airports). We also received valuable support from the UK CAA (Civil Aviation Authority) for the validation of the model. The UK CAA has its own national noise model (ANCON2), which is compliant with the ECAC Doc. 29 modelling method. I coordinated and supervised the work of two software developers and one airport database developer (from two contracted companies). Each of these tasks took 14 months to complete. I worked closely with the developers on designing the overall architecture of the system, specifying the different features/functionalities that had to be implemented. In addition, I constantly

Inside news

helped to implement the modelling method (including providing testing and validation support), so as to ensure that the model was fully compliant with the ECAC Doc. 29 guidance. The fact that the development work was carried out on-site in Brétigny contributed to the delivery of a high-quality product in a very short timeframe. We worked in a very collaborative and iterative way. In particular, I could use and test the tool at every step of its development cycle and so determine with the team, in a very reactive and flexible manner, the adjustments/evolutions that needed to be implemented – step by step – to improve it. What is the next phase? A prerequisite to extend the application of STAPES to the above-mentioned contexts is to make it available to external users. The problem is that the model is currently hosted on dedicated servers at the EEC and cannot be distributed asis, for various technical reasons (one in particular is that there is no graphical user interface). To address this issue, we have just begun developing a web portal that will provide secure access to the STAPES servers. This portal is part of the overall Environmental Reference Material (ERM) toolset, which the SESAR 16.03.01 project is developing to support environmental assessments of SESAR OIs. This web portal solution matches the SESAR-specific environmental impact assessment requirements and was chosen as it has more technical advantages than a standard executable distribution. New versions of STAPES will be released more easily; users will only need an internet connection and log-in credentials to use the model (there will be no need for any software installation!) and

will benefit from the powerful computation capacity of the existing servers. This approach is also in line with the growing use of “cloud computing” in the modelling community. I would like to mention here the considerable help provided by my colleague, Laurent Box, who is working full time with me on this challenging development. What are you most proud of?

Chris Butler

When the project started, we had some very challenging deadlines, imposed by the ICAO CAEP agenda. In particular, we only had four months to develop and deliver a first version of STAPES, which had to pass successfully specific stress tests to become an eligible tool in the CAEP process.

Welcome to our ACI Europe Liaison Officer

Against all odds (there was some scepticism due to the fact that we were starting from scratch), we managed to reach this objective successfully! Several months later, STAPES was endorsed by the CAEP Steering Group as an official model to support environmental assessments in CAEP.

Chris Butler is the Airports Council International (ACI) Liaison Officer to the Network Manager. His role will be to further facilitate the integration of airports into the European Air Traffic Management Network. working within EUROCONTROL, in DNM, to ensure an airport contribution to more efficient Network operations.

We also put significant effort into improving the computation time performance of our modelling system, especially through the development of distributed calculation techniques. As a result, we have a modelling capability that runs several hundred times faster than a more “traditional” aircraft noise model. This is particularly appreciated in the context of CAEP-specific noise assessments, where a study that previously needed two months for the calculations to be completed can now be completed in just a few hours with STAPES! This high computation performance will also make the web portal approach (e.g. several users running STAPES on the same servers) sustainable. n

On secondment from BAA, Chris has worked in operational, quality and Air Traffic Management positions at Heathrow Airport, where he gained experience of aerodrome safeguarding, airport collaborative decision making and winter operations. A topical example of his work is a survey on the Network Operations Portal, specifically devised to gather the views of airports on this useful operational tool. To consult the survey, click here. For more info on ACI Europe, click here. We extend Chris a warm welcome to EUROCONTROL and wish him all the best in his new function.

Insight magazine Autumn - Winter 2012

Counting on you

Aviation Sailing Day 2012 ! e z i r P t s r fi , y l l Fina It took some time, but a EUROCONTROL boat has finally taken first prize at the Aviation Sailing Day (ASD) which this year took place on the 13th of September in Kortenhoef (The Netherlands). Skipper Kim Breivik and crew: Jens, Martin and Don, had to apply all their skills to leave the other 37 boats behind them. An informal but nevertheless serious sailing competition between colleagues working in the Aviation industry, the ASD has become a tradition. Colleagues from airlines, service providers, airports, EUROCONTROL and, for the first time, the SESAR Joint Undertaking, meet each other on the water to have fun, then round off the day with a sailors' meal. Like last year, The Netherlands ATC staff association sponsored the event.

One of the most critical factors for the ASD is the weather. Last year there was hardly any wind and this year wasn’t much better. Exceptionally we decided that for the second sailing race (we sail two races during the ASD) any means possible (i.e. paddles) could be used to propel the boats forward. The after party was, as usual, very enjoyable, sitting outside basking in the evening sun, relishing a sailors’ meal and a cool drink. For some of us it also included a dip in the water but this privilege is reserved for the winners – Kim and Jens took the dive! Next year, same again – of course. Stay tuned for the Aviation Sailing Day 2013. Visit us on Facebook: Aviation Sailing Day. Henk Hof EUROCONTROL Sailing Club (ESCape) n

Insight magazine Spring 2012

Counting on you

The Winners: dry The Winners: dry

The Winners: wet

Crew in action

Insight magazine Spring 2012

Counting on you

A journey from Rome to Antwerp to sponsor projects for Social Reintegration of Street Children in Rio de Janeiro

Participating in the EUROCONTROL ETS scheme allowed Luc Gregoir to make an old dream come true, to make a pilgrimage from Italy to Belgium. A 100-day walk started, after a full year of preparations, in Rome on 13 April 2012 and was successfully completed when he arrived in Antwerp on 20 July 2012.

Counting on you

When discussing the plan, a friend suggested associating this adventure with a project to support people who do not have the possibilities that we have to develop ourselves. Luc did not have to search very long for a project he wanted to be a part of. In the 1970s, he did his national service in a family home for children under the protection of the juvenile court, with a childhood friend Jan Daniels. At that time, large institutions were being replaced by small residential groups to provide a family environment that provided a better perspective for the childrenâ&#x20AC;&#x2122;s future. In these early days, stability was not assured while seeking new solutions for old problems, i.e. how to give all children a fair chance to make it in their future. These days were an enriching experience for Luc, and he learnt how complex these issues are.

Above all, he was impressed by the positive and effective approach Jan adopted in his work. As years went by, Luc started his career in ICT while Jan went overseas to South America to be involved in development projects. For 16 years now, Jan has been coordinating three AMAR projects for the favelas in Rio de Janeiro. The favelas are the shanty towns that surround Rio, often controlled by highly organised and wellarmed drug gangs. The goals of these projects are two-fold: n To disengage young people from

drug environments by gaining their confidence and giving them an alternative, offering a life without criminal activities. The aim is to loosen the grip of the gangs in the favelas where they operate.

n To set up preventive actions in the

favelas, to teach children and their families a preventive approach in a conflict situation involving drugs, broken homes and the recruitment of child soldiers by the drug mafia. The preventive strengthening of families can help keep children off the streets and protect them. With the Olympics and the World Cup soon to be staged in the country, the Brazilian government is seeking to regularise the situation in the favelas. Unfortunately, this is often done by using armed units in brutal initiatives and putting young people in jail, without providing any long-term solutions. To address this, AMAR also has a strong lobbying policy with representation on key youth councils, childrenâ&#x20AC;&#x2122;s networks, etc. n

Useful links Website AMAR Welfare Association R projects Organisations supporting the AMA walk erp Antw â&#x20AC;&#x201C; Blog site of the Rome How to contribute

Counting on you

Luxembourg 444 One country’s entire border - 2 days - 444kms - SIMPLE!! PRE – CHALLENGE REPORT: When you consider that much of the route takes in the rolling terrain of the Ardennes, this would be quite a feat for a seasoned veteran. But this will be my first year on a proper road bike and at 54 a steep learning curve for both mind and body, certain parts more than others I hasten to add! I have to say though that the beautiful cycling countryside of the Grand Duchy, together with a fantastic network of dedicated cycle tracks, makes the training far less arduous and far more enjoyable than I bargained for. So why undertake such an “event” in the first place? Well I appear to have this tendency to find a sport I really enjoy and take it to extremes! You may remember that in 2010 I played every golf hole (exactly 100) in the Grand Duchy of Luxembourg in one day, for the UNICEF charity called “The Luxembourg 100 Challenge”. I met some great people and made many friends along the way to achieving this aim, and all in all it was a most rewarding experience. This time it’s the turn of cycling. I have really come to love this sport since moving to Luxembourg in 2006, through recreational participation and also through following “Le Tour” every year but unlike the golf challenge I won’t be alone for this event as I have invited a small group of family and friends from around the world to come and join me. So just a small matter now of getting used to 12 hrs in the saddle per day – gulp!!

POST – CHALLENGE REPORT: It’s been a month or so since the “Peleton d’Amis” completed the “Luxembourg 444 Challenge” and while the aches and pains of the event have just

about eased away, the smiles that the two days have given us are still very visible indeed! For the majority of us it was a step into the sporting/physical unknown, and a certain amount of nervousness and trepidation could be felt at the start line on Monday 2nd July at 8 a.m.

Counting on you

Challenge I personally had only trained to 180 km but felt that the camaraderie of the group, both cyclists and back-up team, and the stunning cycling terrain of this country would more than help to overcome the deficit in my schedule. This indeed was how it panned out for us all. The whole route from start to finish was stunning, helped by fair weather and a superb sunset on the approach to Hotel Braas in Eshdorf at the end of day 1. For cyclists who had just completed a gruelling 240km, 5 hill climbs and over 12 hours cycling, to be able to raise a cheer and a bit of a sprint finish says it all – I came in 5th by the way, well behind the “Collessie Comet” (my nephew Jamie from Scotland)!! Day 2 dawned bright and sunny and we all tackled the first climb of the day out of Esch-Sur-Surre without a word of complaint, but maybe that was due to a lack of breath! It didn’t take long however before the group reestablished its cheery disposition over the immaculate surfaced routes that Luxembourg has to offer the road cyclist. Soon we were at the most northerly point on the route and we pointed south towards “home” and felt that we were all going to come through the challenge after all. A brief stop in Vianden at the Ancien Cinema for an

espresso and a slice of chocolate cake ensured we would make the final 35k. Event mascot, 8 y.o. Adam Chomic, joined us at the “flame rouge” and towed us back to Wintersdorf and the finishing line. It was over, and time now to relax and enjoy the moment and rehydrate till the wee small hours of the morning. Many thanks go to Eurocontrol IANS, Streff, Asport, Hotel Braas, Trisport and Pieter Scheenhower for their material support, without which we would most certainly have struggled to complete such an event. Lastly, to all of the “Peleton d’Amis”, both on and off the saddle; for your support, friendship and for making it such a fun occasion – till the next time, what about the “Luxembourg 999 Challenge” !!

Cœurs en Action est une association chrétienne qui œuvre dans les milieux défavorisés actuellement en Belgique, en République Dominicaine et nous espérons bientôt élargir notre champ géographique en aidant d’autres pays dans le besoin. Nous aimerions sensibiliser un maximum de personnes à la cause des plus démunis et ainsi agir “Ensemble pour un monde meilleur !”. C’est pourquoi, nous vous informons que l’association sera représentée au Marché de Noël d’EUROCONTROL, le mardi 11 décembre prochain. Nous vous invitons d’ores et déjà à venir visiter notre stand et ainsi apporter votre contribution aux différents projets.

POSTSCRIPT: To date, over 5,000 € has been raised through the “Challenges” for UNICEF’s projects worldwide. Many thanks to all my Eurocontrol colleagues for the generous support over the years. Gregor GRAHAM

Insight magazine Autumn - Winter 2012

Awards

EUROCONTROL

in the limelight In May, the Agency received a 2012 European Business Aviation Award from the EBAA, in recognition of the work carried out by the ETS support facility in DSS and STATFOR in DNM. For more info, click here

Future events

EUROCONTROL at the ICAO Twelfth Air Navigation Conference Date: 19-30 November 2012 Location: Montreal, Canada The key European actors in the international efforts to achieve global aviation operability – EUROCONTROL, the European Civil Aviation Conference, the European Aviation Safety Agency, the European Commission and the SESAR Joint Undertaking – will play a key role at the AN-Conf/12. Continuing EUROCONTROL’s contribution to achieving greater ATM interoperability, an Agency delegation of experts, who have been actively involved in the ICAO Technical team and Challenge team, led by Bo Redeborn, Principal Director ATM, will be present at the event. The goal of this global event is to bring the entire aviation community together with a view to defining the next steps towards a seamless global navigation system. The Single European Sky is just the beginning. The eventual aim remains a single global sky.

World ATM Congress 2013 Date: 12-14 February 2013 Location: Madrid, Spain EUROCONTROL will be attending the World ATM Congress for the first time. This is a new and key event for the international air traffic management (ATM) industry.

A.I.P.E. Christmas market Date: 11 December 2012 Location: EUROCONTROL Headquarters, Brussels

The Agency Excellence Awards (AEA) Date: 11 December 2012 Location: EUROCONTROL HeadquarÒters, Brussels The Agency Excellence Awards (AEA), which were launched in 2006, are designed as a bottom-up process to recognise and reward Agency officials/ servants/contract staff who have made a clear and measurable contribution to the Agency and its objectives, either in the last year or over a period of several years.

DG says farewell to staff Date: 12 December 2012 Location: Brétigny Date: 14 December 2012 Location: Luxembourg & Maastricht Date: 17 December 2012 Location: Brussels

EUROCONTROL will have a stand at the Exhibition and take part in the Conference, Workshop and Seminar programme. The World ATM Congress combines 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 air traffic control.

Insight magazine Autumn - Winter 2012

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© European Organisation for the Safety of Air Navigation EUROCONTROL - November 2012 This document is published by EUROCONTROL for the purpose of exchanging information. It may be copied in whole or in part provided that EUROCONTROL is mentioned as a source. The information contained in this document may not be modified without prior written permission from EUROCONTROL.