IFATCA The Controller - 3rd quarter 2001

THECONTROLLER JOURNAL

Conference2001 . '•• ,.

OF AlR

ControllerShortagesFact or Fiction?

TRAFFlC

CONTROL

ATCin the Americas

Women in ATC

.

3/2001 3rd quarter 2001 volume 40 ISSN0010-8073

NEXT ISSUE The December edition will contain articles on the aftermath of 11 September and the future of the ATM industry plus Reports from the Regional meetings and Annual Conference Updates

If you wish to have your say about the major issues and their impact on our future, please put pen to paper, or fingers to the keyboard, and send your contributions to the Editor.

Closing date for copy is 4 December 2001.

Everyone reads The Controller - sometimes!

PUBLISHER IFATCA, International Federation of Air Traffic

Controllers'Associations.

EXECllTlVE BOARD OF IFATCA

THECONTROLLER JOURNAL

OF AlR

TRAFFlC

CONTROL

Samuel Lampkin Presidentand Ch,efExecutiveOfficer

James Ferguson

DeputyPresident

ln This lssue

United Kingdom, September 2001 Volume 40 No 3

Jean Robert Dumfries ExecutiveVrce PresidentAmericas

4

Occupational Hazards in Africa - Henry P Nkondokaya

8

Le Bourget Paris Air Show 2001 - Philippe Domogala & Daniel Cesanova

10

Interview with Mme Pallacio

11

Evaluation's Role Throughout

13

ATC Capacity and Staff Shortage - Philippe Domogala

14

Staffing - A Health Concern - Doug Churchill

16

Air Traffic Controller Shortage - Albert Aidoo Taylor

18

Finland - Encouraging Experiences in Manpower Planning - Tapani Simola

22

ATC in the Americas - Jean Robert Dumfries

24

Focus on Corporate

email: ed@ifatca.org

26

A Controlled Air Prox - Philippe Domogala

CMG CHAIRMAN AND ACCOUNTS

28

41 st Conference - Concern

34

A Woman Controller in Sweden

3S

Picture Gallery

Albert Taylor Executive Vlce-Pres1dent Africa/

Middle East Phlllp Parker

ExecutiveVice-PresidentAsia/Pacific

Marc Baumgartner Executive Vice-President Europe

Steph Simmonds

Training - Ray Curry

ExecutiveVrce-PresidentFinance

Doug Churchill ExecutiveVice•Pres1dentProfessional

Andrew Beadle ExecutiveV1ce-Pres1dent Technical

Jack van Delft Executive BoardSecretary/

ConferenceManager

EDITOR

ChrisStock, 25 Springfieldlea. SoulhQueensferry.West Lothian, Scotland, EH309XD.

United Kingdom.

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IssuesAppear End of March, June,September,December.ContributorsAre ExpressingTheir PersonalPointsof View and Opinions,Which May Not Necessarily CoincideWith Thoseof The lnternalionalFederationof Air TrafficControllers·Associations,IFATCA.IFATCADoesNol AssumeResponsibilityFor StatementsMade and OpinionsExpressed,it AcceptsResponsibilityFor PublishingTheseContributions.ContributionsAre WelcomeasAre Commentsand Criticism.No PaymentCan be Made For ManuscriptsSubmittedFor Publicationin The Controller.The Editor ReservesThe Righi to Make Any EditorialChangesin Manuscripts.Which he BelievesWill ImproveThe MaterialWithout Altering The IntendedMeaning.Written Permissionby The Editoris NecessaryFor ReprintingAny Partof This Journal.

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3

Africa Occupation Hazards in Africa Henry P Nkondokaya This paper was presented during Annual Conference n 21 March 2001 at Geneva

Introduction An occupational hazard is defined as something unpleasant that occurs due to one's job or a risk associated with a particular occupation (job).

Air traffic control (ATC) is a profession whose main responsibility is to prevent collisions between aircraft. The task is discharged in accordance with international standards and recommended practices established by the International Civil Aviation Organization (ICAO) and reinforced by national legislation of contracting States. Air traffic controllers (ATCOs) are required to have a special aptitude for the job, undergo specialized training and meet special medical fitness standards.

following ethical and professional guidelines and succumbing to politically motivated courses of action.

Sometimes, ATCOs are made scapegoats for the failures of state security services or other state organs. In an incident which occurred in the mid-1970's, government soldiers killed an ATCO on duty, after a rescue commando raid (at an airport) which exposed the incompetence of the government's Intelligence Agency. The poor air traffic controller was alleged to have collaborated with the 'enemies'.

Political Persecution One of the most common risks facing air traffic controllers in Africa is political persecution. Sensitivity to alleged political bias is a real problem. Even where political pluralism is officially allowed, politicians in power would be suspicious of professionals who display the slightest inclination to the politics of the opposition parties.

Minor errors or professional mistakes can easily lead to a controller's dismissal.

Authorities attach so much emphasis on special handling of VIP flights that ATCOs often face a difficult choice between

4

Disrespect for the Rule of Law While courts are supposed to be the guardians of justice in any modern civilization, it is not uncommon in Africa for governments to totally disregard court judgments. In recent years the continent has witnessed a number of cases whereby authorities have simply disobeyed court rulings, reinstating dismissed air traffic controllers.

One of the most common risks

facing

controllers The international nature of the job would have led one to believe that the problems associated with the profession should be similar worldwide. The real situation, however, is quite different. Of course there are common hazards or risks found almost everywhere: stress, loss of licence due to medical or other reasons and legal liability.

Nevertheless, these problems affect ATCOs in Africa in a unique way. Many others are prominent only in this part of the world. And in the continent itself there is a wide variation in the extent of the phenomenon. This presentation, therefore, represents the average situation.

circumstances. Even where the law does not explicitly prohibit industrial action, a move to take such action can conveniently be classified as "treason", with terrible consequences. There is therefore no effective channel for ATCOs to air their grievances.

air traffic in Africa

is

political persecution.

In yet another sad but true story, facts of an aircraft proximity incident were twisted in order to demonstrate an assassination attempt simply because one of the aircraft involved was a presidential flight! The ATCOs involved were jailed, suspended or dismissed. There are also accounts of ATCOs being subjected to extra-judicial corporal punishment due to alleged causes of ATC incidents, especially if they involved VIP flights ATC managers for their part contribute to the frustration of air traffic controllers.

They are known for their intolerance to criticism of their management styles. In this regard their reaction, to victimise ATCOs, is not much different from that of politicians.

Consequences of Industrial Action In many countries worldwide, the right for workers to strike as a result of industrial disputes is taken for granted. In several African countries, however, air traffic control has ironically been categorized as an 'essential' service. The implication is that strike action is illegal under any

Legal Liabililty It is a common legal concept that employers should be vicariously liable for actionable torts (civil wrongs) committed by their employees in the course of their duties. The concept, has however, found little room for application in the continent.

In the case of accidents or incidents attributable to air traffic control, ATCOs have, more often than not, been severely punished. The employer never accepts any share of his responsibility.

The ICAO philosophy on accident/incident investigation is geared towards finding the cause so that similar occurrences are avoided in the future. However, in Africa the emphasis is to try to find a convenient culprit; punish him and close the case, with the relevant authorities coming out clean!

Pathetic Working Environment In air traffic control rooms it is rare to find radios in good working condition. The rooms are noisy. Conversations between pilots and the controllers are very difficult.

The required FIR, TMA and Instrument Approach Procedure maps and charts are either missing, in tatters or are horribly out of date.

It is not surprising to find control rooms infested with rats, cockroaches, mosquitoes and a host of other pests, posing a serious health hazard to the controllers. Uninsulated electric wires,

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11

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After 11 September Chris Stock, Editor \.-

I

The apocalyptic events of 11 September are beginning to recede into the past however their impact on our lives has been immense. Our thoughts and hearts go out to all those who lost loved ones in these devastating acts of barbarism. In particular, to the families, relatives, and friends of the pilots and cabin crews who were killed in the four aircraft. Also, we remember our colleagues and friends in ATC who were faced with the most appaling situations and sincerely hope that time will be the healer.

Since 11 September, we have seen a dramatic change in the fortunes of the aviation world as the whole industry comes to terms with what has happened.

The full implications of the tragedy have yet to be revealed but the early signs are not good. Airlines are laying off employees in their thousands, schedules are being cut dramatically, and the first of the carriers are filing for administration and bankruptcy. There is no doubt that the terrorist actions have made a significant impact on air travel but it is not the only reason. Prior to the destruction

of the World Trade Centre, we were beginning to experience the downturn in the major world economies and heading for recession. Indeed, IATA cancelled Global Navcom 2001 which was to be held in Amman on the grounds of declining revenues of the airlines. And when the national and international economies are depressed, the consequences for the aviation industry follow a similar pattern. So, 11 September was a terrible event but it has only hastened what was beginning to happen. What it has done and no-one can really foretell what will happen in the future is that it has destroyed passenger confidence in the security of air travel.

The financial well being of the aviation industry has always been closely allied to the global economic climate. In the early 90's, we saw a major downturn after the Gulf War but this was followed by the unremitting boom and expansion of air traffic until the end of 2000. In ATC, we were unable to respond as well as we would have liked to due to the lack of investment in the ATC infrastructure. The

ATM system was heavily criticised in not meeting the demand; the emphasis was on cutting delays and increasing capacity.

The resources were not there.

In the testing times ahead, we will see whether commercialisation is the answer to the ATM system problems. We will see whether the Safety Regulators will fulfil their function with objectivity and without prejudice. Because, unless the passengers feel that flying is safe then the industry is in for a rough ride. Therefore ANSPs taking commercial decisions in the short term such as reducing staff or training will prove to be a false economy when in fact the ATM system should take advantage of the lull to remedy the ills of the past decade and establish an infrastructure to cope with the demands of future air traffic. That it will return, I have no doubt.

To end on an even more sombre note, it is with great sadness to let you know that Harry Cole, a stalwart supporter of IFATCA, died of cancer on 21 September.

There will be an obituary in the next issue.

Letters to the Editor

Dear Sir

Dear Editor

I would like to thank Philippe Domogala for his interesting article on privatisation in the June 2001 edition of The Controller. The parallels he draws, and the conclusions he reaches, are quite accurate in my view based on our 14 years of "privatisation" here in New Zealand.

The village I live in lies directly underneath one of Heathrow's departure lanes; especially for trans-Atlantic traffic. With the wind from the west or north west, as it has been for the last few days, outbound traffic is noticeable.

However I must correct an error in the article - NZ controllers did NOT go on strike for 3 days only one year after our privatisation in 1987. We certainly lodged notice of a strike, but that notice was withdrawn at the eleventh hour by our (public service) union at the time. We subsequently changed unions by amalgamating with the air line pilots, and eventually found ourselves embarking on two strikes in 1995 - 3 days, followed 1 week later by 4 days.

These are the only strikes which controllers have implemented in the history of ATC in NZ, although we had earlier refused to issue clearances to aircraft departing for the USA back in 1981 during the PATCO "situation".

Thank you for the high quality magazine, which is a credit to the Federation.

Sincerely Paul Robinson ATC Council of NZALPA.

THECONTROLLER

But it is quiet. Few aircraft have gone overhead; those few obviously domestic or Ireland bound. The lack of heavy aircraft departing Heathrow, especially during the hours of 1000 to 1400 Zulu, is unnerving despite my knowing the reason for it.

Perhaps as both a controller and a pilot, as with other controllers and/or pilots who live near flight paths, I notice the lack of traffic more. My subconscious is waiting for the traffic build-up, which doesn't come.

You will read this long after the initial horror is past, but we are all still in the aftermath. I am sure that you will all join me in expressing my heartfelt sympathy with American controllers, pilots and cabin crew, as well as fill_Americans and foreigners on the ground caught up in the terrible tragedy of New York, Washington and Pennsylvania.

Maureen Clayson ATCO 13 September 2001 Penn, England.

5

• broken furniture, cracked glass windows and ceilings peeling off, are a common sight. Many control rooms do not have working air conditioners. Light bulbs are either missing or burnt out. Toilets are leaking, if they happen to have running water at all!

Lifts to the control towers are unserviceable. There are no emergency exits. In the case of a fire, the tower controller is supposed to slide down a rope dangling from outside the tower cab; the rope itself made of combustible material.

Reliable and comfortable transport to/from work is essential for personnel who perform a highly responsible job such as air traffic control. However, it is common for ATCOs to depend on crowded public transport buses (or even lorries) to ferry them to work. They have to wait for long hours for the transport and when they get to work they are tired, frustrated and hardly disposed to take over watch. Before the end of their shift, they start worrying about the repeat rough journey back home.

In short, efforts by ICAO to impart awareness to States on the importance of human factor issues in air traffic control has not had a noticeable effect so far.

All the above-enlisted shortcomings demonstrate the uncomfortable working environment contributing to stress which may increase the risk of human error.

Inadequate Staffing Levels There are generally no specific guidelines followed in determining the required number of ATCOs to man control positions. To cut costs, authorities would normally put the minimum number of staff per shift. While duty periods for flight crew members have been regulated, working hours for ATCOs are not controlled. The main result of inadequate staffing levels has been fatigue - a dangerous phenomenon in air traffic control.

It is often argued that low-level traffic does not merit recruiting more ATCOs. The point missed here is that for a fatigued air traffic controller, it takes only TWO aircraft to cause a mid-air collision - not necessarily a crowded sky!

A control position is usually assigned one ATCO at a time. If the controller has to attend to a call of nature, the obvious option is for him to abandon the position, albeit temporarily. Suppose an emergency or flight confliction occurs: is the prospect not frightening?

Air navigation legislation requires that

6

there should always be a pilot at the controls whenever an aircraft is in flight, even if the aircraft is equipped with an autopilot system. In air traffic control, although a similar provision may exist in the local facility instructions, the requirement cannot be met in a situation where a single ATCO has been assigned the position, especially for long shifts such as those lasting for 12 hours or longer.

Lack of Health Care Air traffic controllers are required by law to be medically fit as per standards set in ICAO Annex 1 (Personnel Licensing) to the Chicago Convention. It is indisputable that good health can only be achieved mainly through a balanced diet, regular exercises and living in a hygienic environment. Yet due to poor remuneration and working

" .. due to poor remuneration and working conditions of ATCOs in Africa, proper diet and adequate housing are hard to come by" conditions of ATCOs in Africa, proper diet and adequate housing are hard to come by.

The required medical fitness is difficult to achieve or maintain. The economic situation, together with the fact that there are, in most countries, no loss of licence insurance or medical care schemes (for ATCOs) make ATC an unattractive profession.

Lack of Training/Retraining Perhaps it is safe to assume that a good number of air traffic controllers receive adequate basic training leading to initial licensing. However, after qualification there has been little effort for refresher training or retraining when new procedures or equipment are introduced.

Aviation is an industry, which has undergone a rapid technological advancement in a relatively short period.

Pilots, technicians and other operational personnel have been keeping pace with the changes through training organized by the air operators. Air traffic controllers lag very much behind. Many control rooms use the same old and outdated equipment of decades ago.

Familiarization flights on modern aircraft are not pursued. Administrators do not

appreciate the relevance and importance of training and retraining. ATCOs find themselves less confident in discharging their duties. An inferiority complex sets in as they realize that pilots who are supposed to obey controllers' instructions are technologically more knowledgeable!

Lack of Recognition The other problem affecting the ATC profession in Africa (and related to the issue of training) has to do with the fact that in most countries, recognition of professions is only accepted for those who have attained a formal university degree.

Unfortunately, the majority of air traffic controllers do not hold that credential.

Of course this is a misconception. We who are familiar with the aviation industry know that a competent professional pilot or air traffic controller, apart from having a reasonable academic qualification, needs the necessary aptitude and skills - not degrees. A senior Concorde Captain, to quote a vivid example, would not need a degree in aeronautical engineering. Yet he commands a great deal of public respect and admiration.

The problem of second career opportunities for air traffic controllers was discussed at the ILO-organized conference way back in 1979. ATC is such a specialized profession that controllers cannot easily adapt their knowledge and skills to perform other jobs.

Also, ATC is rarely provided in the private sector, as there are very few privately operated airports in Africa. Most ATCOs are therefore stuck with their lowly paying jobs in the civil service.There is little or no hope for alternative careers or employers.

Poor salaries and working conditions for air traffic controllers are some of the direct consequences of their lack of university education. And to this add the known sorry state of the economies of African States.

The lucky thing about pilots is that most of them are employed by profit generating airlines or other air operators who can pay them handsomely.

Most air traffic controllers are typical low income civil servants.

Remedies There are a number of possible courses of action that can be taken in order to reduce the risks or hazards facing air traffic controllers in Africa or to minimize their effects.

The

most

competent

experts

in the

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profession of air traffic control are the air traffic controllers themselves. Even some of the administrators who are responsible for the welfare of ATCOs do not have a thorough knowledge of the nature and complexity of the profession. ATCOs in Africa, therefore, have the duty to enlighten their employers about the profession. Of course, the immediate obstacle to this approach may be that the relevant administrative officials will resist any attempt to 'educate' them. For them agreeing will mean admitting their ignorance.

not reinvested into upgrading aviation infrastructure or welfare of aeronautical personnel, including ATCOs. One tested solution has been the formation of semi-autonomous civil aviation authorities, with freedom to spend revenue for improving aeronautical facilities/services and income of their workers. Adequate salaries and good working conditions will go a long way in solving most of the problems listed in this presentation.

professional reasons.

Air traffic controllers in Africa , through IFATCA, should try to influence international organizations such as the ILO and Human Rights groups to take steps geared at stopping abuse of the ATC profession in Africa.While it may be difficult for the victimized ATCOs in individual countries to publicly air their complaints, civil societies should step in and call for remedial action on their behalf.

It is apparent that a good number of ATCOs and their administrations are either not To enable ATCOs to perform the educating aware of, or are indifferent to, the training task, they must be thoroughly conversant guidelines provided in the ICAO Air Traffic with material in a wide range of documents, Services Planning Manual (Doc. 9426). A which may be utilized in support of the thorough study of the provisions in the ATC profession.

Such manual will enable ATCOs negotiate with their civil documents include the ----------------------------conclusions reached at the aviation authorities and air ATC occupational hazards, risks or problems International Labour operators on the modalities Organization (ILO) of implementing a in Africa include political persecution, jail Meeting of Experts on programme for Problems Concerning Air familiarization flights. sentences, summary dismissal, unfair legal Traffic Controllers (1979), IFATCA's training policy, IFATCA Manual and included in the liability, extra - judicial punishment, lack of relevant ICAO annexes and Federation's Manual, also manuals. provides additional recognition, inadequate pay, fatigue information on other forms Publicity of the profession ____________________________ _ of training required for in the press, schools and to ATCOs. the public in general, is another good Parliamentarians who may influence the strategy. Public awareness will inevitably introduction of laws favourable to the air Conclusions filter through to government officials, traffic control profession, such as those ATC occupational hazards, risks or politicians, the military and other relevant regarding legal liability, respect or the rule problems in Africa include political organs. Well-publicized meetings of the of law and duty time limitations. persecution, jail sentences, summary local air traffic controllers' associations and dismissal, unfair legal liability, extra the hosting of regional or international ATC A compromise to the dispute about judicial punishment, lack of recognition, events can also do the trick. academic qualifications and recognition of inadequate pay, fatigue (due to the profession, could be for ATCOs to unsatisfactory working environment) and a Most African countries are categorized as pursue university degree courses, number of others. underdeveloped.

The low income of preferably under the distance learning ATCOs is a reflection of the poor state of programmes. In addition to professional Nevertheless, however tough the going is, their economies. However, it is also a fact recognition, this will enable qualifying air air traffic controllers have a good chance of that the aviation industry contributes traffic controllers to have access to tackling the problems, if they direct their significantly to the national incomes of alternative job opportunities in case of efforts towards at least some of the these States. Unfortunately, revenue dismissal, loss of ATC licenses or remedies suggested in this humble generated through aeronautical charges is disqualification due to medical or presentation.

Air traffic controllers should also seek the support of influential Statesmen with an ATC background or interest. The exercise has already started in Africa. Also to be lobbied are legal personnel and

THE CONTROLLER

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ParisAirshow Le Bourget Paris Air Show 2001 Philippe Domogala and Daniel Casanova The Paris Air Show was a huge show again this year with 1800 companies participating from 43 countries, showing off 250 aircraft.

BOEING announced that they will join the ATC race, in order to "provide the necessary capacity to eliminate delays" and this despite the recent announcement by the FAA that they will be "modernizing" the US ATC at the cost of 11 Billions USD. The BOEING new ATM plan is, according to them, "a revolutionary concept that will enable air traffic to grow while cutting delays and it will be based on new innovative CNS satellite technology". But the report issued at Le Bourget remains very vague as to the costs of such system, and more importantly who will pay for it.

Will that be in addition to the FAA plans or in lieu of?

Anyway the (long) report is worth reading and you can do so by clicking on www.Boeing.com , then click on the ATM icon below the aircraft on the opening page of their web- site.

The star of the show was the new AIRBUS A340-600._A super long A340 with larger and more powerful engines ( finally a good rate of climb?) able to carry nearly 400 pax. The air display of this aircraft was stunning. Take off in less than 1000m, 50 degrees nose up, followed by a 180 degrees turn a few hundred feet above the runway, then a dive a maximum angle, followed by a nose up, low speed passageto show the computer stall protection capabilities. Any Tower controller seeing this would have pressed the Fire Alarm button a long time ago. To taxi the A340-600 needs cameras under the wings, (as it is so long) in order to keep the wheels on the concrete during turns ...

On the military side, the next star was the Sukhoi 30M with 34 tons of Russian power .watched its air display from the Antonov Bureau stand . Nice comments from the guys during the display: Take off contra QFU with tail wind of 15 Kts,

8

(Russian philosophy #1 : if you have the power why bother taxying for longer ...), rotate 90 degrees up with both post reheats on, climb to 2000 ft, reduce power to idle., stop in flight, slide backwards on tail, drop the nose, apply full throttle ad immediately(!) buzz off at 450 Kts, then reduce power to avoid going supersonic at 2000 ft above 100.000 people .... nice to see. But what a noise ! ( Russian philosophy tt2 : noise very good : scare enemy troops , save ammunition .. ) Then came the largest aircraft flying around: the Antonov 225.

With 6 engines, 2 tails, and 32 wheels what can you say? The aircraft is used to transport rail locomotives ( 240 tons each) and has a crane built inside ...ln answer to the question "Why such a big aircraft ", my Russian philosopher replied : '"'We are a big country".

photograph) On March 29, 2001, Boeing Commercial Airplanes unveiled a new airplane design that will make faster, higher, farther flight a reality. The new design features canards, a unique "gloved" delta wing, rear-mounted engines and two horizontal fins at the back of the ai rplane instead of the standard, more familiar horizontal and vertical tail section found on today's jetliners.

The airplane will cruise at a speed of Mach 0.95 at least, cutting conventional air travel times by 15-20 percent. It will fly at an altitude in the mid-40 000 feet level and may carry 100-300 passengers. Range may be more than 9,000 NM. Due to its innovative design, the airplane will be significantly quieter than current jetliners and will meet or exceed all stage 4 noise restriction

Then off to the USA with a visit to their largest military aircraft on the show: the C17. I went to the cockpit and noted with amazement that it flies with a joystick , but unlike Airbus, it is placed between the legs OK, the aircraft was developed by Douglas, but now Boeing is building it and even offers a civil version., so it must "hurt" some marketing men that were until now saying that the Airbus philosophy with joysticks was wrong.

Then I went to some manufacturers of new aircraft asking them about Reduced Vertical Separation Minima (RVSM). All Boeing and Airbus civil products are RVSM compliant, of course, but for the others, it is far less obvious. Bombardier

The Sonic Cruiser (see inside back cover for

THE CONTROLLER

(manufacturer of the Challengers and Lear Jets ) admits that only their latest models are compliant, but that the modifications for Lear Jets is not that expensive. Cessna confirmed that only their latest model is RVSM compliant, and that for early models, like Citations 1, it will be too costly to retrofit.

On the military side, the SAAB Grippen is not currently RVSM compliant, but according to one of their project managers, "could be for export versions ... " The Eurofighter "Typhoon"is not RVSM compliant, and cannot be modified either. According to one BAe manager, "it does not matter as it will operate in special airspace where RVSM is not necessary... " Dassault Aviation, gave a Press conference to introduce their new business jet, the Falcon FNX ( RVSM compliant!) This new ultra long-range jet ( Paris to Tokyo, Johannesburg or Los Angeles Direct ) will be the first aircraft to be equipped with a brand new cockpit called EASy. Dassault and Honeywell worked on this new cockpit, that will feature Environmentally, friendly - the future oi aviaJton?

four 14 inches displays and 2 special track balls. It needs 50% less commands to operate the aircraft, than an old generation Falcon 50, for instance, it allows inputs in all conditions ( night, turbulence, etc .. ) and, most importantly, allows the crew to remain "heads up ".

This is seen as a great advance in cockpit automation, and in fact looks similar to a new ATC control station, (only our screens are bigger) This probably give us a taste of what to expect in the future, when ATC and aircraft systems will talk together. In the future, all Dassault aircraft models will be fitted with EASy cockpits.

During the show, large orders for

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A full size mock-up of the interior cabin was displayed. Yes.. it is big ..

Not as big as an Antonov 225, but, hey .... Europe is a smaller • country!

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Mme Loyola de Palacio, Vice President of the European Commission speaks to ..The Controller" During the IFATCA conference, Philippe Domogala, our European editor, had an interview with Mme Loyola de Palacio, Vice President of the European Commission: Miss Fabiola Mascardi of her Cabinet accompanied her.

PhilippeDomogala(Ph.): First of all thank you for receiving us amid your busy schedule). After the publication of the first report on the Single sky initiative, what do you expect from the European controllers ?

Mme de Palacio(De P.): Controllers should get the European feeling; they should see their airspace differently. They should see the European airspace as one continuum, not as a patchwork of bits of national airspace, and possibly to live as Europeans.

Ph: Yes, but is the report on "Single Sky " more a public relation exercise aimed at changing mentalities or is it something more serious?

De P.: It is very serious, and absolutely necessary. It is the only practicable way to harmonize European airspace.

being criticised for the delays. We do not criticize the work of the controllers. We must implement more rapidly the technological means that will enable us to make much better management of the available airspace. We also need to harmonize those technologies, we need to develop and implement a system that will allow real-time exchange of data at the European level, which will eliminate paperwork, telephone, etc. The lack of progress in harmonization is what is criticized, not the work of the controllers. Controllers are doing a very good job considering the tools they have.

Ph: What is your position on Privatization of A TS? De P.: No-one in the EU talks about privatization as such. If you mean "Controllers should get corporatisation of certain parts of Air Traffic the European feeling; Services, this is something else. In our view, ATC has components that must remain they should see their within the regulatory powers of States, but it is up to individual States to determine how airspace differently. They to organize their ATS. The EU has no should see the European preference for one system above another.

airspace as continuum, .. "

Ph: Yes, but how are you going to deal with Sovereignty issues? If a single State does not want to implement what you recommend, how are you going to force it ? Do you foresee sanctions?

De P.: No, we do not intend to impose sanctions, nor do we intend to take anyone to court. We expect States to comply because it is in their own interests. We are not na'ive either, we expect reticent reactions, but those will be dealt with at ministerial level. Positions are evolving you know and we can see a change of attitude at ministerial level.

Ph.: How do you see the future of Eurocontrol then?

De P.: Eurocontrol has the expertise that we lack, but on the other hand the EU has the capability to make things mandatory, and that Eurocontrol cannot do at the moment. We need Eurocontrol to realize what we want, that is the projects we have.

Also the EU has the possibility to going faster and further than Eurocontrol does at the moment.

Ph.: Everyone, including the EU is focusing on delays. ATC in general and controllers in particular, are often criticized as being responsible for those delays. Controllers also feel that the priority seems to be on reducing delays at all costs, and that could reduce safety. What are you views on this?

De P.: Safety must be paramount. It is the ATS System, which is

one

Ph.: In your speech during the opening of the IFATCA Conference, you said that you did not have a ready-made solution for the problem of the shortage of Controllers. This is, in our eyes, one of the major difficulties, that will definitively hinder large capacity increases (and any significant decrease of delays) in the coming years. Is your office really aware of this?

De P.: As I said, I do not have a ready-made solution. The problem is identified, and has to do with replacing quickly enough the massive number of controllers that will retire in the coming years. Unfortunately no-one can alter the current age pyramid. It is indeed a major issue and we are fully aware of this. What has to be done however, is to put in place rapidly a significant new recruitment program as well as including controllers in the implementation of new technologies. Those new technologies might lead to a reduction in the total number of controllers required.

Ph.D.: Finally, Mme De Palacio, do you have a message for the European controllers ?

De P.: Yes, tell them that we are now at a turning point. Many changes will come. Our intention is to involve the controllers in these changes. We need above all a restructuring of the European Airspace, and we are counting on the controllers to help us achieve this.

..... ·--- ..-·--------

10

THE CONTROLLER

Controller Shortage

Crisis?

ATC Capacity and Staff Shortage Philippe Domogala The following article is based on a presentation made in Brussels last June at the IIR Seminar on capacity.

How to increase capacity in a European environment, where the number of controllers available is generally well below the normal operational requirement has become one of the most challenging tasks in the last few years. The reason is that so far, capacity increases were largely due to the work of the air traffic controllers, and not so much because of the so-called new technologies that were supposed to revolutionise ATC. Current capacity enhancements are still all based on increasing the numbers of sectors. For this you need hardware (relatively cheap and easy to get) and people. It is the latter that is the difficult part.

Future capacity enhancements mostly rely on the so called 'new technology". But these new technologies are so far unvalidated, the vast majority did not pass any serious cost benefit analysis and, more importantly, they are uncoordinated with one another. Each state, each ATS service provider, each manufacturer, even each airline, has its own ideas on a "technical solution" that will miraculously solve all their problems. Boeing recently joined the bandwagon and is proposing a brand new satellite-based ATM system competing with the FAA! Each of them is lobbying, while their engineers are pushing their wonderplans and their wondermachines.

Unfortunately most of them do not fit together, or are overlapping, and most of them do not deliver the real capacity increase they promise.

Unfortunately the current controller shortage is unlikely to resolve itself, due to the effects of lower birth rates and the poor results achieved by current recruitment campaigns. The fewer young people looking for a job today, that have the qualities we are looking for to make air traffic controllers, are in large numbers opting for jobs in the IT sector. The large numbers of older controllers (from the

"Managers should be very careful when thinking about implementing such methods. controllers are not supermarket cashier operators" 1960 baby boom) are also due to retire all in the next years. The numbers will just not match until something is done, and fast. But all too often again, technical solutions are preferred. The first one that comes to mind is a rostering tool.

There are currently 2 firms proposing such devices. One Canadian (Ad Opt) having the lead. Their glossy brochure is very nicely done. The product is called Shift Logic. By chance, I had a course on it a few months ago, as my Centre intends to implement it. The biggest advantage of Shift Logic is its planning possibilities. It is extremely good at making a strategic plan, such as distributing leave, allocating courses, determining the numbers of controllers you need to open given sectors for given hours per day, etc. But tactically, that is actually producing rosters and break lists, it is far from ideal.

So we are back to people.

I personally think that the job of the controller is unlikely to change for the next 15 to 20 years. Going back 15 or 20 years in 1981 to 1986, for most controllers in Europe nothing has fundamentally changed. There will be new displays (remember that ODS stands for Operational Display) and new bits of hardware, but the philosophy is unlikely to change. Fully automated air traffic control, as discussed in the 1990's is unlikely to materialise within 20 years. Until then we will need controllers (i.e. physical people) to operate the system.

THECONTROLLER

The tool does not give you extra controllers. It is just a computer program, and the finer you tune it, the more inflexible it becomes. The irony of it is that, in order to function properly, tools such as Shift Logic need a surplus of controllers in order to fill the absent on duties (sickness, meetings, courses, missions, training, etc.)

However, the incentive to introduce this tool comes when you are in a staff shortage situation, and one expects the tool to give you more productivity. So far only a handful of ATS providers have

implemented Shift Logic tactically. NAV CANADA is one of them, and in the Centres where it is working, it produces complex and anti-social rosters, with shifts starting or ending in the middle of the night, and scheduling the next shift merely 11 hours later. It reduces the number of days off per month to make family life nearly impossible (4 days off per month is often more the rule than the exception, as mandatory overtime is needed to cover for staff shortages. These rosters increase sickness rate, which reduces even more the days off for the others; the perfect vicious circle.

Managers should be very careful when thinking about implementing such methods. Air traffic controllers are not supermarket cashier operators. It takes 3 to 4 years to train a controller and one expects them to work until they reach their retirement. A supermarket cashier needs 3 days of training and the expected working life is between 6 months and a year.

Tools like Shift Logic in ATC might be tempting to introduce, as they probably will give you a very short-term solution to your staff shortage. But as more controllers leave the service early, and the working conditions will keep even more candidates from joining the profession, the effects will be disastrous in the long term.

The snowball effect or vicious circle should be broken as soon as possible.

Restoring proper working conditions to retain the current workforce and improving them even further to attract youngsters into the profession should be the top priority of our managers today.

Innovative solutions such as proposing part-time working to older staff in order to retain them past their retirement age, or allowing younger staff to study, should also be introduced for instance. One should realise that ATC is still a humanbased activity and human-based solutions will certainly be more effective than technical ones alone.

If we do not react promptly to the staff shortage situation, we will loose grip and the vicious circle will be very difficult to stop.

It is time to wake up.

13

1S.

Staffing - A Health Concern Doug Churchill EVP Professional Over the course of the last year or so, it seems as though we are hearing more and more, reference being made to issues involving "staffing" in air traffic control.

This important subject has been on the agendas of SC 4 and Committee C, from time to time in the past, but the subject is gaining new respect of late. This should come as no surprise when we contemplate an estimated shortage in the European region in the ten to twelve percent range; roughly the same in Canada, and although no precise figures are available for other regions, no doubt similar situations exist.

"Staff", we know, is a common term used to describe a group of workers employed by a particular organization, company or service provider, whose duties and responsibilities are to carry out specific, designated tasks as dictated by management.

The aim of course is to fulfil the goals and objectives of the company or organization through the combined efforts of the work force. "Staffing", on the other hand is quite a different thing altogether ... it could be described as the process that determines number(s) of persons deemed necessary to carry out these designated tasks and goals, including, but not limited to, the provision of those workers. Needless to say it is necessary that staffing requirements are such, that at all times, the numbers of people on duty are sufficient to accomplish what has to be done. The efficiency and safety of any ANS system depends on adequate manpower. The method(s) of determining staffing "numbers" may be simply a matter of providing the required quota of "warm bodies" as dictated by a given staffing formula, and if we have the required number of persons for any given shift, we are "up to staff." In the case of a typical air traffic control unit it is slightly more complicated than this. Due to the nature of the aviation industry, i.e.: airlines operating twenty-four hours per day, three hundred and sixty- five days per year, ours is not your normal nine-to- five, Monday to Friday routine.

Traditionally, sheer numbers of aircraft, and the daily patterns (schedules) of these aircraft have been the primary "yard sticks" used for allocation of staff. Air traffic control units are staffed to accommodate traffic patterns. Of course, other factors must be considered such as system capacity, seasonal fluctuations, number of positions, hours of operation,

sick leave, and vacation leave. It is vital that ANS providers ensure enough controllers

are present and on duty each and every shift, on each and every day of the year, to efficiently handle the traffic volume safely and expeditiously. Anything less could lead to a degradation in service and have negative consequences for both controllers, and aircraft. Without a full cast of characters, the production suffers!

So, how can "staffing" affect the overall operation of an Air Navigation System?

For sure, if each and every ATC unit within a particular system is fully staffed each and every day, then it is reasonable to assume, (all other considerations aside) that things will run relatively smoothly with a minimum of disruption. The system remains healthy and the work force as a whole should be healthy as well. But many times, this is not necessarily the case.

There is a darker side to staffing and shift work that can directly affect the health and well being of each and every one of us!

To illustrate my point, I'll use a work schedule that I am intimately familiar with.

It will serve as an example of how a shiftwork cycle has the potential to negatively impact one's daily life, both socially and professionally. It is intended to look at the issue strictly from a Human Factors perspective.

We all work shift-work. It is the "way of the world" in air traffic control. It has to be that way. Some of us like not being in the "nine-to-five" routine, others may not. I for one prefer it ... For many years we have had what I consider to be a very good routine! (a thirty-four hour work week on a five-day-on, four-day-off cycle.) Yes, you're right ... it was very good! It offered the luxury of having four days off (in a row) out of every nine. Never having the same days of the week off each round afforded the opportunity to get personal business taken care of and have plenty of time for family, friends and other activities. I usually returned to work relaxed and rested with a positive attitude.

Now ... fast-forward to the present.

In 1996 our ANS system in Canada went from a government run organization to one operated by a private, not-for-profit Corporation. All in all, I personally think

this was a good thing. However, we knew from the experiences of other MAs who had under-gone privatization/commercialization that there would be significant changes. Some changes were certain to be productivityrelated. Productivity is after all, essential for survival. Nothing wrong with that ... we need to be productive. A productive work force is happy work force and a happy work force is a productive work force!

One particular tool that was touted as a piece of the productivity puzzle was Shift Logic. Shift Logic is a computer-based program that maximizes staff at any particular unit by assigning the appropriate numbers of controllers for duty, based on traffic, at any given time of day or night. In that regard it works ... the most people where and when they're needed most. On the surface this is great .... the problem I have with Shift Logic is that it is anti-social!

By anti-social I mean it seems to take little else into consideration except pure numbers. It does a good job of assigning people to jobs, and has great potential as a database for easy reference. (to such things as attendance, sick-leave usage, traffic counts etc.) If required it could set parameters for any situation(s) and present this information in a nice, neat package... very convenient! If that was all, it's a great tool ... but as we said earlier, there are other things that need to be taken into account when staffing is the issue.

I wish to clarify that I am not picking on Shift Logic as the lone culprit here ... it can and does work in many cases. But, a schedule produced by Shift Logic-type programs has the potential to be unsympathetic to social considerations when choosing work cycles. This issue is extremely important to air traffic controllers because it has a direct bearing on our general well being, and therefore perhaps our on-the-job performance. An erratic daily routine will eventually take a toll on the body. As licence holders requiring regular medical validation, these health issues cannot be ignored. This is where the Human Factors element comes in .

............... ·-···-·-· ....

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14

THE CONTROLLER

Co

11 e1 S

1

e

hours, forty-nine and one quarter hours, forty-four hours, forty-two hours, and fifty and three quarter hours! With one round consisting of a combination of evenings , (each with a different starting time), days, (also with different start times) , and midnights , and the next made up of all day shifts or days and midnights, it is very difficult for the body to adjust to this regime. Our "regular" eating, sleeping and relaxation times are at the very best inconsistent, causing a disruption to the body's circadian rhythms.

Earlier, I described a work cycle that featured a thirty-four hour week; five-days on, four-days off. As a result of a new contract, that cycle has become a thirty-six hour week featuring a cycle of six-days-on, three-days-off ... five-days-on, three-days off ... and six-days on, five-days off. There has been an addition of a mere two hours per week, which doesn't seem a lot, but the work cycle has changed dramatically.

What was a twenty-seven day cycle with fifteen days on (two evening shifts, two day shifts and one all-night shift per round) and twelve days of rest, is now a twenty-eight day cycle made up of seventeen days on (work day start and finish times are many and varied!), and eleven days off.

I should point out here that another contributing factor to the irregular start times is a requirement for a ten-hour minimum period between all shifts. Now, if we add to the mix a staff shortage situation ( that exists in a great many locations ) which tempts us to work even For illustration purposes, let's look at one individual's posted schedule from June more days on an overtime basis, then our 13/01 until September 10/01. This opportunity for recovery between rounds/shifts is very much diminished. schedule is an agreed to one with local This cannot promote good health no management and is an attempt to improve matter how we justify it! I believe it is of upon Shift Logic after consideration of the terms and conditions of our contract and particular concern to those of us who are local policies. The schedule produced by approaching a time in our lives where our careers could be described as in the Shift logic was even less desirable than this one! "twilight" stage. Our concerns for our health and well being are more important At first glance this may not look too bad, than perhaps at any other time. I for one can vouch for the fact that working for a but one of the most notable features of period of time on this schedule has done 13 -18 0800-1628 local Aug: 01, 15:00- 00:00 Jun: 19 - 23 Off 02 13:00- 21 :30 nothing to foster 24-25 15:00- 00:00 07:30-16:00 03 good health. Quite 26 13:00-21 :30 04 07:30-16:00 the contrary! I 27 07:30-16:00 05-07 Off 28 05:45- 13:30 08-11 07:30-16:0 consider myself to be 23:30- 07:45 12 05:45- 13:30 29 in reasonable health Off 23:45-00:00 30 13 for my age group, but 01-02 Off 14-18 Jui: Off I find recovery time 07:30-16:00 19 16:00-00:00 03 04 05:45- 13:30 20 13:00-21 :30 insufficient the 23:30- 07:45 07:30-16:00 21 05 majority of the time.

06 23:15- 07:45 22 05:45-13:00 There are others who 23:15 -07:45 23:30-07:45 07 23 08-10 Off 24 23:30-07:45 will say the same. I 11-16 07:30- 16:00 25-27 Off place the primary 17 - 21 Off 28-30 15.00 - 00.00 blame for this 15.00 - 00.00 13.00 - 21.30 22 31 situation squarely on 23 13.00 -21.30 Sep: 01 07:30- 16:00 24 07.30 - 16.00 02-04 Off the inconsistencies of 25 05.45 - 13.00 05-08 07:30-16:00 my work schedule.

26 27 28-30 31

23.30 - 07.45 23.30-0745

09 10

Off 15:00- 00:00

this schedule is that consecutive rounds are rarely the same, and shift start and end times are not consistent . That_is, within the round, each evening shift could have a different start time, and each day shift could have a different start time also!

Shifts could be anywhere from six hours to nine hours and forty-five minutes in length. Of the nine rounds shown, two were fifty hours, two were fifty-one hours, the rest were forty-three and one-half

THE CONTROLLER

05:45-13:30 23:30-07:45

Having said that. my schedule may not be the norm ... maybe it's better than some, maybe it's worse than others. Nor is this a "sour grapes" story! Shift work is a necessity, but we must endeavour to accommodate life outside of work wherever possible. I believe this can be done with a collaborative effort by employers/employees. When we are dealing only with hours of work, (the schedule), that's one thing ... but when other issues factor in ..... unsatisfactory

" working conditions, repressive work environment, equipment inadequacies, low salaries requiring a second or even third job, we can imagine that an inconsistent work schedule would do little to aid in coping with these concerns.

Unfortunately, this is a real-life scenario for all too many MAs. I'm sure we are all of the opinion that management has an obligation to provide a safe and healthy environment for its employees. Fatigue management must certainly fall within this area of responsibility. Of course we as employees also have an equal responsibility to maintain a healthy life-style so as to be able to provide the employer with a high quality seNice for a reasonable period of years. As employees we have a certain obligation as well to offer input and to be an active partner in the designing of our places of work and the conditions under which we carry out our daily duties. In an ideal world we should work closely with our managers to ensure the development of appropriate education in the field of Human Factors, which would include such vitals as schedules and the real effects they have on our well being! Surely our "interface" with our work cycles is as important as our interface with technology. We must all take seriously the physiological implications of our body rhythms.

A commercialized environment will always demand productivity. Schedules will reflect this fact. I would encourage each and every member association to participate in the staffing process to whatever extent they are able. In many cases our input may not be welcomed or even considered. In other caseswe may be able to offer solutions in concert with management. We should be alert to scheduling programs such as Shift Logic, and if they are to be implemented in your unit, be prepared to offer a more palatable option when given the opportunity. We have an obligation to make our voices heard if and when we feel we have something of value to contribute.

By the same token I would urge management to consider the importance of a healthy, happy work force when developing shift schedules. Air traffic controllers must adhere to strict medical standards in order to maintain their licence(s) obliging us all to invest heavily in that precious commodity ...ourselves!

Despite rapid advances in technology, the most important element of the ANS system has always been, and will always be.... the human being! We need to maintain that element more so than any other to ensure a safe and healthy industry for the future.

15

ControllerShortage Crisis?

Air Traffic Controller Shortage Albert Aidoo Taylor EVP Africa and Middle East Management and staff have often disagreed on the number of personnel required to do any particular job. Of course, it is a management prerogative to decide the appropriate number of personnel. In deciding the appropriate number however, management would first have to estimate the tasks to be performed, set objectives, establish required performance levels and determine resources needed to achieve the set objectives. The determination of the appropriate numbers and quantities is highly influenced by the MOTIVES and ATTITUDES of the owner of the business and management.

Where management has a penchant for maximising profit from minimum input, determination of optimal input levels becomes a source for dispute. In industries where safety takes precedent over other commercial interests, the practice of using minimum inputs, and in some cases, the tendency for management to knowingly or consciously use less than the minimum inputs to achieve standard objectives, leads to reduced performance levels. Unfortunately, with the advent of commercialisation, the ATC industry is increasingly witnessing this attitude of maximizing profit at the expense of safety.

Currently, many service providers and professionals in the air traffic management industry disagree on the level of ATCO shortage and what must be done to achieve appropriate staff levels at the various units. What then should be the appropriate staff levels for an ATC unit?

How do we determine the appropriate levels?

Who should be responsible for ensuring that the appropriate level is maintained at ATC units?

The setting of clear objectives, determination of required performance level, definition of scope of service by taking due cognisance of the competitive business environment, selection of appropriate technology and human resource are fundamental ingredients for efficient planning.

The legal framework by which ATC service providers operate allows them to select from a menu of choices but it is limited by its inability to ensure that service providers comply with predetermined performance levels. This has created an environment where many service providers have also become sole determiners of the key elements that are needed to perform their choice of service. It means therefore, that the determination of the required staff levels is the exclusive preserve of service providers.

Whilst it is possible for monitoring systems to alert us to malfunctioning equipment and procedures, it is almost impossible to immediately determine inadequate performance level of the human being. It is therefore worrying that, although there is global shortage of air traffic controllers, many service providers do not share the same view. However, where service provision involves international interests, the determination of the key performance indicators

16

should not be the preserve of only the service provider. The reasons for ATCO shortages are many and vary from one country to another.

In Africa, the main causes of A TCO shortages are the lack of understanding for and recognition of the A TC profession, undefined objectives and performance level as well as gross management inefficiency. A few experiences may suffice.

Africa is a continent with a very high unemployment rate to the extent that some countries have associations of unemployed university graduates. The aviation industry, especially air traffic management, is selffinancing when the proper institutional structures are put in place under efficient management teams. The fact that a high number of potential air traffic controllers remain unemployed in an environment where the provision of air traffic control service is potentially viable but the ATC units encounter serious staff shortages, is indicative of prevalent structural, cultural, managerial, financial, social and occupational problems. The time is ripe to redefine the performance indicators for air traffic control provision. The objectives for providing air traffic control, for the purposes of satisfying socio-economic or business needs of a state or region, should be unambiguously stated in the mission statements of providers. This is essential in order to establish appropriate structures and determine the level of involvement of stakeholders that would be required to meet stated objectives. In many parts of Africa, the reasons for providing ATC service remain undefined or ambiguous, and lack clear direction or focus. It is not clear whether the service is being provided to ensure national security, or a social service primarily to facilitate the movement of persons and goods without any commercial connotations or as a viable business enterprise. Whatever the options, I sincerely believe that all the aforementioned purposes for A TC provision are relevant. What is essential is the need to establish an appropriate business mix and set priorities right; otherwise, the provision of efficient ATC functions on a charitable socio-economic basis cannot be sustained. Provision of ATC in this commercial era can only be sustained if the interest of its customers is respected, because it would be a drain on state resources to provide efficient ATC just as a social service.

Equatorial Guinea, a small country in Africa provides Aerodrome and Approach Control service on 24-hour basis with only four air traffic controllers. When complaints were lodged with the authorities, the answer was that they do not have much traffic to justify the employment of more controllers. It is interesting to note, however, that the number of management personnel and technicians exceeds the number of air traffic controllers. How four ATCOs are able to perform ATC functions on 24-hour basis

is a miracle that can be found only in Equatorial Guinea. It is acceptable to provide limited service if traffic levels do not necessitate the provision of a 24-hour service. What is not acceptable is to choose a particular type of service but fail to deliver on the required performance level. It is clear that the objectives and performance level of this ATC unit needs reexamination.

During an industrial dispute between management and ATCOs in an African country, the responsibilities of air traffic controllers were compared to those of conservancy labourers.

This and other unsavoury remarks made by some management personnel was enough to cause some ATCOs who were training outside the country to abscond and quit ATC. When the striking ATCOs were threatened with dismissal, they challenged management to go ahead with their threat because they had nothing to show for several years of service, and as they put it, 'it pays more to be a cab driver in that country than to be an ATCO. Clearly, ATC functions and responsibilities were not understood by some of the managers, and therefore A TCOs could not be accorded the necessary recognition.

Commercialisation of civil aviation, especially in Africa has been a useful vehicle to improve ATC provision. Many CAAs that have changed from Civil Service structure to commercial autonomous organisations have been faced with the requirement to reduce large numbers of employees associated with the Civil Service. In a classic case of one African country, the new autonomous CAA had to lay off fifteen air traffic controllers because it was government directive to reduce staff to a specified number. Although the A TC unit was not over-staffed, management did not have the courage to exclude ATC in the downsizing exercise for fear of reactions from other sections. It wanted to avoid being accused of favouring ATC. Some of the ATCOs they had to lay off were very young men who were just beginning a career in ATC. At the 11th IFATCA Africa and Middle East Regional Meeting last year, a resolution was passed for national aviation safety forums to be organised jointly by ATCOs and Pilots in each country to assess safety issues affecting provision of air traffic control service. This approach is fully supported by both IFALPA and IFATCA. It is a credit to ATCOs and pilots' associations of this African country that had to lay off fifteen A TCOs, that a safety forum was organised there this year. The pilots complained about the ATCOs increasingly requesting pilots to "Standby" when pilots needed some important information. The ATCOs explained to the pilots the workload they had to shoulder by way of coordination, etc. The pilots were surprised to learn that the ATCOs had been given increased salaries at the expense of their

THECONTROLLER

Co 1troller Shortaqe

Crisis?

___ ..................... ·-··-·······------------------------------------------ATC Assistants who were responsible for career due to incidents, management decision coordination and other services. The ATCOs during restructuring exercises, ATC medical therefore had to combine their work with that of requirements, or desire to change profession the former assistants. Incidentally, the same have very little use of the ATC qualification. country is in the process of modernising the A TC Labour is becoming more diverse because infrastructure to the tune of forty million US people prefer occupations that offer diverse dollars. opportunities to those that are restrictive.

Unfortunately, ATC is extremely restrictive and The United Kingdom Safety Regulation unit is therefore does not offer attractions to the one agency I hold in high esteem and consider category of labour looking for diverse the pacesetter in regulating civil aviation employment opportunities. It is even more functions. In addition to highly commendable difficult for other professions to convert to ATC. structures put in place to enhance safety in the Except for piloting, other professionals are provision of ATM, the UK Safety Regulation and unable to transfer previous knowledge and the UK AIRPROX Board painstakingly analyses experiences to air traffic control. Even here, a causes of all ATS incidents every year. Last year, majority appears to be air force pilots who for the IFATCA Executive Board was privileged to various reasons (mostly the quest for better participate in the annual UK GATCO and BALPA salaries) convert to A TC. This theory is forum and listen to eminent experts presenting applicable in Western developed aviation their findings to the august meeting of aviation markets. In Africa, military pilots tend to earn professionals. During the discussions that better salaries than their civil ATCOs and ensued, I asked one of the presenters if he was therefore hardly convert to become ATCOs as is aware of ATCO shortage in UK ATC operations. common in Europe. It is important to state that and if so, how the shortage contributed to the most military pilots and ATCOs who convert to incidents and the impact it had on the incidents civil A TC profession tend to be practically very analysis. If the question surprised the expert, the efficient. answer was more surprising to the participants.

The answer was that nobody informed them of Geographical mobility is the willingness of ATCO shortages during their investigation and labour to move from regions where work is hence the findings did not capture the effect of difficult to obtain to those where there is a such shortage. if any. As somebody who had greater demand for labour. Specialised labour total belief in the UK Safety Regulation appears generally to be more mobile organisation. I was seriously taken aback. If the geographically. This economic theory has been UK Safety Regulation could gloss over the difficult to implement in the ATC industry. ATC apparent shortage and its consequence, then operational procedures, standards and God save others like some of those in Africa. performance levels differ from one region to another. This economic principle can be applied ATC LABOUR MARKET in regions where there is harmonisation of Many industries can find their labour on the standards and comparable performance levels. competitive markets. People with the desire to All ATC training institutions have to meet pursue any particular profession enrol in training minimum standards established by ICAO. Many institutions that offer training in their desired air traffic controllers in Africa who have been profession. Having completed such training, the trained to standards that are comparable to that graduates go to the competitive labour market to of Europe are however unable to move to seek employment. For example, it is very easy regions where there is a higher demand for for anyone desiring to be a pilot to enrol in a ATCOs. This is due to the vast difference in Flight Training school, pursue the training and traffic levels between Africa and Europe or afterwards seek employment. By this approach, America. Although Europe is currently recruiting a vibrant labour market is established for the many African doctors and nurses to fill shortfalls industry or profession, thereby allowing market in their health services, the same is not being forces to determine the value (price) for that done in respect of air traffic control. On the labour. The higher the demand, the higher the other hand. many ATCOs from Europe and Asia price employers would have to pay for that have moved to the Middle East region due to labour. This approach of labour supply for many higher demand for ATCOs. South Africa has industries hardly applies in the ATC industry. comparable traffic movements to some ATC ATC providers always have to recruit and train units in Europe. South Africa therefore their air traffic controllers. In a few cases, experiences chronic shortage of ATCOs because providers employ already practising ATCOs to it loses a majority of her A TCOs to other ATC augment the staff levels when staff shortage providers, especially in the Middle East who are becomes critical. Unlike in other vocations, ATC paying market prices to recruit ATCOs. providers have complete monopoly ofthe supply and demand forces on the ATC labour market In many African countries, only nationals of the and therefore control the price they pay for the state have the legal right to perform air traffic labour. The global shortage of ATCOs has control functions. This is because some therefore not necessarily added value to ATCOs. governments consider employment of foreigners as a threat to national security and would not employ ATCOs from other countries, MOBILITY however critical the staff shortage. The case Occupational Mobility is the ease with which where some ATCOs lost their lives after the labour can be transferred from declining to Entebbe Raid is an example of how some expanding industry. The more specialised the governments understand ATC operations and labour, the less mobile it is in the occupational national security. IFATCA is still currently finding sense. ATC is a highly specialised profession and means for reinstatement of two ATCOs and their is therefore less mobile in the occupational manager for an AIRPROX incident involving the sense. ATCOs who have had to end their ATC president of a country, which the security

THE CONTROLLER

agencies of that country consider as an assassination attempt on the president. In other cases however, governments are reluctant to extend expatriate working conditions it offers to other category of labour to A TCOs. WAY FORWARD The time has come to clearly define the type of service to be provided, indicating whether it is commercial, semi-commercial, security or social service. From these, clear objectives and performance level should be established. In addition, the roles of stakeholder and customers should be defined.

There should be acceptable international standards for assessment of staff levels required for the various levels of service provision. ICAO would have to review the recommendations stipulated in the Manual of Air Traffic Services for determining required staff levels.

There should be national regulation on the number of ATCOs required to perform predetermined levels of service. The safety regulation agencies should have the autonomy and authority to enforce regulations on appropriate staff levels and sanction service providers for breaches.

We need to encourage the development of structures that would allow market forces to operate by reducing the monopolistic tendencies of service providers on the ATC labour market.

We need to pursue programmes that would facilitate harmonisation of operational standards, at least on regional basis. This is necessary to enhance geographical mobility of air traffic controllers within areas of comparative levels of service.

ATC service providers should endeavour to retain qualified ATCOs. This is necessary to maintain quality of service, build on experiences and help to maintain appreciable staff levels.

Finally, a new culture for managing air traffic control operations must be evolved to inject effectiveness and efficiency in ATC operations.

Ultimately, provision of appropriate levels of staff is a management objective that many of the present breeds of A TC managers have been unable to achieve.

It is very sad and dangerous that many A TC associations in Africa are afraid to discuss the staff shortages in their operations even with their IFATCA representatives. The fear of reprisals from authorities inhibits the desire of IFATCA to help where necessary and prevents I FATCA from reporting such deficiencies to APIRG as required. It is important for ATC authorities to understand that A TCOs are humans and can make mistakes. The culture of punishing ATCOs for human errors must change to a culture of learning from errors. If African States cannot provide material rewards to Air Traffic Controllers for their contribution to safety and socio-economic development, they should endeavour, at least, to give them recognition, hope and job security. This is essential to maintain appreciable staff levels in African A TC operations.

17

Co11t1oller Shortage Crisis?

Finland - Encouraging Experiences in Manpower Planning Tapani Simola Introduction There's no denying the fact that manpower planning is one of the most challenging issues, no matter whether ifs discussed by the employer or the employees. However, recent experiences in Finland have produced concrete evidence that there is a chance of success.

Following industrial action and recommendations made by outside consultants in spring 1999, a working group was established to assessthe optimum number of ATCOs required per ATS unit. The group consisted of three members nominated by the employer, CAA, and another three representing FATCA (Finnish Air Traffic Controllers Association). After 12 months of joint effort, the final report of the working group was published in January 2001.

Outlining the task In February-March 1999 inflamed industrial relations culminated in a 5-week controller strike. In the agreement to end the strike, it was included that "a working group be established in order to assess the optimum number of ATCOs required per ATS unit, taking into account the need of ATS and the recent and future development of ATM systems and operational procedures".

This task was urged by a parallel working group which had been established to assist Finnish CAA and FATCA in improving their relations and to study specific professional problems which had been highlighted during the strike. In their report a team of occupational, labour market and ATC specialists recommended that "the outcome of the assessment and consequent actions be put into practice without delay".

When ending the strike, both parties had committed themselves in a serious effort to improve the prevailing atmosphere.

Thus finding a mutual understanding of the breakdown of the task was of crucial importance for future proceedings. After lengthy discussions (seasoned with a pinch of cultivated arm wrestling) it became clear that concentrating solely on the amount of operational controllers i.e. the frontline of everyday service provision,

18

would not produce a satisfactory result, but the secret to success would lie in recognizing the needs for manpower outside operational quarters, too. Thus, it was agreed that the assessment be based on three different aspects which finally would provide the ideal amount of manpower per unit. They were Tactical Manpower, OPS Core and Strategic Manpower.

The Tactical Manpower, the OPS Core and the Strategic Manpower The Tactical manpower was defined to be the amount of ATC staff required for the performance of operational duties each day. It mainly depends on variables such as services provided, number of sectors and/or positions and work-rest pattern within shifts. While the Tactical Manpower represents the absolute minimum of ATCOs, the OPS Core includes an agreed amount of staff (working days) reserved for vital activities such as continuation and refresher training, OJT, periodical proficiency and medical checks, and absences (sick leaves, maternal/paternal leaves etc.).

In order to guarantee further and future needs of the air traffic services such as management, special tasks, projects in systems and procedures development and training, a broader approach is required.

This is called the Strategic Manpower which can be provided by evaluating the amount of staff needed for these activities within a certain period of time. It calls for a closer study of individual units and their resources, not only quantity - but also quality. There is no denying the fact that although the Strategic Manpower includes elements which within certain quarters may be regarded as surplus, it forms the soundest basis for manpower planning.

While ensuring the resources for ongoing, uninterrupted provision of air traffic services, it also offers the only alternative for keeping pace with the rapid development of the field.

Modelling the manpower planning process While some basic features and parameters of manpower planning may remain the same from country to country, the majority of the process is likely to be

subject to national or organisational variations. In order to identify the key elements and the factors affecting the process.a model chart was created.

The model chart is self-explanatory and may vary according to local factors. In this case the following key elements played a major role: • Flight scheduling and commercial agreements regulating the service hours and services provided •i • Service hours and staffing of individual positions based on daily shift rotation and work-rest pattern within shifts • Models of coping with ad hoe situations (occasional sick leaves etc.)

• Operational infrastructure: airspace planning, procedures and advances in ATM technology • Recognizing the concept of the Strategic Manpower *) Note: in Finland the national carrier and two regional airlines operate according to three different types of seasonal schedule: the wintertime ("normal"), the summertime and the downgraded summertime schedule (summertime low season for domestic traffic in July) When creating the model, the working group performed a study on manpower planning guidelines provided by Eurocontrol, ICAO and a series of domestic WG reports which were mutually recognized by both the employer and the employees.

The Manpower Calculations In order to be able to assess the actual optimum number of ATCOs per unit an easy-to-use calculation tool was devised.

The tool is based on standard Excel format and offers an opportunity to study the manpower needs using a number of variables. Calculation is based on days and shifts with an option for seasonal corrections.

The basic data for calculation include an estimate on e.g. the following: number of operational shifts per day, number of working days to be used for continuation or refresher training (per person/unit), an

THE CONTROLLER

Europe's premier meeting place fo_rthe Air Traffic Control Industry 2002 sees ATC Maastricht return to the MECC for it's twel~h year.

As the leading European industry showcase, this event will bring together over 130 key exhibiting companies in the ATC/ATM industry and as well as over 2,000 visitors.

Supported by

Supported

EUROCONTROL

and the EUROPEAN COMMISSION

Jane's Conference - New Scrotegies and Institutions for ATM: at Notional and European Levels. The highlighted issues under focus will be the technical and institutional changes that need to be made to improve safety and reduce delays. For more information and to book your conference place please visit www.conference.janes.com

and the EUROPEAN COMMISSION

EGATS Forum - The Sky is not the Limit: Capacity vs. Safety. The EGATS 2002 Forum will cry ond address these issues by providing a platform with expert opinions and a wide industry participation. For more information on the

0.....,.

forum and to register please visit the dedicated website at www.egats.org

Times

Tuesday 5m February 10.00 - 17.30

Wednesday 6~ February I 0.00 - 17.30

Thursday 1~February I 0.00 - 17.00

CMP INFORMATION LTD, 630 CH/SWICK HIGH ROAD LONDONW4 SBG, UK

The inaugural ATC Maastricht 2002 Gala Awards Dinner 6th February 2002. TEL: +44 (0) 20 8987 7709 This gala award dinner is to recognise and reward the outstanding concributions that have been mode in the ATC! FAX:+44 (OJ20 8995 2788 ATM industry. For more information please contact Paulo Milburn on +44 (0)20 8987 7832 or alternatively email at pmilburn@cmpinformotion.com ■ A4AP

EUROCONTROL

Ill

by EUROCONTROL

Opening

If you are involved in ATC - ATC Maastricht

EMAIL:

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For more information and free pre-registration

W£8StT£:

2002 is a must attend event WWW.ATCMAASTAICHT.COM

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please visit the website at

CONTROLLER MAGAZINE - SUBSCRIPTIONORDER FORM (Rates on Page 3)

Please Return to: Steph Simmonds, Controller Magazine Subscription, 11 Cornfields Yateley Hampshire GU46 6YT UK United Kingdom.

Tel: +441252 860736 Fax: +441252 860737 e.mail: subscribe@ifatca.org

BLOCK LETTERS PLEASE Family Name First Name(s) Address Country Number of copies required: Method of Payment:

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THE CONTROLLER

19

Co THE MANPOWERPLANNINGPROCESS Traffic distribution hour I day I month

Flight scheduling and commercial agreements

Aviation legislation and regulations

Labour legislation and agreements

Environmental issues

Seasonal traffic variation

FCAA's guidelines and orders

Ergonomic recommendations

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average amount of holidays, sick leave or days off due to personal affairs, an agreed amount of surplus working days in order to cope with ad hoe situations etc. These parameters are applied to the whole unit.

For calculation purposes the staff is then divided into two categories, i.e. ATCOs whose input is based on operational work only (ATCO 1) and ATCOs who have supplementary tasks outside the operational duties, such as management, OJT, special tasks and projects etc. (ATCO 2). While the input of ATCO 1 controllers is easily available the input of ATCO 2 controllers remains to be estimated in terms of working days individually . The formula then provides the total amount of ATCOs required for the particular unit.

The formula is not a key to success but offers an efficient planning device once the parties involved have managed to agree on the actual manpower policy. Ifs also helpful when studying the effects of different options and can be used to support e.g. annual budgeting.

Conclusions When starting the work it was agreed that the time span of the we· s assessment

20

would cover a time period of five years.

This was to be supported by traffic analysis and forecast based on extensive statistics. Later it was learned that such a long-term assessment would be possible only within a stable situation or under highly predictable circumstances. When it comes to major changes in ATM technology or procedures this may be the case. The effects on manpower resources are likely to be an essential part of the cost-benefit analysis of each project. The same, however, does not apply to commercial airline schedule planning and traffic policy, especially in a country with marginal market and relatively high operating costs. Thus the working group could produce a realistic assessment, based on the prevailing conditions only.

In terms of concrete staffing figures the result of the wc·s assessment for Finnish ATC units, management, planning and training indicated a lack of only a few percent in the prevailing situation.

However, there are clear signs of high pressure being placed on the organization and especially on the national A TC training institute, Avia College, in the very

near future; the number of retiring ATCOs is about to reach its all time record this year.

To sum up Unexpected changes in airlines· scheduling and marketing strategies are likely to guide the airport authorities and service providers in their decisions on the service hours and services provided (e.g. radar or procedural APP). The employer continuously consults with the stakeholders, but ifs a forum where the employees have very little or no say; the law of demand and supply rules - come what may.

Besides normal duty rostering, each and every unit should have clear, concise instructions for coping with ad hoe situations. Whether to rely on stand-by shifts, to downgrade services or to turn to staff performing special duties outside the operations room depends on the prevailing circumstances, but a number of "rules of thumb" are required.

It was mutually agreed that manpower planning be an ongoing process and a vital part of annual budgeting. Successful

THE CONTROLLER

Co ATCO 1

OPERATIONAL CONTROLLER - working days per week Weeks 52 Working days together minus public holidays minus average sick leave total Deduction Other than operational shifts 1 Training 1 refresher training Training 2 other local training RTF Other minus medical and proficiency checks Working days together; total Deduction holidays workdays ratio long/short holid.

2

planning is in the interest of both parties therefore it requires their total commitment to the principles and procedures. In order to guarantee this the actions recommended by the WG and taken by the Finnish CAA and FATCA are closely monitored in a joint seminar every

six months.

260.

X X

A

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mutual understanding of broad guidelines exists, the actual staff amount calculation appears to be an easy task. This is where the working group·s calculation formula proves its efficiency as a versatile supporting device.

Finally, there is no doubt about the fact that no such thing as an absolute, universal model for manpower planning exists but the process is flexible. Once the key elements have been identified and

1JCo1@ ~~ □®3 aD@\?g: ~®

Ob□uffiloQg

~@[fe)~@□~ \Yl~Qi ®@li@~ In the busy European skies, capacity demands from the users have pressured A TS providers into implementing capacity enhancing programs. RVSM, RNA V, datalink, 8.33kHz frequency spacing, Free Route Airspace, civil-military integration and re-sectorisations all have one thing in common: they promise capacity gains.

While these programs certainly have an effect on capacity, what is their effect on safety? Are we jeopardising our number one priority by pushing too far? Are we just taking safety for granted and why? Are we just leaving it up to the individuals, up to the controllers? If there is a limit, how will we know when we've reached it?

The EGATS 2002 Forum will try and address these issues by providing a platform with expert opinions and wide industry participation.

It is as usual free of charge and it will take place on February 5th, 2002 on the first day of the ATC Maastricht Exhibition, in The Netherlands.

For more information, please consult our web site: www.egats.org and for registrations: www .atcmaastricht.com ................. ________ _,,,_,_,,,

THE CONTROLLER

_,

_

21

ATC in the Americas JeanRobert Dumfries EVPAmericas Air Traffic Control in the Americas region can be described as diverse and complex: also, it faces a number of pressing challenges.

The region is different in many ways from other regions but there are also similarities. Here we are faced with the following situations,

•

Relatively modern high technologically equipped, wellpaid MAs, civilian staffed and managed ATC Systems.

•

Relatively modern high technologically equipped, wellpaid MAs, civilian staffed and military managed/controlled ATC Systems.

•

Poor technologically equipped, poorly paid, poor working conditions, civilian staffed and managed ATC Systems.

•

Poor technologically equipped, poorly paid, poor working conditions, civilian staffed and military managed/controlled ATC Systems.

•

Improving technologically equipped, not well-paid, generally relatively good working conditions, civilian staffed and managed ATC Systems.

It should be noted that the five problems above are compounded by the language barrier, the political connections of the States (No EU although there is an OAS and MERCOSUR). trade and communications issues and a scarcity of sufficiently or adequately equipped or trained ATC officers at the operational controller level.

Changing governments with their associated regulations, different geographical scenarios, and economic problems all create constant worsening challenges for both controllers and pilots.

Additionally, (the language barrier)

22

communications are done between controllers and pilots who do not share mutually recognizable language. ATC communications are more difficult because our native language affects how we construct and understand regular industry messages such as • clearance'.

How we pronounce words and phrases, and how we interpret the meaning of any non-standardized instruction or request.

Words, accents, and phrases used in one country may have a different meaning in other countries. All these factors and many others unmentioned here make flight and effective communications hazardous. Several documented incidents have led to events ranging from incidents to unfortunate accidents.

International Civil Aviation Organization (ICAO) procedures and the use of English as the standard language represents attempts to deal with this issue.

Unfortunately, experience tells us that both controllers and pilots sometimes

deviate from those standards. Several occurrences and known situations in the Americas related to ATC safe operations have been selected and incorporated in this article in order to provide a good overview to illustrate what is happening ATC wise in this region.

Several months ago, an airline flight flying over South America at FL310 in contact with Belem Control requested a climb from FL 310 to FL 350. The controller's answer was: "OK, for climb to FL350 and call Paramaribo Center." The pilot ascended to FL350 reporting to Paramaribo Center. The controller responded that he was supposed to be at FL310 and not at FL350. The incident investigation concluded that what the controller meant was: "OK, for clearance to climb to 350, call Paramaribo Center." In addition, there is no direct link between controllers from these two adjacent centers for coordination. This small miscommunication could have caused an accident. Fortunately, there was no traffic around and no further problems ensued.

Many of us are familiar with the accident at Cali, Colombia. The miscommunication between pilot and controller was a direct factor in this event. In contact with Bogota-ATC, the controllers issued a clearance direct from Tulua. This information was not passed to the controllers in Cali, who assumed the flight was still on the airway. In Cali the aircraft was cleared to the Cali VOR while the pilot responded, "Roger, cleared direct Cali." The controller then acknowledged with an "Affirmative."

The clearance "direct Cali" meant routing into a non-radar environment, which was not the -:-" intent of the controller. ATC clearance to a certain point is not a clearance direct to that point.

"Clearance to" means that the filed routing must be flown and if the controller wishes to clear the flight direct, he will say "Cleared direct ABC" or "Cleared to ABC via direct."

THE CONTROLLER

T owned aircraft only to find that their family member had crashed only 30 km from the departure aerodrome.

In Peru, deficiencies with newly acquired radar system that is not installed in any other country while its purchase was questioned.

In Aruba, similarly radar system is installed but no radar service is being provided.

There are also several reports concerning lack of communications in varied Area Control Centers (ACC) in the region. Many of these reports indicate that centers will authorize a flight up to an intersection, whereupon the Aircraft involved is to call another center for further clearance. However, when the aircraft arrives at the intersection, no radio contact is possible with either Center. For instance, aircraft flying in the North Western sector of the Curacao (TNCF) FIR will be cleared by Curacao ACC with the phraseology, "You are cleared whilst in controlled airspace."

Because the HF frequency is out of service and the available VHF frequency does not reach that sector, the airspace has been declared uncontrolled airspace while many airline flights are using it on a daily basis. On the en-route charts, the area is published as a class G airspace west of a line from N 16'00 W 71 '00 to N13'37 W 73'00 and within the TNCC FIR.

northbound are being separated with a separation of 15 minutes applied by the adjacent Curacao ACC because there exist only one route (A315) north bound used also by all flights from other

Air Traffic Controllers from the region also deal with various infrastructure deficiencies In order to provide suitable ATC services.

Some of these include situations like:

ATS speech circuit cuit

In Guatemala where the taxiway is built too close to the runway and departing aircraft are receiving terrible amounts of delay because they are not allowed to taxi further, waiting for aircraft to land before they can taxi closer to a take off position.

In Caracas and Aruba, aircraft departing

departing aerodromes in Brazil and Argentina. Reported delays have been up to 5 hours.

In Argentina, no search and rescue service was provided for a flight that was lost for a couple of days, whereas the concerned family chartered a private

THE CONTROLLER

The pictures above show the Radar equipment installed in Aruba.

About AWG 25 million (USD 14 million) were spent acquiring the system in 1995/96 and in 1999, an additional USD 1 million was spent upgrading it to be Y2K compliant.

While the whole staff has in the mean time has received radar training, no radar service is provided whatsoever and the reasons for this lack of service amongst other things is: No understanding and/or care for the safety and expeditiousness of international air traffic Apparent sympathetic priorities affecting the provision and maintenance of above mentioned system.

BIA:-

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23

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________ _

...............................

-...............

Raytheon The first of an occasionalarticles highlighting the activitiesof IFATCACorporate Members.

The Raytheonrepresentativeto IFATCAis George T Dooley

Raytheon is the world's leading supplier of Air Traffic Control - Communication, Navigation, Surveillance/ Air Traffic Management (CNS/ATM) solutions used in the control of over one-third of the world's skies.

The Air Traffic Control business area of Raytheon offers a broad range of automation and surveillance systems which are in use today in over fifty (50) countries around the world. The breadth of Raytheon's systems include Automation, Communication, Navigation, Surveillance, and Air Traffic Management with products supplied to both civil and military markets.

The Automation portion of our business

includes products such as Auto Trac, TracView, Standard Terminal Automation Replacement System (STARS), and the Canadian Automated Air Traffic System (CAATS); GPS based Navigation systems encompass systems such as Wide Area Augmentation System (WAAS), Local Area Augmentation System (LAAS), and Joint Precision Approach and Landing System (JPALS). Surveillance systems are suitable for civil and military applications and include products such as the Air Traffic Control Beacon Interrogator (ATCBl-6), ASR-11, Terminal Doppler Weather Radar (TDWR). and runway surveillance systems such as the Advanced Surface Movement Radar (ASMR) for (ASDE-X) and Precision

Runway Monitor (PRM).

Raytheon's experience in and understanding of air traffic control requirements is evident by the quality of the products we produce. This well tested background with proven equipment will permit the seamless transition to tomorrow's Communication, Navigation, Surveillance/ Air Traffic Management (CNS/ ATM) environment.

EDNOTE: On the opposite page, there is extract from the Raytheon Newsletter describing the newCanadian Automated Air Traffic System (CAATS)

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THE CONTROLLER

F Canada's New Air Traffic Management System Sets a New Global Standard Raytheoncompletedthe final Site Acceptance Testsfor the Canadian AutomatedAir TrafficSystem(CAATS) in October2000,markingthe deliveryof this world classAir Traffic Management(ATM)system.

Developed for NAVCANADA. CAATSsetsa new global standardin advancedATM by providingair traffic controllerswith a systemthat will help themmeetthe increasingdemandsof air traffic.

CAATSis a completesystemsolution providingall the functionsfor Air Traffic Management.

It providesa rich tool-set for controllingInstrumentFlightRules

TheCAATS Site Acceptance Testswereconductedby Raytheonat NAV CANADA's EdmontonArea ControlCentre,the Technical SystemsCentrein Ottawaand at Raytheon's facilitiesin Richmond.

Thesetestsachieveda 99.9 percentpassrate. As part of the FactoryAcceptance Testprogram,Raytheon alsodemonstrated that the performancecapabilitiesof the CAATS systemwill exceedthe demandsof Canada ·s busiestArea ControlCentre(ACC)and TowerComputerComplex (TCC)projectedbeyondthe vear2005.

(IFR)andVisualFlightRules(VFR)aircraft both in andout of radarcoverage CAATS consolidates a completepicture of radardata,flight data,and weather onto high-performance workstations.offering the controllersthe optio of a paper-freeenvironment.Distinctivesystem featuresincludeautomaticflight data postin£ conformance monitorin~ hand-offwarnings. adaptedautomatichanc off initiationand acceptance,and automated flight data distributiont· adjacentcentresand externalagencies.

TI1everyadvanced flight data processing systemprovidesa 4dimensionalprofilethat is highlyaccurateand is built from clearanceanc wind data usingadapte, aircraftmodelsand adaptednavigation information.Provisionis madefor an Altitude Reservation Capability and full Conflict Detectionand Predictior ConflictPredictionis

basedon a comprehensive airspace-toprotectconceptth!lt ensuresaccurate conflictcheckirgincludirg minimum safealtitude,restricti;rjairspace,and otheraircraft.

Developmentof CMTS utilired the principlesof object-orienteddesign.pro. viding the ability to allow erTicient u~rades as the changinge1wirornnent of air traffic marngementdrniancls.

Thisapproachalso makesthe CAATS f.tlWJl9"fkJJl{llt: .'3!J!5(r}gL!W.3111 J.a.1/)' J.}.;_f)raJJ 4.'Vl proclucthighlyadaptableto anyATM W.Cll•g5.lt•Ampl.Slia, .l!!IUJ19 environment.includirg enroute.oceanic, the militaryelrnionls of tre systomfor terminaland to•M)roperation5,without c.iinada·s Departmentof r-Jational any designIimitalions on g,ographic Defenceunderthl MilitaryAlllomatecl extenta data eapacities. TheS)"5Lem Air TrafficSystem(MMTS).Togett"a incluclesa uniform.integraLedand highlyaclaptThisapproachalsomakesthe CAATS produa able comp11te1-hu man inte1face(CHI) and is able highlyadaptable to anyATMenvironment, to inta-facev,ith a wide lncWng enroute,oceanic,tennlnalandtower rangeof exlemal.syS1e1ns operations, -mthoutanydesl!Jn limitations on usingf~aytheor,-5 powerful adaptivegateway geographic extentor datat:8pi1Cities. technology.

Raytheon ·s RichmondB.C. wcrkforce dra•linfrom engineeringtalent across Canadaandarour-x:I Uie,,,orld,is in tl"E piocessof completi1-g de•ref opmentof

________ THE CONTROLLER

theses1stemsbecomea cornpletesolu• Lionto civilianand militaryair traffic management.pro~idirgCanadathe mostadvanc:F.d and highlyintegatecl systemavailablein tre world.

_

...................... ..

25

A Controlled AirProx PhilippeDomogala IFATCAAviation Enthusiastand EuropeanEditor Some time ago I was invited by a German Air Force colleague, to make a flight in one of the tanker aircraft that routinely refuels the AWACS from their Geilenkirchen Air Base, in Germany, just a few Miles from Maastricht across the border.

The first surprise is the age of the aircraft ; 1957 ! and old Boeing 707-320 ex Pan am refurbished by Boeing to carry some 30 Tons extra fuel, and renamed KC-135. The US Air Force uses its own tankers sometimes, but this time it was one of the National Air Guard, their Reserve. This particular unit based in Maine has 8 such tankers.

The pilots are mostly civilians doing their period of duty. My captain was a garage owner, the co pilot was a dentist, the Flight engineer/ Navigator was a teacher and the " boom operator" or fuel manager waws a·retired USAF staff continuing after his normal time.

Despite this unorthodox mix, the Briefing, the checks, and flying of the aircraft were far above normal Airline operations standards. Hey have no time pressure and take their time to make sure everything is right and check list rigorously followed! I was impressed by their professionalism I must say.

When I made the remark, the Co-pilot told me : Well it is a bit different to carry 30 tons of fuel in plastic tanks in the galley than 100 passengers.The consequences in case something goes wrong is quite a show?

This was reminded later with some dry humour during the pre-take off briefing :" Ok Gents, in case of emergency: run like hell?. "

26

Our mission this evening was to take off from geilenkirchen at 1600 towards a refuelling area 100 NM away in the north of Germany and deliver 15 Tons to an E3 AWACS ( Another ex Boeing 707) that was going on an 11 hour mission above Kosovo.

Our call sign this evening : ESSO 357 ( Always a bit of Humour .. ) As we board the plane ( via a small hatch door below the cockpit, ) the painting on the nose attract attention : A old ZZ top bearded man with the slogan : " Oldie but Goodie " .. Right !

The cockpit of the aircraft did not change much since 1957 except for a few bits of military avionics added.

Take off is uneventful , just a bit noisy?Some Kc135s were being reengined with modern CFMS6 engines ( he same that on the A320 and B737300s) and those were far quieter, But our Oldie still had the original engines , with original 1950,s noise ..

Climbing to 29.000 feet ( our refueling altitude) making contact with the AWACS and the rendez-vous between the 2 aircraft can start : this is a complicated procedure where both navigators on each aircraft are giving heading and speed instructions to their respective pilots. The final aim is to bring the two aircraft very, very close together ( about ?meters) at about 400 Kts .. If to bring two aircraft within 5 to 1Orn of each other is relatively easy, as any trainee air traffic controller can tell you, keeping them exactly 7 meters apart for about 10 minutes needs another skill.

The first approach is done by a small airborne mini-TACAN until both a/c see each other, then a talking procedure aimed a bring the AWACS slightly below and behind the tanker is done, the last meters are done using a set of lights on the tanker, for the pilot of the AWACS to align himself exactly. Laying down beside the operator, I follow the approach through a small window . It is incredible ! So close to each other, at that speed!

It then opens its tank doors ( a small hatch above the cockpit) and the boom operator, laying on his belly just under the tail, tries to place a perch (called " boom") inside that tank opening.

With a little turbulence it is not that easy.

This time it took 4 attempts to lock on.At one time the AWACS came too close (about 5 metres) To us and immediately the procedure is stopped, the AWACS pilots cut power

THECONTROLLER

AGENDA 2001 Oldie but Coody .. the symbol applies to a lot of us!!

05 • 08 Executive Board Meeting Contact· IFATCA Office Manager, Tatiana lavorskaia Phone +1514866 7040 Fax

+15148667612

Email: office@ifatca.org 19 • 21 EUR Regional Meeting Zagreb Contact• IFATCA Office Manager, Tatiana lavorskaia Phone+ 1 514 866 7040 Fax

+1514866 7612

Email: office@ifatca.org 25 • 26 AFM Regional Meeting Accra Contact· IFATCA Office Manager, Tatiana lavorskaia Phone +1514866 7040

and immediately appears to reverse half a mile away ! It then can starts again.

We finally made it and in less than 8 minutes the 15 tons were transferred. The huge pump , located just above the tanks in the cabin ( see photo) delivers about 2 tons of fuel every minute.

When the procedure is finished, the AWACS pilots make a waving sign ( you can almost see the colour of their eyes !) and gently bank the aircraft away from us .

remember from my Flying training that my instructor always told me that near-empty tanks are far more dangerous than full ones. They explode much more easily.

But everything went perfect and as we disembarked in the dark, I looked again at the " oldie but goodie " sign and as I pat the 707 gently with the hand, I remember that it probably applies for me as well.

Later in the evening, while drinking a beer with the crew, I also realised that I had

Fax

+ 1 514 866 7612

Email: office@ifatca.org November 2 • 3 AMA Regional Meeting Nassau, Bahamas.

Contact - IFATCA Office Manager, Tatiana lavorskaia Phone+ 1 514 866 7040 Fax +15148667612 Email: office@ifatca.org 7 • 8 ASP Regional Meeting Kuala Lumpur Contact· IFATCA Office Manager.

Tatiana lavorskaia 15 -16 "ATCOs in a Changing World Eurocontrol/lFATCA Workshop Brussels Contact: Mrs Helene Barbier email: helene.barbier@eurocontrol.int fax: +322. 729.99.84(Registration before 25 October) 20 • 23 SC3 Meeting Contact· IFATCA Office Manager, Tatiana lavorskaia

2002 21 ·23 SC1 Meeting Copenhagen Contact· IFATCA Office Manager, Tatiana lavorskaia 20 - 22 Executive Board Meeting Montreal Contact - IFATCA Office Manager, Tatiana lavorskaia

Mill 12· 13 Executive Board Pre Conference Meeting 15 • 19 41 st Annual Conference See details and forms in this issue 20

Post Conference EB Meeting

Contact· IFATCA Office Manager,

What a sight !. .

Time now to go down ourselves for the return flight to geilenkirchen.

I was a bit tense during the landing as I

THE CONTROLLER

just witnessed a very large AIRPROX , live.

As a controller, a bit frightening, but on the other hand What a sight !

Tatiana lavorskaia Phone + 1 514 866 7040 Fax

+1514866 7612

Email: office@ifatca.org

27

41 st Conference Cancun •

Tl This is the second opportunity that Mexico is organizing the IFATCA conference, and as the president of the Organizing Committee says: "All the Mexican Air Traffic Controllers are very proud of being for the second time, the host nation for the annual Conference of IFATCA. Certainly we know, IFATCA is the right forum to discuss every matter concerning our profession; the only way to improve the air traffic control services around the world is sharing ideas, knowledge and experiences, this allow us to increase safety in the sky worldwide.

In Mexico, you'll find not only the warmth of our people, but also the friendship of all the Mexican Controllers, who will do our most to assure a successful conference and make your stay in Mexico a pleasant and memorable one.

Don't lose the opportunity to know our air traffic control infrastructure and important aspects of the Mexican culture.

On behalf of the Mexico Air Traffic Controllers, I would like to invite all lFATCA members to honour us with their presence and participation in the 41st Conference of our Federation, in Cancun.

Quintana Roo."

Preparations for this magnificent event are in progress; Conference hotels block reservations have been made and the conference program has been set.

We, the organizing committee are looking for an excellent environment to work with while in the conference committee rooms so as to combine with the time-off to relax and enjoy the natural wonders this god's land offer during the conference days 15th to the 19th of April 2002 and one week before the 15th and after the 19th as hotels are keeping the same rates. Mexico ATCA and the Organizing Committee certainly believe that we are going to be able to facilitate participation for all Member Associations, Individual Controllers and Corporate Members from all over the world.

Information has been spread at the Geneva conference and given to the delegates in committee "A", in addition to this, an IFATCA CANCUN'2002 home page is now open at: http://www.actam.org.mx/

please go to the IFATCA Cancun'2002 icon and double click, it is updated on a regular basis as information

becomes available.

We will appreciate so much your earlier registration so as to facilitate us on reserving the best hotel rooms for you and better attention upon your arrival, during the conference and your departure; we offered in our Cancun confirmation presentation in Geneva that for every 15 registrations to the conference the next registration is free starting with the director an so on, we still have the offer. Remember that lower fee is applicable for registrations received by or before February 15th 2002. The Conference main hotel is Sol Melia Cancun, we recommend this hotel that apart of being the location where all events of the Conference are going to be, is one of the best hotels in Cancun classified Gran Turismo or Grand Tourism equivalent to a 6 star hotel. there are also 5 star Omni hotel and 4 star Oasis hotel not far from the Conference hotel, walking no more than 15 and 10 minutes each. As soon as we are receiving the registrations we process them, and send back the confirmation and registration number, please remember your registration number so as to make a quick check-in at the reception desk at the airport or in the hotel, here you are going to get your badge and the last information. Mrs. Guadalupe (Lupita) Hernandez is in charge of the registration to the Conference and hotel reservation if you need anything. please do not hesitate to contact her via e-mail at sai@actam.org.mx or act1987@prodigy.net.mx or via telephone +52 55712533 & +52 26430202.

Aeromexico and Mexicana airlines promised discounts on their whole network, but as today we do not have the final formal written resolution since they are separating from their original administrator "CINTRA" consortium, as soon as we have the information we will inform and update the web page.

Lots of airlines fly into Cancun, in the case that your national airline or other airline is offering you a cheaper fare or free ticket and you are coming to the airline hubs or gateways like Mexico city, Los Angeles, San Francisco, New York, Chicago. Atlanta, Miami, Dallas, Houston, Montreal, Havana, Buenos Aires, Bogota, Santiago, Rio de Janeiro, Sao Paolo, Caracas, Lima, etc. or to the cities that Aeromexico and Mexicana flies, you can combine and connect with their flights to Cancun. You can request more information to the O.C. President Mr. Victor Cervantes or Vice-president Mr. Javier Camarena e-mail at act1987@prodigy.net.mx or sai@actam@org.mx or via telephone +52 55712533 & +52 26430202.

There will be a reception booth at Cancun international airport that might help you out with anything you need, also there is going to be a hotel and conference registration room at the airport for those not registered prior to the arrival (please register here), there is going to be transportation airport hotel - airport starting on Saturday the 13th until Saturday the 20th . A registration desk will be also available for you at the main Conference hotel, Sol Melia Cancun.

For those who need visa to enter Mexico, we remind you to make your visa request at least 60 days in advance to any Mexican Consulate or Embassy near you, if you have any trouble, please let us know 45 days prior to enter Mexico and we are going to try to fix the problem.

We have negotiations with an expert customs agent for those corporate members or anyone else requiring the assistance with the technical equipment arriving Cancun for exposition at the Conference, please contact Mr. Alfonso Cruz who is in charge of the technical maters via e-mail goose@prodigy.net. mx or actl 987@prodigy.net. mx We recommend you that if you are coming into the conference not to work but, for relax, take the accompanying persons program, very cheap planed complete tours, first of all we are going to make on Monday a sightseeing tour around Cancun, on Tuesday we are going to Tulum and Xel-Ha, on Wednesday to Xcaret Eco-Archeological Park and on Thursday on to Chichen ltza. For those who want a little more explanation of what are this places, check this:

ANY WAY YOU LOOK AT IT, CANCUN IS A MAGIC WORD

28

THE CONTROLLER

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41st ANNUAL CONFERENCE& EXHIBITION OF THE INTERNATIONALFEDERATIONOF AIR TRAFFIC CONTROLLERS'ASSOCIATIONS (IFATCA) 15 - 19 April 2002

Secretariat Use Only

Reg.No. __

_

Concun,Mexico

REGISTRATIONFORM • Please print block letters or print to complete this form.

PARTICIPANT First Name: I I l Postal Address: I .----'=======;------;::::========;----;::::::::======= I AFTN: I Tel: I I Fax: I :=========------=====;-----E-ma iI: I l

I ::=::===============----------'======

Family Name:

I I

'------------;:========------------------

Preferred Name on Name Badge:

I

I

Association/Organisation/Company:

I

I

FUNCTION AT CONFERENCE

D D D

D D D

IFA TCA Officer Conference Officer Corporate Member

D D D

Director Delegate Invited Advisor

Deputy Director Individual Member

Full Members of Member Associations Must Register as One of the Above

D

D

Observer

Panel Speaker

An Observe/Speaker is a person attending conference by invitation or approval of the Executive Board.

ACCOMPANYING PERSON Family Name:

I

I

Person accompanied

I

I

First Name: Children:

I

I

I

I

REGISTRATIONFEE IFATCA Officer

US$ 130/100*

Invited Advisers

US$

130/100*

Individual Members

US$

150/120*

Conference Officer

US$ 130/100*

Panel Speakers

US$

130/100*

Corporate Members

US$

200/150*

Delegates

US$

150/120*

Accompanying Persons

US$

200/150*

Observers

US$

200/150*

Deputy Directors

US$ 130/100*

Directors

US$ 130/100* TOTAL:

US$

Full Members of Member Associations

METHODOF PAYMENT Credit Card:

D

Visa

I

.__

____

___J

I •Lower fee applicable for registrations received by or before february 15th 2002.

Must Register as One of the Above

D

Mastercard

D

Amex

Other:

Expiry Date:

Card No. Card Member (in block letters): Card Members Signature (Same as on your card}:

Please return this form to Organising Committee IFATCA 2002 before 15 FEB 2002 Fax: 52 55 71 28 77, Tels. 52 55 71 25 33 or 52 26 43 02 02 E-mail: act1987@prodigy.net.mx Or complete form on IFATCA 2002 homepage in www.actam.org/ifatca

30

THECONTROLLER

41st ANNUALCONFERENCE & EXHIBITION OF THE INTERNATIONALFEDERATIONOF AIR TRAFFIC CONTROLLERS' ASSOCIATIONS (IFATCA) 15 - 19 April 2002

Secretariat Use Only

Reg.No. __

_

Concun,Mexico

HOTEL RESERVATION • Please print block letters or print to complete this form.

PARTICIPANT Family Name:

I

Postal Address:

I

Tel: E-mail:

I

I

First Name:

I I I

I::==========------=====;-----_J I Fax: I I AFTN: I'----------------' I I HOTELS

D D D

D

D D D

a) Melia Cancun Beach & Resort••••• (Conference Hotel) b) Omni Cancun Hotel •••• c) Oasis Internacional •••

One night deposit:

1. __

USO

129

Single and Double

119 USO*

Single and Double

88

uso·

Sharing room with:

I am organising my own accommodation Specify your hotel priority:

uso·

Single and Double

_

2. __

_

3. __

X

_

Rooms=

USO

• Rate depending on actual rate of exchange at Conference - All rates include breakfast.

Note:

The Omni Cancun is placing at 500 mts from Melia Cancun Convention Center, 15 minutes walking.

The Oasis is placing at 300 mts from Melia Cancun Convention Center, 10 minutes walking

METHOD OF PAYMENT Credit Card:

D

Visa

D

Mastercard

D

Other:

Amex

Card No.

Expiry Date:

IM ~----~

Card Member (in block letters): Card Members Signature (Same as on your card):

TRAVEL DETAILS Arrival Date:

Flight Number:

Arrival Time:

Departure Date:

Flight Number:

DEPTime:

D

D

Arriving by train

I Special ,eq,kemeols

Arriving by car

Please return this form to Organising Committee IFATCA 2002 before 15 FEB 2002 Fax: 52 55 71 28 77, Tels. 52 55 71 25 33 or 52 26 43 02 02 E-mail: act1987@prodigy.net.mx Or complete form on IFATCA 2002 homepage in www.actam.org/ifatca

----

THE CONTROLLER

................................... .

_____

________ _

......................................... _.

31

41st ANNUALCONFERENCE & EXHIBITION OF THE INTERNATIONALFEDERATIONOF AIR TRAFFIC CONTROLLERS' ASSOCIATIONS {IFATCA) 15 - 19 April 2002

Secretariat Use Only

Reg.No.__

_

Cancun,Mexico

ACCOMPANYING PERSONSPROGRAM • Please print block letters or print to complete this form.

PARTICIPANT First Name:

Family Name: Postal Address:

~-----=-=-=-=-=-=-.:::;----------:===========::::;------;:.=-=-=-=-=-=-=-= AFTN: Fax:

Tel: E-mail:

I intend to participate on the following tours:

D D D D

Dates

USD

City Tour of Cancun

Monday 15

16

Tour of the Ruins of Tulum & Xel-Ha

Tuesday 16

80

Xcaret Eco-Archaeological Park

Wednesday 17

80

Chichen ltza

Thursday 18

80

TOTAL:

Persons

□ □ □ □

US$

METHODOF PAYMENT

Credit Card:

CJ

Visa

D

Mastercard

~

Amex

Card No.

Other: Expiry Date: IM

~-----~

Card Member (in block letters): Card Members Signature (Same as on your card):

Please return this form to Organising Committee IFATCA 2002 before 15 FEB 2002 Fax: 52 55 71 28 77, Tels. 52 55 71 25 33 or 52 26 43 02 02 E-mail: act1987@prodigy.net.mx Or complete form on IFATCA 2002 homepa(:lein www.actam.org/ifatca

__________________________ 32

........................... _,

,. ,

THE CONTROLLER

Charlie'sColumn ANOTHER AIRCRAFT OUT OF FUEL After the Hapag Lloyd Airbus A310 last year, this time it is a Canadian Air Transat Airbus A330 who lost all its fuel over the Atlantic. Consequently they lost both engines, the first one at FL390 and the second one at FL340. The A330 glider then soared for 20 long minutes to just make it in the military airfield of Lages in the Azores.

The tires burst on impact but all on board were safe.

In Frankfurt, a Pan Am Constellation is waiting at the hold for a landing BOAC Britannia.

Frankfurt controller: Speedbird, expedite if you can and leave the runway at the next intersection BOAC pilot : OK, we will reverse propellers!

Pan Am pilot : Gee ! we did not know that you could reverse props !

Clear English voice : You Yanks have a lot to learn !

now becomes the task of Management.

But as Management is considered by both groups as coming from Pluto, (they do not understand anything about computers and even less about how ATC is done,) both engineers and controllers walk back in their respective parts in the canteen muttering about each other.

Incidentally, is there anywhere in the world an ATC Unit where controllers and engineers actually use the same area in the canteen ?

How can you run out of fuel in a modern aircraft is beyond the comprehension of the normal passenger. What happened apparently is that a badly fitted fuel line during an engine change prior to departure might have started the fuel leak,. Then, when detected by the pilots, a wrong cross feed input pumped the remaining fuel into the leaking tank instead of the other way around.

ENGINEERS ARE FROM VENUS, CONTROLLERS ARE FROM MARS (continuing story) The great divide between the two groups is not getting smaller. While testing our new future ATC system recently, we discovered that when you make a mistake in the input sequence, a window pops up in the middle of the radar scope saying" ERROR" in bright red. This window is 10 x 8 cm (4x3 inches) and appears right in the middle, on top of the radar picture, hiding the aircraft below. The modern electronic version of the cone of silence of our early radars perhaps? This of course will be deleted in future versions, but it shows clearly how engineers work and think.

UNSCHEDULED LANDINGS Always painful those landings at the wrong airport .. Last March, a TWA MD80 bound for Hayden in Colorado, ended up in a small community uncontrolled strip nearby called Craig municipal airport. The very short runway did not surprise the pilot, the landing was perfect, but when the dust it generated had dissipated, embarrassment began.

As it was the first time that a large jet had used the airport, lots of nearby residents came over to welcome the brave pilots, photos were taken, the local television arrived , etc ..

One of them even nicknamed TWA -The Wrong Airport.

The airline, starting to see the potential commercial damage, called in the PR men.

One of them came on national television to say that the MD80 made an " unscheduled landing".

Nice to know mistakes are not scheduled.

Canadians have experience in that sort of gliding since a few years ago a brand new Boeing 767 also ran out of fuel and glided to land in a disused airstrip. This time someone mixed up pounds with kilos.

Cultural differences again!

PAN AM Reading a copy of" Der Flugleiter" the magazine of the German controllers association, I found an interesting article about the legendary airline Pan Am, entitled, : "We miss you Clipper" (For the young ones, Clipper was the Pan Am R/T callsign) ) which recounted old anecdotes involving German controllers :

Munich controller : Clipper 2, do you have the field in sight ?

Pan am pilot: "Yes sir, since 1945 !

For an engineer, detecting an error and informing the operator is the most important thing hence the window above everything else and the colour.

For a controller, continuing to do his work without disruptions, even if he made an error is the most important thing.

Therefore he would like the warning to be there, but non-disruptive. Explaining this to a group of engineers is quite an exercise.

In Berlin , a British and a Pan am aircraft arrive together at the runway holding point.

Controller : Bealine and Pan Am, can you sort out between yourselves who will line up first ?

Strong American accent voice : Sure! Go ahead Clipper !

Same voice again : Oh! Thank you very much!

English accent voice: But, .. Berlin, we have not said anything !

Controllers (trying not to patronise ) : OK, it is nice to know we have made an error, warn me, yes, but do not overdo it and certainly do not hide my radar picture ..

Engineers ( trying to remain calm) : You cannot continue to work unless you complete the proper input sequence. If the warning is too small you might not see it, .etc .. etc ..

Controllers : So, pleasing your computer is more important than controlling aeroplanes !

But they also had jokes made on them sometimes:

Reconciling the two groups is difficult and

One of the first female controllers in Frankfurt :Clipper 34, can I turn you on at 10 miles?

Pan Am pilot : Madam, you can try!

THE CONTROLLER

Maybe next time I make an error on the radar I could call it : "unplanned separation " sounds much nicer than AIRPROX anyway..

OVERHEARD ON THE FREQUENCY Controller : Sunflight 234 can you give me the wind at FL280 ?

Pilot: Hey, we are a DC9. We are lucky to know which State we are overflying !

33

A Woman Controller in Sweden LottaHoffback-Kaljo

When people hear I work shifts, nine out of ten ask me if I'm a nurse. The closest I get to that profession is handwriting like a doctor!

No, I am an air traffic controller, one out of 700 in my country. About 40 % are women, this profession is still considered to be male-dominated, mainly because the culture and management is based upon a long tradition of men. The first woman ATCO in Sweden got her rating at Stockholm-Arlanda 1969.

Her name is Gabriella Westberg, she now works at Trollhattan Airport in the south of Sweden. In a few years time she will retire, and her retirement will probably not cause the attention she had when she started to work! Pilots were speechless when they heard her on the radio, some even sneaked into Stockholm ACC to see her "live".

Today, they can hear women controllers all over Sweden, which is a good thing as it is well known that female voices are more readable when transmitted. The fact that we can also do many things simultaneously, makes one wonder why they recruit men at all! No, to be honest one thing that I appreciate about this work is the acceptance for both male and female behaviour. Everyone's opinion is respected, and it adds extra

dimension to discussions whether they are about staff planning, human factors, or technical matters.

reasons we try to minimise the time in the tower-cabin for our young ones, when we have to take them with us at shift changes.

My sons have a mother who doesn't know a thing about knitting or baking, but knows a lot about aircraft performance and expects everyone to obey her orders.

Immediately! They also have a father who is a controller, and it is a real mystery how

I have to admit that there are days when one dreams about a job as a bellboy (bellgirl??), but after twenty-four years I still love my work. All controllers in Sweden work under the same conditions, there are no differences in pay between sexes. That is at operational level , but when it comes to management, women are as scarce in Swedish CAA as they are in many other countries.

However, there is a genuine interest to improve this situation, and female candidates for different career-positions are welcomed as both specialists and managers.

we can have the most uncontrollable boys in the neighbourhood. Our youngest son use to tell people that his parents work at the airport, riding the elevator all day long.

Because that is his impression of our workplace, going up in the elevator, spending a few minutes in the tower, then going down in the elevator again. For certain

After six years at management level, I have chosen another career path. Now I share my workinghours between being an operational controller, and a parttime position as an international consultant for Swedavia, a subsidiary to Swedish CAA. This has given me a fantastic opportunity to compare working situation in different countries. Even though I learn a lot from my foreign colleagues, I must say I am very glad every time I return to Sweden. We have a great working environment, both for men and women.

GABRIELLA WESTBERG who gained her rating as an Air Traffic Controller at Stockholm-Arlanda ACC 1969

How come you decided to be a controller at all? At that time it must have been quite an unusual choice of a profession for a girl?

Yes, it was. I found it among a lot of other interesting careers, in a brochure about vocational guidance for students. It was only the second year that they let anyone (who fulfilled the requirements) apply for the air traffic controller's course.

Before that they recruited men with a military background or former pilots.

When I was younger, men seemed to have more opportunities than girls had. And I didn't want to become a secretary or some other traditional female occupation, though I dreamt about being a teacher for a while. Controlling aircraft was something I

34

immediately thought could suit me, and I have never regretted my choice.

• How were you treated among colleagues and pilots when you first started?

Very nicely most of the time. Most of them were curious, a few others were not used to the situation and had their doubts. But I just continued working the way I was "'! - •trained, and soon more female controllers arrived. So they just had to get accustomed to working together with women controllers. I haven't had much problem at all actually working as an operational controller. This is the career I have chosen, hopefully I will be able to continue until my retirement.

THE CONTROLLER

Picture Gallery

THE CONTROLLER

35

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