IFATCA The Controller - October 2012

THE

CONTROLLER October 2012

Journal of Air Traffic Control

INTER-

TION OF AIR TRAFF ERA IC C FED

LLERS’ ASSNS. TRO ON

Also in this Issue: 4 Secondary Stress 4 Air-to-Air Refuelling

NATIO NAL

4 TOHOKU EARTHQUAKE & TSUNAMI

Contents

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October 2012 Volume 51 Issue 3 – ISSN 0010-8073

THE

CONTROLLER October 2012

Journal of Air Traffic Control

INTER-

TION OF AIR TRAFF ERA IC C FED

LLERS’ ASSNS. TRO ON

Also in this Issue: 4 Secondary Stress 4 Air-to-Air Refuelling

NATIO NAL

4 TOHOKU EARTHQUAKE & TSUNAMI

Cover photo:

Roberto Devido via Flickr

In this issue:

EXECUTIVE BOARD OF IFATCA Alexis Brathwaite President and Chief Executive Officer Patrik Peters Deputy President

Patrick Forrey Executive Vice-President Technical

Scott Shallies Executive Vice-President Professional

Foreword from the Executive Board ............................................ 4 Tohoku Earthquake & Tsunami …….......................…………………. 6 Secondary Stress in ATC ........………………..………….........………….. 11 ATCO Wellbeing .....................………………………..……………………. 12 ATM Changes: The Future is Now ...…………………………….………...... 14 Americas: NATCA Support for NextGen ....………....…….……….….. 16 ICAO Flight Plan 2012 ...…......………………………………….…………….... 18 Technology: German GBAS Trials .........………………..……………………..... 19 Criminalization of Aviation – The Essence of Just Culture ....……………....... 21 Controlling the Future – ATCO Training & Career Development ..…….......... 23 Opinion: EASA: A for Absurd? .........…………...........………………. 25 Feature Air to Air Refuelling ...........…………...........………………. 26 Charlie .........…………...........………………….....………………………………….. 30

Darrell Meachum Executive Vice-President Finance

Keziah Ogutu Executive Vice-President Africa and Middle East Vacant Executive Vice-President Americas D. K. Behera Executive Vice-President Asia and Pacific Željko Oreški Executive Vice-President Europe

Philippe Domogala Conference Executive

Adell Humphreys Secretary

The editorial team has endeavored to include all owner information, or at least source information for the images used in this issue. If you believe that an image was used without permission, please contact the editor via http://www.the-controller.net

PUBLISHER IFATCA, International Federation of Air Traffic Controllers‘ Associations 1255 University Street · Suite 408 Montreal, Quebec · H3B 3B6 · CANADA Phone: +1514 866 7040 Fax: +1514 866 7612 · Email: office@ifatca.org EDITOR-IN-CHIEF Philip Marien Van Dijcklaan 31 B-3500 Hasselt, Belgium email: bm@the-controller.net DEPUTY EDITOR Philippe Domogala email: dp@the-controller.net CORPORATE AFFAIRS Vacant

REGIONAL EDITORS Phil Parker, Asia Pacific Serge Tchanda, Africa & Middle East COPY EDITORS Paul Robinson, Jez Pigden, Brent Cash, David Guerin Alasdair Shaw & Helena Sjöström LAYOUT & PRINTING LITHO ART GmbH & Co. Druckvorlagen KG Friesenheimer Straße 6a D 68169 Mannheim GERMANY Tel: +49 (0)621 3 22 59 10 Fax: +49 (0)621 3 22 59 14 email: info@lithoart-ma.de

DISCLAIMER: The views expressed in this magazine are those of the International Federation of Air Traffic Controllers’ Associations (IFATCA) only when so indicated. Other views will be those of individual members or contributors concerned and will not necessarily be those of IFATCA, except where indicated. Whilst every effort is made to ensure that the information contained in this publication is correct, IFATCA makes no warranty, express or implied, as to the nature or accuracy of the information.

No part of this publication may be reproduced, stored or used in any form or by any means, without the specific prior written permission of IFATCA, except where indicated (e.g. a creative commons licence).

VISIT THE IFATCA WEB SITES:

www.ifatca.org and www.the-controller.net

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Foreword

From The Executive Board Željko Oreški, IFATCA Executive ^ by Vice-President Europe Ltd definition for example – non-work related stress can be caused by many factors: bereavement and loss, relationship breakdown, financial problems, caring for children and elderly parents, personal or family illness, commuting pressures and many others. Very occasionally, an extreme event will have tremendous and lasting effects: something of the magnitude of an earthquake, tsunami, hurricane or volcanic eruption. However hard anyone would try, it’s not simply not possible to push this aside for the hours you’re working as a controller.

While this stress is not directly work-related, colleagues from all over the world have been forced to stay focused and to go on working so as to maintain a safe flow of traffic, often facing greatly deteriorated working conditions and far greater complexity. It is a real dilemma for employers as to how to deal best with personal, nonwork stress problems which employees experience.

Photo: © ZO

It is well-known fact that in a single working hour, an air traffic controller is responsible for more assets than the average one hundred people during their entire lifetime. Not only does this frightfully impress laymen, but it’s also worthwhile that we ourselves and our management keep it in mind. Thinking it through, it takes a very certain kind of individual to deal with the amount of stress one has to endure during a routine shift. And that’s only considering work related stress, which we’ve been taught and trained to cope with.

In addition to the professional stress, a controller also has to cope with the ‘normal’ daily routine: taking care of our families, paying bills, building dwelling places, planning a proper future for our loved ones. Depending on the circumstances, these can become a secondary level of

stress, with a detrimental influence on how well a controller is able to do his or her job.

Even if controllers are a particularly stressproof species, each one has different tolerances or susceptibilities to ‘stress’. This resilience may depend on a multitude of factors, including the amount of support they get from personal and work relationships; work complexity, involvement and satisfaction; and factors such as our personal health. There is no reason to expect that this resilience is constant. As a person experiences changes in life, and its inevitable difficulties, there will be times when resilience is lesser or greater ('Healthy Work' – Managing stress and fatigue in the workplace, OSH, NZ, 2003).

In my experience – and this is backed up by the Management Advisory Service (UK)

Professor Giovanni Costa, from the Institute of Occupational Medicine University of Verona, wrote in his masterpiece Occupational Stress and Stress Prevention in Air Traffic Control (1995) that psychological support and counselling given by psychologists appears to be an important aspect of the coping strategies that can be activated at the company level. This should be carried out periodically and, in particular, during times of high emotional stress and anxiety, due to conflicts or errors. If ignored, these factors can easily lead to burnout. It should be focussed on improving self-control and developing a more effective capacity of choosing among alternative modes of action and behaviour.

It should also encourage people to steer their reactions by self-monitoring behaviour, emotions and thoughts.

Identifying and dealing with various types of individual stress problems is not normally a part of the Stress Risk Assessment process, mainly because these tend to focus on work related hazards only. However, the fact remains that stress is not just an organizational problem. It can be and of-

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evpeur@ifatca.org

CO N SSNS. ERS’ A

2

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IO RAT DE

LL TRO

International Day of the Air Traffic Controller

I highly recommend everyone follows such a programme. Be sure to give it the correct priority – unlike what I’ve done in the past, when letting ‘more urgent’ professional or private matters interfere... Believe me – you will regret it later! ^

L FE

Again, I am not very original in mentioning that one should avoid ineffective ways of coping. In particular smoking, inappropri-

There are various ways and means to help control restlessness, anxiety, muscular tension, inability to concentrate, insomnia and other stress symptoms: massage, yoga, meditation and autogenous training may all be useful exercises. Lifestyle consultants should be available to work with employees and management to help them become aware of lifestyle practices that promote physical and mental health.

They can help assess lifestyle and draft in-

dividual programs and provide advice on good nutrition, physical fitness, relaxation, medication and prevention of illnesses.

Personally, I’ve participated in a specially tailored program for almost four years now: see http://www.erejuvination.com. I can assure you that I feel far more able to cope with ‘normal’ job stresses on a daily basis and also with everyday stress that all of us should have to withstand before, during and after our regular shifts.

NATIONA

Photo: © Eyewave | Dreamstime.com

ate alcohol and use of medication/drugs may have a superficial short-term effect but, in the long run, can cause further problems in health and well-being. Instead, simple strategies are at hand to help cope better: maintaining proper physical fitness and consequently emotionally stable psychological conditions are the best-proven aids in fighting and overcoming stress. To stay in satisfactory condition, one should pay particular attention to physical exercise, eating habits, sleeping patterns, relaxation techniques and leisure activities. It’s stating the obvious and often easier said than done, but that doesn’t make it less true!

RINTE

ten is a major problem for individuals. And since stress affects performance, productivity and behaviours at work, it should not be ignored within a company.

OCT

OCTOBER 20TH On the 20th October we celebrate our profession on the International Day of the Air Traffic Controller. It is an opportunity to highlight our work and to bring it out to the public – explaining what we do and how we do it. Unfortunately our profession receives attention mainly through negative headlines, such as incidents or industrial actions. Therefore we would like all member associations to actively celebrate and promote us in a positive way.

Air Traffic Control remains a mystery to most people and more seldom than not, we are mistaken for marshallers or – in the best case – all work in a tower at the airport. Hollywood has created another picture of the profession, – the one of the chain smoking stressed and/or crazy

controller who gets a kick of being blown across the tarmac by the wake of a jet aircraft. Not really an attractive image! So – here is the chance to improve this picture, be it for example through dissemination of information material, writing an article for the local newspaper or inviting a few friends to your facility.

The 20th of October is also be a day where we celebrate our associations. Some throw a party or organize a BBQ for colleagues.

Many good ideas have been reported back to the Executive Board in the past years. We would like to hear from you how you are going to honour this special day.

The Editor will certainly find some space in the next issue of the magazine to highlight some of these undertakings and actions.

As in previous years the website will provide you with a downloadable ATCO DAY flyer.

So let’s have a good 20th October and hold our profession high. The air traffic controller, who safely handles a sky full of aircraft whilst remaining cool and calm under pressure, makes confident and decisive judgments, efficiently manages quickly changing scenarios, competently handles their own tasks but at the same time is a good team player, and an able and versatile coordinator, and above all is a professional, who is proud of what he or she does, day in day out. ^

dp@ifatca.org

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4 Disaster

2011 Tohoku Earthquake AS EXPERIENCED BY THE CONTROLLERS the Japan Federation of Air Traffic Controllers ^ by Coordinated by Phil Parker, Regional Editor Asia Pacific Photo: USAF/Master Sgt. J.K. Cross

Setting the Scene by Phil Parker You will all know about the Japanese earthquake and tsunami of March 11, 2011. My wife and I have a great love of Japan and its people and often spend our holidays there.

We had arrived in Tokyo for just such a holiday on March 10 for a 2-week stay and in fact were on the 2nd floor of a department store when the quake hit. We were terrified.

It’s hard to describe the sympathy we felt for the people over the next 2 weeks in Japan with power outages, reduced transport, closed shops, reduced food availability and 24 hours a day of horrific TV images.

When I returned to Hong Kong, I read a report by a Delta pilot on the internet: he had been flying to Narita on that day and told of his experience on the flight deck during the earthquake. I had often wondered what it was like for the controllers involved. In March this year, I decided to find out. What follows is the experience from Air Traffic Controllers in Sendai, Tokyo Narita Tower and Tokyo Centre.

Introduction

by Mr. Yasumasa Takahashi, Secretary general of the Japanese Federation of Air Traffic Controllers) Before we commence, we wish to pray for the repose of every soul of the victims killed in this disaster. We all wish all those who suffered to have calm lives again very soon. And we greatly appreciate having the warm messages, kind support and contributions from all parts of the world.

As you may already know, the magnitude 9.0 earthquake struck Eastern Japan on 11th of March 2011. It was the 4th most powerful earthquake on record worldwide since 1900.

Even in the Tokyo Metropolitan area, about 240 miles away from the epicentre, the earthquake and subsequent tsunami caused severe damage, even causing buildings to collapse. In total, more than 19,000 people died or went missing. Some 100,000 people are still living in temporary shelters. ^

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Sendai Airport various staff members of the Sendai ^ by Airport Controller’s Office The Tower “When the earthquake struck, I was on duty in the tower. After a while, we were ordered to evacuate from the control tower. Once we got to the ground level, we took shelter in an office building. This was seriously risky because it was uncertain when the tsunami would come. We were merely lucky. On the third floor of the building, I saw the first wave coming. Realizing it was a much larger wave than we had expected, we moved to the roof. Another wave that seemed to be higher than the first one was already on its way.

When I saw that, I was resigned to my fate.

Fortunately however, the wave didn’t reach as high as the roof. Seawater and debris made us completely isolated at the airport.

The magnitude of the disaster prevented me from believing that this was real and all I felt was fear and despair on that day”. ^

4 Map showing the epicenter of the quake.

The logo is that of the Earthquake Early Warning (Japan) operated by the Japan Meteorological Agency. It depicts a catfish, Namazu or Onamazu in Japanese, which according to mythology is responsible for earthquakes.

4 View from the building where the controllers took refuge, just as the tsunami hit Sendai airport.

Photo: JATCA

Approach “At 14:46 (local time), the Earthquake Early Warning System suddenly sounded in terminal radar operating room. The system initially indicated the seismic intensity “3”*, but the number gradually rose. Initially, I believed the quake would dampen after a little while, but the lateral vibration was getting more intense and the ceiling lights were likely to fall. Hearing someone shouting “watch out”, I called Tokyo ACC to tell them our state of emergency. Then I declared that radar service was terminated by radio. Immediately after that, the radar consoles, which were attached to the wall, jumped out.

ing nearby the approach lights of Runway 27 and a large number of pine trees swept by.

This was followed a little while later by lots of houses, cars and other debris sweeping across the runway, carried by the tsunami and a muddy current. We were told of that a second, even bigger wave could hit soon. This prompted us to move to the roof of the building.

On the roof, I looked out over the airport.

As far as I could see, everything was covered with sludge, cars and broken houses. Buried car horns were blearing and in the distance, I saw a lot of columns of black smoke shooting up into the air. As if this wasn’t enough,

the sky suddenly went dark and it started snowing heavily.

It was nothing short of a nightmare…” ^ (*) Japan Meteorological Agency seismic intensity scale defines the earthquake intensity in numbers from 0 to 7, with 7 being the strongest.

4 Sendai Airport two days

after the tsunami struck.

Photo: USAF/Staff Sgt. Samuel Morse

As a tsunami warning had been issued, we were ordered to evacuate. Though I could hardly believe a tsunami’s was coming, we took refuge in the three-story office building with minimal belongings. Though I’m not sure about the exact timing, after about one hour I began thinking that no such huge tsunami would ever come and that the warning would be cancelled soon. But then a helicopter contacted us via a portable transceiver.

The crew told us of the imminent large tsunami. I still had my doubts, but when I looked towards the runway, I saw the water splash-

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4 Disaster That night…

“With flooding still all around us, we couldn’t leave the office building and we all stayed there all night. Everything was dark except for a few emergency flashlights. A batteryoperated radio gave endless reports on the damage situation. Car and other alarms sounded loudly amid the occasional explosions. Where the car park had been, car wrecks were burning. Some of us wrapped

4 Mud and debris destroyed Sendai’s operations room.

Photo: Mainichi Newspaper/AFLO

newspapers around themselves to fight the bitter cold. Cold and anxious, it’s no wonder that no-one slept for even a second…”

“We had no choice but to stay in the office building all night. It was a long night. All I could see in the dark were flames. There were continuous after-shocks. The tsunami washed away all emergency supplies, which were stored on the ground floor. The same happened to our belongings, including our coats as the locker room was there as well...

Barely grasping what was happening, we spent a long freezing night”. ^

The next morning…

“At dawn, we could see the airport was covered by mud, rubble and cars which tsunami had carried. We heard that food was being distributed in the terminal building. We therefore walked across the muddy apron and managed to climb to second floor of the terminal via a boarding bridge. Inside, it was mobbed with passengers, airport staff and evacuees from the neighbourhood. Having eaten very little since the earthquake struck, the relief the food provided us, still deeply impresses me.

4 Within days of the disaster, Sendai’s

airport was re-opened for disaster relief flights.

Photo: USAF/Staff Sgt. Samuel Morse

“We heard that some units of the Self-Defence Forces would come to evacuate the people stuck in the terminal building. As many people had fled there and priority would be given to the elderly, the sick and the children, this would take a long while.

Some of us still hadn’t managed to contact our family yet and we didn’t want to have to face another tsunami. With the seawater having almost subsided, we started to walk home via the runway, while some of the supervisors stayed behind. It took us about 3 hours to get out of the airport. On the way home, we came across some of the bodies of those people less fortunate than us. It was an extremely tragic walk.” ^

As an ATCO… “When the quake struck in full force, one of the controllers was thrown on the floor.

However, he still managed to instruct the aircraft on final to “go around” and to make a broadcast to the other 4 air-

craft in the air. This prompted them to divert.

We then made it to the roof of the office building, we continued controlling some of the emergency helicopters.”

“With the extensive damage at the airport, I personally believed it would take several

years to re-open. All I could do to revive the airport was to continue working as an ATCO. Though victims ourselves, we recognised that restoring the airport operations would give hope for the other victims. While we didn’t discuss it, I think every airport staff member had same wish.”

“This earthquake made me realize that aviation has a very significant role to play in a period where other means of transport such as highways, roads and railways are cut off.

Five days after the earthquake, the runway in Sendai Airport was partly reopened. Aircraft loaded with relief; water, food, fuel, medicine, etc. came into land. I also made me realise that it would be necessary to review the procedures so we could guarantee the optimum use of aviation during a state of emergency following disasters of this scale.” ^

4 Sendai ATCO’s improvising to 8

control arriving flights within days of the disaster Photo: USAF/Master Sgt. J.K. Cross

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Tokyo Region Tower, by Mr. Michio Ikeda, ^ Narita senior air traffic controller On that day, they had forecast some temporary bad weather, but I didn’t think it would affect our operation. I just supposed we’d complete our duty as normal and go home as usual.

At 14:15, we started on our afternoon shift. I was in charge of aerodrome traffic. A quieter period was just coming to an end when at 14:47, the seismic alarm in the tower went off. As I remember, it estimated a seismic shock of intensity ‘3’ would strike in 50 seconds. At the risk of making the pilots a bit nervous, I broadcast: “Earthquake early warning issued”. Our regulations state that runways need to be closed and inspected when an earthquake of intensity “4” or greater occurs strikes...

At the indicated time, nothing seemed to happen at first. Then suddenly, the tower began to shake. I heard someone shouting: “Defined intensity ‘upper 5’!” My mind went blank for a little while.

We couldn’t remain standing and the noise was so deafening that even our screams were drowned out. Things fell over, collapsed and came crashing to the floor. Sitting up on my knees, I instructed the aircraft on final to “go around”, and made a general broadcast that the earthquake had hit. Not realizing it, I think my voice was a lot louder than usual.

I had never heard the loud rumble that accompanies a quake and it immediately made me realize the terror of an earthquake.

When the shock had subsided, we closed the runways. Waiting for the runways to

be inspected, I instructed the aircraft waiting for departure to hold short of runway.

I gave them a brief update on the situation.

At 15:15, the seismometer began to beep again. I don’t remember the details of indication on the display. When the second shock came, I thought the tower was shaking harder, but the intensity was shown as “lower 5”.

According to the regulations, the earthquake of intensity “5” doesn’t require us to evacuate from the tower. However, given the danger we all perceived, we decided to leave the tower.

Just before leaving, we broadcast, “all the controllers are evacuating from the tower”.

The operation room floor was covered in document folders, papers, large binoculars on casters, copying machines, desk-top computers and so on. From this mess, we managed to retrieve a portable radio set.

About an hour after the evacuation, the after-shocks were becoming less frequent and four controllers, including myself, returned to the tower. We began checking the instruments. Calls with cell phones were impossible, as the system was apparently overloaded. I tried to contact my family with a landline phone at the tower. Thankfully, I managed to get in touch with them. Clearly remembering that moment, the good news that my family was safe, nearly made me weep with relief.

We evacuated from the tower, leaving the aircraft on the taxiways at that time. Even today, I cannot determine whether this judgment we had made was reasonable. Is there any other ways than that? Was there any-

4 Tower at Tokyo’s Narita airport.

Photo: CC/Christian Razukas

thing better we could do for them? I don’t want to imagine such a disaster would happen again, but would it be possible to try and foresee every eventuality and what you could do or what you should do?

We’ve recently discussed measures that could be taken in cases like this with NAA, the airport management company.

It proved impossible to come up with scenarios that cover all the eventualities. The only conclusion we could come to, given the frequency of earthquakes in our country, was to try and use our best judgement in every case as much as we can…

4 A United Airline flight lands in Yokota

AFB on 11 March, after diverting from Narita International Airport.

Photo: USAF/Master Sgt. Kimberly Spinner

9

4 Disaster Tokyo Approach,

by Mr. Katsutoshi Taguchi, senior Air Traffic Flow Management officer.

The Tokyo metropolitan area has 2 international airports – Tokyo International Airport (RJTT) and Narita International Airport (RJAA), which are 33 Nm from each other. They handle 0.6 million flights a year in total, and have a plan to increase the number to 0.75 million over the next few years.

Tokyo Approach, located at Haneda, handles the traffic for both airports. This means that a disastrous earthquake in this area could knock out almost all ATC service for the flights continuously surging to/from the Tokyo metropolitan area.

The earthquake with a seismic intensity of “lower 6” struck Narita city. It resulted in the temporary closure of both airports. Controllers in Narita Tower announced via radio that they had to evacuate. Despite this, several aircraft were still calling the tower or ground frequencies. We Tokyo Approach controllers, replied on these frequencies that all of controllers had left the control tower. We also advised them to taxi to gates on their own, given the emergency situation.

At our site, the quake shook us violently and people were nearly knocked to the ground.

Holding onto the radar consoles, we presumed that a quake of this magnitude would render the runways unusable. An approach controller reported to the arriving aircraft that a huge earthquake occurred, and that no aircraft could start approach to the airport for a while. Then, he started giving them holding instructions over available fixes. Amidst all that, the screens indicated that radar data was no longer available. We

4 Tower at Tokyo’s Haneda airport. Other ATC facilities are in the buildings left of the tower.

Photo: CC/Takato Marui

4 Several passenger aircraft diverted to Yokota AFB, west of Tokyo

Photo: USAF/Master Sgt. Matthew Summers

feared that the radar or communication lines from it might be damaged, but to our immense relief the warning disappeared a few seconds later. Can you imagine the anxiety of a radar failure amidst the distress of a severe earthquake?

Because there seemed to be little chance of opening of runways for a while, one after the other aircraft started to request a diversion to other airports. One aircraft could continue holding for only 5 more minutes, another requested to divert immediately though he had 30 minutes’ fuel left to hold. Another one began to leave the holding pattern because of low fuel, and the rest of them were under similar conditions. In total, coordination was needed for all of 86 aircraft holding in the Tokyo Approach airspace. We barely managed to pull it off, but we did…

An old proverb says: “Well prepared means no worries”. But to plan for the worst of the worst tends to be very expensive. The question of what kind of emergencies need to be catered for is a difficult one, given the infrequency of such events. Risk management and economic efficiency don’t go very well together, unfortunately…

In Japan, we are exposed to the danger of earthquakes. It’s not hard to imagine the two airports in the Tokyo Metropolitan area suffering severe damage simultaneously. Such a tremor could also damage radar equipment and/or data and communication lines. Ever since the Tohoku disaster, I’ve spent a lot of time contemplating the risks that ATC faces in the Tokyo Metropolitan area.

Conclusion The events of the March 2011 natural disaster in Japan had a profound effect on the people of Japan and the controllers are no exception. Their already stressful job was compounded by having to deal with an event of such magnitude. And on top of that, there are secondary stress factors to take into account: worries about families, loved ones and friends. Not knowing whether you have a house to go back to or what you will find when you do go back… Too often, these worries linger long beyond the event itself and can have a heavy influence on a job where concentration is of the utmost importance.

While the country is still recovering from these events, somehow, our colleagues in Japan seem to have succeeded in coping with the situation itself, the longer-term consequences and worries. Throughout, they have remained dedicated and professional, providing the safest possible service in extreme circumstances. ^ Phil Parker

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Photo: © Zven0 | Dreamstime.com

Secondary Stress in ATC MORE WORK REQUIRED? Scott Shallies, ^ by IFATCA EVP Professional In the ATC working environment, stress is reasonably well understood, including the main direct job related causes and the operational affects that can result. But as has been discussed elsewhere in this edition, the secondary causes and effects of stress are not as well understood. This of course has two aspects; influences of non-work related issues affecting the work performance, and the residual effects of work induced stress on life outside of work. The latter case is probably better understood and of course is a major focus of CISM (Critical Incident Stress Management).

CISM is a principal area of concern and activity for IFATCA, in promoting and encouraging the development and rollout of CISM programs amongst our member associations and ANSPs. We have IFATCA policy on CISM, including a comprehensive model of a CISM course. A basic element of CISM is to provide the individual with support and coping mechanisms to deal with the on-going affects of the trigger event. Of course CISM should not just be provided for work related events, but for any significant stress-inducing event in a controller's life.

We also have policy statements in our manual about the causes of stress in the work environment, but again, these focus on workinduced stress.

The “IFATCA Initial Training Manual for Air Traffic Control” adopted at the last annual conference (and soon to be issued as an ICAO document) does recommend that stress management be a part of basic initial training.

Some ANSPs also make professional counselling services available to controllers, and in some cases their families, for any matter, not just those induced in the work place. My own ANSP is one such example where consultation with professional counsellors is available on a confidential basis if a controller requests it. The approach is direct to the counselling service, not through the ANSP. This is a very positive step and one that MAs should recommend to their own ANSPs if such a service is not provided. Physical “wellness” programs for controllers, such as that provided in Croatia, should be encouraged as well.

In the foreword to the edition, EVP EUR refers to a study by Professor Giovanni Costa that was produced in 1995 for the International Labour Organisation (ILO). This is an excellent study and covers many aspects of coping with stress and its related effects.

It can be downloaded from: http://www.bvsde.paho.org/ bvsast/i/fulltext/airtraff/airtraff.pdf.

So, what are the most effective ways to address secondary stress in ATC? Education, training, support and counselling are all vital. Where such services are not being provided, member associations should encourage their ANSPs to include stress recognition and management training and techniques in the training program for ATCOs. They should also be encouraged to provide support and confidential counselling services to ATCOs for both work and non-work related events.

Equally important is awareness.

Articles and discussion in our journal “The Controller” play an important part. ^

evpp@ifatca.org

4 It’s not hard to imagine an ATCOs performance being affected by external events, even if these are of a much smaller scale than natural disasters...

Photo: USAF

Secondary stress that we bring into the work place has not been subject to as comprehensive analysis as it perhaps deserves. As has been discussed elsewhere, there are very many influences and life events that can induce stress reactions in ATCOs that can affect how the individual operates in the work environment. Ultimately it is up to the individual controller to recognise the effects and seek support if required. But what could, and should be done to support ATCOs in this area? An obvious first step would be to include education on stress recognition and management in the basic ATCO training. There are some ANSPs who do this, but the practice should be more widespread.

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Emotional Dissonance in ATC THE ROLE OF STRESS FACTORS UPON PERFORMANCE AND SAFETY Paula Rachel Mark, (BSc (Hons) International ^ by Relations & Economics, UWI St.Augustine;

MSc Economics, & MPhil Economics & Psychology, Paris 1 Panthéon Sorbonne) Stress& Factors& in&ATC

Stress factors in ATC negatively affects APS What do the 2012 Summer Olympics, the 2011 Japanese earthquake & tsunami, the 2010 Cricket World Cup in the Caribbean and the AF447 crash in 2009 have in common? They are all examples of external stress factors that increase the workload of the ATCO either directly through actual traffic increase or indirectly through increased pressure upon the psycho-cognitive faculties and skills that are an indelible part of ATC. Logically, external stress factors occur outside of the immediate work environment or physical surroundings. These stressors also include psychosocial issues pertaining to family, friends and other social events. External factors automatically imply the existence of internal stressors, which are rooted in the ATC unit. These internal stress factors arise from disparities in workplace culture, the physical surroundings and the personal aspirations of the ATCO (see Fig. I).

Like a domino effect, ATC performance and safety (APS) is reduced.

External

Social&events,&conflicts,&natural& disasters,&...

Environment

Emotional Dissonance (EMDI) inherent in ATC and fuelled by stressors Internal

user&friendly&tools&and& workspaces

Culture

work&policies,& employee& rela@ons,&self

Fig. 1 - The origins of stress factors in ATC

Of these stress factors, management policies and relations with fellow ATCOs have the heaviest impact upon ATC well-being and APS. A study by A. Chatterjee and D. C. Hambrick on 111 CEOs over the period 1992-2004 showed that management styles affected organizational performance. Another study in 2012 by M. B. Mawritz and a team of research psychologists of 288 firms found that passive abusive supervisory attitudes in varying degrees trickle downward through the hierarchies from management to employee, which created a hostile workplace culture that increased job stress.

Emotional Dissonance (EMDI) is typical in organizations that are service industries such as the police service or a telecommunications service where communication is the key mode of interaction between the employee and the consumer. In ATC, we can add another dimension; the ATCO sells the product of communicative instructions to pilots and other ATCOs who act as the consumers.

EMDI in the context of ATC (see Fig. II) is the conflict between an ATCOs actual emotions and the emotions required in the profession of ATC. EMDI is felt more acutely in the occurrence of unusual stressors external or internal such as traffic abnormalities caused by unusual weather phenomena, or the social event of the passage of natural disasters, or a colleague that has committed suicide, or family conflict or personal struggles. In the presence of these stressors, the ATCO must suppress the natural response of individual flow of emotions in reaction to the actual occurrence and display the only emotion that controllers know to be permissible – the state of perpetual calmness.

Difference between

Yes; selfish ambition, inadequate work experience and matching qualifications in ATC and air traffic management result in poorly organized ATC units and regional plans.

These in turn increase job stress and detract from well-being. Like a domino effect, ATC performance and safety (APS) is reduced because collective well-being in the ATC unit is negatively affected. The extent of the prevalence of stress factors in ATC will determine the level of Emotional Dissonance (EMDI) present in each ATC unit.

Natural Emotions

Being Calm in ATC

Fig. II - Emotional Dissonance in ATC

That EMDI is inevitably inherent in ATC is made more obvious by the following features: This selling of communicative instructions is shrouded in militaristic rigidity that stresses the importance of mental alertness and cor-

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4 Stress Factors rectly executing Standard and Recommended Practices (SARPs). Annex 11 of the ICAO codex is like an anthem of what the ATCO shall and shall not do.

in favour of calmness. With time and in the presence of inadequate training, the ATCO learns the conditioned response of indifference to cope.

Pilots and ATCOs interact with each other in the “transaction services” of “buying” and “selling” of the products of ATC without seeing each other. They use phraseology or a language whose sole purpose is to enunciate numbers and words over a cluttered frequency and to lessen the risk of confusing communication.

The mechanism is similar to the Pavlov principle where the 19th century Physiologist Ivan Pavlov was able to get his dog to salivate at the sound of a bell. Initially, he rang the bell when he offered the dog some food.

Afterward, he found that at the sound of the bell the dog had developed the conditioned reflex to salivate even when there was no food. In like manner, ATCOs develop a conditioned response of indifference to the EMDI that they experience in ATC but it is not without its price.

Certainly, in an atmosphere like this, there is very little concern and time for polite pleasantries or voice inflexion that convey invisible human sentiments such as a warm smile which the “consumer” and the “seller” would have otherwise seen under different circumstances. With the introduction of radar technology the time for adding that human touch to the “transaction services” is even further reduced to allow the ATCO workable separation minima of 5 nm.

It is not surprising that an initial study (June 2012) on well-being of 139 ATCOs worldwide confirmed that EMDI is present in ATC. Controllers were asked to assess several items that characterized emotional dissonance using Likert Scales of Yes/No, Yes/No/ Maybe and Frequently/Sometimes/Once/ Never. They were given 10 items that included statements such as: • “It does not matter how I sound, my main concern is to do a good job and to do it well” (77%) • “It is difficult to turn my emotions on and off at work“ (35%) • “ATCOs are not expected to express any emotion while working the traffic and coordinating” (71%) • “I do not think that emotions are important in developing ATC skill” (51%; reverse scoring) • “Unexpected emotional conflicts outside of work affect my level of concentration at work” (48%) The answers in parentheses not only confirm that EMDI is inherently present but also indicate that ATCOs are unaware of the unobtrusive and pervasive nature of EMDI. 41% of the ATCOs later indicated that they are sometimes indifferent in their social interactions. Indifference and apathy toward others is a by-product of EMDI. The incongruity between what the ATCO actually feels and the professional requirement to remain calm initially causes some discomfort as the ATCO tries to suppress the natural feelings

In 2003, K.A. Lewig and M.F. Dollard investigated the reasons for the high turnover rate and absenteeism at an Australian callcentre. They found that EMDI increased the demands of emotional labour. This means that the workers had to expend greater mental and emotional effort at their job, which caused increased mental and emotional exhaustion. Exhaustion led to higher job dissatisfaction in the absence of co-worker support and poor performance at the call-centre.

Increasing psychological resources in ATC to improve APS Consider the example of the recent upgrade of an ATC unit in the Caribbean. The ATCOs have received a new unit with modern equipment, larger salaries and revision of their status, long-service awards and more promises. Each of these aspects has taken several years, even decades to come to fruition. What percentage of ATCOs do you think will feel more engaged in ATC or experience more job satisfaction at this unit?

To reiterate, EMDI leads to emotional exhaustion that increases in the presence of stressors which in turn generates the domino effect of increased job stress and reduced APS, because collective well-being in the ATC unit is negatively affected. What then can controllers do to diminish the negative impact of EMDI? The simple answer is that Psychological resources in ATC must increase. Let’s take a look at what that might imply.

Lewig and Dollard established that in the absence of co-worker support, job dissatisfaction increased. Genuine support from fellow ATCOs is one example of a psychological resource that can help to combat the elevated effect of EMDI in the presence of stress factors. An ATCO should not be made to feel isolated from his peers. Conversely, fellow ATCOs should learn to appreciate the value of gaining the confidence of their colleagues. Research by J. M. L Poon (2012) shows that co-worker support also increases worker engagement, a concept that has been derived from Kahn’s Engagement model (1990).

Fig.%III%'%The%inverted%S"triangle%of%psychological%resources%in%ATC.%Note%that% each%category%of%resource%starts%with%an%S

However, the brunt of the responsibility for providing increased psychological resources lies with the managers of ATC units and the policy makers of ATC governing bodies. According to Kahn’s model, for the worker to feel engaged, the workplace must contain a reservoir of psychological resources to help the worker find meaning or a sense of purpose, feel safe to show her skills and to express herself without fear of negative consequences and be able to grow.

APS will not improve if an ATCO feels dissatisfied about an organizational aspect of ATC, works in a hostile climate where passive abusive supervi-

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4 Future ATM sion exists and her only prospects for self-growth are limited to ATC refresher courses.

Note that all 3 conditions of Kahn’s model must be simultaneously present if we are to observe any real effects (see Fig. III). Sequentially working on one condition at a time only serves to accentuate and transfer the existing stress in the ATC unit from one context to another. The end result will be a unit that has been made more dysfunctional as an organization, in accordance with the research of L. Godkin and

The brunt of the responsibility for providing increased psychological resources lies with the managers of ATC units.

S. Allcorn on the syndrome of organizational disorder (2009).

One type of psychological resource is organizational support via information (A.C.H Schat and E. K. Kellway, 2003). According to their study, informational support in the organization refers to training and we can extend the meaning to include workshops, which will provide ATCOs with information on utilizing the psychological resources of ATC for their benefit.

Conclusion

Psychological resources in ATC

Exernal stress factors in ATC

Psychological resources in ATC

APS

Exernal stress factors in ATC

well-being & job satisfaction in ATC

APS

well-being & job satisfaction in ATC

EMDI in ATC

Internal stress factors in ATC

Internal stress factors in ATC

Worker engagement in ATC

Worker engagement in ATC

EMDI in ATC

Our ATC units and regional bodies need psychological resources to improve worker Fig. IV – Summarizing the cyclical effect of psychological resources in ATC Fig. IV – Summarizing the cyclical effect ofour our psychological resources in ATC engagement and organizational efficiency, which contributes to better APS. Psychological resources counteract negative befulness of the study and it is easy to underhaviourisms such as EMDI while diminishing stand the underlying reason. The training of the effect of stress factors and improving ATCOs are mostly limited to the A-Z princiwell-being. Improved well-being implies inples of effectively executing the duty of ATC. creased job satisfaction. Increased job satIf we are serious about APS we will make the isfaction is associated with higher levels of effort to introduce elements that really help worker engagement. Improved worker ento deal with the actual deficiencies in ATC gagement contributes to better APS. The efand not just the recurring symptoms. As Einfect is cyclical (see Fig. IV). stein once said, “We cannot solve our problems with the same kind of thinking that we In the study on ATCOs and well-being, 50% had when we created them”. ^ of the respondents were unsure of the usepaula8mp@gmail.com

The Future is Now CHANGE IN ATM IS UNSTOPPABLE Alexis Barthwaite, ^ by IFATCA President and CEO In August, I attended an ICAO Regional Aviation Safety Group – Pan America (RASG-PA) meeting hosted by Boeing in Seattle. The Museum of Flight at Boeing Field and the Future of Flight Facility in Everett, Seattle were among our meeting venues. We were also given a complete tour of the Boeing factory.

It’s no surprise that this was a fascinating and inspiring experience for all of us. The sense of wonder was palpable among this group of safety professionals. There is much that will stay with me from this visit to Boeing. However, what struck me later was that my most important insight came from RASG-PA itself and how much we have progressed in working together to solve aviation issues.

The RASG-PA was established in 2008 to be the focal point to ensure harmonization and coordination of safety efforts aimed at

reducing aviation safety risks in the North American, Central American, Caribbean (NAM/CAR), and South American (SAM) Regions and to promote the implementation of resulting safety initiatives by all stakeholders. All stakeholders are involved including ICAO, States, International Organizations and the industry. In addition, the RASG-PA membership is drawn from the following organizations – ACI, AIRBUS, ALTA, BOEING, CANSO, CASSOS, COCESNA, ECCAA, FSF, IATA, ICCAIA, IFALPA, IFATCA, LACAC. A critical look at this group and past attempts to work together in aviation will reveal the daunting task that faced the RASG-PA. ICAO, States, International Organizations and industry needed to agree on common objectives, then collaborate to meet these objectives. In Seattle, many participants free-

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4 Future ATM ly stated that this process has been difficult and at times it was not clear what the group was trying to do and where it was going.

Yet, through dogged perseverance, by 2010 the value of this group was evident and the ICAO 37th Assembly encouraged the formation of safety groups in all ICAO regions. The Seattle meeting noted significant progress in identifying the major safety risks in the Pan American region and developing detailed implementation plans to mitigate these risks.

For its achievements, RASG-PA was nominated for a Flight Safety Foundation award.

The continued success of this group and the development of safety groups in other regions indicate that this process will become a primary means through which we address aviation safety.

IFATCA has stressed that, more than anything else, effective collaboration is needed to develop solutions for future ATM. The success of RASG-PA and other recent developments suggests that this future is here – the foundations for effective cooperation and true collaboration have been laid in many areas. IFATCA is a member of the Advisory Board for ATC Global 2013 and of the Editorial Board for the Conference of the World ATM Congress 2013. It is, of course, important for both these organizations to seek endorsements from key stakeholders.

What’s remarkable, however, is the efforts made to ensure input from everyone and the use of these inputs to frame the agendas. From IFATCA’s point of view, this means that issues important to controllers will be addressed by the industry at these two significant events in 2013. IFATCA is forging close links with IATA – at its executive level and with its Development and Training Institute with the objective of developing aviation professionals that will meet the needs of future ATM. (see article on page 28) Recently, we promoted Fatigue Risk Management for air traffic controllers with our Corporate Member, Quintiq. Our aim is to raise awareness of the risks of fatigue, while

4 The Red Barn, which is currently located at the Museum of Flight, is one of the 2 remaining structures of the original Boeing plant.

ensuring that we collaborate with industry so that controllers’ inputs are considered in the development of products and procedures.

This small step with Quintiq shows how we may work with all our corporate members and other industry stakeholders as partners for aviation’s benefit.

None of the foregoing is meant to suggest that we have solved global aviation’s problems. Far from it – there are many significant problems in all regions, be it Africa, the Middle East, the Americas, Asia, the Pacific or Europe. Some of these issues are intractable and will take time for solutions to be found; and many of these solutions will be painful to implement. Additionally, though it is important to address this as a global community, many of the problems will require local or regional solutions. IFATCA is extremely valuable in this regard as through our member associations we are always cognizant of the local issues, knowledge of which is criti-

cal to forging effective global solutions.

What is clear though is that significant changes are happening around us faster than we think. All of us who love aviation and wish to contribute to the sustainability of this industry must be conscious of these changes so that our worldview remains current. Only then can we truly contribute to future solutions. As always IFATCA, and our individual members, though constrained by limited resources, will continue to assists in the interests of all the world’s air traffic controllers for the benefit of all aviation stakeholders as we have done over the past 50 years. ^

pcx@ifatca.org

4 The Boeing plant in Seattle, home of the biggest building in the world.

Photo: © Swire Chin, Toronto, Canada

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4 Americas

United States’ NATCA RE-AFFIRMS STRONG COMMITMENT Doug Church, ^ by NATCA Director of Communications The National Air Traffic Controllers Association (NATCA) has continued to strengthen its credentials as a key collaborative stakeholder in the U.S. Federal Aviation Administration’s Next Generation Air Transportation System (NextGen). NATCA’s support of modernization efforts and participation by its members as subject matter experts are guided by these objectives: Make it safe, make it better and make it work.

NATCA President Paul Rinaldi reaffirmed NATCA’s commitment to collaboration with the FAA on modernization projects during a high-profile Sept. 12 hearing on NextGen before the Aviation Subcommittee of the U.S. House of Representatives’ Transportation and Infrastructure Committee. And as this issue was heading to publication, NATCA was well represented at the Oct. 1-3 Air Traffic Control Association (ATCA) annual conference, which includes several panel discussions about modernization.

U.S. air traffic controllers are dedicated to ensuring that the

U.S. National Airspace System (NAS) remains safe and efficient. In order to do that, U.S. controllers work to improve safety procedures, modernize the NAS and promote new technology. NATCA has professional controllers involved in nearly every modernization and NextGen-related program on which the FAA is currently working. Controller skills are put to work every day as they handle an impressive volume of flights – U.S. air traffic controllers separate more than 70,000 flights each day, safely moving nearly two million passengers through their skies daily.

NextGen modernization, which will allow the FAA to meet increased demand while improving the safety of the NAS, will reduce delays and protect the environment. According to the FAA’s vision, NextGen will enable more aircraft to safely fly closer together on more direct routes, reducing delays, carbon emissions, fuel consumption and noise.

NextGen will transform the national air transportation system, using new and existing technologies including satellite navigation and control of aircraft, advanced digital communications, and enhanced connectivity between all components of the NAS. NATCA is proud to be involved in all aspects of the process as an essential stakeholder. NATCA and the FAA both recognize that stakeholder involvement is the key to continued success of NextGen. In addition to being present on NextGen projects, NATCA is represented as a member of the Radio Technical Commis-

sion for Aeronautics (RTCA), the FAA Management Advisory Council (MAC), and the NextGen Advisory Committee (NAC). Our presence, as well as that of other industry leaders, has been a crucial addition to the discussion on modernization.

NATCA can point to two instances where collaboration has produced concrete benefits and savings for the FAA and the flying public. First, in the Optimization of Airspace and Procedures in the Metroplex (OAPM) program, early returns in the Washington, D.C. area indicate substantial fuel savings and reduced carbon emissions. A total of four new procedures have been implemented which optimize descents, allowing for fuel savings.

The OAPM team credits collaboration for the success seen so far on the project. Second, NATCA helped save the FAA $7 million during a monitor upgrade. Controllers discovered a problem in newly installed monitors that made them flicker. The company offered to fix the problem for $9 million, but NATCA instead suggested assembling a tiger team to resolve the issue internally, and was successful in finding a solution. The NATCA/ FAA team spent about $1 million, and the company offered to make the change to the rest of the monitors for $500,000, saving about $7 million in the process.

One of the biggest ongoing success stories is En Route Automation Modernization (ERAM), which will replace the 40-year-old en route host computer and backup system

4 NextGen test beds, such

as the NextGen Integration and Evaluation Capability lab at the FAA's William J. Hughes Technical Center, help validate the effectiveness of NextGen advances.

Photo: FAA

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4 Americas used at 20 FAA Air Route Traffic Control Centers (ARTCC) nationwide.

“Safety is NATCA’s top priority and we are proud of our collaborative involvement with ERAM, a program that has turned the corner and is now an example of success,” Rinaldi said. “Before we became involved, ERAM was over-budget and plagued with problems. But the current administration wisely recognized that real stakeholder involvement was an element essential to ensuring effective air traffic control modernization.

The hard work and commitment of NATCA members has helped ERAM get up and running continuously in six facilities. We are optimistic that we will meet the goal of full implementation by 2014.”

NextGen will rely on ERAM to operate effectively. Added Rinaldi: “That’s just one reason why we are committed to ERAM’s success.

We will continue assisting in developing, testing, training and implementing the new equipment and related procedures. We’re very proud to see this progress.”

NATCA also provided perspective and expertise during the Avionics for NextGen conference in Atlantic City, N.J., in September.

Former NATCA Executive Vice President Dr. Ruth Stilwell (Miami Center) who serves as IFATCA’s Observer to the ICAO Air Navigation Commission (ANC), moderated a panel entitled, “Global NextGen: Ensuring Worldwide Harmonization.” She began her remarks with a story: A regulator, an operator, and a service provider walk into a bar. The bartender says, "get out of here, I told you guys never to come back.” As they are standing outside wondering what happened, the auditor walks up and says, "well what do you expect? Last time you were here, you ordered all of the top shelf liquor, then no one was willing to pay for it."

Stilwell followed her story by telling the audience, “Harmonization is not just agreeing on the what, but also the when and the how. In order to take the next step in building capacity and efficiency into a truly global aviation system, it is critical that we seek global solutions that involve both the service providers and the users. Moving forward in a coordinated way is not easy. For the first time in our collective history, the major constraints are not maturity and viability of the technology, but rather the policy, requirements, and technology implementation strategy.”

Stilwell stressed that supporting a business case and funding are critical to successful implementation. “There is global consensus that we need to agree on common platforms, but is it possible to agree on common timelines for both operators and users? Major investments are required on both sides.

This is compounded by the global financial crisis, which has affected governments and industry alike. So how do we prepare for the future in a somewhat uncertain present?”

Stilwell’s panel, which included Gerald Dillingham, the Director of Physical Infrastructure for the Government Accountability Office, then talked through those very difficult questions and looked at the implementation challenge with a very real world perspective.

Also representing NATCA was National NextGen Representative Mel Davis (Southern California TRACON), who participated in a panel entitled, “Making the Investment – What is Needed to Close NextGen’s Business Case.” The panel also addressed the impact that budget and the current state of the economy have on NextGen, as well as the question of what is needed to make the benefits of NextGen clear and ensure operators are getting a return on their investment.

4 NATCA’s National NextGen Representative Mel Davis noted ATC equipment upgrades lagged behind advances made in cockpit modernization.

Photo: NATCA

Davis was pleased to see on his panel a representative from the Department of Transportation Inspector General’s office, Matthew Hampton, who stressed a key point made in a recent Inspector General report on NextGen – that there is a need for increased controller training and automation for merging and spacing aircraft.

Davis’s main focuses were mixed equipage and the fact that ATC modernization has lagged behind flight deck advances. “Many aircraft are capable of extremely precise navigation and provide their pilots with high levels of automated flight capabilities, while controller automation is still in the early stages of upgrade,” he said.

It’s crucial now that air traffic control modernization makes advances, Davis added, because “many in the aviation community now concede that controllers are essential and realize and endorse the need for ground based enhancements to leverage flight deck capabilities.” Long gone, Davis said, is the thought that flight crews should handle ATC functions and tasks. ^

dchurch@natcadc.org

4 Dr. Ruth Stilwell during

the Avionics for NextGen conference.

Photo: NATCA

4 NATCA President Paul

Rinaldi expressing NATCA’s full support for NextGen during the Aviation Sub-Committee hearing, Sep 12th 2012.

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4 New Flight Plan

ICAO Flight Plan 2012 FINAL BOARDING CALL FOR FLIGHT PLAN UPGRADE!

For Europe, the Network Manager accepted ICAO Paris Office’s request to coordinate the European Implementation Plan. It has prepared information packages, operational and training material to help users file their plans correctly. Other ICAO regions may also consult the material: everything is available online at www.eurocontrol.int/fpl2012 Questions can also be put to our experts at dnm.fpl1012@ eurocontrol.int

Flight Plan Message Processing During the transition period, which runs from July 26th to November 14th at 2359 UTC, the current FPL format is accepted by all flight plan processing systems. Those systems that are upgraded accept both current and new FPL. As from November 15th 2012 at 0001 UTC only the new FPL format will be successfully pro-

cessed. The most important changes are as follows: • Fields 10 (10a COM-NAV/ 10b SUR): Some letters have changed meaning and it is possible to insert more than one letter in the SUR (Surveillance) field. Aircraft capabilities and Crew ability to use equipment are highlighted in field 10 with related details in field 18. ATCOs are expected to know all the ins and outs in order to match ATC instructions with aircraft/crew capabilities.

• Fields 15 (Route): Possibility of reference bearing/range from any waypoint; • Fields 18 (miscellaneous information): DOF (Date of flight) is compulsory as it will be possible to file a flight plan more than 24 hours ahead of EOBT (Estimated off block time). ATCOs should always pay attention to the DOF, especially when working with a non-automated system.

Flight Plan Related Messages Among the flight plan related messages, those impacted by the change in flight plan format are DLA, CHG, DEP, CNL, RQS, RQP messages in which the insertion of EOBT and field 18 are compulsory. This will solve the problem of multiple FPL with same callsign but different DOF or EOBT and also CHG and DLA messages that are sent towards the end of the day. For non-automated systems, ATCOs will have to update their standby paper strips to avoid loss of information related to upcoming traffic.

Although the changes require system modifications it is also important to realise that much more information is now required concerning the flight’s communication, navigation and surveillance capabilities.

So, all those involved in the operational preparation and maintenance of the flight plan need to have an in-dept understanding of these capabilities as well as knowing the crew qualifications, the aircraft certification, etc.

Photo: © Monika Wisniewska | Dreamstime.com

The worldwide implementation of ICAO Flight Plan changes will take place on 15 November 2012. This will have significant impact on anyone who creates or receives flight plan messages: air navigation service providers (ANSPs), aircraft operators, air traffic services reporting offices (AROs) and flight plan service providers.

Please note that 15 November 2012 is the ultimate deadline, after which the current or old format messages will no longer be accepted.

Aircraft Operators are strongly recommended not to wait until 15 November to make the changeover!

Flight plans which have been incorrectly completed are likely to cause delays to individual flights and will significantly affect the efficiency of the whole European network.

Play your part in making the worldwide implementation of ICAO flight plan changes go smoothly. Participate in the test sessions so that you can be certain your operations will work without a hitch!

Tests, frequently asked questions, flight plan filing guidance, an e-learning module and other training material can be found at www. eurocontrol.int/fpl2012.

Thanks to Eurocontrol and Serge Tchanda for the information. ^

This is not a trivial adjustment and the operational impact, as opposed to pure systems impact, should not be underestimated! Aircraft Operators are requested to begin filing flight plans in the new format from 12 November onwards, so as to ensure that by 15 November only new format data exists in the systems.

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German Satellite-based Approach Trials IMPROVED CAPACITY AND EFFICIENCY WITH SATELLITE-BASED APPROACHES DFS Deutsche ^ by Flugsicherung GmbH Global Navigation Satellite Systems (GNSS) using ground-based augmentation are considered the future solution for precision approaches at airports. Airlines, air navigation service providers (ANSPs) and manufacturers have been collaborating on a worldwide scale to expand the technology’s capabilities. EUROCONTROL’s SESAR and the FAA’s NextGen programmes are working towards replacing instrument landing systems (ILS) with ground-based augmentation systems (GBAS). According to a market intelligence report conducted by the business media provider ATC Global, GBAS may provide considerable cost-savings. What’s more: GBAS has a high potential for maximising capacity at airports and allows flexible operational use.

The German air navigation service provider, DFS Deutsche Flugsicherung, was the first in the world to operate GBAS for Category I precision approaches in regular operations at an airport. DFS plans to implement a GBAS trial installation for Category II and III operations by 2013/2014.

The system boosts the accuracy and integrity of GPS by transmitting corrections to aircraft via a very high frequency (VHF) radio data link from a transmitter on the ground. It focuses on the airport area covering approximately a 40 kilometer radius. For an airport, even with multiple runways, only one ground station, comprising four GPS antennas, a computer and a VHF transmitter, is necessary.

DFS installed its GBAS ground station manufactured by Honeywell, at Bremen Airport in 2007. Specific test tools and performance intensive ground and flight tests were conducted with the system. Then, test operations under instrument meteorological conditions down to minimum descent altitudes were

All photo credits: DFS

4 GBAS principle: The ground-based system boosts the accuracy and integrity of GPS by transmitting corrections to the aircraft via a very high frequency (VHF) radio data link from a transmitter on the ground.

Photo: © DFS GmbH

conducted with two airlines, TUIfly and Air Berlin. In 2011, the German Federal Supervisory Authority for Air Navigation Services (BAF) certified the GBAS station as a primary landing system. In February of this year, it received approval for Category I operations.

“In the near future, we are considering implementing more GBAS CAT I installations as additional landing systems together with interested airports,” said Stefan Naerlich, head of navigation services at DFS.

Numerous advantages The aviation industry has embraced GBAS as the future technology for precision landings because of its numerous advantages. “Although it is currently in an early-production stage, installing a GBAS station is much more cost-effective than installing several ILS,” explained Hans-Jochen Kreher, responsible for satellite navigation services at DFS. One GBAS station serves all runway ends of an airport and requires significantly less maintenance. “The system does not need to be

checked periodically by flight inspection as is necessary for an ILS. Normally, just once a year a ground inspection is required.”

Kreher added: “More important than savings on infrastructure, are the benefits for airports and airlines that are expected from more efficient operations.” GBAS does not require protection areas close to the runways as is necessary with ILS. Consequently, approaching aircraft do not need to wait until other aircraft on the ground have left the protection areas. “It is expected that in this way, GBAS will contribute to capacity enhancement and reduction of delays.”

Captain and head of the Boeing fleet Air Berlin, Marc Al-

Photo: © Air Berlin

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4 Technology All photo credits: DFS GmbH

tenscheidt, commented, “We have invested in GBAS technology and are participating in the DFS project because, in the long run, we see a high potential in GBAS to fly more efficient landings, and increase flight safety and reliability even under low visibility conditions.

In this way, we will also save fuel and costs. Generally, it is part of our strategy to have the whole fleet equipped with the latest technology.”

“An important factor for airport development is that the GBAS signal is less susceptible

4 Air Berlin flight on its final approach to Bremen Airport as shown on radar.

4 GBAS Antenna at Bremen Airport

to signal reflections," stressed Hans-Jochen Kreher. Neither weather nor obstacles, such as terminal buildings or large aircraft hangars, have much impact on a GBAS installation.

ogy are, however, already evident under CAT I conditions. A DFS air traffic controller at Bremen Airport tower commented: “With GBAS, the planes are like a string of pearls.“

According to Kreher, another striking advantage of GBAS can be found in its flexibility.

The technology can easily be updated to new procedures via file upload. Currently, with just one GBAS station, 49 variable approaches in the vertical domain are possible. This means that the independent use of several glide path angles is possible. In the future, this could help disseminate air traffic around an airport and in this way reduce aircraft noise in densely populated conurbations. Different approach procedures during day and night times are also conceivable. Furthermore, GBAS may one day permit the use of laterally displaced approach paths. Then, curved approaches, for example at airports in mountainous areas will be possible. In the future, all available constellations and frequencies, for example via GLONASS and GALILEO, are to be used. The technology is also to be deployed for departure procedures and terminal area operations.

Cooperation around the globe

The full potential of GBAS has not yet been completely exploited. This will be the case though when it has achieved CAT II and III capability. Many advantages of the technol-

GBAS research in Germany • Mid-1990s: A core team started work on GBAS developments and conducted first technical field trials at Munich and Frankfurt airports • 2007: First GBAS ground station installed at Bremen Airport and used for operational trials together with the airline operator TUIfly and since 2008 with Air Berlin • 2009: Updated ground station (system design approval by the FAA) • 2011: System design approval by the German Federal Supervisory Authority for Air Navigation Services (BAF) • February 2012: First unrestricted CAT I operations worldwide at Bremen Airport

To enhance GBAS deployment, cooperation between air navigation service providers and the aviation industry around the globe is in full swing. Apart from the German project, there are other projects underway. The FAA in the US, Airservices Australia, CECEA in Brazil, and AENA in Spain have all installed systems for CAT I approaches. Russia has also established a considerable number of facilities.

A crucial step in the transition from ILS to GBAS as the primary landing system is the on-board technology. Some aircraft types are already equipped with GBAS receivers as the standard or an option, such as the Boeing 747-8 and the 787, or the Airbus 380 as well as the 320 family. Air Berlin, for example, has equipped its Boeing 737 next generation fleet with GBAS on-board receivers. It will however still take time until ILS equipment can be removed from airframes worldwide...

The next milestone in GBAS deployment will be to enable CAT II and III precision approach performance. The first GBAS CAT II/ III trial ground station developed by Thales was installed in May 2012 at Toulouse Blagnac Airport for research within the framework of SESAR. DFS will also contribute to SESAR with the technical evaluation of a trial installation for CAT II and III approaches at Frankfurt Airport in 2013/14. The knowledge gained will help establish international standards.

Common approval practice, the use of common test cases and tools, and the development of ICAO standards and specifications will be invaluable for the implementation of GBAS CAT II/III around the world. ^

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Criminalisation of Aviation THEM OR US? THE ESSENCE OF JUST CULTURE Roderick van Dam, Chairman EUROCONTROL Just Culture ^ by Task Force and Tony Licu, Head of Safety Unit EUROCONTROL Directorate of Network Management

Accidents and Incidents happen. They form part of our daily life and we accept their occurrence, also in ATM and air transport, because we hope and expect that we can avoid by far most of them by our actions, professionalism and by abiding by established rules and practices.

The issue of criminalisation of aviation accidents or incidents illustrates the delicate relationship between the propagation of aviation safety and the administration of justice in the aviation domain. These are two distinct worlds that seldom meet. One is by nature international, dynamic and very sensitive to safety; the other is by nature national, resistant to progressive change and very sensitive to the rule of law. No wonder that their interaction, or perhaps the lack of it, generates difficult and often passionate discussions.

Accidents and serious incidents very often occur as the result of a series of events that in an eerie and inevitable way lead to disastrous results. When mistakes are involved they can often be labelled as “honest” mistakes that would not qualify as criminal behaviour. Controllers and pilots are professionals who are ready to realise that nobody can claim criminal immunity in any civilised country. But it is equally true that a small, but highly visible, number of cases raise questions on the relevance and motives of some criminal prosecution and court cases.

And here lies the root of the issue: who will determine whether a mistake was made by a qualified professional acting in a responsible manner or whether this was a clear case of gross negligence, wilful misconduct or criminal intent, to use just a few of many legal terms for criminally reproachable behaviour.

That cannot be a chief pilot or a control room supervisor. Such a call can only be made by a professional in the judiciary: a prosecutor and ultimately a court of law.

The key is what happens next: a qualified criminal investigator or prosecutor must assess whether under the applicable criminal law the actions leading to the accident/in-

cident warrant further steps (investigations, indictment). A number of high profile accidents and serious incidents did result in criminal investigations and proceedings and have raised strong concerns from the ATC and air transport community about the criminalisation of aviation. That is not all. Events have shown that further complications could arise as a result of public and media pressure that generally accompany any crash or serious incident with the associated “search” for a guilty party.

The discussion on criminalisation of aviation incidents and accidents shows the concerns on the intrusion by the judiciary in the allimportant effort to enhancing safety in aviation. It also shows a tendency to use “criminalisation” as the epitome of misdirected and unwarranted activities by the authorities and to argue that the safety domain should therefore be protected from any action by the prosecution.

The problem is that invoking real or alleged criminalisation of aviation incidents or accidents as a justification for protective legislative action does not really work. All the regional and global rules and standards related to the protection of safety data and investigative processes in aviation create an exception for the actions of sovereign State in the exercise of the administration of justice.

What we need now is equilibrium between two equally relevant goals: aviation safety and the administration of justice.

This is where the EUROCONTROL JUST CULTURE initiative enters the equation: “A Culture where front line operators are not punished for actions, omissions or decisions taken by them that are commensurate with their experience and training, but where gross negligence, wilful violations and destructive acts are not tolerated.”

Rather than trying to shut up the judiciary, focus in EUROCONTROL has now shifted towards initiating a dialogue between the national authorities concerned. A better under-

4 Tony Licu Photo: eurocontrol

4 Roderick Van Dam Photo: eurocontrol

standing of the consequences of a judicial inquiry must be the starting point. In most States, national criminal legislation provides prosecutors with a level of discretion as to how to apply those laws; a clearer appreciation of the associated safety consequences may actually influence the application of those laws.

Who will determine whether a mistake was made by a qualified professional?

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4 Just Culture Just Culture represents the fundamental recognition that both the aviation safety drive and the administration of justice will profit from a carefully established equilibrium, moving away from criminalisation fears. It is based on the understanding that controllers and pilots can blunder and that the line between an “honest mistake” and intentional or reckless behaviour can only be drawn by a judiciary professional.

That is easier said than done, of course. But the time has come to seriously query the added value of endless and generally unsuccessful efforts at International level to “protect” controllers and pilots against judicial actions by creating standards, regulations and laws that are supposed to shield them against interference by justice.

Photo: © James Steidl | Dreamstime.com

In Europe, the EU has not only formally enacted Just Culture as part of EU law, but it has also recently introduced a new regulation governing air accident and incident investigation. This also addresses the need to achieve a balance between the objectives of the judiciary to determine whether criminality was involved, and the need for the aviation industry to be able to run a real-time self-diagnostic system without unnecessary interference from justice.

The regulation states that its purpose is dual: to regulate both “the investigation and prevention of accidents and incidents”. It says: “An accident raises a number of different public interests such as the prevention of future accidents and the proper administration of justice. Those interests go beyond the individual interests of the parties involved and beyond the specific event. The right balance among all interests is necessary to guarantee the overall public interest.“

Just Culture is not the “magic wand” against injustice and misuse of judiciary processes.

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We still hear the one-liners on “criminalisation of aviation” as the root of all evil and predictions of local Gurus that the Laudable concept of Just Culture has largely failed.

Much has happened since the inception of Just Culture in ATM around 2006 and anybody who would venture to already judge the effects of JC and where it stands at this moment, simply shows a troublesome lack of information or understanding, perhaps of both.

Just Culture is not the “magic wand” against injustice and misuse of judiciary processes. It has been introduced to protect the mundane but ever so important on-going processes of incident or occurrence reporting as much as possible: literally thousands of daily events that feed into the well established system of using reports for the improvement of safety and the prevention of incidents and accidents. It is an on-going daily routine, certainly not as spectacular and awesome as the aftermath of an accidents, but absolutely vi-

4 Several recent or ongoing court cases

illustrate the need for a solid approach to Just Culture…

Photo: imageshack.us

tal for the continued effort to improve safety by learning from mistakes and other relevant occurrences.

At its 37th Session, on 10 May 2012, the members of the EUROCONTROL Provisional Council, 39 States and the EU, unanimously endorsed a “Model Policy regarding criminal investigation and prosecution of civil aviation incidents and accidents” that was developed by the EUROCONTROL Just Culture Task Force (JCTF) and based on existing Dutch and UK practices. The Model Policy is available http://www.eurocontrol.int/articles/safetyand-human-performance-library.

This event introduces the possibility for states to implement a policy at national level that fully respects the sovereign administration of justice by a state in aviation cases, while at the same time recognizing that prosecution should only be effected in cases of gross negligence or wilful misconduct.

Our focus has to lie in the pursuance of the practical goals identified by the Just Culture activities. The real work is only starting now.

I would suggest keeping a very close eye on the strong relationship between offering assistance and education to prosecutors and judges and the introduction of and implementation of the model for an aviation prosecution policy in Europe and beyond. After the historic support by the full EUROCONTROL 39 State membership and the EU for that model, the next step will be to submit it for global consideration through ICAO. Finally, as every good concept is always in essence a simple one, here is the summary of Just Culture, of reconciling the safety and justice interests: IT TAKES TWO TO TANGO! ^

antonio.licu@eurocontrol.int

4 Career

Controlling the Future ATCO TRAINING AND CAREER DEVELOPMENT Karen Stephenson, Product Manager Civil Aviation, ^ by Air Navigation Services, Safety & Environment at IATA The career path of Air Traffic Control Officers (ATCOs), other than at work-face positions, is a subject not given adequate ‘air time’ in many Air Navigation Service Provi­ ders (ANSPs). As a result, ANSPs are missing the opportunity to retain valuable staff and to build an organizational resource to ensure business continuity and preservation of corporate memory. Too often, controllers become demotivated, and accept early retirement or redundancy, because apart from their obvious technical skills to separate air traffic, their full range of capabilities are ignored except for this narrow required skill set. The keys to unlocking this wealth for both controllers and their organizations, is for targeted aptitude tests to be developed to define these further aviation job areas, career guidance to be adopted, and for continuing education to be made an integral part of each controller’s working life.

Often ANSP CEOs are not former ATCOs and this glass ceiling needs to be removed.

More controllers need management training and general aviation education to give them the broader picture of air transportation. It will then be left to the initiative, quality and drive of the individual to reach these higher management positions in ANSPs. It might even allow access to top jobs in airlines and other aviation organizations, which is the reverse of the present situation.

The Quintiq White Paper on Workforce Planning (2010), ‘Coping with the increasing complexity of employee planning in the Air Traffic Control sector’, summarized the body of knowledge on the subject to that date. Controller dissatisfaction with shift patterns and the struggle between employee personal preferences and the need to cover shift positions were cited as key causes for the shortage. The Civil Air Navigation Ser-

vices Organisation (CANSO) has conducted numerous studies on the controller shortage issue, estimating a worldwide shortage of over 3,000 controllers in 2010. CANSO has continued working with all its stakeholders and produced the Global Air Navigation Services Performance Report 2011.

None of the metrics used address the issue of the cost of controller attraction and retention, which underlies organization performance. Maybe this is too big an issue to quantify at this time, but individual ANS Providers know only too well the cost of training to licensing of their Air Traffic Controllers and the cost of bringing in executives from other industries

ANSPs are being driven to transform their businesses to function more efficiently and economically without losing sight of safety fundamentals. But significant opportunities to achieve these aims could be missed if a positive learning and development organizational culture is not instilled. An additional benefit of such a culture would be to leverage the high investment in ATCOs, which are normally sunk costs, and allow controllers to play a wider role in the aviation industry.

With most States now having a separate aviation regulator and ANSP, the transferability of the skills of controllers to working for their Civil Aviation Authority is one obvious career path. Another career path is the ‘big one’ aiming at eventually being either the Chief Executive Officer or in the top team of an ANSP or another aviation organization such as a CAA, airline or airport. Why should not controllers dream of continuous career development? This is not to overlook the immense satisfaction gained by a job well done every working day in an operational or supervisory position. However, how many CEOs of ANSPs have held an Air Traffic Controller licence?

Photo: © Hupeng | Dreamstime.com

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4 Career or parts of the air transport industry to run the organization.

IATA1 has been providing aviation training for over twenty years through the IATA Training and Development Institute (ITDI), and its predecessors.

Originally IATA concentrated on the educational development of its member airlines and funded this training through the IATA Airline Training Fund (IATF). This was back in the days of high airline member dues which funded the majority of IATA activities. Under the leadership of former CEO/ Directors General Pierre Jeanniot and Giovanni Bisignani, IATA gradually transformed into an organization relying on a wide range of commercial activities for its funding.

The IATF continues to assist member airlines mostly from developing nations, and in 2012 is concentrating not only on the traditional areas of safety, quality and risk management, but also people management, with the People Management and Development for Airlines (PMDA) program. This concept could be equally applied to other aviation organizations, such as Air Navigation Service Providers.

As well as serving as a cata-

lyst for business growth and best practices in talent management for airlines, it is being primed to instill a positive learning and development organizational culture. The PMDA program is meant to be the basis for continuous improvement. Succession management is not only about replacing talent, but involves leadership development and placing the right people in the right jobs.

The PMDA program for airlines would be applicable in the context of Air Navigation Service Provision, so we are eagerly awaiting the tangible results from this program.

IATA provides classroom and distance learning solutions not only for airlines, airports, cargo handlers, freight forwarders, travel and tourism agencies, and ground service providers, but also for Air Navigation Service Providers and Civil Aviation Authorities. There are over twenty classroom courses for Air Navigation Service Providers, most of which are five days long, justifying a complete break from the workface or office. There is an emphasis on achieving the Diploma in Air Navigation Service Management which comprises four related courses. The main two are Management of Air Navigation Services and Benchmarking and Best Practices for Air Navigation Service Providers. There is a variety of courses on Performance-based Navigation, including a Workshop on actual implementation, from which to choose2.

IATA is particularly concerned to encourage sustainable aviation, not only in relation to the environment, but also in economic, financial and structural terms. The flagship course of the Civil Aviation training portfolio, Senior Civil Aviation Management, has new

sessions on Aviation System Block Upgrades and Issues for the 12th ICAO Air Navigation Conference to assist States in preparing for this important meeting in November 2012.

A new course, Management of Aviation System Block Upgrades (ASBUs), will be offered in 2013.

To meet the need to provide training for ATCOs and other CAA and ANSP staff, IATA has programmed more courses in Air Navigation Services and Safety for Civil Aviation in Singapore and Montreal next year. More courses will be offered in languages other than English: namely Spanish; French; Portuguese; and Mandarin.

IFATCA and IATA are joining forces to offer two annual scholarships open to ATCOs worldwide starting in 2013. There will be one scholarship to gain the Diploma in Air Navigation Services Management and another for the Diploma in Safety Management in Civil Aviation. The deadline for nominations for these two scholarships is 31st December 2012.

The full details will be announced soon. The nominations for the scholarships will be reviewed and approved by IFATCA Executive Board and the announcement of the winners will be in April 2013. ^

stephensonk@iata.org IATA (International Air Transport Association) represents some 240 airlines comprising 84% of global air traffic.

1

Courses for Air Navigation Service Providers and Safety can be found on the IATA website http://www. iata.org/training/Pages/air-navigation-courses.aspx and http://www.iata.org/training/Pages/safety-courses.aspx 2

Photo: Š Tombaky | Dreamstime.com

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4 Opinion

EASA: A for Absurd?

LACK OF COMMON SENSE IN GA REGULATIONS. IS ATC NEXT? Philippe Domogala, ^ By Deputy Editor As the owner of a small General aviation (GA) aircraft registered in Europe, I have to follow the European Aviation Safety Agency’s (EASA) new safety regulations. While I understand the need for standards and uniform regulations, some of these border on the absurd, as you will see below. I am also a member of the International Pilots Owners’ Association, IAOPA, which regularly reports on such situations. I’ve borrowed some stories below from them.

First issue is that many of EASA’s rules for General Aviation, including gliders, seem to be simply transposed the ones set for large commercial aircraft. The complexity of these regulations, especially the maintenance part M, can be overwhelming for the average General Aviation pilot and operator. On top of that, some are wide open for interpretation. Many believe that EASA concentrates on paperwork and procedures instead of operational common sense. Or as IAOPA puts it: “EASA part M did not solve any certification problems - it has become one!“ They’ve also failed to achieve one of the main goals, which was standardization across all European EU countries! Transponder equipage is one of the many examples of this chaos: a few years ago, EASA mandated the carriage of Mode S transponders for all aircraft regardless of size. Some countries (e.g. the Netherlands and Germany) applied this regulation immediately. People had to replace perfectly working Mode A/C transponders for a Mode S-model at a cost of around US$4000 per aircraft. But other countries (e.g. France and the UK) decided to wait. So much for standardisation… But the most ironic part is that the Mode S has caused problems for both the civil and military ATC systems. This resulted in rules requiring to switch off the mandatory transponder when flying below some TMA’s for example to avoid overloading the controllers’ screens and systems. Effectively becoming invisible in the busiest parts of the airspace, one has to question the motivation of such a regulation.

maintenance personnel. This has worked for decades in Germany… But from January 2010 onwards, EASA found out that most of the maintenance places were not EASA certified. As a consequence, 30.000 seat belts became uncertified overnight. Graciously, EASA granted 3 months to have them checked or replaced by certified personnel or the aircraft would be grounded! Especially absurd if you consider no one can remember someone ever been injured or killed by a faulty seatbelt! The measure doesn’t seem to serve any safety purpose, other than satisfying paperwork.

Eager inspections in Iceland found that the labels in some glider cockpits were in German! The aircraft were grounded until the labels were replaced with localised instructions… Over a thousand of such gliders have operated safely in the last 30 years all over Europe. If you know of some poor pilot stuck in the cockpit of his glider because he doesn’t speak German, we’d like to hear about it!

Some EU countries take EASA to the letter.

In Sweden, because of an “or” in the text, PA-28 pilots are forced to lubricate the door seals every 30 days. That’s what is recommended in the aircraft’s manual, which the Swedish CAA says has the force of law according to EASA. Unfortunately, this gross over-lubrication causes the door seals to swell, thereby weakening the door hinges.

In the long run, it may even cause a door to come off in flight. One pilot adds: ”If some-

Photo: DP

thing really goes wrong, who is responsible? Not Piper, not EASA, not the Swedish CAA – only me. Now, I have to replace the door seals because they are over-lubricated.”

As AOPA said: “EASA seems to write safety regulations not really to improve safety but to absolve themselves from any liability is something goes wrong.”

These are only pilots and small aircraft stories. But EASA is becoming responsible for ATM. Let’s cross our fingers that they apply more common sense. ^

dp@the-controller.net

4 EASA and GA: lack of common sense?

Photo: © Richard Thomas | Dreamstime.com

Then there are the seat belts in Germany: a seat belt has to be regularly checked by

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4 Feature

Air to Air Refueling FRONT ROW SEAT IN 54-YEAR OLD KC-135 Oscar Sannen, Air Traffic Control Guild, ^ by The Netherlands 26

4 Feature Working in the Flight Service Centre and at the Operational Helpdesk at the Dutch Air Traffic Service provider LVNL, I am in regular contact with military colleagues with whom we coordinate special flights within the Amsterdam FIR. One of these is a fly-by during the yearly memorial overhead the WWII cemetery in Margraten, Limburg. Initiator of this event is the Military Air Attaché of the American embassy in The Hague, Colonel Peterson. As we’ve worked together for a number of years, I decided to ask him whether there was any possibility to fly on a USAF KC-135 tanker. He promised to check with the Public Affairs Office (PAO) at RAF Mildenhall, in the United Kingdom.

A few weeks later, they contacted me: after asking me about my intentions, they told me that they were trying to find a suitable flight. As missions could change at short notice, they said it would probably be best to arrange for me to be in the UK for a few days. Another few weeks later, I flew to Stansted, picked up a hire car and drove the 1,5 hours to RAF Mildenhall (EGUN). It’s there that the U.S. Air Force 100th Air Refuelling Wing (100 ARW) is stationed. It’s the only permanent U.S. air refuelling wing in the European theatre. During World War II, its predecessor unit, the 100th Bombardment Group (Heavy), was a B-17 Flying Fortress unit stationed at RAF Thorpe Abbotts in England.

Flying over 300 combat missions, the group earned two Distinguished Unit Citations but also suffered tremendous losses in combat, with 177 Aircraft missing in action. The 100th Air Refuelling Wing has been bestowed with the lineage, honours, and history of the 100th Bombardment Group. One of these honours is that it is the only modern USAF operational wing allowed to display on its assigned aircraft the tail code (Square-D) of its World War II predecessor.

Initially, a medical check was planned for the afternoon, but PAO MSgt. Boisvert, who had met me at the gate and SSgt Lee, who had been my point of contact, told me it wasn’t necessary. They also told me that my flight had been moved from Tuesday to Wednesday.

Pre-flight As agreed, I returned to the airbase on Wednesday, at 08:30 local. PAO MSgt. Brian Boisvert accompanied me across the massive airfield to the operations building of the 100 Air Refuelling Wing. There, I joined the three crewmembers who were busy preparing the flight. I was introduced to Captain John Williams (instructor pilot), Captain Katherine Paolillo (aircraft commander) & SSgt. Eric Sonneberg (boom operator). After some for-

4 Author Oscar (far) and Eric in the boom operator’s station.

All photos credit: Oscar Sannen

malities, I was given a headset and accompanied the crew to a briefing room. There we were given the details of our mission: which aircraft would come and refuel (in our case 2 F-16’s and 3 A-10’s), how much fuel we were bringing, route, weather, etc. After this, a van took us to our aircraft, a KC-135R nicknamed “Wolfpack”. Built in 1958, it certainly didn’t look 54 years old! The ground crew was finishing final preparations and the crew chief briefed us about some specifics of this aircraft.

The window of the boom operator was given an extra clean: it gets quite dirty from oil running back up the boom during the refuelling. Around 11:15, I entered the cockpit via a little ladder. I got another safety briefing from our boom operator Eric as well as a portable oxygen mask I had to keep on me during the whole flight. In total, there are seven escape routes, which I needed to know about. In addition, they told me where my life jacket and the toilet was. After this, Eric told me I could have his seat in the cockpit for take-off and landing. Around 11:35, we were ready to go!

The cruise gave me the opportunity to have a chat with the pilots about the aircraft. Despite being nearly 55 years old, they assured me its still going strong. They said they expect it to remain in operation until the replacement KC-46A arrives, which could take another few years.

Before too long, we got handed off to a military controller in München ACC and we reached the Gretchen track. That was my cue to follow Eric to the boom position in the back. Lying flat on his tummy, Eric put his chin on a support and his

4 Historic (Square-D) symbol that remembers the World War II predecessor of the 100 ARW

The Flight After strapping in and donning my headset, I heard the crew requesting taxi: “QUID78 ready for taxi”. The controller cleared us for take-off from runway 11, after which we followed the “Lakenheath” departure. The route then continued via Marham towards Dutch airspace, climbing to FL350 and later FL370. Our destination was the Gretchen refuelling track in the south of Germany. Meantime, John handed out our meal boxes, with some snacks to help us get through the sixhour flight.

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4 Feature connecting to the boom, but both eventually returned to their exercise area with their tanks topped up. They planned to come and get more fuel about an hour later, before returning home. Meantime, we continued flying our racetrack pattern. When I returned to the cockpit, Katherine and John could tell from my face that I was very impressed with the experience!

4 F16 approaching the

KC-135’s boom to refuel Photos: Oscar Sannen

right hand on a small joystick to control the boom. He told me to settle in beside him. A small window gave me a magnificent view of the clouds below. He switched to a special ‘boom-frequency’, which I was able to hear through my headset. Having in the meantime descended to FL290, Eric extended the boom. He warned

me that seeing a fighter jet approach could be a little intimidating and he was right: shortly after calling on the boom frequency, an American F-16 from Aviano airbase (Italy) approached the boom. It was an awesome sight and I started taking tons of photos.

The fighter had some trouble hooking up to the boom, but managed eventually to get some fuel. Breaking off, he made way for his colleague. This one also had some trouble

Boeing KC-135 Stratotanker Developed in the 1950s by Boeing and like the B-707, the KC-135 is derived from the Boeing 367-80 jet transport “proof of concept“ demonstrator. While it looks similar to the B-707, it’s structurally quite different and it has a narrower fuselage and is shorter. The KC-135 actually pre-dates its civilian sibling: after the first order of 29 in 1954, it went into active service in 1957. By 1965, over 400 aircraft had been delivered. Other customers included Chile, France, Turkey and Singapore. Most of the original models KC-135A’s, were later upgraded with more economic CFM-56 engines, and designated as KC-135R or KC-135T. Others, namely the KC-135E, were outfitted with TF-33-PW-102 engines. The last one of these was retired in 2009. A special version, the KC-135Q was built to refuel the SR-71 Blackbird, segregating the special JP-7 from its own fuel supply.

While we waited for the fighters to return, we dug into our lunchboxes. It also gave me a chance to get to know the crew a bit better. Katherine was born and raised in Texas.

She has around 700 hours on the KC-135.

She’s been stationed at Mildenhall for about a year and her husband flies the F-15E Strike Eagle from nearby RAF Lakenheath (EGUL).

John is originally from Louisiana and has nearly 2300 hours on the tanker. Eric started out as fuel mechanic and later re-trained as boom operator. Stationed at Mildenhall for only 3 months, he had clocked up about 100 hours as boom operator. All three of them had trained in Altus AFB, Oklahoma.

Before too long, we were told the F-16s were on their way again. In the mean time, we had descended to FL270. Eric and I returned to the back of the aircraft and this time, both fighters pulled off the manoeuvre flawlessly.

They even agreed to pull up besides the KC135 to allow me to take some photographs of them in formation. After a few pictures, they announced they were returning to Aviano.

Returning to Eric, I heard that the A-10s were also nearby, but there was some discussion on the level they would refuel at. There were too many clouds at the planned FL140, so we decided to descend lower to see what it was like there. We got a step descent, to FL250, FL200, FL160 and eventually FL120.

But Eric reported that he noticed icing conditions – not an issue for us, but for the A-10s!

We climbed back to FL170 and then FL260, which was too high for the A-10s to refuel: their maximum was FL220, which is not an option. An alternative refuelling pattern was

Besides the engines, the communication, navigation and surveillance equipment on the aircraft have also been continuously upgraded over the years.

For the actual refuelling, the aircraft has a so-called “flying boom“. This can be controlled by the boom operator, who can steer it via a joystick while lying down in the tail section of the aircraft. He has a small window, giving him a close view of the boom and the receiving aircraft. Some of the tanker aircraft also have a multipoint refuelling modification, which allows them to refuel two aircraft simultaneously via drogue pods at each wingtip.

4 KC-135R nicknamed “Wolfpack” 28

during flight preparations.

4 Feature discussed, but since it wasn’t booked beforehand, it wasn’t be possible to use this.

Unfortunately, I didn’t get to see the A-10s up close…

It was also the cue for us to head back to base – thanking the controller in München, we were cleared towards the northwest and to climb to FL340. The German military handed us back to Dutch military ATC and a little later, we were back over the UK, descending towards Mildenhall. Six hours later after we had taken off, we touched down on runway 11 and taxied to our parking spot. After a few more photos of the crew and the aircraft, I promised to send them the best shots via e-mail. Thanking them extensively for a wonderful experience, I left the crew who still had a debriefing ahead of them and I headed back to the hotel.

Replacing the KC-135 After a process of nearly 10 years, the American government announced in 2011, it had selected Boeing to deliver the replacement for the aging KC-135s.

The KC-767, which first flew in 2007, will be rebranded as the KC-46 Multi Mission Tanker. It’s based on the Long Range Freighter version of the 767 and the contract calls for an initial 18 aircraft to be delivered by 2017. Other customers include the Italian and Japanese Air Force.

While based on the B-767 airframe, the aircraft will have the same cockpit as the brand new B-787. The boom operator will no longer lie in the back of the airplane but will sit at a console watching the refuelling via CCTV. It will be possible to re-configure the aircraft for cargo transport and/or passenger transport.

Photo: Wikipedia

It was an unforgettable experience to see an aircraft this old still perform her role flawlessly. The enthusiasm, friendly and very sympathetic crew only made the experience more memorable! Special thanks to: the friendly crew of QUID78, the Mildenhall Public Affairs office and Colonel Peterson for all his effort. ^

O.Sannen@lvnl.nl

4 Two Italian based F-16’s pose for Oscar’s camera.

Photos: Oscar Sannen

4 The crew of QUID78 after their mission.

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Charlie

Charlie's Column Forgot His iPhone?

A 24 year-old man was arrested for jumping out of an Air Asia flight recently.

The aircraft was getting ready to take-off and was starting its roll down the runway when the young man, only identified as “Chong”, opened one of the doors. This automatically deployed the emergency slide. He slid down the chute and ran away. The crew was forced to abort the take-off and managed to do so without further damage or injuries.

Alaska Flight to Seattle in the USA and posted it on the Internet. Apparently, it’s the result of a fed up maintenance engineer that kept receiving the same problem reports for the same anomaly.

4 “We know about this!”

Photo: reddit.com

Fed up Receiving Paperwork?

A passenger, maybe with an iPhone again, took this photo from his seat during an Air

We think that smartphones and instant uploading to internet have pretty much ensured Charlie will have enough material for years to come…

4 Gliders lined up for take-off Photo: internet

The man ran down towards the terminal, where he was immediately arrested.

Unconfirmed rumours say he had left his iPhone in the terminal and wanted to retrieve it. It would seems that iPhones can make people forget they are in an aircraft.

Maybe they should make an App for that?

Reminds me of one of the flights in the early 1970s with defunct LTU from Germany to the Canary Islands. Flights were becoming more mainstream (read cheap) and suddenly people who had never flown before found themselves on those flights.

Just before landing, the flight attendant announced via the public address that we were approaching our destination. An elderly couple stood up, taking their coats and hand luggage from the overhead bin.

They calmly walked to the nearest door, where they stood waiting, just like they did on the train.

was done with the best intentions, it was perhaps “not the best way to deal with the issue. The writing has since been removed and the flap will go in for a total repair in October”, they added.

In a statement, Alaska Airlines reacted saying the note pointed to a permanent and FAA-approved repair to the flap. “Before every flight, pilots do a walk around the plane, and they kept seeing this section needing repair. They’d put it in the maintenance log, saying ‘you need to fix it“.

Maintenance workers wrote the note on the wing to ward off further reports by pilots. The airline remarked that though it

Overheard on Frequency I JFK ground control on busy Friday afternoon. An aircraft from a well know European airline was approaching the end of a long queue at the holding point…

Pilot: “Ground, Airline 1234, do you have any further instructions for us?”

After a short pause, the ground controller came back: “Yes, maintain radio silence until we call you back.”

Overheard on Frequency II A large airliner on an approach training flight Pilot: “We’re not sure yet if it will be a full stop landing or a touch and go…”

Tower controller: “Depends on how good the landing is?”

Most likely the instructor pilot: “No, more likely on how bad the approach continues to be flown.“

Boosting Runway Occupancy As you can see on this photo, you can effectively line up nearly one hundred aircraft ready for take off in an airport. Even the taxi way can be used. But the amazing thing is that less than one hour later all the gliders were airborne. That should give some fresh ideas to the new generation of airport managers to minimize delays on departure… Runway incursion experts should probably not look at the photograph…^

charlie@the-controller.net

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Access the remote computers in realtime over existing cables without any loss in quality and performance. This also enables computer maintenance without disturbing ATCOS.

Ask your technical personnel for the G&D solution!

Guntermann & Drunck GmbH Dortmunder Strasse 4a D-57234 Wilnsdorf Phone: +49 (0) 27 39/89 01-333 E-mail: sales@gdsys.de www.gdsys.de SILVER ASSOCIATE MEMBER

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Leading the way in digital KVM

photo: photo: DFS DFS Deutsche Deutsche Flugsicherung Flugsicherung GmbH GmbH

ATC GLOBAL EXHIBITION AND CONFERENCE 12-14 MARCH 2013 AMSTERDAM RAI, NETHERLANDS

THE INDEPENDENT VIEW OF THE SKIES

ATC GLOBAL unites the international air traffic management community annually, facilitating business partnerships and knowledge sharing between industry colleagues.

ORGANISED BY

FOR MORE INFORMATION, VISIT WWW.ATCGLOBALHUB.COM