Insight Magazine Spring 2013

EUROCONTROL

NEW CHALLENGES across the Agency

DUBROVNIK Frank Brenner visits the prehistoric cave under the airport

TEN YEARS OF EADHappy Anniversary!

Spring 2013

3 Editorial

4 An eye on...

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

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

16 Remotely Piloted Aircraft System concept

20 ICAO Flight Plan: Thank you, EUROCONTROL!

26 The User Forum 2013: backstage at a real rock show

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

32 Teaming up for safety

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

8 Dossier

8 World ATM Congress: a story written by the actors

36 Inside News

36 Newcomers

36 Retirements & ETS

37 In Memoriam

38 Eurobabies

44 New challenges across the Agency

23 Success Stories

23 Ten years of EAD: Happy Anniversary!

40 Quand le CEE diminue sa contribution au réchauffement climatique

15 Counting on you

15 Glen's All Stars are back

48 Aviation sans Frontières Belgique

Contents Sommaire

Insight magazine Spring 2013

3

EditorialDear readers,

I was very pleased to be invited by Josefa Garcia Garcia, Editor of Insight, to write a

Guest Editorial for the Spring edition.

You all know that “tackling silo thinking” is some-thing that I am passionately committed to.

I think you will see that teamwork and cross-pillar success stories are a running theme through this Insight, from the User Forum to the Safety Event

to the World ATM Congress (WAC). It is refreshing to read Edgar Reuber and Mike Lissone mention

in their impressions of the WAC that “it made a refreshing change that our stand was not made

up of compartmentalised directorates, but a single European team”: that is exactly how

we need to work.

Being flexible and adaptable is a key driver for this and I am also very interested to read how staff see

their experience of moving between Directorates as a positive, enriching step that leads towards, in

Rainer Koelle’s words, “a better insight into what we are doing”. I also like Yevgen Pechenik’s statement

that “whenever you see a wall, you just need to coor-dinate and fight the silos, keeping the organisation’s

goals in mind”. Bravo!

On the ATM side, I note some genuine success stories, from the ICAO Flight Plan to RPAS.

Particularly interesting from a personal perspective is the article celebrating the 10th

anniversary of EAD – The European AIS Database – which as you know is a project I was closely involved

in, and is the model behind much of the thinking behind centralised services.

It’s nice to see a number of personal contribu-tions too and I would be very interested in seeing

more of these – I myself provided a photograph I took in Dubrovnik, during a visit to the DGCA,

CroatiaControl and the airport, which the Insight team have written an interesting article around.

In addition to the moving tributes to Thanos Papavramidis and Dirk Ceyssens, I enjoyed reading

about Etienne De Mûelenaere’s volunteer work with "Aviation sans frontières", or to hear of the tribute

paid by colleagues in Maastricht in memory of their former colleague Glen Ralston to support research

into cardiac arrhythmia.

Enjoy our staff magazine!

Yours, Frank Brenner

Chers lecteurs,

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

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

La clé de la réussite réside dans la flexibilité et une grande capacité d’adaptation. Aussi est-ce avec grand intérêt que j’ai lu que les membres du personnel qui ont changé de Direction ont vécu cette expérience positive comme un enrichissement qui leur a permis « de se faire une idée plus précise de ce que nous faisons », pour reprendre les termes utilisés par Rainer Koelle. J’apprécie également la manière dont Yevgen Pechenik voit les choses : « Lorsqu’un obstacle se présente, il suffit d’assurer une coordination et de « décloisonner », tout en gardant à l’esprit les objectifs de l’Organisation ». Bravo !

Dans les articles consacrés au domaine de l’ATM, j’ai relevé plusieurs succès remarquables, parmi lesquels le plan de vol de l’OACI et les aéronefs télépilotés. Un article que j’ai trouvé particulièrement intéressant d’un point de vue personnel est celui consacré au dixième anniversaire de l’EAD (la base européenne de données AIS), un projet auquel j’ai participé activement, comme vous le savez, et dont s’est largement inspirée toute la réflexion qui sous-tend le concept des services centralisés.

Ce numéro contient également de nombreuses contributions personnelles, une tendance que j’aimerais voir se confirmer. J’ai d’ailleurs moi-même fourni une photographie que j’ai prise à Dubrovnik au cours d’une visite à la DGAC (CroatiaControl) et à l’aéroport, pour illustrer l’article intéressant que l'équipe d'Insight a consacré aux caves de cet aéroport. Outre les hommages émouvants rendus à Thanos Papavramidis et à Dirk Ceyssens, j’ai également lu avec plaisir l’article consacré au travail bénévole d’Etienne De Mûelenaere au sein de l’association « Aviation sans frontières » ainsi qu'au soutien apporté à la recherche sur l’arythmie cardiaque par nos collègues de Maastricht en mémoire de leur ancien collègue Glen Ralston.

Je vous souhaite une agréable lecture de votre magazine du personnel !

Cordialement, Frank BRENNER

Insight Editorial Group:

Hervé Bechtel Salima Tiamani-CorcesLynn KochMireille RomanSimon Scott-KemballJosefa Garcia Garcia, editorFrédérique Fyon, layout & design

Photos: DR/COM

Linguistic Linguistic ServiceAdvisers: DR/CS/LING

Next Issue: Nov 2013

Copy Deadline: 13 Oct 2013

Contact: [email protected]

(tel.: 93283)

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

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

mailto:insight%40eurocontrol.int%20?subject=

4

An eye on...An eye on...

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

MUAC The TMA competency programme: necessary or just a luxury?

Exchange programmes have generally been a suc-cess since they were more broadly introduced last cen-tury, first for students and later also for professionals. But we are living in times when tradi-tional intrinsic values (such as ‘cultural cross-pollination’) seem to be less de-sirable than tangible results that ac-countants can immediately express in euros. Discovering the world and social enrichment are no longer legiti-mate drivers, and every effort needs to be measured with a financial ruler.

We spoke with MUAC’s Capacity Pro-grammes Manager Theo Hendriks, who stood at the cradle after the idea was born to launch the TMA compe-tency programme for EUROCONTROL ATCOs (and their peers). Can he con-vince us that his programme fits into the current policies of the Agency to strive for ever more cost-efficient op-erations at MUAC? Or teach us that this is not about immediate hard cash but that the Organisation will ultimately benefit from the non-financial enrich-ment? Let’s find out. And let’s quickly find out what TMA stands for!

Theo Hendriks

The three letters TMA stand for ‘Terminal Maneuvering Area’, but I suppose that does not explain suffi-

ciently what we have at hand here. Let me try and give you some more back-ground. Don't worry, I’ll avoid heavy analysis from upcoming and ongoing shifts in regulatory frameworks like SES Performance Schemes and FAB Implementing Rules, etc, etc.

In short, MUAC’s role and position in the ATM network is getting more and more attention, in particular when ser-vicing some of Europe’s major hubs: Paris, London, Amsterdam, Frankfurt and Munich. Evidently, being at the heart of it, we are aware of this devel-opment and the programme is in fact our response to address ‘distortion’.

We all know that MUAC delivers excel-lent en-route service in the upper air-space. We have often been called ‘best in class’ and sometimes we even get to hear the suggestion that we might as well slow down a little bit. Maybe because less perfect is thought to be cheaper, but there is another, maybe even more important reason behind this: ultimately, for our customers, the

overall result is what counts. Some of the benefits of our outstanding per-formance can be (and is in fact) lost because of difficulties that our high productivity can cause in the lower air-space. What basically happens is that we keep on rushing large quantities of traffic into the already overloaded air-port stacks or lower airspace sectors of our national partners. It is like a multi-story factory-building with the large conveyer belt from the top floor run-ning on nitrogen fuel, feeding airplane after airplane into the lower stories that steadily run their belts on regular petrol. Today a lot of effort is wasted on finding ad-hoc solutions for this lack of synchrony, e.g. by letting pilots make detours, turn spirals, or even de-lay their departure from ground.

Just slowing ourselves down is way too over-simplistic and would be very damaging to our customers and the overall network (‘unused space on the conveyer belt’). Today, ATCOs trying in good faith to smooth problems for our partners in the lower airspace are not only regularly uncertain as to whether their efforts are effective, but at times even cause counter-productive ef-fects. So we rather needed to consider the option of optimising the interfaces with our national partners in the lower

5Insight magazine Spring 2013


MUAC The TMA competency programme: necessary or just a luxury?

airspace, not just in terms of proce-dures or technicalities, but also from a human factors point of view. To do so we had to better understand their needs, possibilities and difficulties; thus obtaining the birthright of our competency programme!

What does the programme focus on? Experts know that work in lower air-space, especially in connection to major hubs, is dominated by the ar-rival management requirements of the TMA, and less so by transit or depart-ing traffic. So through the programme we are searching for effective ways of extending arrival management re-quirements into the upper airspace. To accomplish something like that we have looked for and involved enthu-siastic participants (from both sides) with in-depth operational expertise built from training and experience, people with know-how who appreci-ate the efforts and craftsmanship of their counterparts.

From the feedback of our ATCOs who, in the framework of their ‘side-track-ing’, had previously looked into Am-sterdam, Langen, London and Paris, we concluded that the latter hub held the most opportunity for our pro-gramme and had the highest need.

A word from our MUAC ‘side-tracker’, Russel GARNHAMThe TMA competency programme is a new concept ad-opted by the MUAC management team which represents the change in culture of how we view our operations. The aim of the programme is to tackle both the technical and human aspects of facilitating the TMAs in the upper air-space. During our visits we gained a lot of knowledge and understanding of the differences and difficulties that each of the TMAs encounter. After our travels we analysed, from an op-erational perspective, which of the TMAs' collaboration most needed improvement and Paris landed on top of our shortlist. There was some deficiency in understanding each other’s operations at that point, which needed to be tackled.

So at the beginning of this year we were very pleased to welcome our colleagues from Paris ACC to take part in the exchange programme at MUAC. A two-day programme was designed to provide our visi-tors with a general overview of operations at MUAC, paying special attention to the Brussels sectors and the available systems and tools. Throughout the visit we had a lot of fruitful discussions from which we gained a better understanding of “how things work” and “how we would like things to work.”

The exchange visit was a very positive experience with great know-ledge-gathering achieved. We were able to build a strong relationship with our distant yet day-to-day colleagues. Continuing the exchange programme will further strengthen the relationship between MUAC and Paris ACC, helping us to work closer in maintaining and improving the excellent work carried out by both teams.

An eye on...

6

An eye on...

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

A word from Paris ACC’s Exchange Team on the January visit to MUACOur trial visit was very well organised and our expectations were exceeded. This exchange allowed us to better un-derstand what MUAC ATCOs actually do in their sectors, how they work and with what tools. Thanks to the synthetic pre-sentations of the sectors and their main traffic flows, we managed to get a clear view of MUAC ATCOs' everyday job.

Spending some time in the operations room was very enriching: we were able to talk quite a lot with the controllers, who were eager to answer our ques-tions and share their points of view and working experience with us. But above all, using the simulator for a reason-able amount of time was a genuine “eye opener”. We want to thank our hosts for the positive atmosphere and for their availability. We had good and open dis-cussions throughout our visit, therefore no big debrief was really necessary in the end!

Our feedback after these two days? We can only encourage such mutual visits between MUAC and Paris ACC to be regularly scheduled!

Christine NAHON, Mélanie VEYRIER, Kevin SHEEHAN, Renaud RIDE

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

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

Theo Hendriks in the background with the French and MUAC controllers

– spontaneously and through more formal and structural development activities.

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

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



NEW e-DASHBOARD

to access Single European Sky performance

data and targets

EUROCONTROL

The e-Dashboard provides a lot of key exciting

features to maximise user experience:

n User-friendly access to three different

performance levels: EU-wide, Performance Plan

(either national or FAB) and Airports.

n Clear presentation of all Key Performance

Indicators (KPIs) and Performance Indicators

(PIs) regulated by the Performance Scheme

Regulation (e.g. Safety, Environment, Capacity

and Cost-Efficiency).

n Graphical display of actual performance

against adopted targets for all KPIs as well as

historical developments.

n Interactive graphics and clickable maps with

pop-ups for quick in-depth analysis.

n Interactive tables allowing comparison with

other States and easy sorting.

n Download feature to retrieve data in various

formats (xls, pdf, csv, txt, etc.) allowing

compatibility with various tools.

n Link to Metadata presenting definition and

methodology for the calculation of each KPI

and PI.

The Performance Review Body of the EU Single

European Sky (SES) has just published an

e-Dashboard under the provisions of its contract

with the European Commission.

“This interactive Dashboard provides

harmonised ANS performance data for all

stakeholders. It has been developed in close

co-operation with the National Supervisory

Authorities and will assist them in preparing

their Annual Performance Monitoring Reports.

It represents yet another excellent example

of EUROCONTROL’s commitment to support

the SES implementation. It covers all 29 States

subject to the SES Performance Scheme during

the first Reference Period (2012-2014) and

can easily be extended to all EUROCONTROL

Member States,” noted Xavier Fron, Head of the

Performance Review Unit at EUROCONTROL.

The e-Dashboard is available at

http://www.eurocontrol.int/articles/monitoring-rp1.

Both data and functionalities will be updated

regularly.

More information on the Performance Review Body’s role in improving

the overall understanding of Air Navigation Services and airports

performance and promoting pan-European performance enhancements

can be found on our website (www.eurocontrol.int/prb).

http://www.eurocontrol.int/articles/monitoring-rp1

http://www.eurocontrol.int/prb

8

World ATM Congress:

A story written by the actors

DossierDossier

”Once upon a time, the international air traffic

management industry decided to stage a major

new event called World ATM Congress. It was

held in February 2013, in Madrid, and EURO-

CONTROL took part in the event for the first time.

The event combined a large-scale exhibition, an

industry conference and social events, providing

networking opportunities and the chance to find

out the latest trends and developments in ATM.

World ATM Congress was an opportunity for

EUROCONTROL to demonstrate how it had

evolved as an organisation as well as showcase

the tangible contribution it was making towards

European ATM and the creation of a Single Eu-

ropean Sky.

The Agency exhibited at World ATM Congress,

with eleven projects on display. It also took an ac-

tive part in the educational programme by means

of various briefings, workshops and the conference.

Last but not least, it was rewarded twice by the

IHS Jane’s ATC Awards for the valuable work per-

formed with its partners.”

DossierDossier

Insight magazine Spring 2013 9

This is the story you will find on our public website, as well as in the bro-chures and material issued to promote the Agency’s participation in the

event. But there is also a people-based story, a story written by every-one working to make the event a success.

This article is about this other side of the story as the World ATM Congress and similar key stakeholder events are not

only a great opportunity to network and interact with stakeholders, but also bring important added value

to the Agency. In this respect their success is, first and foremost, a question of individuals perform-

ing in teams and working to achieve a common goal. Such events involve a number of chal-

lenges – not only raising the visibility of the Agency externally but also managing the

high number of individuals who contrib-ute to such events in different ways and

at different levels.

Before the event and on site there is an important coordination and communication effort which al-lows the various actors to interact to clarify the contribution ex-pected from each of them and to ensure that the final output is in line with the goals of the event itself. This involves taking into account the different needs of the various parties, harmon-ising working methods and dealing with issues which are partially technical, as most of the time they relate to people, people working in teams.

That is why we decided to give the floor to those persons and teams who put their time and energy into making World ATM Congress a really successful

event.

They will take you the behind the scenes and tell you a story, animated

by impressions and feelings, which is based on a wide range of points of

view and experiences. Together, they will give you a highly personal perspec-

tive on the event.

10

L'ÉQUIPE DE L'IMPRIMERIE ÉGALEMENT SOUS MA SUPERVISION

DossierDossier

DG’S VIEWS FROM HIS BLOG (issued on 14 February 2013)

World ATM Congress in Madrid has proved an exciting event for EUROCONTROL. We had a great stand and a very engaged team there, and I was very proud to attend the Jane’s Awards on Monday night and see the Master Plan recognised with an award as well as an individual award for the Datalink Implementing Rule going to Martin Adnams. The first day was all about collaboration towards a transformed ATM environment, and I enjoyed the speeches by key players in global ATM. The discussions complemented those I have been having with our stakeholders over the past month about centralised services (CS).

RÉCIT DES GRAPHISTES DE L’AGENCEComme tous les événements de cette taille, le World ATM Congress (WAC) est un exercice à la fois engageant et enrichissant car il implique une participation à plusieurs niveaux : de la conception du stand et de son design au développement du matériel graphique employé sur place, de la création de publications de toutes sortes et de différents formats à la mise en page des supports de présentation PowerPoint utilisés par les experts, jusqu’à la préparation des étiquettes pour les badges des directeurs et des exposants. Par rapport à l’ampleur de l’événement, les tâches évoquées semblent avoir une importance relative. Nous sommes toutefois conscients qu’ensemble, elles contribuent à créer l’image que notre Agence véhicule sur place et à l’extérieur. Et nous en tirons une grande satisfaction.

Ceci étant dit, et pour conclure en beauté, voici un petit quizz pour nos/les lecteurs : savez-vous combien de publica-tions ont été éditées et publiées pour le WAC ? Nous offrirons à l’heureux gagnant un service de design encore plus riche en créativité et en bonne humeur !

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

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

Contributions

L'ÉQUIPE DU COURRIER SOUS LA SUPERVISION DE

JEAN-PIERRE FOGLIA(SECOND SUR LA PHOTO)

MARIANNE, SEPPE, FRED... LES GRAPHISTES


DossierDossier

A STORY BY EDGAR REUBER AND MIKE LISSONE (RPAS/UAS TEAM)Edgar and I manned the Remotely Piloted Aircraft Systems/Unmanned Aerial System (RPAS/UAS) position. On the first day of the exhibition a large number of people visited us to know what we were all about and to find out what the Agency was doing in this field of aviation. This was the first time that this topic was on display and we very much appreciated talking to people who were willing to learn more about what we were doing. We received positive feedback from the visitors, and not only from people new to this topic.

It also made a refreshing change that our stand was not made up of compartmentalised directorates, but a single EUROCONTROL team with collaborative and cooperative people willing to support the Agency at the event and to find out more about the topic. Furthermore, we were proud to be exhibiting at one of the most prominent and accessible stands in the exhibition hall!

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

RÉCIT DE MISSION DE THIERRY CHAMPOUGNY, DE L’ÉQUIPE « PLANIFICATION DES OPÉRATIONS »

Ma première impression du World ATM Congress (WAC) ? Il a fait froid et cette année, les trois journées d’exposition ont été éprouvantes pour nous tous, notamment la première, où nous avons présenté les activités de l’Agence pendant près de dix heures d’affilée !

Comme pour chaque événement de cette ampleur, nous avons un sentiment à la fois de fatigue et de satisfaction car notre stand, et plus particulièrement l’animation 3D, a attiré beaucoup de visiteurs. Cette façon de présenter la gestion de l’espace aérien se révèle toujours très appropriée et gagnante. Et nous en sommes très contents.

Le WAC est aussi une belle occasion de faire l’état des connaissances ainsi que de se renseigner sur les nouveautés et les dernières avancées du domaine de l’aviation. Et si c’était à refaire, je dirais que chaque équipe devrait s’organiser

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

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

A STORY BY JACKY POUZET ON BEHALF OF THE CFC TEAMSuch an event is of course an excellent opportunity to meet our stakeholders, having time without e-mail and meet-ing constraints to talk informally with them. It also provided a good plat-form to discuss with our colleagues and learn more about what they are doing. On our side, it was the occasion to discuss in detail the issues raised by the UAVs with the EUROCONTROL experts on the stand, which proved very useful.

We shared the position with PENS and the Radio Frequency Function, and realised that we need to devote more energy to communication in order to raise awareness of frequency manage-ment among non-specialists. Consid-eration will have to be given to how we can change the way we convey our messages.

Last but not least, the Director Gen-eral's visit to the stand was an unex-pected and appreciated opportunity for us to present some of our activities to him.

LES EXPERTS

EDGAR AND I MANNED THE REMOTELY PILOTED AIRCRAFT SYSTEMS/UNMANNED

AERIAL SYSTEM POSITION

SUCH AN EVENT IS OF COURSE AN EXCELLENT OPPORTUNITY TO MEET OUR STAKEHOLDERS,

HAVING TIME WITHOUT E-MAIL AND MEETING CONSTRAINTS TO TALK INFORMALLY

WITH THEM.

LAISSEZ MOI

SORTIR!!

12

DossierDossier

TU AS PENSÉ À CONNECTER LE WIFI À LA CAMÉRA?

ÇA NE MARCHERA JAMAIS!

QUI A PRIS L'ÉCHELLE??

VAS VOIR À COTÉ...

WE HAD THE JOLLIEST PEOPLE AROUND

C'EST POURTANT SIMPLE: TU DOIS SIMPLEMENT �� TU COMPRENDS?

PENDANT CE TEMPS-LÀ, LA SWIM-TEAM S'ACTIVE...

AH! J'AI TROUVÉ LE MODE D'EMPLOI

JE SUIS ICI!

QUELLES SONT LES PRÉVISIONS MÉTÉO? MEILLEURES J'ESPÈRE.

MARRE DE PORTER CE BONNET.

MÊME PAS FROID!

CIEL DÉGAGÉ ET ENSOLEILLÉ....

VUE SPLENDIDE!

MADRID, MADRID, MADRID,.....


DossierDossier

A STORY BY THE SWIM TEAM We chose the newly-launched World ATM Congress held in Madrid this Feb-ruary to showcase the latest develop-ments and achievements made in the SESAR SWIM (System-Wide Informa-tion Management) project.

Ten SESAR partners took part in pre-senting SWIM: EUROCONTROL took the lead in coordinating the event and managing the project on behalf of SESAR’s industrial partners and the SESAR Joint Undertaking.

We opted for a series of three live ses-sions to show over 200 participants SWIM’s collaborative decision-making features - such as information sharing, service orientation, federation, open standards, information and service lifecycle management.

During the demonstrations, ten dif-ferent ATM organisations were con-nected through 15 prototypes. We managed to successfully exchange in-formation on airspace, flights, airports and weather. Everyone agreed that SWIM is maturing well and we expect to see rapid deployment in the near future.

The World ATC Congress sessions built on the fine work done at the SESAR SWIM Master Class held in 2012. We believe that SWIM has now gained broad acceptance in Europe as the new standard for exchanging infor-mation – and we hope that soon we can take it even further and establish it as a global standard, taking on extra partners and adopting a wider vision to do this.

These sessions made for a lot of work – not just for our own staff but for peo-ple outside, too. Our ops and support teams in-house did an especially great job. We are very much aware that the final output of the projects depends on the fine orchestration of a number of mechanisms, each one of which is vital. So, a big thank-you to everyone who helped us: you made it all hap-pen!

RÉCIT DE MISSION D’ANTOINE AUTHIER, DE L’ÉQUIPE MUAC Madrid, grand ciel bleu ensoleillé, vent glacial. Notre stand colossal domine un hall d'exposition où beaucoup reste à faire. Quelques instants pour comprendre l'organisation et rencontrer les différents protagonistes. Un subtil mélange hispano-italo-néerlandais qui ne manque pas de piquant. La palette arrive enfin, le déploiement du maté-riel peut commencer. Entre peinture et ponçage, tout s'est finalement très bien passé. Les deux installations du MUAC sont prêtes à délivrer leur lot d'informations et de judicieuses explications. Un seul regret : ne pas pouvoir rester et assister à une démonstration de SWIM, mais j'ai les pieds gelés, il est temps de rentrer.

Cet événement m'a permis de rencontrer différents collègues de Bruxelles, Brétigny et Luxembourg et de discuter avec eux. J’ai pu ainsi mieux comprendre et apprécier leurs domaines d'expertise et leurs activi-tés. Ce fut enrichissant et j'ai vraiment apprécié ce côté de l'expérience. Merci à l’équipe qui a travaillé sur place pour son accueil spontané.

A STORY BY THE CNS TEAM AND FRANCA PAVLIČEVIĆI think we had the jolliest people around! Anyone in the vicinity could tell that we enjoy what we do. Although day 1 was a bit quiet (this is not uncommon at exhibitions) it picked up on day 2 and day 3. People did pass by to chat about RNAV and RNP. Some of the discussions ended up being quite lengthy, techni-cal and in-depth. Importantly, though, these events are more about having the opportunity to chat to people we know, meet new people (networking, it's called) and we did that.

These events are less about technical discussions and more about EURO- CONTROL and our work area giving an overview and positive image of what we do, and I think we succeeded in that thanks to a great all around effort with path steering provided by Aline, our team coordinator".

A STORY BY MARIE-FRANCE DESLANDES AND HENK HOF, THE MADRID MASTER PLAN TEAMIt was a special event this year. Of course it was the first time the Con-gress had been held in Madrid but it was also the year that we received the prestigious Jane’s ATC Award for the update of the European ATM Master Plan. We had tangible results to show and to talk about.

The DR team did an excellent job at all levels and the support was very valuable. The EUROCONTROL stand was well designed and attracted a great deal of interest.

The Master Plan Portal (the web-based interactive Master Plan) drew many visitors and we had very in-structive talks with some of them. This was the case for example of two controllers who came and asked what the Master Plan would mean for them. We also spent quite a long time with the top management of DECEA (the ANSP of Brazil). They were very inspired and want to apply the Mas-ter Planning approach to the strate-gic developments in their country.

Our Master Plan document was also successful: the 400 copies we had shipped to Madrid had gone in less than two days! Unfortunately there was no time for gadget hunting but at the end of the exhibition we received a box of delicious Danish cookies from our Danish neighbours to take back to the office.

Most importantly, being on the EU-ROCONTROL stand with other col-leagues created a feeling of belong-ing. It was great to be part of such a team for a couple of days and talk with people from different countries/companies about what we do. Our team could learn a lot from it.

14

DossierDossier

UN PEU DE SPORT POUR TENIR LA FORME.

READY TO START!!!

OUF! ON A RETROUVÉ

LES BICS

CA SENT LA FIN... ATTENTION À LA GRUE! À L' ANNÉE PROCHAINE

ILS SONT TOUS PARTIS???ET....COMMENT AS-TU

TROUVÉ LE SKYWAY?MA-GNI-FI-QUE!

OUR LATESTEDITION!


Counting on youCounting on you

DR/COM – A STORY BY THE EXTERNAL COM TEAM

World ATM Congress and other similar events offer a great opportunity to ex-change information, to network and to interact with colleagues and customers. They have an added value which is both external and internal, as they help us in-crease the visibility of the Agency among stakeholders and partners while at the same time encouraging cooperation across the Agency by promoting an ex-change of opinions/ideas, and strength-ening our sense of belonging to a team.

While preparing the event and, even more so, during the event itself, there are no more barriers or distinctions be-tween directorates, just individuals work-ing together to achieve a common and anticipated result. In this respect, World ATM Congress might be compared to a team-building activity where we experi-ence how effectively we can work in team and contribute to a shared goal. This ex-perience can help us feel more integrated and motivated in our daily lives at EURO- CONTROL.

These events are also a valuable exercise in better understanding what the Agency does and in how to communicate techni-cal content so that a wide and diverse au-dience can easily access and understand it. Despite the fact that each event has its specific focus and identity, they are all an excellent way to learn by doing, thinking and being passionate about what we do!

Those who knew Glen Ralston will remember that he died suddenly and unexpectedly of cardiac arrhythmia at the age of 34 in March 2003. Glen’s All Stars were formed soon after by a group of Glen’s friends, colleagues and family. In May 2004 we ran the ‘20 km door Brussel’ in his memory and raised over €18,000 for the Brugada Foundation through sponsorship. Dr. Brugada used the money for genetic screening of young children for inherited cardiac arrhythmia disorders.

This summer, Glen’s All Stars will commemorate 10 years since Glen’s death by running ‘Maastrichts Mooiste’.

This time we will be raising money for the following: Cardiac Risk in the Young (CRY)

For the Nederlandse Hartstichting, click here

The run will take place on 9 June, starting and ending on the Markt in Maastricht. For more information, click here.

Most of us will be running the 15-km race, but we also have registrations for the 5-km and the 10-km races.

After the run, we will get together for some food and drinks.

If you are interested in joining the run or the fun, or would like more infor-mation, please send us an e-mail.

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

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

Glen's All Stars are back

FIN!

http://www.justgiving.com/Glensallstars

https://www.justgiving.nl/en/glen-s-all-stars

http://www.maastrichtsmooiste.nl/nl/

mailto:glens.allstars%40gmail.com?subject=

16


RPAS AND UAS

Unmanned Aircraft Systems (UAS) and Remotely Piloted Aircraft Systems (RPAS) represent the most dynamic growth segment in the aeronautics industry today and they are expected to continue their rise during the next decade.

Remotely Piloted Aircraft Systems (RPAS) is a subset of Unmanned Air-craft Systems (UAS) that have been op-erating for decades in the military en-vironment. You can read articles about these types of operations almost every day.

Apart from the military use of RPAS, the civil use is developing very fast as commercial demand for these types of services is enabling the development of a new type of industry. The UAS In-tegration activity in EUROCONTROL has been active in combining RPAS – both military and civil varieties – into non-segregated airspace for over 10 years.

The RPAS consist of 3 components:

n Aircraftn Ground control stationn Data link

Remotely Piloted Aircraft System concept

RPAS are considered to be manned aircraft but because the pilot is oper-ating from a ground control station, integrating RPAS into airspace where normally manned aviation operates is not that simple. Looking at the normal IFR/VFR (Instrument flight rules/Visual flight rules) operations, the integra-tion principles are very simple. The RPAS will need to fit into the ATM sys-tem while making sure that it will not negatively impact on safety, capacity and efficiency. In order to achieve this, several regulatory and technical chal-lenges need to be resolved.

RPAS can also operate at altitudes and proximity closer to obstacles than manned aviation can. We call this type of operations Visual Line Of Sight (VLOS). They normally do not exceed 500 ft above ground level and remain within a distance of 500 metres of the pilot. RPAS are also capable of these low level operations well beyond 500 metres, called B-VLOS. Due to the fact that the pilot is not able to visually control the aircraft, additional techni-cal solutions are required to ensure safe operations.

RPAS IN CIVIL APPLICATIONS

It is often said that RPAS are the fu-ture – in fact, nothing could be more wrong as this is already happening. At this moment, 15 States allow/ap-prove VLOS operations. Take the UK, for example, where more than 193 civil commercial companies are authorised to operate their RPAS in VLOS or even B-VLOS.

Many of these operations benefit our daily lives. For instance, they can help farmers use fewer pesticides and fer-tilisers in agriculture; they support emergency services in search and res-cue operations. We even have a flap-ping wing RPAS that is being used to control birds to prevent bird strikes at airports.

EUROCONTROL’S ROLE

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



Remotely Piloted Aircraft System concept

The cast of characters behind UAS: how do you see your involvement in the UAS project?

Mike Lissone, UAS ATM Integration Manager DSS/OFF

Last year, the EC became aware of UAS as a potential

new industry. In order to get an overview of what was going on, they launched five workshops. EUROCON-TROL hosted four of them and had the responsibility of running one on inte-gration issues and one on frequency spectrum. The five workshop out-comes resulted in an EC staff work-ing paper. Based on this result, the EC tasked EASA (regulation), SJU (R&D) and ETSI (Complementary measures) with developing three roadmaps.

EUROCONTROL supported the devel-opment of the Regulation and the R&D roadmap. Due to the lack of ex-perience and know-how in the field, I was seconded to the SJU for six weeks to draft the R&D roadmap with the support of industry and the EDA.

The R&D roadmap was delivered in time and accepted by the EC.

Currently, I am supporting the EC in drafting the combined roadmap for UAS integration in Europe.

I joined EUROCONTROL in 2009 and I have been involved in the remotely piloted aircraft systems since early 2011. It has been a really good professional and hu-man experience. RPAS offers a chance for those people willing to commit to it, to have responsibilities they probably wouldn't have been given in another domain.

I am currently chairing two working groups dealing with RPAS: one is a standardi-sation working group in charge of command, control and communications for RPAS, EUROCAE WG 73 SG3, and one regulatory working group, JARUS SG5, in the same area. I am also participating in some ICAO groups dedicated to RPAS.

It gives people who are really dedicated a chance to create momentum in a totally new operational area. It gives them the possibility to use their creativity and posi-tive energy and allows them to meet with highly placed professionals in many dif-ferent domains, working with them to make RPAS insertion into non-segregated airspace a reality in the near future.

Working in the RPAS domain today is an opportunity for being aware of all that is happening in that domain, from the political implications to all the technical work necessary for providing credible solutions to a problem that is still under definition. It is also the opportunity to work across EUROCONTROL, with several other international agencies and civil aviation authorities sharing the same ob-jectives.

There is still a lot to do in achieving the insertion objective for RPAS and every-one understands that timing is an issue in the ATM world which is evolving now. There are also industrial jobs at stake; it is not just another technical subject to play with. The people involved in that work have huge responsibility, not only to ensure that safety levels will be maintained, but also in that they must be able to offer new opportunities - that is, future jobs – in this innovative industry.

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

Dominique Colin, Senior CNS ExpertCivil-military-CNS coordination Unit in DSS

“

18


Ingrid Feijt,Assistant European Implementation Planning and Reporting Unit in DSS

My participation in RPAS activities started at the beginning of 2012 when I was asked to conduct regu-latory gap analyses on SES regulations in support of UAS ATM integration into non-segregated airspace. The objec-tive was to address the regulatory and ATM aspects that need to be considered for totally safe integration.

Once I gained more insight into RPAS, as I had started as a newcomer in this complex area, I discovered that the big-gest challenge we will face is the development and imple-mentation of an appropriate set of regulatory material in a very fast-growing UAS market. From experience, it takes approximately two and a half years to develop an EU Regu-lation and we are not even talking about implementation ... For the industry, especially in the UAS market, this may become a major barrier to making progress. It could create a huge gap between technology development and regula-tion development – and implementation.

To remove uncertainties, inefficiencies and market barri-ers which can slow down innovation, international har-monisation (States should pursue wider compatibility with their regulations) will be of great importance as will be streamlining regulations.

So, we should ask ourselves this question: “Are we ready to introduce proactive regulation, i.e. international har-monisation and streamlining of regulations, to close the gap between technology development and regulation implementation?” In other words, we should remove du-plicative, time-consuming and inefficient regulations so as to help small and medium-sized organisations in par-ticular.

I, personally, enjoyed working in this complex but fasci-nating area very much.

“



Julia Sanchez,UAS technical assistant Regulatory Support Division in DSS

There are a few reasons why I like working on this project:

Firstly, the enthusiasm of the UAS team leader and the various partners’ Focal Points that EUROCONTROL is working with is really infectious.

I love the idea of exploring places where manned aircraft cannot go. RPAS is a breakthrough in technology that will benefit a lot of people - it will help scientists; it will make responding to disasters quicker and easier; it will provide information on the status of threats in very hostile environments.

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

Edgar Reuber, Military expertCivil-military-SES Implementation Support Unit in DSS

Although my participation in RPA integration activities into the ATM environment began in 2010, the year of 2012 really saw a change in efforts to pursue a seam-less and safe integration policy for Europe.

The overall approach towards integration is that RPAS will have to fit into the ATM system and not that the ATM system will have to adapt to enable the safe integra-tion of RPAS. Just like manned aviation, RPAS will have to prove to be as safe as current manned operations, or safer still. RPAS behaviour in operations will also have to be as close to manned aviation as possible. ATC will certainly not be able to effectively handle the many different types of UAS if they all have different con-tingency procedures.

In EUROCONTROL, we established a UAS expert group to support our stakehold-ers, including the EC, to draw up a harmonised and safe integration strategy. Fol-lowing the EC initiative to conduct five consecutive workshops, starting from end 2011 onwards, three roadmaps were written to ensure a holistic approach, inte-grating regulatory, R&D as well as social and legal issues. My participation was focussed on the regulatory and R&D issues; as a SESAR programme manager, I felt quite comfortable with this.

Consequently, my main involvement has been in R&D, where we not only identi-fied gaps in enabling RPA operations, but at the same time earmarked technolo-gy, with the support of Industry, so as to develop a pertinent and timely approach to beginning RPA operations and applications.

My additional main involvement in the integration of military RPA was driven by NATO’s marked interest in performing RPA operations in European airspace in the most safe and pertinent way. Being the only ATM expert in the related working groups, I enjoyed one highlight when an individual engineer from the US started to explain to me how the European ATM system really works and that the back-bone of the ATM system is separation between aircraft being provided by pilots instead of Air Traffic Controllers. Surely I could not convince him…lovely!

I enjoy participating in this RPA initiative very much - it is a kind of pioneer activity that appeals to me.

All over, RPA is becoming more and more important: we need to equip the ATM system with ways of addressing and accepting RPA operations in the most safe and pertinent way.

“

http://www.youtube.com/watch?feature=player_embedded&v=rtce7OLOZcU

http://www.youtube.com/watch?feature=player_embedded&v=rtce7OLOZcU


20

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

Thank you, EUROCONTROL!

The commitment of all members of

the Task Force was a significant

contributing factor in the success of

this endeavour. Thank you very much

to you and your colleagues!

Feedback from Andre BiestmannHead of ATM Operations & Strategy (CC/FD)

DFS Deutsche Flugsicherung GmbH

“

”


21

This did not happen overnight. For Europe, it represented unprecedent-ed collaboration – not only between several EUROCONTROL teams but also with all actors impacted by the change, like the Air Navigation Service providers (ANSPs), Aircraft Operators (AOs), Air Traffic Services Reporting Offices (AROs) and flight plan service providers.

We can only imagine that the support provided by the Network Manager’s operational units was vital to the im-plementation of the Flight Plan 2012 because the changes required affected the very core of flight plan processing.

WHAT CHANGED?

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

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

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

2012 TASK FORCE

A dedicated '2012 Task Force', chaired by Kim Breivik, was established and tasked with coordinating the de-tailed changes to the interface specifications and operational proce-dures, including all the deployment and transition issues necessary for smooth implementation, by 15 No-vember 2012.

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

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

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

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

Insight magazine Spring 2013

To meet the challenge of managing the changeover, NM had to coordinate world-wide implementation in order to ensure that the transition took place as smoothly as possible with minimum negative effect on the ongoing operations.

This implied putting together specific guidance material, testing sessions, valida-tion exercises, training manuals and live sessions.

The test sessions provided by the NM Test Team were extremely successful and played a pivotal role in ensuring that dif-ferent regions and States would maintain interoperability. A total of 63 States (in-cluding 17 non-European States), 61 air-lines and six service providers participated, totalling more than 400 individual units or addressees.

The on-line ICAO 2012 interactive user guide put together by the Training Devel-opment and Delivery (TDD) Unit in IANS, with the assistance of the operational training staff, was a great success with: n + 53,000 visits n + 350,000 pages viewed n 187 countries participating.

The teams and people involved are too nu-merous to mention, but their efforts have clearly demonstrated to the aviation world just how efficient and successful such a collaborative effort can be. The European ‘model’ and the contribution provided by EUROCONTROL was appreciated by many and is clearly demonstrated by the com-ments received, some of which are pro-vided below.

If you are interested in seeing more details on the ICAO Flight Plan 2012 modifications, take a look at these dedicated webpages.

http://www.eurocontrol.int/articles/icao-flight-planning-modifications-2012


22

FEEDBACK ON THE IMPLEMENTATION:

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

Aloysius Mulekezi Principal Communications Operations Officer, Uganda

“I wish to extend my personal thanks to the EUROCONTROL Agency for its crucial role in supporting the safe and successful implementation of Amendment 1 to the Procedures for Air Navigation Services – Air Traffic Management (PANS-ATM, Doc 4444), 15th Edition. (…)

The dedicated efforts of your team and of Mr Kim Breivik and the late Mr Andrew Hill in particular, allowed our Region to achieve a successful transition to the new flight planning provisions.

Your team was central to many activities which benefited not only stakeholders in the ICAO EUR Region, but in other regions as well.

The training and guidance material, the operational test sessions, the on-going support to airspace users and the conversion service, to name only a few, made the critical difference in ensuring the successful transition we were all pleased to see.

I wish to recognize and thank you for your significant contributions to this success. I would also ask that you extend my congratulations and thanks to the many people at the EUROCONTROL Agency who played such an important role in achieving and supporting this implementation.”

Luis Fonseca de AlmeidaICAO Regional Director Europe and North Atlantic


EAD ou «The European AIS Database» est la base de données européenne des services d’information aéronau-tique la plus grande au monde. Elle permet aux fournisseurs nationaux de données aéronautiques (AISP) de gérer des données statiques (e.g. route, aérodromes, espaces, etc.), des données dynamiques (e.g. NOTAM) et l’entièreté des publications aéro-nautiques (AIP, amendement, cartes, etc.), et aux utilisateurs de récupérer ces données. Pour ce faire, l’EAD met à disposition une série d’outils adaptés aux besoins des utilisateurs qui facilite aussi bien la maintenance des don-nées que leur utilisation sous forme de rapports (texte ou graphiques), et d’autres formes de données telles que des données météo ou de plan de vol. Il va sans dire qu’un système d’une telle envergure nécessite une mainte-nance et un support à la hauteur de ce qu’il propose. Ce service doit as-surer une disponibilité permanente de l’information, la distribution automa-tique aux entités nationales, aux util-isateurs de l’espace aérien, compagnie aériennes, etc. Ce qui implique un ser-vice opérationnel et informatique de très haute qualité ainsi qu’un support 24h/24.

En quelques chiffres, l’EAD c’est une équipe locale, à EUROCONTROL de 10 personnes qui gère un support de +/- 100 personnes réparties entre Madrid et Francfort pour les centres opérationnels, Vienne pour la gestion des systèmes informatiques, Vianen, Vienne et Édimbourg pour la mainte-nance des logiciels applicatifs. En total, on compte environ. En total environ 150 organisations, représentant plus

de 3.000 opérateurs, utilisent les services EAD au quotidien pour toutes activités de préparation de vol, gestion de données aéronau-tique etc. (tels que les compag-nies aériennes, l’industrie, les aéroports, les intégrateurs de systèmes, les militaires et bien d’autres).

De plus, l’EAD met a disposition l’ EAD Basic, un accès limité pour L’aviation générale ainsi que pour tous ceux qui sont intéressés par un accès aux informations aéro-nautiques. Mensuellement EAD Basic est accédé par plus de 5.000 utilisateurs.

L’EAD c’est également un tra-vail sur mesure qui permet la migration technique et opéra-tionnelle des clients à l’EAD. C’est un travail d’envergure pour une si petite équipe composée aussi bien de spé-cialistes que de personnes au profil plus diversifié.

Ten years of EAD: Happy Anniversary!

Success StoriesSuccess Stories

24

EAD: MAKING HISTORY

When was EAD created and why? In 1993, ICAO was pushing EURO- CONTROL to further automate aero-nautical information services (AIS) in the European Region. The major re-quirement: increase service levels and make AIS in the EUR region more cost-effective. It was decided to do this by setting up a European AIS Database.

It took a while to write the specifications but an open call for tender was launched in 1998. The contracts for the sys-tem and service development were signed in 1999 and 2001; EAD became operational on 6 June 2003.

The issues then were quite different from those facing us today. In those times, there was: n no single European consolidated database of aeronau-

tical information;n a lack of cross-border aeronautical information coher-

ence checking;n inconsistent quality of data all over Europe;n duplicated, redundant and dispersed investment in

developing and maintaining systems, by both AIS pro-viders and the end users;

n high data maintenance costs for each State and for end users;

n a lack of interoperability between systems (different data models and exchange formats for aeronautical information);

n shortcomings in ensuring the timely distribution of aeronautical information updates to all users, pos-sibly compromising safety and/or the efficiency of air navigation.

10 years is an important anniversary. What would you say have been EAD’s main milestones/achievements in the last 10 years?

Without EC Regulation and in spite of some AIS providers’ reluctance or fear of losing staff and investment budgets, EAD has proved to be of considerable value. It is now used by all ECAC ANSPs (except three) and others elsewhere in the world. The expected gains in data quality and cost effec-tiveness were achieved, even if there is still a lot to be done.

It has been a vehicle for ICAO to use to accelerate accep-tance of the AIXM model by the rest of the world.

Now, EUROCONTROL’s challenge is to show that we are able to manage this success and ensure that we are in a position to extract maximum benefit from this major achievement in the future.

We have proved to our stakeholders that EUROCONTROL is capable of running and managing services with outsourced operations and IT. This model has been replicated by other Agency services, and would appear to be one for the future.

Do you have an anecdote to share with our colleagues?

It was real fun working in EAD. Maybe because EAD IT and operations were outsourced, EAD was not really accepted by the Agency’s staff and management as a EUROCONTROL service, so the team had to fight a lot – mostly more inter-nally than externally – to have EAD’s needs recognised.

The upside of this is that we had an extremely motivated and connected team; we worked enormously hard but al-ways in a very good atmosphere. Now, new enthusiasm will certainly be welcome to rekindle all the energy. This tenth anniversary, together with the arrival of the new DG who knows EAD very well, will be key in EAD’s future.

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

Sylviane WYBO,

EAD Head from 2001 to 2010



Que sera l’EAD dans 10 ans ?

Gaston LIÉGEOIS, actuel responsable de l’EAD depuis 2011

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

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

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

C’est extraordinaire de voir l’évolution du système en seulement 10 ans de temps. L’EAD est mondial et l’implémentation du système partout dans le monde d’Israël à la Norvège en passant par le Kazakhstan a permis une réelle amélioration de la consistance et de l’harmonisation des données.

Je me souviens encore du premier jour de lancement de l’EAD, le 6 juin 2003, nous avions travaillé toute la nuit pour finalement enclencher la mise en service à 5h du matin. L’équipe externe était entièrement nouvelle, personne ne se connaissait et c’est impres-sionnant de voir qu’avec le temps la coordination et le passage d’information se fait de manière naturelle et facile.

On peut dire que notre plus grande réussite a été de démarrer le service puis d’avoir réussi à connecter tous ces pays.

Ce que dit l’équipe :

"Le 01 novembre 2012 je suis arrivée dans cette unité sans vraiment savoir ce qui m'attendait.

Même si le travail n'est pas toujours facile, il est varié, super intéressant et très prenant.

De plus l'équipe est super sympathique, accueillante et patiente.

Pour moi, c'est comme si j'avais gagné au Lotto sans y avoir joué!" Dora Dos Santos « The activities within the EAD, as well as the interactions with the stakeholders, mean that every day is different. It brings a lot of variety in my daily work, which is something I really need. L’EAD m’a surtout permis de réaliser mon rêve de travailler dans l’aviation et maintenant je suis en plein dedans! » Guido Haesevoets n

July 2001 Signature of the Service Provision contract

From left to right: Gaston Liégeois; Guido Haesevoets; Donald Hughes; Dora Dos Santos; André Dauzat; Katarina Neuschlova; Pascale Meesschaert; Luc Vermeulen; Boris Kummer; Eduard Porosnicu; Volodymyr Karpenko.


26


The User Forum team was composed of Sabine Cayre, Kristel Pyliser, Claire Simonini, Ghislaine Claessens, Clau-dette Meunier and Ottavia Ballasina for the core DNM User Relations’ team, Tasso Pashalakis, Pascal Cornelis and Mustapha Hajji from DR/Conference & meeting support for the meetings rooms and technical set-up and Seppe Celis and Marianne Carpentiers from DR/COM for the graphic design and publications. A cross-Directorate team full of good will and motivation.

Although half the team was new to the process, the combination of expe-rience and a complete set of reference materials eased the preparation and organisation.

With its 222 participants from 38 countries, the organisation of a big event like the

User Forum 2013 can be compared to the organisation of a rock show.

It requires careful planning, plenty of time and a long to-do list. Most importantly,

you need an organised and motivated team ready to handle last-minute surprises.

The User Forum 2013: backstage at a real rock show

“It was really good and interesting to organise. There was a large scope of issues to handle and so many details to think about to ensure everything was going smoothly for everyone in every area! We had many diversified types of contacts in numerous fields (with internal teams you rarely work with or external attendees – cater-ing, technical set up machines and systems, PR, logistics of all kinds, etc).

“This forum represents a tremen-dous amount of additional work for the various experts and speakers who contribute to its making. Out-side the User Relations’ team, there are many experts from different ar-eas (technical, operational, etc.) who

are requested to produce presenta-tions, support documents or who are asked to speak during the work-ing sessions. They also make them-selves available during the two days on the stands or for the meetings and even for one-to-one sessions. The good will from everyone was re-ally appreciated, even for very last-minute requests!” says Claudette Meunier, User Relations/Customer Support.

The preparatory work was meticu-lous. The organisational team need-ed to design stands well in advance and to circulate the plans to all in-volved in order to plan the technical requirements efficiently.

User Forum: an annual opportunity for theaviation community to meet and focus on one hot topic. This means that expecta-tions are high and that the organisation and promotion can very much influence the turn-out.

This year, the User Forum took place on 23 and 24 January and focused on one question: how can network performance in today’s global economic context be improved?



On the day of the dry-run, 22 Janu-ary, all participants were invited to come and test their equipment and the technical team were like roadies trying to get the material on set running from one require-ment to the other.

This is more complicated than it seems as it is also the moment when the speakers and teams on stand finalise the coordination of their presentations and demon-strations. Just like a rock show, bad coordination or a miscommunica-tion can result in having a missing speaker five minutes before the start of the presentation or one in the wrong place.

Thanks to the professionalism and mo-tivation of all the actors involved, the backstage preparation went smoothly. The feedback from the participants shows that all the effort was worth it. As one commentator put it: “The development over the years (and the conference content) and the role of CFMU or NM is highly welcome. Con-tinue this way. Thanks.”

You can read the full dossier on the User Forum 2013 as well as see the feedback from the participants on our public website. n

http://www.eurocontrol.int/news/network-managers-user-forum-2013-we-do-listen-to-you

http://www.eurocontrol.int/news/network-managers-user-forum-2013-we-do-listen-to-you

28

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


SHARED ATS SYSTEM

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



PATRICK BARDET MUAC’s Project Manager of the SAS project

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

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

We all know that looks can be very de-ceiving and thus the apparently quiet sky above our heads is hiding a lot of activity. Mostly invisible to the eye, civil and military traffic is interacting in a dense airspace, and in general one can say that the civilians have to stay out of the way of activated military airspace. Not only stay out of those (temporary) military areas but also keep a distance of at least 2.5 nautical miles from them. Evidently this situa-tion causes a necessary hindrance to an optimum handling of the civil traf-

fic (and no doubt also some hindrance to our airborne

guardians) which has led to all kinds of coopera-tion to accommodate the

needs of both civilians and military. One major op-

portunity to enhance the good rela-tions presented itself in 2008 when the RNLAF had to start looking for a new ATM system, because theirs had become obsolete. Instead of going for an update or developing some-thing new, they elected in December 2010 to work together with an exist-ing ANSP on a shared resource, and MUAC was identified as the most ad-vantageous option for that. What may have helped is that MUAC already had a lot of experience working in-house with RNLAF's German counterparts, the controllers from Lippe Radar who work together with the MUAC ATCOs – a cooperation which leads to a shared picture that brings new insights to all parties involved.

Nieuw Milligen controllers

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

“

30

Left: the RAPCON (RNLAF radar approach control) controlled area: in red RAPCON South, light blue RAPCON West and in dark blue RAPCON North. The seven air bases are also indicated with the colour of the associated RAP-CON. RAPCON controlled area goes from ground up to FL195

Right: the en-route sectors controlled area; split into two layers, “Upper” above FL195 and “Lower” below FL 195


Thanks to SAS we not only share our ATM system and radar picture but also a great human and operational ad-venture. In just a few months' time, we had to get our MUAC colleagues from all the various divisions and sections up to speed. Not only with full military operations carried out from the fa-mous Mean Sea Level (and even below since we are in the Netherlands!) up to 66,000 feet, but also with Aerodrome Approach Control Service for the second busiest "civil" (actually mixed civil-military) airport in the country. As a former military controller, I was really impressed with the flexibility and the enthusiasm of both parties to learn about the other partner's concept of operations, to understand the possible limitations and to look for ways to implement and publish procedures, and train staff.

Our MUAC simulator pilots were trained and became “real” military pilots. On the RNLAF side, the op-erations colleagues (including their training department) quickly saw how our ATM system should be adapted to support their missions.

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

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

Last but not least, the out-standing service delivered by our colleagues from the Engineering Division, their promptness to react, together with their in-depth knowl-edge of the systems makes our life as “ops-ies” much easier. We always find their door open and we know that we can

count on them to implement our last-minute requirements or changes.

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

VINCENT TAVERNIERSMUAC's operational coordinator of SAS

“

“



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

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

I am the operations manager responsible for the day-to-day operations of the Maastricht operational systems and airspace. Although the recent focus on the SAS development has reduced the engineering resources available to support current operations development, I have had to balance this against the long-term operational advantages of inte-grating the Dutch military operations into the Maastricht system. I am a controller at heart and have seen leaps and bounds over the years in the coordination between the military and civilian worlds. This has been driven within Maastricht by sharing the same information and radar picture with our German military colleagues of Lippe Radar and hopefully soon with our new colleagues at Nieuw Milligen. The sharing of information allows the operations room to work safely and effectively as we gain knowledge about other airspace users’ flight intentions and share information regarding the activation of reserved military areas.We have always had a close partnership with our military colleagues, sharing the same airspace, but this integration of the military into one ATC system will bring this partnership to a new level which I am enormously looking forward to.

NICK MILLER MUAC’s operations manager

EDITORIAL NOTE:The editor apologises to the reader for having tortured her/him once again with an endless list of abbreviations, which pop up as inevitable eye-sores in al-most any ATM- (oops!) related piece. But hey, they all stand for what we are about. SAS has been added to the list now and deserves its place there.

“

“

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

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

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

EUROCONTROL

Teaming up for safetyby Tony Licu, Head of DNM Safety

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

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

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

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

Other highlights from the speeches were:

n Jac Jansen, Director MUAC, giving the ops view on how smart tools can increase safety and effi-ciency – read Jac’s slides here

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

n Xavier Fron, Head of DSS/PRU, highlighting how, under the performance scheme, safety has evolved from safety performance monitoring un-der RP1, towards mandatory national safety tar-gets in RP2 – read Xavier’s slides here

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

“

“


32

http://myorbite.eurocontrol.int/http://intraweb.eurocontrol.int/corporate/gallery/content/public/images/ATM%20Safety%20Culture/Agency_safety_culture_results_June2012_v2.pdf

http://myorbite.eurocontrol.int/http:/intraweb.eurocontrol.int/corporate/gallery/content/public/docs/DG_Speech_Safety_Event_110313.pdf

http://myorbite.eurocontrol.int/http:/intraweb.eurocontrol.int/corporate/gallery/content/public/docs/DG_Speech_Safety_Event_110313.pdf

http://myorbite.eurocontrol.int/http:/intraweb.eurocontrol.int/corporate/gallery/content/public/docs/02 EASA at EUROCONTROL Safety Day 2013.ppt

http://myorbite.eurocontrol.int/http:/intraweb.eurocontrol.int/corporate/gallery/content/public/docs/03 Keeping ATM Safe - MUAC.ppt

http://myorbite.eurocontrol.int/http:/intraweb.eurocontrol.int/corporate/gallery/content/public/docs/04 JD and JS Improving OPS Safety in the Network.ppt

http://myorbite.eurocontrol.int/http:/intraweb.eurocontrol.int/corporate/gallery/content/public/docs/05 Xavier 20130311_PRU - Safety Day_v02.ppt

http://myorbite.eurocontrol.int/http:/intraweb.eurocontrol.int/corporate/gallery/content/public/docs/06 Pierre_Safety In SESAR_Ed1.1.ppt

http://myorbite.eurocontrol.int/http:/intraweb.eurocontrol.int/corporate/gallery/content/public/docs/06 Pierre_Safety In SESAR_Ed1.1.ppt


Teaming up for safetyby Tony Licu, Head of DNM Safety

As a safety expert, the discussions that followed the presenta-tions were very stimulating, because an interesting dialogue was opened up with colleagues in other operational areas. “To-tal system safety” is about seeing the connections, about asking difficult questions – resourcing and the problems of balancing efficiency goals and safety considerations were two issues it’s good to put on the table.

The formal part of the event wound up with the signing of the new policy by Frank Brenner as Director General of EUROCONTROL.

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

Finally, congratulations to the quiz winners – we were

surprised at how many people entered, especially in

teams. Well done to Lendina Smaja at Brétigny, Gaston

Lentz and Carole Borrello at Brussels, Véronique Van

Poppel and Michael Huhnold at Luxembourg, Steven

Pelsmaekers at Maastricht – with the team deciding to

award an extra bottle to Dijana Trenevska and Justine

Vacher, on the Agency’s Graduate Programme, for their

very high-scoring entry. You can see the correct answers

here.

All in all, the Agency is in a good place to embark on the

next steps, which are:

n with the Policy signed, to put the remaining high-level

instruments in place (Safety Framework, Agency Safety

Dashboard)

n develop a safety strategy with clear goals, roles and

resources

n implement Agency-wide training and ensure safety

engages in projects

n add safety value into Agency products/services

n verify the degree to which the Agency’s safety culture

has evolved, ahead of running a new survey in

September 2015

For more info, I recommend that you access:

n NM Safety management webpages

n SKYbrary, the single point of reference for aviation safety knowledge

n IANS TrainingZone and discover the courses listed in the Safety Management section

EUROCONTROL


http://myorbite.eurocontrol.int/http:/intraweb.eurocontrol.int/corporate/gallery/content/public/docs/Safety_Culture_Quiz- correct_answers.pdf

http://myorbite.eurocontrol.int/http:/intraweb.eurocontrol.int/corporate/gallery/content/public/docs/Safety_Culture_Quiz- correct_answers.pdf

http://www.eurocontrol.int/articles/safety-management

http://www.skybrary.aero/index.php/Main_Page

https://trainingzone.eurocontrol.int/


34

Indeed, beneath your feet upon landing at Dubrovnik is a 200-metre-long and 25-metre-deep ancient site to discover - a 9,000 square-metre treasure house of geological history that was brought to life in 2008 af-ter seven years of work and an investment of around €3M.

It’s certainly hard to imagine being able to go on an exciting caving experience just after landing in a for-eign city and going through customs! Yet minutes later, you could set off down a 40-metre-long artificial tun-nel penetrating into an unknown underworld, like an explorer straight out of a Jules Verne novel, seeking adventure and knowledge. And once there, there’s the improbable but highly enjoyable possibility of tasting a glass of wine in an underground wine cellar hosting a selection of high-quality wines from Konavle Region. Certainly the Đurović Cave has a sense of real magic!

Not every European airport has an amazing prehistoric cave under it...”It’s a fascinating and unique expe-

rience that I’m sure most staff are

unaware of”, Frank Brenner told

Insight after being invited to tour

the Đurović Cave on a recent visit to

Croatia to meet German and Croa-

tian Civil Aviation Authorities and

industry representatives, “a genuine

prehistoric cave under the runway of

an international airport!”.

On the Insight editorial board, we

very much like the idea of sharing

interesting anecdotes from across

our Member States, so we did some

research.

Formerly used as a source of water or of shelter until 1962, when it was closed to enable construction of the airport to start, the Cave has become a great tourist attraction since it officially opened its doors to the public on 7 August 2008. Why does it hold such an allure?

Firstly because it is a natural cave, and like any other cave, it carries an aura of mystery. It fascinated the most curious minds of the last century - the first explorations were car-ried out in 1913 by the Czech Karel Absolon, and further research was then conducted by Austrian Viktor Apfelbeck. But secondly, and this is the Đurović Cave’s unique selling point… it’s the only prehistoric cave that we know of under the runaway of an airport!

Its natural beauty makes it a geosite worth visiting, a sanc-tuary of geomorphological, paleontological and speleo-logical magnificence. In the Dubrovnik Republic Hall, the


EXCEPT for Dubrovnik!

so-called large hall at the end of the cave, you can glimpse a variety of natural wonders, as the cave is home to stunning stalactites and stalagmites as well as to footsteps of prehistoric man and endemic species. There’s also a multimedia room explaining about how the cave came to be created, and geo-morphological relics of the Adriatic Coast. There’s also an excellent collection of archaeological arte-facts that date back to the Bronze and Iron Ages!

Whether you are a true adventurer or simply a traveller, take the challenge and do not hesitate to venture deeper into the Cave whenever you fly to Dubrovnik.

Do you have an unusual ATM-related experience in one of our Member States that you would like to share? If so, Insight would like to hear from you!

36

Inside NewsInside News

COSYNS Jean-Marc, DRDE HAES Christian, DNMDUONG Nguyen-Vu, DSSFAUCON Bernard, DNMVERGNE François, DSRNOGUES Dominique, DROBERLE Thomas, DNMADNAMS Martin Geoffrey, DNMOSTLUND Christer, DNMLEU Vlad, DSSMEERTENS Hubertus, MUACDE VILLENFAGNE Chantal, DRBONN Caroline, DRPARVAIS Hervé, DSRFULLER Ian, DSSDALICHAMPT Marc, DSRBOUT Patrick, MUACGUIZIEN Guy, DNMLOUBIERES Pierre, DNMKOENNEMANN Frederick, MUACPINTO Marie-Claire, DRSEFSAF Belkacem, DNMLAGIOS Elizabeth, DNMBALTAZAR Nuno, DNMSTAELS Mark, DNM

RETIREMENTS

ETS

Bonne & heureuse continuation à tous!

2013 JanuaryEVERS Mark MUAC/ENG

April LUCCIOLO Claudio DSS/CM

NECULAE Cezar DSS/CM

May KOYDL ChristinaDG/PO

NEWCOMERSOur new staff members

POLLART Anne, DRROZENDAAL Bernard, DNMGARCIA AVELLO Carlos, DSRVAN ROOSBROEK Daniel, DNMLEMAIRE Philippe, DRCORNILLAULT Jean-Noël, DRBEELEN Guido, DSRLOMMAERT Luc, DNMTRUSSART Alain, DRDRUART Danielle, DRRALPH Alison, DRSTEVENS Jozef, DSSELLIFF Ted, DSSMARCHAND Jean-Luc, DSRTAMVACLIS Constantine, DSRRATHJE Hermann, DSSENAUD Philippe, DSSTASTENHOYE Jean-Louis, DNMSTILL James, DNMLAW John, DNMDENTCHEV Milen, CCPKLAPWIJK Edith, DRERIKSEN Peter, DSRWIGETMAN Robert, DSS

DOWDALL Raymond, DSRLACROIX Bernard, DSRMARTIN John, DGHANTZ Claude, DRHOOPER Paul, MUACHAMELERS Petrus, MUACDEKEUKELAERE Josiane, DRFALKINGHAM John, MUAC

ZIMMERMANN Karlheinz, MUACDALY Francis, CRCOVON BIRGELEN, Heinz-Josef, MUACSCHELDEMAN Marc, DNMLAINAS Vassilios, DNMMAAMOURI Mohamed, DNMJOYCE Anthony, DSS



Bonne & heureuse continuation à tous!

Our colleague, Dirk CEYSSENS, passed away at the age of 46 after a short and courageous battle against a fierce disease.

Dirk joined MUAC in January 1993 as a member of the HVAC Team of the Engineering Division. In January 2001 he became a member of the Procurement and Store Team.

Dirk enjoyed his work at the store very much and although his pace was slowed down by a serious lingering illness since 2006, he never lost his courage and kindness. This illness also

limited him in actively exercising sports, however it did not stop him from being the greatest fan of KRC Genk, his favourite soccer team. Trips on his BMW bike with his buddy were the highlights of his weekends in his healthier years and whenever his aching body allowed him to do so, he would try and get out on the windy roads.

Dirk was a man of big stature, known for enjoying the pleasures in life, having fun with his friends, dining out and celebrating life with his family and the neighbour-hood. He was not a moaner and although his medical problems must have been an enormous burden in the past years, Dirk kept smiling – a cheerful and friendly giant.

Our colleague Dirk was a devoted family man and was always happy to tell his col-leagues the anecdotes that proud fathers want to share with the world after the weekend.

Let us remember this man as the fine person he was and be grateful that we could walk by his side for more than 20 years.

We wish his wife Marijke, his son Jordi and daughter Lana as well as his family the strength to find positive energy for the future, just as Dirk would have wished.

Thanos Papavramidis,

The last few weeks have been a difficult time for us all, living a painful situation that we have all struggled to come to terms with, but the one thing we can say is that Thanos would be proud of the way that everyone has been there for each other and pulled together, united in their support. It just goes to show that we all carry a little bit of Thanos inside ourselves; that deeply entrenched natural instinct to care for one another.

For those of you who do not know us, we were not just close colleagues of Thanos but also his best friends. Thanos’ life was taken away from us too soon and it is hard to understand why tragic things like this happen to people. However, this is a question without an answer and we should not dwell on the loss of our dear friend, colleague, husband, father and brother. Today let’s celebrate his life and remember all of the important things Thanos accomplished and how remarkable his life was.

It isn’t possible to put into words the importance of friendship and how much Thanos meant to us. He was an intelligent, caring and very thoughtful per-son. He positively influenced our life in so many ways and we will miss him. Thanos is so alive in every single one of us and between us we have so many amazing memories to share, so let’s just keep sharing them and enjoying them.

If Thanos were here he would tell us to cheer up, smile and remember all of the great memories we all shared. Even though Thanos may be gone, his memory will live on in all of us forever.

Thanos, thank you for your friendship. We will miss you forever and never forget all of the time we spent together.

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

IN MEMORIAMIN

MEM

ORI

AM

SEMPELS MauritsFLICK PeterLUTEN PieterPAPAVRAMIDIS ThanosVERLINDEN JosephusCHARON-TOWNSEND Leah JuneDURASSE MarcFIERS JohannesBERGER-VERMOORTELE RachelVAN DER KRAAN PieterLŐSER LéoSTRECH UweCEYSSENS DirkBEELEN GuidoBELL David

38

Inside News

Lots ofEurobabies in time for the new edition!

June

Myrto

Francisca Clara

Taras

BAULCOMB Andrew, DNM Zoe Georgina

GARCIA DE LEON SANCHEZ Ana Maria, MUAC June

CANTERO SANCHEZ Adrian, MUAC India Rose

GONZALEZ GOMEZ Stéphanie, DR Rafael

COOLEN Marcus, MUAC Marit

LINGK Anja-Bianca, MUAC Ryan

DANAU Christophe, DNM Lobke Liese

VANHOUTTE Sofie, MUAC Elise

GRABOVAC Vladimir, MUAC Taras

VAN DER VEEKE Bianca, MAAS Xen

MEINCKE-MATTHIESEN Jakob, MUAC Caroline

MERINO BARRERAS Luis Miguel, MUAC Alba

PIWOWAR-SAUNIER Nadège, DR Lou-Ann

TSIRANTONAKI Fani, DSS Myrto Charis

RAKETE Bastian, MUAC Frieda

RAYMOND David, DNM Arthur Yuta

ROOSELEER, Frédéric, DSR Thibault Jean Robert

RUPP Stéfanie, MUAC Klara Ellen

SCHAEFER Dirk, DSR Francisca Clara

THOMPSON Emma & SPINOLA MOTA PREGO DE FARIA Hugo, MUAC Filipe

TRÄBERT Alexander, MUAC Ashley Kira

VAASSEN Christophe, DR Yaïssa

VESTERS Jan, MUAC Anna-Elise Hugette

YVON Cédric, DNM Aurore Marie

Insight magazine Spring 2013Insight magazine Spring 2012

Ryan Lobke Liese Lou-Ann

Myrto ThibaultArthur Klara Ellen

Francisca Clara Yaïssa

Anna-Elise

40


Le protocole de Kyoto signé par les Nations Unies en 1997 a renforcé

la culture planétaire en matière d'environnement. C'est un outil qui

incite aux changements de choix technologiques et industriels dans le

sens d'un respect de l'environnement : il s'agit d’œuvrer ensemble à la

diminution des émissions de Gaz à Effet de Serre (GES).

Il reste qu'un protocole ne suffit pas. Chacun doit faire sa part, aussi minime

soit-elle, comme le dit la fable du colibri1. Chaque geste simple a valeur d'exemple.

Quand le CEE diminue sa contribution au réchauffement climatique

Jean-Lucien Hardy, membre du Comité de Suivi SME (Système de Management Environnemental)

Depuis plus de 10 ans au Centre Expérimental EUROCONTROL de Brétigny-sur-Orge (CEE), la prise de conscience des problèmes environnementaux n'a cessé d'augmenter. Cela s'est traduit par deux types d'initiatives: les unes au niveau du « core business », les autres au plan du fonctionnement journalier. C'est ce deuxième point qui est traité dans le présent article, à savoir le résultat du Bilan Carbone 2011 et les initiatives environnementales pour réduire directement l'impact environnemental journalier du CEE.

Depuis 2003 des actions de sensibilisation ont été orga- nisées au Centre, et la motivation pour changer les habitudes et éviter les gaspillages commence à porter ses fruits: lire sur écran ou utiliser les options d’impression au lieu d’imprimer des tas de papiers, éteindre les matériels électriques ou l'éclairage en quittant les salles de réunion ou les toilettes sont des gestes désormais courants. Les poubelles à compartiments sont également utilisées depuis bien longtemps, rappelant au quotidien la nécessité de séparer le papier des autres déchets.

Si bon nombre de collègues ont participé et participent, comme des «colibris», à l'effort en faveur de l'environnement, cet effort est aussi organisé de manière systématique, depuis plusieurs années, par les services compétents : le SPP (Ser-vice de Prévention et de Protection au travail) et FL (Facilities & Logistics). Leur intervention a permis de réduire fortement l'empreinte environnementale du CEE, mais aussi de réduire significativement les coûts de fonctionnement, sachant que gaspillage énergétique rime le plus souvent avec gaspillage financier.

Depuis 2005, le CEE a réalisé, en collaboration avec la société CALLENS-Environnement, plusieurs études pour évaluer sa contribution à l'effet de serre selon la méthode dite du « Bilan Carbone »®. Le présent article est un effort de vulgarisation didactique et d'extrapolation à partir du rapport émanant de la société CALLENS-Environnement pour l'année 2011.

1- La fable du colibri (de Pierre Rabhi). La forêt tropicale est en feu. Les animaux s’enfuient. Tous les

oiseaux s’envolent, sauf un petit colibri, qui va chercher une minuscule goutte d’eau dans la rivière pour ensuite aller

la déverser sur les flammes. Et ainsi de suite, goutte d’eau après goutte d’eau... Les autres animaux l’interpellent: «Mais enfin,

colibri, tu ne parviendras jamais à éteindre ainsi l’incendie!» Et le petit colibri répond: «Oui, je sais, mais je fais ma part!».



QU'EST-CE QUE LE BILAN CARBONE® ?Explication extraite du site de l’Association Bilan Carbone :

Carbon footprint calculation is still in the dawn of its development, but the Bilan Carbone® system already has a proven track record, with more than 6,000 Bilan Carbone® undertaken to date. It is the best-known and most widely-used system in France for the evaluation and reduction of greenhouse gas emissions, and in-cludes an accounting method and tools.

En bref, il s'agit de comptabiliser les GES pour mesurer l'impact sur l'environnement d'une ac-tivité, l'unité de mesure étant la Tonne Equiva-lent Carbone (TEC). Pour évaluer le Bilan Car-bone d'une organisation telle que le CEE, divers postes sont pris en considération.

Energy and climate change are at the forefront of the issues that are currently challenging society. So, tools for measuring and analysing our carbon footprint are going to play a crucial role in various ways: they will help raise aware-ness about the subject, they will help us take decisions, and they will guide us in making strategic choices.

Therefore, every company and organization is perfectly jus-tified in taking an interest in the emissions that it generates. However, before you can envisage any kind of action to re-duce your emissions, it is essential to be able to identify the principal sources, so that you can properly target the most urgent opportunities for action. The Bilan Carbone® meth-od establishes accounts for the greenhouse gas emissions from an organization’s activities, identifying those activities which generate the most pollution, so that you can make changes based on a continual-improvement approach.

Quand le CEE diminue sa contribution au réchauffement climatique

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

589 TEC = 58%La palme pour 2011 revient clairement aux déplacements des personnes, comprenant les déplace-ments journaliers des employés entre la résidence et le travail, ainsi que les déplacements professionnels en mission et ceux des visiteurs du CEE.

280 TEC = 27%La deuxième place revient à l'amortissement des immobilisations, représentant la part annuelle d’émissions dérivant de la construction du bâtiment, de routes et d’autres infrastructures fixes, ainsi que de l'acquisition des véhicules, mobiliers, matériels informatiques et autres infrastructures déplaçables.

156 TEC = 15%La troisième place recouvre les autres postes, principalement l'énergie (gaz et électricité), l'impact des matériaux entrants et le traitement des déchets.

L'empreinte du CEE pour 2011 en termes de Bilan Carbone est d'abord liée à ce qui se passe en dehors du bâtiment. C'est avant tout sur les dé-placements qu'il conviendra désormais de faire porter l'effort pour diminuer l'impact environnemental des activités du CEE.

Avant d'analyser cet effort, il importe de constater que, si les déplacements sont devenus la priorité au regard du Bilan Carbone de 2011, c'est parce que l'impact des autres postes a fait l'objet d’une réduction progressive au cours des 10 dernières années.

Par exemple, les GES provenant des im-mobilisations sont passés de 577 TEC en 2005 à 354 TEC en 2011, soit une réduction de 38%. Le moindre renou-vellement du parc informatique (qui représente environ ¾ des immobilisa-tions) explique principalement cette réduction. Cela fut possible grâce au choix de matériel solide et durable.

Déplacements

Immobilisations

Autres

58%

27%15%

http://www.associationbilancarbone.fr/

42


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

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

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

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

n Remplacer l'éclairage extérieur au sodium (chaque ampoule consomme 400 watts) par des éclairages LEDs qui consomment environ 10 fois moins d'électricité.

n Continuer à promouvoir et encourager la communication par visio- conférence en substitution à certains déplacements en France ou à l'étranger.

n Continuer à promouvoir et encourager le développement du télétravail.n Poursuivre la sensibilisation et l’organisation de sessions de formation des

salariés à l’éco-conduite.n Informer les collaborateurs afin de les encourager à l’achat de véhicules

écologiques (modalités, avantages financiers et fiscaux, offres du marché, intérêt, etc.).

Pour l'essentiel, il va falloir réduire les GES produits par les déplacements des personnes, qu'il s'agisse des trajets résidence-travail, des missions ou des visites au CEE. Pour une institution comme EUROCONTROL, au service d'un secteur de transport, cela pose un problème cornélien, car en réduisant les déplacements, c'est le secteur du transport que l’on pénalise. La résolution d'un tel dilemme pourrait passer par la Compensation Carbone (voir article de l’EEC ECHO de mai 2008).

D’autres pistes sont à l’étude pour tenter de réduire l'impact des déplacements en termes de GES. Vous trouverez ci-dessous un point sur ce qui a été fait et sur ce qu’il est possible d’envisager :

1 : COVOITURAGE, VÉLOS ET TRANSPORTS EN COMMUN

Cette première piste suppose surtout des changements d'habitudes, avec sans doute des économies à la clef pour les intéressés.

Concernant le covoiturage, la mise en place d’une application a déjà été tentée sans succès. Malgré cela, nous continuons de promouvoir le covoiturage via nos communications internes.

Concernant les vélos, leur usage présente le double avantage de ne générer aucune émanation de GES et de contribuer à la santé des cyclistes. Nous avons incité à l’utilisation des vélos par la mise en place d’abris à vélos.

Concernant les transports en commun, des communications sont faites régulièrement pour inciter à leur utilisation et une tentative d’amélioration de la desserte du Centre a été menée.

n En matière de matériaux entrants, l'impression recto-verso est confi-gurée par défaut sur les impri-mantes. Cela diminue de moitié la quantité de papier utilisée par impression. Les consommations d'eau ont été réduites grâce à l'installation de robinets automa-tiques et d'urinoirs sans eau.

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


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

2 : VOITURES ÉLECTRIQUES ET HYBRIDES

Ce second point suppose un investissement personnel.

En matière de véhicules hybrides ou 100 % électriques, quelques rares collègues montrent déjà le bon exemple, ayant fait l'acquisition de ce genre de véhicules avec lequel ils viennent au travail.

3 : ECO-CONDUITE

Une autre manière de réduire un peu les émissions GES est de promouvoir des habitudes de conduite moins polluantes :

n Éteindre sa voiture quand elle est à l'arrêt (y compris dans les files de voitures), ce que bien des nouvelles voitures font automatiquement (technologie Stop & Start).

n Éviter l'usage intempestif de la climatisation qui aug-mente la consommation. Il importe toutefois d'utiliser la climatisation de temps en temps, sinon son rendement se détériore.

n Éviter les fortes accélérations et anticiper les ralentis-sements.

n Ajuster la pression des pneus.

4 : TÉLÉTRAVAIL ET VISIOCONFÉRENCE

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

Concernant le télétravail, des communications sont faites pour inciter le personnel à faire du télétravail quand l’activité le permet.

Concernant les visioconférences, l'habitude continue à se répandre. Elles représentent un gain de temps et d'efficacité considérable, en supprimant des trajets qui représentent du temps de travail non productif en soi.

5 : DU BILAN CARBONE À LA COMPENSATION CARBONE

Maintenant que le CEE semble avoir atteint un niveau seuil de consommation énergétique et une empreinte carbone durable dans le temps, une autre piste d'amélioration concerne la Compensation Carbone.

La Compensation Carbone consiste à "compenser" volontairement ses émissions nocives en finançant un projet qui permettra de réduire les émissions de gaz à effet de serre d'une quantité équivalente à celle que l'on a émise. C'est le principe du pollueur payeur. Concernant le dioxyde de carbone, il s'agit de trouver un moyen d'en séquestrer une quantité équivalente à celle produite.

DES HYBRIDES D'UN TYPE NOUVEAU :HYBRIDE PLUG-INVERS LA FUTURE VOITURE ÉLECTRIQUELe moteur thermique sert seulement de groupe électrogène au système électrique, il n'est pas relié mécaniquement aux roues.C'est une voiture électrique rechargeable grâce à un moteur thermique utilisé comme générateur d’appoint pour permettre les grandes distances sans recharger la batterie au secteur.

VÉHICULES CONCERNÉS : Chevrolet Volt et Opel Ampéra

GAIN (en consommation et émission): environ 70%

batteriegénérateurélectrique

moteurthermique

électroniquemoteur+ générateur électrique

44

While we all work for EUROCONTROL, we also tend to think of ourselves as belong-ing to one administrative entity. To hear us talk about

ATMB, CRCO, DNM, DR, DSR, DSS and MUAC, a visitor would

be forgiven for thinking these acronyms were set in stone. But not so long ago we had another group of acronyms – CFMU, CND, DF and DHA,

to take a recent set of vanished entities – covering the same

activities, and before that a whole lot of other ones still!

And whereas our hypothetical visitor might imagine little movement

between Directorates, they would actually be very wrong. In 2012, for example, there were 33 staff moves between Directorates (and another

43 moves within Directorates) – either taking advantage of an iMOVE, via a competition, or

transferred in the interest of the service.

So what is it like, seeing Agency life under a different acronym?

Insight caught up with a selection of staff keen to share

their experiences after moving "into the neighbour’s

garden" recently!

"I think it is important

that senior man-agers look to broaden their horizons

and gain a more rounded appreciation of what makes the Agency tick. It is very easy for

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

Ian Middleton (MUAC)


45

"I have to admit it, I am a recidivist. Not only did I iMOVE from DR to DSS in 2010, but then again to MUAC via competition in 2012. I was (and still am!) firmly convinced that these were the best deci-sions I could make in my professional career.

Moving between Directorates is a paramount step within your learning and development process. It helped me expand my set of competences and skills, and it definitely gave me a great oppor-tunity to enlarge my network. At MUAC, I need to deal with differ-ent stakeholders, internal and external. It's good to have already worked for my current business counterparts: it ensures an under-standing on both sides that facilitates the delivery of required infor-mation so that we can meet expected quality standards in a timely manner.

Finally, moving to a different country is a priceless chance to open up your mind, reconsider your beliefs and see facts under a new per-spective."

Nicolas de Brabanter (DSS)

"What is good about taking up a new challenge is that it breaks the repetitiveness of your work and it allows you to meet new colleagues. It is good to change from time to time; otherwise, it be-comes a routine.

It was a great opportunity for me because I changed my grade and the kind of work that I was doing. I came from a small unit of 3 people and now I am working with 14 people. As it is a bigger team, it changes the behaviour of the team itself and the way you work on a daily basis. It is really positive to change work and to meet new colleagues.

I think it is a good policy to promote mobil-ity. It does not make sense to leave people in the same place forever. It prompts you to adapt quickly to what stakeholders want. I feel very motivated and I feel that I will need to learn Italian!

I would say to any colleague of mine that it is always better to keep looking around for op-portunities that add value to his/her career. Mobility is a good way of tackling silos; it is another way of being in contact with other people and of managing new stuff.

In a word, it is a very rich experience."

Riccardo Massacci (MUAC)

IT'S A

VERY RICH

EXPERIENCE

"It is a positive experience. Changes are a good thing. There are lots of enthusiasm, new elements to learn and the chance to broaden the arising of ATM know-ledge. When you work in different directorates you get a greater understanding of the different priorities. Also, you are able to encounter different management

styles and to recognise that you still have to struggle with the same problems...

I am happy. I am interested in the tasks. I come from an operational back-ground, from Maastricht, and this was the opportunity to be deployed in an area where I can use more my complete CV, where there is a more holistic manner of being used as a resource. The adaptation process was relatively easy. There is openness for accepting a new team member, there is a more team-oriented work environment.

I did what I could in my old function and I really wanted to do something where I could add more to the process.

I personally believe that we should allow mobility because we can take up new challenges, fulfil different roles and we can acquire knowledge and get a better insight into what we are doing. I would recommend it to anyone. People should be free to move and in general there should be encour-agement for cross-divisional activities so as not to have people doing the same thing for 15 years.

I found my place. I found open doors. My personal attitude is that I want to change and accept opportunities even if they come as a sur-prise."

Rainer Koelle (DSS)


46

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

The new directorate is a really dynamic place with dedicated people, who are experts in the area.

The most difficult thing to deal with was having access to a com-plete new network, to new folders and programmes. Otherwise, nothing was difficult.

I wanted a new challenge and it was time to have a change. I feel calm, motivated, appreciated, useful and I also feel that I have many things to learn.

Definitely it is a good policy to promote mobility and it should be seen more positively. I would advise any colleague of mine to go for it. It is a great experience and people should do it at ease, without being afraid of constraints."

Florin Cioran (DNM)

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

I am very motivated. I am in fact always com-mitted to what I do.

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

"Mes premières impressions quand je suis arrivé au CRCO étaient que les gens ici avaient une excellente connaissance de leur métier de par leur longue expérience. Leurs expériences sont complémentaires, ils se connaissent bien et depuis long-temps pour la plupart, et cela permet à l’information de très bien circuler. Ce qui ne veut pas dire que ce soit une Unité stagnante, bien au contraire ! Sur les deux dernières années, plusieurs collègues du Siège ont rejoint l’équipe du CRCO via des iMOVE. Ces mouvements de personnes et mon passé d’auditeur interne où je ren-contrais régulièrement les autres collègues de l’Agence m’ont donné l’impression d’arriver dans un environnement connu. On parle souvent des directions comme des silos mais je n’ai jamais ressenti cela. Ma période de transition avec le Fonds de pension ainsi que les dossiers comportant des questions de comptabilité et de trésorerie me permettent de rester en contact avec mes anciens collègues de la DR, que je prends toujours plaisir à revoir.

Ce nouveau poste est pour moi un défi personnel différent de ceux que j’ai eu à relever au Fonds de pension. Mes tâches quotidiennes sont plus centrées autour de questions opérationnelles et de la gestion du person-nel à proprement parler : fixation d’objectifs, résolution de problèmes,

développement de carrières, etc.

À un niveau plus personnel, je vis cette nouvelle expérience comme une expérience complémentaire dans ma carrière. La vie au CRCO est celle d’une petite entreprise au sein d’EUROCONTROL, où l’on peut mesurer rapidement l’utilité et la valeur ajoutée du travail accompli. Ce que j’aime le plus, c’est que le travail est plus opérationnel que l’on ne pense et qu’il y a une très grande inter-action avec les usagers et les États."

Sue Parker (DNM)

Pierre Depireux (CRCO)

"It was a very smooth process and it was great, because it gave me the opportunity to meet new challenges and to learn new things. It was a personal choice, so it had nothing to do with the previous management of the unit. I was looking for a new opportunity. I am open to change.

I think that working in another directorate is a very pro-fessional thing; it allows for the transference of knowledge. If you do not move, it is not so productive. Definitely, it is a good policy to promote mobility. I have been working here for 20 years and in my view it is one of the best improvements made to career development. I would advise my colleagues to do the same thing.

The first month was quite stressful because everything was new, but after that it was fine. It is a question of adaptation. You have to adapt yourself to a new team and you have to learn a new process and to see how another unit is working. I had very good support from both units (the one I left and the one where I am now). They were very comprehensive.

No negative aspect up to now. It met my expectations and my needs. I feel I have room for expressing my opinion. Also, I have more flexibility, initiative and more responsibili-ties. I am very motivated and committed to my work."

UNE

EXPÉRIENCE

COMPLÉMENTAIRE

DANS MA

CARRIÈRE



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

"It was a very smooth process and it was great, because it gave me the opportunity to meet new challenges and to learn new things. It was a personal choice, so it had nothing to do with the previous management of the unit. I was looking for a new opportunity. I am open to change.

I think that working in another directorate is a very pro-fessional thing; it allows for the transference of knowledge. If you do not move, it is not so productive. Definitely, it is a good policy to promote mobility. I have been working here for 20 years and in my view it is one of the best improvements made to career development. I would advise my colleagues to do the same thing.

The first month was quite stressful because everything was new, but after that it was fine. It is a question of adaptation. You have to adapt yourself to a new team and you have to learn a new process and to see how another unit is working. I had very good support from both units (the one I left and the one where I am now). They were very comprehensive.

No negative aspect up to now. It met my expectations and my needs. I feel I have room for expressing my opinion. Also, I have more flexibility, initiative and more responsibili-ties. I am very motivated and committed to my work."

Ozgul Kanusagi (DR)

Françoise Lacroix (DR)

"Je suis arrivée au service informatique du CRCO/R2 en 1988. J’avais un travail intéres-sant qui, au fil des années, était devenu assez confortable et sans risque. J’avais envie de changement. En faisant le bilan de ma vie professionnelle, je me suis aperçue qu’il me restait encore de nombreu-

ses années et que je ne me voyais pas faire le même métier jusqu’à ma retraite. J’avais envie de relever de nouveaux défis. Il me fallait donc trouver un poste qui puisse m’intéresser, auquel je puisse convenir, et une équipe qui me fasse confiance.

En septembre 2011, je laissais derrière moi l’informatique pour un travail administratif et de supervision auprès de l’équipe des pensions. J’ai changé à la fois de métier et d’environnement. Le travail est complètement différent ici, et cette expérience entraîne une remise en question qui est à la fois valorisante et difficile. J’apprends de nouvelles choses et mon réseau professionnel s’élargit tous les jours.

C’est une chance extraordinaire que m’a offert l’Agence. Je suis aujourd’hui très contente de mon choix et je serais prête à le refaire. C’était plus facile que je ne le pensais, mais j’étais prête à faire le pas et j’ai rencontré une équipe qui m’a soutenue. "

Yevgen Pechenik (DSR)



Aviation Sans Frontières Belgique

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

Etienne de Mûelenaere contribue aux activités d'ASF-Belgique

depuis 2007, en mettant son expérience aéronautique au

service de l'association comme bénévole. Il est responsable du

contrôle qualité des opérations aériennes et a déjà effectué à ce

titre plusieurs missions de supervision en Afrique. Il a également

eu l'occasion de participer à 2 missions de convoyage comme

pilote, vers le Tchad et vers le Congo. Il fait partie du conseil

d'administration de l'association depuis 2012. Etienne de Mûelenaere

48

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


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

pement d’accéder aux populations isolées en détresse. Active depuis près de 30 ans, essentiellement dans la par-tie centrale de l’Afrique, ASF-Belgique a surtout opéré ces dernières années à l’est du Tchad, ainsi qu’en Ituri et au Kivu, au Congo. Dans ces régions, qui ont été récemment dévastées par la guerre, les infrastructures comme les routes, les logements, les hôpitaux font grandement défaut. Les popula-tions locales luttent courageusement pour reconstruire leur pays, aidées par des organisations humanitaires mais de nombreux obstacles rendent leurs tâches particulièrement difficiles. Lors de la saison des pluies, les routes sont, pour la plupart, impraticables et même en dehors de cette période, des bandes armées rendent les voyages bien incertains. C’est là que de petits avions, capables d’atterrir

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

avec ses passagers d’une piste de moins de 1000 mètres.

La mise en œuvre de ces avions se fait au travers d’une ou plusieurs missions en Afrique. Chacune d'elles comprend un chef de mission, un pilote, un gestionnaire de la logistique, 2 ou 3 assistants pour la plani-fication des vols et l’entretien de l’avion, et plusieurs gardes chargés d’assurer la sécurité du poste et de l’avion. Les missions, qui utilisent un ou deux avions,

sont généralement déployées en bordure d’un aérodrome assez impor-tant, suffisamment grand en tout cas pour accueillir des avions de transport internationaux. À partir de là, lesavions d’ASF peuvent transporter le person-nel d’organisations humanitaires vers un aérodrome de brousse à proximité de leur destination. Par rapport aux compagnies aériennes classiques, une autre caractéristique d’ASF-Belgique est sa taille. Au siège, à Bruxelles, le personnel se compose d’un directeur et d’une responsable pour la logistique, la comptabilité et l’administration. Tous les autres mem-bres, y compris le responsable des opérations aériennes, sont des béné-voles. L’association déploie une ou deux missions à la fois. Sur le terrain, le chef de mission et le gestionnaire

de logistique, généralement issus du milieu humanitaire, sont engagés pour une période déterminée de quelques mois. Les pilotes d’ASF sont des bénévoles qui viennent effectuer un tour d’opération de 6 à 8 semaines. Les autres membres des missions sont engagés parmi la population locale.

À une époque où il est facile de passer une semaine de vacances à Bali ou à Phuket, on pourrait croire que toutes les régions du monde sont aisément accessibles. Il est donc intéressant d’illustrer l’éloignement d’une mission ASF en décrivant un convoyage entre Bruxelles et Bunia, dans le nord-est du Congo. Ces convoyages sont néces-saires car tous les 2 ans, les avions d’ASF, qui sont immatriculés Oscar-Oscar, doivent rentrer en Belgique pour subir une grande inspection. Ils sont ensuite renvoyés sur le terrain. Avant de quitter Grimbergen près de Bruxelles, où les avions d’ASF sont stationnés lorsqu’ils sont en Belgique, il faut d’abord assurer la prépara-tion du convoyage. Les 2 principales difficultés sont l’approvisionnement en essence et les autorisations de survol et d’atterrissage. Les 8.000 km qui séparent Grimbergen de Bunia au Congo demandent une dizaine d’escales. Pour chacune d’elles, le permis d’atterrissage délivré par l’autorité nationale ainsi que 2 ou 3 fûts de 200 litres d’essence sont nécessaires. Ces fûts doivent être acheminés par la route, mais le camion peut arriver en retard, ou ne jamais arriver s’il est intercepté à mi-parcours.

Les préparatifs terminés, l’avion est chargé des pièces de rechange et de tout l’équipement requis en cas de problème. Il ne reste de la place que pour les deux pilotes, et les 600 mètres de la piste en herbe de Grimbergen

Maintenance entre 2 vols : remplacement des filtres et nettoyage des durites – du sable, rien que du sable.


50


sont nécessaires pour arracher l’avion du sol. La première journée permet d’atteindre Ajaccio, au sud de la Corse, après une escale à Avignon. Le lende-main, après une traversée de plus de 3 heures au-dessus de la Méditerranée, on arrive en vue de Constantine, au nord de l’Algérie. Avec un peu de chance, c'est-à-dire sans trop de pro-blèmes administratifs, on peut atterrir à Ghardaïa, où les bidons d’essence, transportés dans la soute à bagages, sont vidés dans les réservoirs. Le troisième jour, un vol de 4 heures au-dessus du désert conduit l’avion à In Salah. La mer est loin, à plus de 1000 kilomètres, et ici il n’y a que sable et chaleur. Après une dernière étape algérienne à Tamanrasset, en bordure du Hoggar, l’avion arrive à Agadez,

la ville des Touaregs au Niger. Ensuite, après avoir longé

le lac Tchad, N’Djamena et le fleuve Chari sont en vue. Il y a encore une étape à Bangui, en République Centre- Africaine, avant d’entrer au Congo où un long vol au-dessus de la

forêt équatoriale conduit

l’avion jusqu’à Kisangani, au bord du fleuve Congo. Si les orages tropi-caux, aussi violents que soudains, le permettent, l’avion peut repartir vers sa dernière étape, à l’extrême est du pays. Il faut compter 9 journées pour acheminer l’avion à Bunia, sans compter les mauvaises surprises comme les conditions météo ou les ennuis techniques.

L’avion étant arrivé sur le terrain, les opérations peuvent commencer. Actuellement, une mission est déployée à Abéché, dans l’est du Tchad. Cette région accueille depuis plusieurs années de nombreux réfugiés qui fuient les horreurs de la guerre au Darfour. Abéché est une ville assez importante, avec une piste de 3000 mètres où peuvent atterrir les avions affrétés par les grandes agences d’aide et de développement.

La mission ASF-Belgique se trouve au centre de la ville d’Abéché. Les installa-tions comprennent le local des opéra-tions, le local des pièces de rechange, et un bâtiment de quelques chambres où vivent le chef de mission, le pilote et le gestionnaire de la logistique.

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

La veille du départ, le pilote a vérifié l’état de l’avion. En plus de l’exécution de la mission, il est, en effet, chargé

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

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




d’assurer les inspections entre les vols, ainsi que celle des 50 heures. Ce n’est que pour l’inspection des 100 heures, ainsi que pour les interven-tions importantes, qu’un mécanicien agréé descend spécialement depuis la Belgique. Le pilote a également vérifié que le plein d’essence a bien été effectué conformément à la mission prévue pour le lendemain.

Le matin, très tôt, le pilote et un assis-tant se rendent à l’aérodrome. Il faut en effet partir et surtout être rentré avant les grandes chaleurs de l’après-midi, souvent source d’instabilités atmosphériques. Faute de moyens de communications performants, les prévisions météo sont assez limitées. Il vaut mieux être prudent et éviter les difficultés. À l’aérodrome, les passa-gers se présentent au pied de l’avion. Le pilote vérifie le poids de chacun, ainsi que leurs bagages. L’inspection pré-vol terminée, les passagers et bagages embarqués, le pilote dé-marre, roule jusqu’au seuil de piste et s’envole vers une des petites pistes de l’arrière-pays. Il n’y a pas de nuage mais la visibilité est médiocre. Le ciel a une couleur jaune sale. On ne peut

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

le pilote vérifie le poids des personnes et des bagages. Moins d’une heure plus tard, l’avion repart vers Abéché où il atterrira en début d’après-midi.

Pour une mission d’un avion et d’un pilote, ASF effectue en moyenne soixante heures de vol par mois, transportant une centaine de per-sonnes. Ce sont des chiffres peu élevés, en comparaison avec les activi-tés d’une compagnie aérienne, mais ces vols auront épargné à ces ONG de longues heures de route incertaine, ou auront permis tout simplement d’assurer la liaison avec des missions humanitaires qui, sans eux, auraient été complètement isolées. En assurant le transport de la bonne personne au bon endroit au bon moment, ASF-Belgique permet de protéger au mieux les intérêts des populations concernées. n

En savoir plus :cliquez ici pour consulter le site d’ASF-Belgique

La pesée des bagages avant l’embarquement Ravitaillement à Agades: la pompe à main, le tuyau et l’entonnoir.

http://www.asfbelgium.org

EUROCONTROL

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