3. The IFATCA View
Is there a need for common plans and
coordination at industry level
4. IFATCA is the worldwide
Federation of air traffic
controllers with more than
members representing
13 countries. Among its goals
are the promotion of safety,
efficiency and regularity in
International air navigation, and
the protection and safeguarding
of the interests of the air traffic
control profession.
The IFATCA View
10. How to act during an
emergency/incident/accident?
Guidelines for Controller Training in the
Handling of Unusual/Emergency Situations by
EUROCONTROL
The IFATCA View
11. Controllers should be given initial and
recurrent training in the degraded mode
operations of their equipment.
The IFATCA View
13. Difference between crisis vs. emergency, catastrophes and conflicts
One of the main differences is the way of management of a crisis
vs. catastrophe, emergencies and conflicts.
In emergencies, catastrophes etc., SKILLS, EDUCATION,
KNOWLEDGE, TRAINING and CHECKLIST are important
In crisis visions, moral and ethical principles, quality and
competence and emotional intelligence are important.
The IFATCA View
14. A crisis is any event or situation that could hinder the ability of an air traffic
control unit to operate effectively, or damage the reputation of an air traffic
control unit (or Service Provider) with stakeholders, users and the public, all
of whose support is essential for successful operations.
The IFATCA View
15. 7 reasons why it is important to have an understanding of a crisis:
1. We can better cope with the challenges a crisis will provoke
2. We are motivated to determine the chances of a crisis occurring
3. We are able to increase the crisis watch, improve our crisis
prevention and better prepare for an eventual crisis.
4. We are able to learn and make informed conclusions in the
future
5. We are acquiring a solid basis for leadership during, after and
before the crisis
6. We develop leadership profile
7. We start to understand leadership processes
The IFATCA View
17. Can you prepare for a crises?
YES!
1. First step: Higher values and considerations, general interest and main
tasks. The aim is to define a solid basis and a framework to establish a
port-folio.
2. Second step: identify the risk and situation which could lead to a crisis. The
aim is to identify potential crisis situations.
3. Third step: formal risk assessment with the aim to gather crisis situation or
different crisis types into a grouping
.
The IFATCA View
18. Can you prepare for a crises?
YES!
4. Forth step: the grouping will now be associated to real potential damaging
risks which could lead to crisis assessed and grouped in a crisis portfolio.
5. Fifth step: how do you prepare yourself to cope with the chosen crisis
portfolio? How far is your crisis preparedness?
The IFATCA View
19. Can you prepare for a crises?
YES!
6. Step six: where are we compared with where we should be with the
readiness of our preparedness.
7. Step seven: develop crisis scenarios and add new and future potential
ideas into this thinking.
The IFATCA View
21. Reference :
1. Leadership in Crisis (published in German and written by Laurent F.Carrel)
Guidelines for Controller Training in the Handling of Unusual/Emergency
Situations; EUROCONTROL, 2003
Emerging Risks for the 21st Century a publication of the Organization
for economic co-operation and development (OECD).
4. IFATCA Crisis Guide, Arusha
. ICAO Doc 9897 – AN/470, Manual on In-flight Emergency Response
The IFATCA View
22. The IFATCA View
Is there a need for common plans
and coordination at industry level
24. Human factors in Contingency and emergency plans
Dr.Ioannis Marcou
Secretary General of the Greek Society of Aviation
Doctors
25. Human Factors in Contingency and Emergency Plans
Dr Ioannis Markou, MD
Neurologist-Aviation Medicine Specialist
Head of Hellenic Air Force General Staff Medical Directorate
Emergency Planning Department
Secretary Gen. Of Hellenic Aerospace Medicine Society
Flight Safety Foundation, South East Regional Seminar
Europe–Middle East–Cyprus Bucharest 18 November 2011
26. Definitions
• Emergency • Human Factors
– an unforeseen or sudden occurrence, esp – is about people in their living and working
of a danger demanding immediate remedy situations; about their relationship with
or action machines, with procedures and with the
environment about them; and also about
their relationships with other people.
• Human Factors Principles
– principles which apply to aeronautical
design, certification, training, operations
and maintenance and which seek safe
interface between the human and other
• Emergency plan system components by proper
consideration to human performance.
– is the process of preparing the aerodrome
to cope with an emergency occurring at • Stress
the aerodrome or in its vicinity. The object – Stress is your mind and body’s response
of the emergency planning is to minimize or reaction to a real or imagined threat,
the effect of an emergency particularly in event or change
respect of saving lives and maintaining
aircraft operation.
27. SHELL MODEL
• Software: documentation,
procedures, symbols, etc.
• Hardware: machinery,
equipment, etc.
• Environment: both internal
and external to the
workplace
• Liveware: the human
element.
28. SHELL MODEL AND EMERGENCY
PLANNING
• Liveware-Environment (L-E)
– Adaptation
– Observation
– Situational awareness
– Stress management
– Risk management
– Prioritization and attention
management
– Coping/emotional control
– Decision-making
29. SITUATIONAL AWARENESS
• personal factors
• the perception of the elements in the
environment within a volume of time • weather
and space, the comprehension of • airport infrastructure
their meaning, and the projection of • individual differences
their status in the near future.
• traffic
• the most important Human Factors • operators and pilots
issue in regards to human-technology • environment
interface is the ability of the human • navigational aids
operator to maintain
situational/system awareness • aircraft performance
• equipment
• adjacent units.
30. STRESS AND PERFORMANCE
• Definition
– Stress is a condition or feeling
experienced when a person
perceives that demands exceed
the personal and social resources
the individual is able to mobilize.
• Manifestations
– Poor decision making
– Loss of situational awareness
– Make errors of judgement
– Become confused
– Unable to cope with increase in
workload
– Absenteeism from work
31. SOURCES OF STRESS OF
ATM
• Peaks of traffic load
• Time deficit
• Operational procedures
(often limited and need to
be adapted)
• Limitation and reliability of
equipment
• Abnormal/Emergency
situations
32. SOURCES OF STRESS OF ATM
• Shift schedules (night • Personal
work in particular) • Family
• Management • Health
• Role conflicts
• Unfavourable working
conditions
33. STRESS MANAGEMENT
• Recognize the potential signs and symptoms of stress
• Be proactive in removing the cause of stress (e.g. assign more
priority to the short term conflict first before controlling other
aircraft etc.)
• Removing yourself from the stressful situation by knowing
one's own capabilities (e.g. calling out for help from
colleagues if in a very complex ATC scenario)
• Prioritise actions
• Do not be over focused in finishing the mission at any cost
and regardless of the situation
• Be current with all existing procedures at the workplace
34. STRESS MANAGEMENT
• Physical Factors • Psychological Factors
– Maintain good physical – Sound preparation with
fitness regard to knowledge, skills
and procedures
– Have regular meals
– Building confidence in own
– Have sufficient sleep
training and ability
– Sound time management
– Leading balanced social and
– Control the physical family life (so that financial
environment and domestic worries are not
a problem)
– Share and discuss problems
so as not to bottle them up
– Solve problems as soon as
possible to prevent “the
domino” effect
35. CRITICAL INCIDENT STRESS
• Critical Incident Stress • Minimize the emotional and physical
MANAGEMENT
affects nearly 90% of all
emergency personnel •
impact of an event
Prevent burn-out
• The effects of critical incident • Educate participants regarding normal
stress can be intensified, influenced, or stress reactions
mitigated by our personal, family, and • Mitigate stress responses
developmental issues
• Critical incident stress may occur hours, • Help to keep careers, relationships, and
days, or even months after a critical event physical/mental health intact with little
residual damage
• Symptoms usually subside within a few • Was designed to assist in the prevention,
weeks management, and recovery from a
• No one is immune from responding to the significant stress
stress of a critical incident • Include pre-incident education, defusing,
• Suffering the stress effects following a debriefings, support services, follow-up
critical incident stress is NORMAL services, individual consults, peer
counseling, and disaster management
• CISM interventions are provided be
especially trained individuals
36. CISM increases the rate of normal recovery,
in normal people, who are having normal
reactions to abnormal events
37. TERRORISM
• "Nothing is easier
than to denounce
the evil doer;
Nothing more
difficult than
understanding
him."
• Fyodor Dostoevsky
38. TERRORISM
• Physical profile • Social profile
– Healthy – Leaders
– Strong • Higher education
– Medium sized • Doctors, Lawyers,
Professors etc
– Absence of specific
characteristics – Members
– Well dressed • Basic or higher
education
– Normal behavior
– Single
– Motivated
39. ASPECTS OF DEALING WITH
•
TERRORIST
The first hour of hostage taking is usually the
most dangerous for hostages, as the terrorists are • Communication delivery must be
both nervous and aggressive deliberate, methodical, and, most
• Most persons in crisis have a desire to be heard importantly, nonjudgmental.
and understood – best described as accepting;
– the subject perceives that his or her
• Active Listening feelings, values, thoughts, and opinions are
– Mirroring refers to repeating the last few words or viewed as important.
gist of the person in crisis.
• ATC should not inject his or her values into the
– Paraphrasing involves restating the content of situation;
what the subject said in the ATC’s own words.
– Summarizing offers a restating of both the content – this does not mean that he agrees with the values
and emotion expressed by the subject. of the subject.
– In contact with the terrorists may develop some – “From what you’re saying, I can imagine how
empathy toward them, and may therefore be your wife could have made you angry enough to
influenced by them kill her. That would have made me angry too, but I
don’t think I could have done what you did.
• ATC must not be decision maker.
• Follows strictly the emergency plan
• The voice tone and intonation are at least as
important as the content of the communication.
– Stable
– Specific vocabulary
– Speech and breathing patterns
40. SHELL MODEL AND
EMERGENCY
PLANNING (L-H)
• Liveware-Hardware
– Scanning
– Detection
– Decision-making
– Cockpit adjustment
– Instrument interpretation/situational
awareness
– Manual dexterity
– Selection of alternative procedures
– Reaction to
breakdowns/failures/defects
– Emergency warnings
– Workload; physical, allocation of
tasks
– Vigilance
41. SHELL MODEL AND EMERGENCY PLANNING
• Liveware-Software (L-S)
– Computer literacy
– Self-discipline and procedural
behaviour
– Interpretation
– Time management
– Self-motivation
– Task allocation
42. SHELL MODEL AND EMERGENCY PLANNING
• Liveware-Liveware (L-L)
– Communication skills
– Listening skills
– Observation skills
– Operational management
skills; leadership and
followership
– Problem solving
– Decision-making
– Error management
43. FATIGUE
• Fatigue is the general term • Increased reaction time
used to describe physical • Reduced attentiveness
and/or mental weariness • Impaired memory
which extends beyond
normal tiredness. • Withdrawn mood.
• Mental • Poor desicion making
• Physical • Slow reaction to changing
situation
• Failure to notice an
impending confliction;
• Loss of situational
awareness
• Forgetfulness.
45. KEY AREAS FOR A HUMAN
FACTORS-ORIENTED
•
EMERGENCY PLAN
An effective organisational • Selection
structure for implementing – “Best” or “Right”
the emergency plan • Training
• Clear and well rehearsed – ATC procedures
procedures
– Emergency plan
• Planned and rehearsed
interfaces – CISM
• Efficient means of – Crisis management
information handling • Assessment of the involved
personnel
49. Flight Safety Foundation South East Europe Conference
Is there a need for coordinated
contingency and emergency plans by
airports, airlines and ANSPs
Bucharest, 18 November 2011
Tony Licu
antonio.licu@eurocontrol.int
Head of Safety
CLOSURE REMARKS
Directorate Network manager
EUROCONTROL
50. All ATM disruptions are not crisis
ATM/ATFCM/Aviation is made of daily disruptions
– Handled with existing procedures
– Manageable in a known OPS framework
– Coordination and mitigation at network level is needed
Critical major crisis (major network and global impact)
– Out of existing contingency plans
– Out of known OPS framework
– Major political and media implications
– Key role of network management
– Need for a network crisis cell
50
51. « Eyjafjallajokul » volcano eruption
A major ATM European crisis (14-22/04/2010)
51
51
52. Two different months
• April
Daily Traffic per Volcano Activity Week
35000
30000
– 104,000 cancelled flights 25000
20000
– 10 Million disrupted 1
5000
5335
5204
1
0000
passenger journeys
28578
24965
28087
20842
28597
11659
22653
28126
27508
13101
21911
9330
5000
– 5,000 additional flights
0
THU FRI SAT SUN M ON TUE WED
– Limited delays W201015 W201016
• May
– “Only” 7,000 cancelled
flights
– Heavy delays: 43% of
flights delayed on
54. ATM ASH CRISIS MANAGEMENT - Initial Lessons Learnt
Before
• Existing model and contingency plans not adapted and
totally uncoordinated
During
• To be innovative / challenge the existing model
• To propose to EU ministers “safe” options to unlock
• To manage the communication
Afterwards
• Creation European crisis cell EACCC
• Operated by SES “Network Manager”
• What if another eruption ?
54
54
55. cont’d Lessons learnt from ash crisis
May 2010:
European Aviation Crisis Coordination Cell
E
A
S
A
Network
Political
management
leadership
expertise
56. European Aviation Crisis Coordination Cell (EACCC)
Coordinate management of response to the
network crisis affecting aviation in Europe
Activated when circumstances beyond
EACCC normal environment of ops are evident
Airlines
Members
Airports ANSP
… Military
57. Established through SES IR of the “Network Manager”
• Focal point for crises
• Alert on the crisis
EACCC
role
• To call the right experts
• To propose measures / options
to unlock / manage the crisis
• Communicate updated information to aviation
community 57
58. Are we ready for the next major crisis ?
Most of disruptions even some major crisis
are foreseeable
Procedures and contingency plans must be
Are we better prepared if another similar event happens ?
well prepared / tested
European crisis cell (EACCC) is in place
SES “ Network Manager “ is entrusted to manage it
OPS Coordination with other adjacent regions
must be consolidated
58
59. EACCC recommends the adoption of
a harmonised safety risk assessment methodology based on the
ongoing ICAO work
AOs responsible for assessing
the risk before operating
by using a safety risk assessment methodology
approved by their NSA
*******
NSAs responsible to accept
safety risk assessment methodology used by AO
European NSA could use a harmonised European methodology
with their registered carriers
59
ANSPs and CFMU could manage airspace & flow more efficiently
60. Visible Volcanic Ash Cloud vs. Volcanic Dust Contamination
Volcanic Dust
Contamination
Thin layers of dust
only visible from selected
viewing angles or from a
far distance e.g. satellite
Volcanic Ash Cloud
Cloud clearly visible to naked
eye from all angles,
clear boundary
60
61. Why 500 NM for Pinatubo = 250 NM for Eyjafjalla?
(Kilauea, Hawaii
28 years continuous eruption)
62
62. What will make the next eruption different ?
1) Good preparation
– Procedures / contingency
– Crisis cell in place
– Knowledge to handle the risk
– Rehearse
2) OPS oriented based on Safety Risk
Assessment
– Network management
3) Political implications
– Ability to address unforeseen situation
– To react quickly but safely to unlock/manage
4) Communication
63
63. What if an eruption starts tomorrow?
Contingency
or crisis ?
64. Summary and conclusions -
• ICAO defines provisions for ERP mainly in
Annex 6 , 11, 14 and in the SMS Manual
and the Airport Services Manual;
• Similarly for Contingency planning in Annex
2, 11, 17 and PANS-ATM
• Planning must be coordinated between all
stakeholders
• EASA tools available (regulations, SIBs,
Emergency Airworthiness Directives)
• EACCC
65. Summary and conclusions – cont’d
• EUROCONTROL Guidelines complete framework
(Policy to Promotion and); Covers the entire
contingency life-cycle from emergency response ,
business continuity and return to normal OPS
• Risk Assessment approach – is needed to ensure
that we fail safe but we also ensure the business
continuity
• New threats (scenarios, cyber-attacks, Pandemics-
CAPSCA); any other that we did not think about ?
• Approval and maintenance as part of on-going
certification of operators and service providers
66. Summary and conclusions – cont’d
• Local, Regional and Cross Border Contingencies , Network and
Pan-world
• Proportionality of the response
• Planning for contingency should be a daily operation issue
(learn from Military resilience)
• Local airline ERP to Alliance ERP – any lessons for FABs?
• FAB Contingency …
• Communication (call centers, web sites – your phone and
servers need to cope, SW for emergency response data
management – how to contact the families of your passengers)
• Have good Plan Bs
• Rehearsing/testing, Rehearsing/testing, Rehearsing/testing
• Coordination, coordination, coordination…
The IFATCA ViewIs there a need for common plans and coordination at industry level
The IFATCA ViewIs there a need for common plans and coordination at industry levelFor those that are not familiar with IFATCA:IFATCA is the worldwide Federation of air traffic controllers with more than 50.000 members representing 134 countries. Among its goals are the promotion of safety,efficiency and regularity in International air navigation, and the protection andsafeguarding of the interests of the air traffic control profession.We have celebrate our 50th birthday on 20th October this year!
IFATCA policiy on TRNG.2.8. Emergency Training“2.8.1 Emergency training, including In Flight Emergency Response (IFER) andcoordination training and handling of Unlawful Interference situations should be partof ab-initio and refresher training.”Comes from ICAO doc 9897. Manual on In-flight Emergency Response, ICAO Doc 9897-AN/470.
con·tin·gen·cy (kn-tnjn-s)n. pl. con·tin·gen·cies1.a. An event that may occur but that is not likely or intended; a possibility.b. A possibility that must be prepared for; a future emergency.2. The condition of being dependent on chance; uncertainty.3. Something incidental to something else.
During emergency in the most European ANSPs there is developed system how to act during an emergency/incident/accident/ followed by reqomendations from Manual on In-flight Emergency Response, ICAO Doc 9897-AN/470.ASSIST:AcknowledgeSeparateSilenceInformSupportTimeExpect that crew will follow: Aviate – Navigate - Communicate
TRNG.2.9. Degraded Mode Operations“Controllers should be given initial and recurrent training in the degraded modeoperations of their equipment.”IFER Training, Chapter 88.2 The exposure of controllers to exercises in flight simulators is considered beneficial. It provides them with an insight into the challenges confronting flight crew, how malfunctions are displayed on aircraft instrumentation and flight deck response procedures.
To mention CISM http://www.eurocontrol.int/humanfactors/public/standard_page/CISM.html
In theory it is possible to make a difference between crisis vs other events such as anemergency, catastrophe or a conflict – though in practice the defining is not always thateasy. An emergency can lead to a crisis (e.g. a aircraft crash can lead an ATC Providerinto a crisis). - SkyguideOr a crisis can lead to an emergency or a very risky situation (e.g. Ifunmotivated staff were to boycott systems which could stall the entire ATC system for awhole area or region).One of the main differences is the way of management of a crisis vs. catastrophe,emergencies and conflicts.In emergencies, catastrophes etc., SKILLS, EDUCATION, KNOWLEDGE, TRAININGand CHECKLIST are importantIn crisis`` visions, moral and ethical principles, quality and competence and emotionalintelligence are important.
IFATCA Annual Conference in Arusha, Tanzania 2008. Presented Crisis Guide.the crisis guide for MA is something which could hit any member associations and therefore IFATCA felt the need to establish this. As some of the examples mentioned in the crisis guide are example which put a lot of stress on the aviation value chain and therefore can be looked as well as an emergency.Do not read this: A crisis is any event or situation that could hinder the ability of an air traffic controlunit to operate effectively, or damage the reputation of an air traffic control unit (orService Provider) with stakeholders, users and the public, all of whose support isessential for successful operations.YESIn today's society our highly connected world seems to be in a state of permanentcrisis – we are witnessing crisis’ in almost every facet of daily life. The InternationalFederation of Air Traffic Controllers’ Associations (IFATCA) has experienced severalmajor crisis’ develop within Member Associations in recent years, where someseemingly innocent events have turned into crisis situations.In light of a lack of educational and guidance material on the handling of crisis’ withinthe Federation the Executive Board of IFATCA feels the need to provide guidelines toour Member Associations to help in the process of preparing for, and dealing with eventswhich could be categorized as a crisis, or which could evolve into a crisis.A crisis is not easily defined. It is important to accept that there are very different types ofcrisis`` and that the facets of crisis`` depend on many elements which may not necessarilymatch one single definition. Crisis will typically lead to different outcomes, and canproduce the unwanted possibility of harm - but at the same time they can lead to apositive change. Also, we can identify elements of a crisis and change the outcome andnot just simply react to it. Crisis are very often defined as non predictable compared tocatastrophes though crisis`` do have a recurrent element which is not necessarily the casewith a catastrophe. As well crisis has different levels of impact on sub-parts of a system.E.g. an electronic virus (Trojan horse) can seriously affect or destroy only a part of anorganization and not the whole organization. The interactions between different parts ofthe organization in such a case can however lead to another crisis. Subjectivity is as wellan important part in a situation where people or organizations that are unprepared willenter a crisis situation where on the contrary another organization or group of people(prepared to detect what a crisis is) will continue to work as normal with the samesituation.
The International Federation of Air Traffic Controllers’ Associations (IFATCA) haswitnessed several major crisis affecting its Member Associations in recent years. Someseemingly innocent and or harmless events have turned into crisis situations due to anapparent lack of education and capability to analyze the possible impact of events on thepart of our membership.YESCrisis situations can develop fromemployment-related issues, health and security conditions in the workplace, the growingtrend of criminalization and the involvement of air traffic controllers in serious accidentsand or incidents.7 reasons why it is important to have an understanding of a crisis:1. We can better cope with the challenges a crisis will provoke2. We are motivated to determine the chances of a crisis occurring3. We are able to increase the crisis watch, improve our crisis prevention and betterprepare for an eventual crisis.We are able to learn and make informed conclusions in the future5. We are acquiring a solid basis for leadership during, after and before the crisis6. We develop leadership profile7. We start to understand leadership processes
Can you prepare for a crises (from IFATCA Crises guide)YES!science recommends 7 steps to prepare and preventcrisis situations:First step: Higher values and considerations, general interest and main tasks. The aimis to define a solid basis and a framework to establish a port-folio.There is a need to clearly identify what are main aspects of "business continuitymanagement.`` This can be outlined in a vision or mission document or code of conduct.This forms the basic principle of an organization. There is a need to define these values inorder that they do not get lost in a crisis situation. These binding values could be bestdescribed as: Risk has a multitude of dimensions, some of which involve ethicalconsiderations. A number of different views can thus be pertinent and legitimate, andconfronting this variety of standpoints is part of risk management.example ATC: As Member Association we will never go on strike aswe have not the right to do this.Second step: identify the risk and situation which could lead to a crisis. The aim is toidentify potential crisis situations.It is important that those risks and situations which could lead to a crisis for anorganization or a company are listed in a brainstorming session by the leaders andmanagement of such an organization or company. As a second step in this work it isimportant to assess the risk in an objective and subjective manner.example ATC: One of our members is being jailed after an incidentor suspended without pay.3. Third step: formal risk assessment with the aim to gather crisis situation or differentcrisis types into a grouping.The importance of this step is that the grouping of a crisis can lead to better responsepreparation. Such a matrix will typically have 4 categoriesa) high probability of occurring with less important consequencesb) high probability of occurring with potential important consequencesc) low probability of occurring with less important consequencesd) low probability of occurring with potential important consequencesThe classification discussion will then as well lead to a potential cost benefit analysis ofinvestment into some of the risk mitigation. (acceptable risk).example ATC: MA goes on strike – and the association/union wasdissolved.
Can you prepare for a crises (from IFATCA Crises guide)YES!science recommends 7 steps to prepare and preventcrisis situations:First step: Higher values and considerations, general interest and main tasks. The aimis to define a solid basis and a framework to establish a port-folio.There is a need to clearly identify what are main aspects of "business continuitymanagement.`` This can be outlined in a vision or mission document or code of conduct.This forms the basic principle of an organization. There is a need to define these values inorder that they do not get lost in a crisis situation. These binding values could be bestdescribed as: Risk has a multitude of dimensions, some of which involve ethicalconsiderations. A number of different views can thus be pertinent and legitimate, andconfronting this variety of standpoints is part of risk management.example ATC: As Member Association we will never go on strike aswe have not the right to do this.Second step: identify the risk and situation which could lead to a crisis. The aim is toidentify potential crisis situations.It is important that those risks and situations which could lead to a crisis for anorganization or a company are listed in a brainstorming session by the leaders andmanagement of such an organization or company. As a second step in this work it isimportant to assess the risk in an objective and subjective manner.example ATC: One of our members is being jailed after an incidentor suspended without pay.3. Third step: formal risk assessment with the aim to gather crisis situation or differentcrisis types into a grouping.The importance of this step is that the grouping of a crisis can lead to better responsepreparation. Such a matrix will typically have 4 categoriesa) high probability of occurring with less important consequencesb) high probability of occurring with potential important consequencesc) low probability of occurring with less important consequencesd) low probability of occurring with potential important consequencesThe classification discussion will then as well lead to a potential cost benefit analysis ofinvestment into some of the risk mitigation. (acceptable risk).example ATC: MA goes on strike – and the association/union wasdissolved.
Can you prepare for a crisesYES!Forth step: the grouping will now be associated to real potential damaging risks whichcould lead to crisis assessed and grouped in a crisis portfolio.It is important to focus in this step on priorities in the group of risk which can lead tocrisis. The portfolio will then typically focus on risk watch and crisis watching of thisgroup of risk. The seriousness of a potential crisis has as well to be measured against themain values (step 1) and goals. The aim is to address those crisis groups with the mostdestructing potential first in a crisis portfolio.example ATC: all crisis related to collective bargaining are groupedunder one `heading``5. Fifth step: how do you prepare yourself to cope with the chosen crisis portfolio? Howfar is your crisis preparedness?Simply ask the question: `` how do we prepare for the crisis``. What are theorganizational and logistical steps to be taken?
Can you prepare for a crisesYES!6. Step six: where are we compared with where we should be with the readiness of ourpreparedness.example ATC: have create an emergency phone list with all themembers of the Board. Do we have selected a spokesperson from the Board?7. Step seven: develop crisis scenarios and add new and future potential ideas into thisthinking.By imagining crisis scenarios you create a good exercise for what could happen and howit can happen. The "by-product" of such simulation or scenario description is that all theactors involved will become more alert on potential crisis development.example ATC: Scenario of the president of the association beingaccused of criminal charges – by giving an interview. How will we react to this?mention that IFATCA has developed a Crisis Guide for our MAs as this demonstrates that we agree that with the general question about contingency planning;
This guide is intendedto assist IFATCA Member Associations in the development of a “customized” actionplan that will prepare you for a wide range of emergencies that could occur at any time.Quality of Service:- Allegations of inappropriate, inadequate or sub-standard operational procedures leveledagainst an air traffic control unit or Service Provider - Serious operational error(s), accidents or incidents.- Health/safety and/or workplace violations exposing staff to potential harm.Management Issues:- Sensitive political issues, legislative or regulatory concerns- Governmental inquiries or allegations.- Employee protests, unrest and/or industrial action- Acute staff shortages impacting on levels of service.- Other high-profile events.
Reference : Leadership in Crisis (published in German andwritten by Laurent F.Carrel) and Emerging Risks for the 21st Century a publication ofthe Organization for economic co-operation and development (OECD).IFATCA Crisis Guide, Arusha 2008.
The IFATCA ViewAnd to answer to your semunar’s question:Is there a need for common plans and coordination at industry levelYES!
