![emergency [ɪˈm ʒənsɪ]
ɜˈd
n pl -cies
1.
a. an unforeseen or sudden occurrence, esp of a danger demanding
immediate remedy or action
b. (as modifier) an emergency exit
2. (Medicine)
a. a patient requiring urgent treatment
b. (as modifier) an emergency ward
state of emergency a condition, declared by a government, in which
martial law applies, usually because of civil unrest or natural disaster
. NZ a player selected to stand by to replace an injured member of a team;
reserve
Collins English Dictionary – Complete and Unabridged © HarperCollins Publishers 1991, 1994, 1998, 2000, 2003
emergency - Comes from Latin emergere (e-, "from," and mergere, "to dip,
plunge") and first meant "unforeseen occurrence."
The IFATCA View](https://image.slidesharecdn.com/part3-111128164037-phpapp02/85/Flight-Safety-Part3-6-320.jpg)
Flight Safety Part3
- 1. The IFATCA view Oreski Zeljko IFATCA EVP Europe
- 2. Regional Seminar Contingency and Emergency Plans in Aviation:
- 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
- 6. emergency [ɪˈm ʒənsɪ] ɜˈd n pl -cies 1. a. an unforeseen or sudden occurrence, esp of a danger demanding immediate remedy or action b. (as modifier) an emergency exit 2. (Medicine) a. a patient requiring urgent treatment b. (as modifier) an emergency ward state of emergency a condition, declared by a government, in which martial law applies, usually because of civil unrest or natural disaster . NZ a player selected to stand by to replace an injured member of a team; reserve Collins English Dictionary – Complete and Unabridged © HarperCollins Publishers 1991, 1994, 1998, 2000, 2003 emergency - Comes from Latin emergere (e-, "from," and mergere, "to dip, plunge") and first meant "unforeseen occurrence." The IFATCA View
- 8. con·tin·gen·cy (kn-tnjn-s) n. pl. con·tin·gen·cies 1. 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. The American Heritage® Dictionary of the English Language, Fourth Edition copyright ©2000 by Houghton Mifflin Company. Updated in 2009. Published by Houghton Mifflin Company. All rights reserved. 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
- 12. 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
- 16. 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
- 20. 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
- 23. Thank you! The IFATCA View
- 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
- 53. Differences between market segments Before After Full report at: www.eurocontrol.int/statfor
- 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…
- 67. END OF THE SEMINAR
Editor's Notes
- #4: The IFATCA ViewIs there a need for common plans and coordination at industry level
- #5: 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!
- #7: emergency [ɪˈmɜːdʒənsɪ]n pl -cies1.a. an unforeseen or sudden occurrence, esp of a danger demanding immediate remedy or actionb. (as modifier) an emergency exit2. (Medicine)a. a patient requiring urgent treatmentb. (as modifier) an emergency wardstate of emergency a condition, declared by a government, in which martial law applies, usually because of civil unrest or natural disaster4. NZ a player selected to stand by to replace an injured member of a team; reserveCollins English Dictionary – Complete and Unabridged © HarperCollins Publishers 1991, 1994, 1998, 2000, 2003emergency - Comes from Latin emergere (e-, "from," and mergere, "to dip, plunge") and first meant "unforeseen occurrence."
- #8: 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.
- #9: 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.
- #11: 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
- #12: 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.
- #13: To mention CISM http://www.eurocontrol.int/humanfactors/public/standard_page/CISM.html
- #14: 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.
- #15: 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.
- #16: 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
- #17: 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.
- #18: 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.
- #19: 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?
- #20: 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;
- #21: 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.
- #22: 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.
- #23: The IFATCA ViewAnd to answer to your semunar’s question:Is there a need for common plans and coordination at industry levelYES!