< Previous3. Five CORSIA Implementation Elements, which are reflected in 14 ICAO documents and are approved by the Council prior to their publication. These ICAO documents are directly referenced in Annex 16, Volume IV and are essential for the implementation of CORSIA. ANNEX 16, VOLUME IV AND ETM (DOC 9501), VOLUME IV Once CORSIA was agreed by the 39th Session of Assembly, the highest priority for ICAO was the finalization and adoption of the CORSIA SARPs and the related guidance, to ensure the timely implementation of the scheme. The Council adopted the First Edition of Annex 16, Volume IV in June 2018. Following its adoption, the First Edition of Annex 16, Volume IV became applicable as of 1 January 2019. This means that from 2019 onwards, every year all operators of international flights above the exempted threshold must monitor and report CO 2 emissions of their operations, independently of whether their State has decided to voluntarily join CORSIA. The First Edition of the Environmental Technical Manual (Doc 9501), Volume IV was issued under the authority of the ICAO Secretary General in August 2018. This manual will be periodically revised to make the most recent information available to administrating authorities, aeroplane operators, verification bodies and other interested parties in a timely manner, aiming at achieving the highest degree of harmonisation possible. CORSIA IMPLEMENTATION ELEMENTS In addition to Annex 16, Volume IV, and the ETM (Doc 9501), Volume IV, ICAO is continuing its work on all CORSIA Implementation Elements, including the ICAO CO 2 Estimation and Reporting Tool (CERT), CORSIA eligible fuels, CORSIA eligible emissions units, and the CORSIA Central Registry. The CORSIA CERT has been developed to simplify the MRV requirements for those operators with low levels of activity, as requested by the Assembly. The 2018 version of the ICAO CORSIA CERT and its technical methodologies were made available on the CORSIA website in early August 2018. The 2019 version of the CERT that will facilitate reporting of CO 2 emissions becomes available in the middle of 2019. Regarding CORSIA Eligible Fuels, under a specific process in CORSIA, an operator can claim the CO 2 benefits from the use of sustainable fuels on a life-cycle approach as a means to comply with its CORSIA requirements. The work has been ongoing, including on the CORSIA eligibility framework, sustainability certification schemes, sustainability criteria, default life-cycle emissions values, and a methodology for calculating actual life-cycle emissions values. Results of this work are expected to become available in early 2020. In March 2019, the ICAO Council approved criteria for CORSIA Eligible Emissions Units to be used by aeroplane operators for offsetting their CO 2 emissions under CORSIA. In addition, the Council established a Technical Advisory Body (TAB), composed of 19 experts, with the objective of assessing programmes and projects with regard to these criteria and making recommendations to the Council on eligible emissions units for use under CORSIA. The CORSIA Central Registry (CCR) is an information management system that will allow the input and storage of CORSIA-relevant information reported by States, as well as calculations and reporting by ICAO, in accordance with the CORSIA MRV requirements as contained in the proposed Annex 16, Volume IV. The CCR is currently in its development phase, and ICAO aims to have it operationalized in early 2020, which is aligned with the timing when States are to submit 2019 CO 2 emissions data to ICAO for the first time. CORSIA OUTREACH AND CAPACITY-BUILDING In addition to the development of these internationally harmonized Standards and guidance, there is unprecedented mobilization by governments and industry stakeholders to ensure that all States are fully prepared to implement CORSIA. In June 2018, the Council endorsed the ICAO ACT-CORSIA (Assistance, Capacity-building and Training for the CORSIA) Programme, emphasizing the importance of a coordinated approach under ICAO to harmonize and bring together all relevant actions and promote coherence to 38 | ICAO JOURNAL | ISSUE 2 | 2019 CORSIA IMPLEMENTATION“ ACT-CORSIA has been considered as one of the most successful capacity-building initiatives of ICAO under the No Country Left Behind initiative.” capacity-building efforts related to CORSIA implementation. One of ACT- CORSIA’s key components is the Buddy Partnerships through which donor States provide tailored assistance to recipient States to support their CORSIA Donor States (total of 15)Recipient States (total of 98) Australia 1. Brunei Darussalam 2. Indonesia 3. Nauru 4. Papua New Guinea 5. Sri Lanka 6. Thailand Canada / France 1. Burkina Faso 2. Cameroon 3. Chad 4. Comoros 5. Congo 6. Cote D’Ivoire 7. D. R. Of Congo 8. Djibouti 9. Gabon 10. Haiti 11. Madagascar 12. Mali 13. Mauritania 14. Mauritius 15. Niger 16. Senegal 17. Togo Canada / France / Spain 1. Algeria 2. Egypt 3. Iraq 4. Jordan 5. Morocco 6. Saudi Arabia 7. Tunisia Germany 1. Jamaica 2. Tajikistan 3. Trinidad & Tobago Germany / ECAC 1. Albania 2. Armenia 3. Azerbaijan 4. Republic of Moldova 5. Serbia 6. North Macedonia 7. Turkey Italy 1. Antigua and Barbuda 2. Bahamas 3. Eritrea 4. Ethiopia 5. Guyana 6. Somalia 7. Suriname 8. United Republic of Tanzania Italy & Brazil 1. Angola 2. Cabo Verde 3. Colombia 4. Mozambique 5. Paraguay 6. Sao tome and Principe Japan 1. Afghanistan 2. Bangladesh 3. Bhutan 4. Cambodia 5. Malaysia 6. Myanmar Kenya 1. Rwanda 2. Seychelles 3. South Sudan 4. Urganda Mexico / Spain / USA 1. Belize 2. Costa Rica 3. El Salvador 4. Guatemala 5. Honduras 6. Nicaragua New Zealand 1. Fiji 2. Samoa 3. Solomon Islands 4. Vanuatu Nigeria 1. Gambia 2. Ghana 3. Liberia 4. Sierra Leone 5. Sudan Republic of Korea 1. Lao People's D. R. 2. Mongolia 3. Pakistan 4. Philippines 5. Vietnam South Africa 1. Botswana 2. Lesotho 3. Malawi 4. Namibia 5. Zambia 6. Zimbabwe Spain 1. Bolivia 2. Cuba 3. Peru 4. Uruguay USA 1. Argentina 2. Dominican Republic 3. Ecuador 4. Panama implementation. As of May 2019, 15 donor States have been assisting more than 95 recipient States throughout the world, ensuring that No Country is Left Behind . ACT-CORSIA has been considered as one of the most successful capacity- building initiatives of ICAO under the No Country Left Behind initiative. Follow-up onsite training sessions are being organized as needed, taking into account the progress made by recipient States regarding the most pressing actions required by States under CORSIA, namely, the finalization and approval of Emissions Monitoring Plans of their aeroplane operators, and the establishment of their national regulatory frameworks for CORSIA implementation at the State level. CORSIA Buddy Partnership CORSIA IMPLEMENTATION www.ICAO.int | 39The ultimate ICAO environmental objective is that aviation becomes environmentally sustainable in the future. Starting in May 2019, to ensure the transparency and efficiency of the initiative, weekly updates on ACT- CORSIA buddy partnerships are made available on the ICAO website. Bearing in mind the upcoming CO 2 reporting and verification requirements under CORSIA, the second phase of the CORSIA Buddy-Partnerships started in May 2019, with the convening of a training of trainers from donor States. The actual in-country training under the second phase of CORSIA buddy partnerships was expected to begin in the summer of 2019 (as this article was written). In addition, ICAO organized CORSIA regional seminars and workshops in the first half of 2017, 2018 and 2019 to build capacity in States for the development of their CORSIA MRV systems, in light of the progress of work on the CORSIA-related SARPs and guidance development. These events were well attended, exceeding 400 participants each year. The main objective of these events was to raise awareness on the CORSIA design and implementation features to ensure that all States were familiar with the provisions of the CORSIA SARPs and guidance, and to assist States implement CORSIA. Another area of work on CORSIA is the development of the ICAO Verification Course that provides training on how to verify CO 2 Emissions Reports prepared by aeroplane operators, in accordance with the provisions of Annex 16, Volume IV. The course is targeted to professionals with experience in the verification of CO 2 emissions using the ISO standard 14064-3:2006 who want to get involved in the verification under CORSIA. The course is offered by the ICAO GAT Office and is available for delivery globally. The schedule of the CORSIA verification courses is regularly updated on the ICAO website. The CORSIA-related assistance activities build on the successful experience gained in the context of ICAO’s “State Action Plan” initiative since 2010. To date, 111 States have voluntarily submitted their action plans to reduce CO 2 emissions from international aviation to ICAO, and many States have been working to update the plans with a more robust quantification of the expected emissions reductions. We are working to better integrate the CORSIA results in these action plans. A good example of additional capacity- building and assistance on aviation environmental matters is a project financed by the European Union that allowed 14 States in Africa and in the Caribbean to develop and submit their action plans to ICAO. This project also supported the collection, monitoring and reporting of aviation emissions data, and the implementation of local emissions reduction projects. There are very positive synergic effects from the successful State Action Plan initiative to the increasing number of Member States that announced to voluntarily participate in the CORSIA. To date, the Democratic Republic of Congo (DRC), which is one of the recipient States under the ICAO-EU project, notified ICAO as the 80th volunteering State in CORSIA, which has increased from 65 States in October 2016 at the last Assembly. CORSIA is a key element of the ICAO basket of measures: one that will ensure that international aviation continues to grow while its CO 2 emissions are stabilized from 2020 onwards. However, the ultimate ICAO environmental objective is that aviation becomes environmentally sustainable in the future. To this end, efforts are ongoing on the development of innovative technologies and clean energy that will build a future in which all emissions reductions are delivered within the aviation sector and the future generations are able to enjoy the benefits of a sustainable air transport. 2019 is the 75th anniversary of ICAO and of State governments coming together to share their skies through the Chicago Convention, in support of a more peaceful and prosperous future for all. The 40th Session of the ICAO Assembly this year, recognizing the critical importance of environmental progress to shape this future, will set further agendas for the sustainable development of aviation. The environmentally sustainable development of aviation is, and will continue to be, of critical importance to our common future on our planet. The joint action by governments, industry, and non-governmental actors will reaffirm the commitment from the aviation sector to make this world a safer, more sustainable and resilient place to live. 40 | ICAO JOURNAL | ISSUE 2 | 2019 CORSIA IMPLEMENTATIONSearch ICAO Global Aviation Training at : www.icao.int/training EXPLORE ICAO’S TRAINING OPPORTUNITIES Map your needs to training solutions by searching ICAO’s training catalogue. Select from over 200 ICAO-recognized courses to meet your training needs! 1234 FILTER multiple training criteria Fast & easy SEARCH FIND scheduled training sessions worldwide REGISTER online!TECHNICAL COOPERATION ONE ICAO, ONE TCB Implementing ICAO’s vision to ensure compliance with global aviation standards Q&a with Jorge Vargas, Director of the ICAO Technical Cooperation Bureau (TCB) Costa Rica-born Jorge Vargas Araya has more than 28 years of experience in international civil aviation. He built his distinguished career working in successive executive and leadership positions throughout Central America, serving and engaging stakeholders both regionally and globally. Before his appointment as Director, TCB in May 2018, he served as Executive President of the Central American Corporation for Air Navigation Services (COCESNA), Director of the Central American Agency for Aviation Safety (ACSA), Director General of Civil Aviation of Costa Rica, member of the Technical Council of Civil Aviation (CETAC), Chief of Air Navigation, Flight Standards Coordinator, and an Air Traffic Controller. With an extensive background in civil aviation and international business, Mr. Vargas has managed complex portfolios including civil aviation master planning, economic regulation of air transport, multilateral strategies and negotiations, and capacity building. His vast project management and SARPs auditing experience, as well as his service orientation prepared him to lead TCB, ICAO’s implementation bureau. Mr. Vargas was interviewed concerning the Bureau’s new business model and strategic direction, as well as its products and services portfolio aimed toward serving and strengthening the aviation community, while adding value in a cost- efficient way. MANY HAVE DISCUSSED THE “ONE ICAO” CONCEPT RECENTLY. HOW WOULD YOU DESCRIBE THE CONCEPT, AND HOW WILL IT STRENGTHEN GLOBAL AVIATION STANDARDS COMPLIANCE? Vargas: The “One ICAO” concept seeks to harmonize ICAO’s many technical cooperation (TC) and technical assistance (TA) activities under one umbrella, foster more synergies with other ICAO Bureaus and Regional Offices when it comes to implementing TC and TA projects, and to streamline TCB’s processes and procedures to support a single business development and technical support process more efficiently. By complementing the expected synergies and efficiencies with a strong, renewed focus on the needs and requirements of stakeholders, TCB will be able to better serve them and strengthen aviation standards compliance worldwide. WHAT SORT OF REORGANIZATION AND REORIENTATION WOULD BE NEEDED TO ACHIEVE THIS “ONE ICAO” CONCEPT? Vargas: The reorganization and reorientation process will involve many elements. Some of the elements include: a. Achieving consistent and harmonized implementation by aligning all ICAO technical assistance and technical cooperation activities; b. Presenting a single, purposeful ICAO face to customers and donors; c. Integrating all of ICAO’s business development and revenue- generating activities into a single entity; and d. Introducing a commercially oriented business approach to technical services, coupled with a modern risk management system. e. It is through this “One ICAO” process that TCB and ICAO overall will be able to deliver better services to States and the aviation community, all based on sound business strategy and the unique or fast-changing needs of clients worldwide. WHAT ARE SOME OF THE MISPERCEPTIONS OF TCB IN THE MARKETPLACE? Vargas: A common misperception is in how uncompetitive we are compared to the private sector. Not only does TCB have a proven success record and vast experience in providing technical 42 | ICAO JOURNAL | ISSUE 2 | 2019 ONE ICAO, ONE TCBsupport to States, but it does so in such a way that adds value for the customer on a cost-recovery basis. Efficient project delivery and attaining financial sustainability will enable us to consistently ensure No Country Gets Left Behind. WITH YOUR EXPERIENCE IN BUSINESS AND AVIATION, WHAT IS THE NEW TCB MODEL TO INCREASE TCB BUSINESS EFFICIENCY, COMPETITIVENESS AND BENEFIT FOR MEMBER STATES? Vargas: As a business professional, I want to introduce a new, business-like mindset into the Bureau. TCB has been successful in delivering its Technical Cooperation Programme through a business model based on the UN Development Programme. However, some in the global aviation community have said that TCB could be more agile and responsive to a rapidly changing aviation sector. The new TCB approach is based on these key components: a. Sustainability: attain sustainability through business efficiencies, synergies and agility by strengthening operations, streamlining processes and optimizing the use of resources. b. Outreach: grow our technical services through sound strategy, value proposition, business development and marketing; and c. Quality: create more value for States and customers by exceeding their needs and expectations and continuously improving the delivery of products and services. To achieve these components, TCB itself will have to evolve through phases from its current organizational structure to one that is aligned with a new strategy and business model. We also need to strengthen our client and service orientation to deliver even more rapidly with even better quality, seeking to consistently improve customer satisfaction levels. This new approach, combined with the Bureau’s most important asset, its people, will allow TCB to respond dynamically and cost-effectively to the diverse civil aviation needs of States and the global aviation community. TCB HAS BEEN A MARKET LEADER IN LATIN AMERICA AND AFRICA; WHAT OTHER REGIONS OR STATES ARE YOU LOOKING TO BUILD TECHNICAL CAPACITY? Vargas: Yes, TCB has had success in its technical cooperation work in Latin America and Africa. Both regions have shown strong demand for different projects to advance their respective civil aviation sectors, all backed by available funding. Internally, TCB has also had the right staff with the first-hand knowledge of market conditions in these regions, especially in what regional States need to do to achieve compliance to SARPs and PANS. Nonetheless, we have seen a decline in overall Programme implementation. TCB needs to step up its efforts to build technical capacity in Asia and the Pacific Region, and in Europe and the Middle East. I am particularly interested in opportunities found in Eastern Europe and in Central Asian States. TCB is committed to ICAO’s No Country Left Behind through the Technical Cooperation Programme. ARE THERE ANY TCB PRODUCTS AND SERVICES YOU WISH TO HIGHLIGHT? Vargas: Unlike the aviation services work done by private consulting firms, TCB is uniquely positioned in the global aviation community. Profit is not our purpose. We serve a higher purpose – to achieve ICAO’s Strategic Objectives and the common interest of the aviation community. Our work in Civil Aviation Master Planning is one such service I would like to highlight. We use our holistic vision of global plans and regional air navigation plans, combined with 70 years of partnering with States, to help them prepare, develop and implement their respective Civil Aviation Master Plans. ICAO’s Technical Cooperation Bureau (TCB) has been serving States, non-State entities, donors and the civil aviation industry for 67 years, providing practical assistance where required in the execution of the national civil aviation plans developed with a view to implementing ICAO Standards and Recommended Practices (SARPs). ONE ICAO, ONE TCB www.ICAO.int | 43Dr. Jiefang Huang, Director, Legal Affairs and External Relations Bureau, ICAO THE LEGAL WORK OF THE ORGANIZATION HAS EVOLVED CONTINUALLY SINCE THE EARLY DAYS OF ICAO. COULD YOU EXPLAIN GENERALLY WHAT TYPE OF WORK IS CURRENTLY BEING UNDERTAKEN BY THE ORGANIZATION IN THE LEGAL FIELD? Dr. Jiefang Huang: The Legal Affairs and External Relations Bureau (LEB) conducts research and studies in the field of public and private international air law and serves as the Secretariat of the Legal Committee, relevant bodies of the Assembly, and Diplomatic Conferences which adopt multilateral treaties on international air law. LEB performs the depositary functions of ICAO under several treaties, and, as well, registers agreements and arrangements pursuant to Articles 81 and 83 of the Chicago Convention. LEB also provides advice and assistance to the Secretary General and through that office to the Council and other bodies of the Organization and to ICAO Member States on constitutional, administrative and procedural matters, on problems of international law, air law, commercial law, labour law and related matters. The legal work of the Organization is primarily reflected in the Work Programme of the Legal Committee. The Committee was established by the First Session of the Assembly in 1947 and it is the sole permanent committee of ICAO entrusted with the responsibility to develop international air law treaties for approval by States. The Committee’s contribution to the codification and development of international air law has been demonstrated through the 24 international air law treaties developed under its auspices. Presently, although there are no draft air law treaties under preparation, the Committee is quite active in tackling specific legal issues through the conduct of studies on specific topics. The most recent examples include the completion of the Manual on the implementation of Article 83 bis of the Convention on International Civil Aviation (Doc 10059) and the Manual on the Legal Aspects of Unruly and Disruptive Passengers (Doc 10117). COULD YOU DESCRIBE SOME OF THE CURRENT PRIORITIES OF THE ORGANIZATION IN THE LEGAL FIELD? Dr. Jiefang Huang: One of the current legal priorities of the Organization is to ensure that Member States are equipped with appropriate legal tools and mechanisms to enable them to prevent and deter cyber threats and other acts that threaten the safety and security of aircraft or air navigation facilities used in international civil aviation. The Legal Committee recently included in its Work Programme a new item titled “Consideration of the adequacy of existing international air law instruments in addressing cyber threats against civil aviation”. Further, LEGAL AFFAIRS AND EXTERNAL RELATIONS BUREAU ICAO’S WORK IN THE LEGAL FIELD 44 | ICAO JOURNAL | ISSUE 2 | 2019 ICAO’S WORK IN THE LEGAL FIELDthe 2010 Beijing Diplomatic Conference included in the Beijing Convention certain provisions which strengthen the protection of the cyber system used for air navigation by broadening the scope of ‘air navigation facilities’ to encompass signals, data, information or systems necessary for the navigation of the aircraft in addition to the traditional infrastructure of air navigation. The Beijing Diplomatic Conference also introduced a new definition of hijacking in the Beijing Protocol in order to extend the scope of the offence to include hijacking carried out by technological means. These treaties entered into force in 2018. Notwithstanding these efforts, there are a number of other potential cyber threats which are presently not covered under the applicable aviation security instruments. Therefore, as part of the future work of the Committee, it is envisaged that a review could be made of the current international aviation security instruments in order to ensure “One of the current legal priorities … is to ensure that Member States are equipped with appropriate legal tools and mechanisms to enable them to prevent and deter cyber threats and other acts that threaten the safety and security of aircraft or air navigation facilities.” that they fully address cyber threats. One of functions of the Organization is to ensure that differences or disputes arising between its Member States are settled peacefully in a fair, transparent and efficient manner. In this regard, the Council is entrusted with a judicial function under Article 84 of the Chicago Convention and LEB serves as the registry and as well actively supports the Council in the conduct of such proceedings. The Legal Committee recently established and mandated a Working Group to carry out a review of the ICAO Rules for the Settlement of Differences (Doc 7782/2). It is envisaged that the outcome of this work will enhance the performance of the Council’s dispute settlement function. HOW DO YOU SEE THE LEGAL WORK OF THE ORGANIZATION EVOLVING OVER THE NEXT 25 YEARS? Dr. Jiefang Huang: The development of new technologies as well as the emergence of new modes of aerial transportation such as unmanned (pilotless) aircraft and sub-orbital vehicles will certainly drive and influence the evolution of the future legal work of the Organization. Environmental issues will also have a significant impact on the future orientation of the legal work. However, I have no doubt that the Organization will continue to remain the prime international forum for cooperation between its 193 Member States and serve as the incubator of new and innovative legal ideas to promote the safe and orderly development of international civil aviation as has always been the case since its inception. ICAO’S WORK IN THE LEGAL FIELD www.ICAO.int | 45GLOBAL AVIATION TRAINING ENSURING QUALIFIED AVIATION PERSONNEL An interview with GAT Chief Meshesha Belayneh on Global Aviation Training’s achievements and priorities With air transport expected to grow exponentially in the decades to come, it is important to ensure jobs required to operate the aviation industry are performed competently. To contribute to the efficient, secure, economically sustainable and environmentally responsible growth of the civil aviation sector, today more than ever, aviation training is critical to the expansion of air transport. To meet industry demands and address the shortage of skilled aviation professionals, ICAO’s Global Aviation Training (GAT) was established in January 2014 with the aim of supporting the human resources capacity-building of ICAO Member States. GAT’s mandate is to ensure States have access to a sufficient number of qualified and competent personnel to operate, manage and maintain the current and future air transport system at prescribed international standards for safety, air navigation capacity and efficiency, security and facilitation, economic development of air transport, and environmental protection. We asked Mr. Meshesha Belayneh, Chief of Global Aviation Training, to share his views on GAT’s achievements and priorities for the next triennium and beyond. WHAT ARE GAT’S MAIN ACHIEVEMENTS SINCE ITS ESTABLISHMENT IN 2014? Belayneh: Since GAT’s establishment in 2014, the TRAINAIR PLUS Programme (TPP), ICAO’s network of training centres and industry partners, has doubled from 50 Members and Partners to more than 100 across the globe. During its short existence, a total of 210 ICAO-recognized courses have been developed through this network, supporting aviation professional development in all regions, and over 1,400 ICAO-recognized courses have been delivered globally with an estimated 17,000 trainees in attendance. To support training organizations in enhancing, streamlining, and modernizing their training operations, GAT conducts training centre assessments (about 30) each year, providing the guidance needed for them to build capacity. GAT’s 21 regional and global conferences have also provided the forums for sharing best aviation training practices enabling our Member States to become leaders in their fields. Aviation experts present challenges and discuss solutions with training experts to generate greater training capabilities. WHAT ARE GAT’S MAIN PRIORITIES GOING FORWARD? Belayneh: Our focus will be to grow the TPP network and build more partnerships with academic institutions and universities in all ICAO Regions. We will also work with academic institutions and universities to make these aviation programmes earn credits. To expand outreach to our global audience on specific topics, GAT will focus on expanding development of eLearning courses to grow our existing portfolio beyond the current 15 courses, and will continue making ICAO training more accessible globally through the TPP network and our joint partnerships. TRAINING NEEDS ARE CONTINUOUSLY EVOLVING. HOW DO YOU ADAPT TO BE IN LINE WITH THE EVOLUTION OF TRAINING? Belayneh: GAT has implemented a strategy of Aviation Training Intelligence, including methodologies for data collection and decision-making that support us in meeting our commitment to providing targeted training and assistance, as well as launching new initiatives, products and services to Member States, TPP Members, and the industry. For example, GAT has provided web- based tools and methodologies for evaluating training effectiveness, implemented a fully automated training management system, and will provide fully automated needs analysis and course development tools in the coming months. To support States to evolve their training, GAT has provided critical guidance material for eLearning course development and deployment. As well, GAT has addressed the use and impact of new training technologies in its training courses for training managers and instructors. 46 | ICAO JOURNAL | ISSUE 2 | 2019 ENSURING QUALIFIED AVIATION PERSONNELThese products and services are the foundation of evolving training and pointing the way to the integration of new training technologies and techniques. GAT also works closely with the Air Navigation Bureau and the Air Transport Bureau of ICAO to ensure new and amended Standards and Recommended Practices (SARPs) are supported with proper training materials. HOW DOES ICAO MAKE TRAINING MORE ACCESSIBLE AND COST-EFFECTIVE TO MEMBER STATES? AND HOW DOES ICAO LEVERAGE TECHNOLOGY AIMED AT INCREASING ACCESSIBILITY OF TRAINING? Belayneh: With over 100 TPP Members and Partners implementing training activities in 75 Member States, people no longer need to travel far to obtain ICAO training. Thanks to our widespread network, ICAO training is now closer to our target audiences than ever before. We now deliver close to 400 classroom sessions in all parts of the world, not to mention that training has become more accessible via distance learning. We offer 15 online courses with many more currently under development. In terms of keeping costs down and providing greater access to ICAO Training Packages (ITPs), we introduced a group pricing structure for trainees from civil aviation regulatory bodies whereby a third complimentary registration is offered for every two paid registrations. To make training accessible to Member States, GAT established a scholarship allocation procedure for ITPs to support States in the implementation of SARPs. These scholarships cover course tuition fees and are provided to eligible trainees originating from States who are endeavouring to either meet or maintain their Effective Implementation (EI) rates in the context of capacity-building efforts within the No Country Left Behind (NCLB) initiative. GAT is also developing courses funded by States like the one with the Government of China, through its South-South Cooperation Assistance Fund Project, to develop and deliver a Civil Aviation Authority (CAA) Senior and Middle Managers Training Course. A total of 597 applicants from over 100 States and five regional safety oversight organizations have been awarded scholarships. There have been 25 sessions since 2018. The course aims to enhance the skills of senior and middle management of CAAs to effectively manage the implementation of ICAO SARPs related to the areas of safety, air navigation, security and facilitation To reduce costs of course development and delivery and enhance the capacity- building of training organizations, ICAO’s Instructor and Instructional Systems Design Validator qualification processes have been streamlined through web- based applications. WITH OVER 60 MILLION PEOPLE EMPLOYED IN THE AVIATION INDUSTRY, ICAO TRAINING CANNOT FULFIL ALL THEIR TRAINING NEEDS. WHAT ACTIONS IS ICAO UNDERTAKING TO DISSEMINATE TRAINING TO THE WIDEST POSSIBLE AUDIENCE? Belayneh: To expand its global outreach and provide greater access for participants to enrol in training courses, ICAO has partnered with several international organizations and academic institutions to develop and deliver training initiatives and educational programmes within the framework of TPP with over 100 Members. In the last few years, ICAO … • partnered with Concordia University’s John Molson School of Business (JMSB) to establish a Management Certificate in Civil Aviation ; • an agreement with Airports Council International (ACI) to support their agencies’ cooperation on airport training; • partnered with the École Nationale de l’Aviation Civile (ENAC) to establish a Master’s Programme in Aviation Safety Management; • collaborated with the University of Waterloo to develop and deliver a Fundamentals of the Air Transport System e-learning course that was launched at the ICAO Next Generations of Aviation Professionals Global Summit in 2017; • partnered with Nanyang Technological University last year to deliver ICAO’s Aviation Data-driven Decision-Making Course; and • recently signed with the European Organisation for the Safety of Air Navigation (EUROCONTROL) on the development and delivery of a Managing Security in ATM course. We expect to collaborate with more universities and academic institutions in the near future. WHERE DO YOU SEE ICAO TRAINING HEADED IN THE LONG-TERM? Belayneh: The long-term plan for ICAO training is to increase the application of Aviation Training Intelligence practices, methodologies and tools to assist States and TPP Members in the optimization of aviation training solutions. Concurrently, GAT will also focus its efforts on the implementation of the Training Needs Analysis and post-training performance evaluation methodologies and web-based tools to assist Members in making informed training management decisions, improving training plans, and developing competency-based programmes to meet short- and long-term performance needs. GAT will focus on expanding various distance-learning methodologies to make ICAO training more accessible globally. ENSURING QUALIFIED AVIATION PERSONNEL www.ICAO.int | 47Next >