< PreviousWe send the Host (the requesting airport) a questionnaire about their main issues so we can make sure that on this team we have at least one expert in the specific areas of greatest concern to them. They may or may not involve their civil aviation authority. They may or may not involve other parts of the airport. It’s up to them. The report belongs to them. It’s a peer review, not an audit. In this way we find that the airports are very open and frank with us in terms of their issues because this is for their use to improve their situation.On our end, and on ICAO’s end, we have been able to use the information we gather, all on a confidential basis, to see where the issues are more generally in the industry or in a region. So it informs us as ACI what kind of guidance, what kind of training we need to focus on. Sometimes the issues come from elements that are external to the airport, particularly what kind of authority the airport has, who regulates certain things, what that regulator does, and what kind of impact their regulation has with respect to safety, especially when it comes to ground handling or the airlines, or some other component that the airport may not have control over.We do these peer reviews in all kinds of markets. We’ve done them in every region at airports of every size, from very large airports to very small airports. It’s for any airport that wants continuous improvement in safety.At the request of regulators and our members, we have now extended APEX to security, and have recently signed a memorandum of understanding with ICAO for cooperation on the project. We’ll have two or three pilots this year, the first being in March, and then we’ll see where we go from there. We’ve also had requests by members to do the same thing in airport economics. Ultimately, we’d like to extend it to all the major disciplines of the airport, including the environment, economics, and customer service.What are some of the safety issues that APEX has surfaced?One is the lack of authority by quite a few airports on airside safety compliance. There are airports that do not have the authority, for example, to revoke the airside driving licence of violators of airfield regulations, and that can create a dangerous situation. It depends on some external regulator; it could be in civil aviation, it could be the local police jurisdiction, or some other authority – the airport just doesn’t have it. So the airport has to go elsewhere to convince a regulator that this action must be taken. And this is the kind of thing where you need direct and immediate intervention or safety hazards are created.One of the other things we’ve seen in developing economies is that they receive equipment, quite sophisticated equipment, but they may not have the maintenance capabilities or inventory of spare parts to keep the equipment in working order. They may not get continuous training how to operate the equipment safely and efficiently. If you don’t have the kind of support that’s needed, sometimes simpler solutions are better. By the way, our safety partners often find the resourcefulness of some of the airports that have these problems is something we can all learn from. They figure out simpler ways to get the job done, maybe much more cost effectively than is done perhaps in an airport that has more resources.We have found a desperate need for training in a variety of areas. Safety management systems is one of the areas. And this goes across the board, not just in developing markets.How does ACI fit into the global aviation community and with ICAO?ACI’s twin missions are to support airport interests and to promote airport excellence. And we think those go hand in hand. The role of ICAO, I think, has become more important in the last several years, and I applaud the leadership both at the Council and the Secretariat levels that they’ve taken up the cudgel. Just as we saw in our membership, they’re seeing that more and more States recognize not just the value of aviation, but that they cannot survive without it. They’re looking to someone for the kind of guidance and support they need to safely, efficiently, economically, and sustainably develop and grow their aviation sectors. Angela Gittens, Director General, Airports Council International (ACI)28 ICAO JOURNAL – ISSUE 1 2016WORLD AVIATION LEADER INTERVIEW“Airlines got deregulated and airports really need to get deregulated as well.”– Angela Gittens, Director General, ACISo we’re all in this together. We all have the same challenges to meet, we’ve all found that collaboration is a key approach, and we’re all taking that approach.We are working very closely with the International Air Transport Association (IATA) on a variety of projects, including Smart Security, which is trying to get more sustainability in the security schemes that we have around the world. We cannot continue this way when air traffic is projected to double in the next 15 to 25 years. We can’t just keep doubling what we’re doing. We’re not only looking at current-day efficiencies we can get out of the system, but also longer-term changes in the approach, to become more risk-based so we don’t have a one-size-fits-all system, but rather one that can be adaptable to the level of risk and threat that exists either in a particular time period, a particular place, or with particular people.We’re also working on a series of projects to improve passenger facilitation, and promoting automated border controls. For the governments around the world, it’s the same problem; they can’t keep doing things the way they’ve been doing them as traffic grows. We have found quite a bit of receptivity in the last two or three years to better ways of both securing the border and making the system more resilient and efficient. With the Paris Agreement and the recent ICAO Committee on Aviation Environmental Protection (CAEP) meeting, CO2 emissions are a major discussion. What’s a hot button for airports?Globally, climate change is the key focus of attention. But for individual airports and their communities it’s noise, local air quality, and local water quality. Those are the big issues for the governments and the communities in which the airports reside. The most important thing to realize about an airport – what drives airport management – is that every airport is located in a specific place. You may be a global player but your fate is determined by what the folks right around you think and do. You need local permission to exist and to grow. You need the support and understanding of the local players so they refrain from placing noise-sensitive uses near you because that’s going to throttle your ability to operate. You need to work with all those parties to get the proper kinds of access to the airport because without people being able to get to the airport on the ground, the airport can’t exist or can’t function properly. So the airport may have to keep one eye on its global place in the sun, but the other eye – and both arms and legs – have to be firmly planted where they specifically are. I was very pleased to see in this latest CAEP output that commu-nity engagement is now on the agenda. It’s something we have pushed for; you can’t ignore it. We think because of the billions that we’ve all spent – airports, airlines, manufacturers, govern-ments – on reducing noise impacts of aircraft, that the problem’s been solved because planes are so much quieter. The noise problem is still there because it’s not just a kind of technical noise measurement problem. There’s a very human, emotional compo-nent to it that doesn’t always get calibrated in the machinery we use. So community engagement is extremely important.Hacking and cyber security are increasingly in the news. How concerned are airports?Big concern. We’re working with ICAO, IATA, and CANSO (Civil Aviation Navigation Services Organisation) on a cyber security task force to try to identify the risk and come up with guidance on mitigating and managing that risk.At ACI we have developed an IT security benchmark programme. It allows airports to look at and test their own systems in order to mitigate cyber security threats. We are just in the beginning stages; it’s being piloted at several airports. Next year we should be ready to make it available to all airports. Cyber is one of those issues that’s going to continue to evolve and mutate, and it’s something that’s going to have to be kept up with. As we increasingly move into data sharing, where we’re trying to go to get the efficiencies that we all seek, we as an overall industry become more vulnerable. We all have to be at the same level, a very high level, of cyber security protection; otherwise we endanger each other. WORLD AVIATION LEADER INTERVIEW ICAO JOURNAL – ISSUE 1 2016 29IMPLEMENTING A REGULATORY SAFETY MANAGEMENT SYSTEM TO ENABLE PERFORMANCE-BASED REGULATIONThe UK CAA journey so far...The concept of the Safety Management System (SMS) in aviation has gathered pace in recent years. Organisations across the industry have developed and implemented effective systems to help them proactively and systematically identify their hazards and risks and put in place measures to mitigate them.As part of its transformation to a performance- and risk- based approach to regulation, the UK Civil Aviation Authority (UK CAA) has decided to follow suit and develop its own Regulatory SMS (RSMS), one that is internal to the CAA but looks both outwardly and inwardly. There are many benefits to the Regulator following a more holistic, structured and systematic approach to safety regulation.The UK CAA’s RSMS sits at the heart of its approach to Performance-Based Regulation (PBR). ICAO Annex 19, combined with the EASA Authority Requirements (ARs) for EU Member States, requires national authorities to implement their own management systems for safety regulation. Early on in the transformation to PBR, the UK CAA recognised the need to go beyond the requirements and take a customised approach. Before embarking on the design and development of a RSMS, the UK CAA first conducted a thorough analysis of the ARs and the ICAO SMS framework. This led to the development of a bespoke framework that took the best learning from industry SMS implementation whilst also ensuring compliance with EASA requirements. The UK CAA’s RSMS consists of all the main components that you’d expect to see in an industry SMS, such as a safety policy, risk management process, safety assurance processes and tailored training programmes.The main difference between a Regulatory SMS and the SMS of an aviation service provider is that the Regulator doesn’t own the safety risk; the risk is owned by the airlines, airports and other organisations. The Regulator’s task is to identify where safety challenges exist and work with the industry to help them manage their risks. This is an important distinction to make. The UK CAA’s ability to act as an information and intelligence conduit allows it to develop unique perspectives on the management of safety and identify safety issues that run across different organisations and industry sectors.One of the keys to success, for both public and private organisations, is a common understanding of what must be achieved and how. The RSMS is the common system that provides the UK CAA with a unified approach. It ensures that everybody understands their own individual roles and can communicate safety intelligence in a standardised way across professional boundaries. It brings all safety management aspects under a single system and gives everybody the opportunity and tools to influence safety outcomes. The Regulatory SMS works in much the same way as its industry cousin. Data is gathered from a multitude of sources – including audit findings, Mandatory Occurrence Reports (MORs) and expert knowledge of staff. It is then analysed by a dedicated team who work with technical specialists to identify aviation safety risks from the analysed data. These risks are then assessed The UK CAA’s RSMS consists of the all of the main components and elements that you’d expect to see in an industry SMS...PERFORMANCE-BASED REGULATION30 ICAO JOURNAL – ISSUE 1 2016 XXXand prioritised using a similar methodology to that used in many industry safety management systems. The risks can be escalated to an appropriate UK CAA safety management forum, where decisions can be made about how the Regulator can best influence the management of the risks.There are various options for the UK CAA to influence safety, such as:■■Altering the focus of oversight for a whole sector of industry towards known risks, ■■A safety improvement project could be commissioned, or■■New policies and guidance could be published.Regardless of the chosen option, the RSMS ensures that activities undertaken by the Regulator are clearly defined, scoped and launched under pan-CAA governance and knowledge, with the focus being on the highest priority risks.The greatest benefit of the UK CAA’s RSMS comes from building ‘pictures’ of risk at various levels of the aviation system. Industry sector risk pictures and a total aviation system risk picture allows the Regulator to share safety intelligence internally and also across the industry, enabling a cross-pollination of safety risk knowledge, sharing the best ways that the Regulator has come across to mitigate the risks.A successful transition to Performance-Based Regulation will require both the industry and the Regulator to adapt to new challenges and be novel and collaborative in their joint approach to safety management. A Regulatory SMS has given the UK CAA the best opportunity to positively influence safety outcomes for UK consumers and the travelling public worldwide by systemically prioritising its resources towards the most significant safety risks. For more information on Performance-Based Regulation and U.K. CAA PBR training, please visit:www.caainternational.com/pbrAlternatively, contact: Matthew Margesson:E matthew.margesson@caainternational.comT +44 (0)1293 573399CAA International LimitedAviation House Gatwick Airport South West Sussex RH6 0YR United KingdomT +44 (0) 1293 768700 F +44 (0) 1293 573992 E info@caainternational.comwww.caainternational.comA wholly owned subsidiary of the UK CAAThe Regulatory SMS works in much the same way as its industry cousin. Data is gathered from a multitude of sources – including audit findings, Mandatory Occurrence Reports (MORs) and expert knowledge of staff – and is then analysed by a dedicated team who work with technical specialists to identify aviation safety risks from the analysed data.Implementing a Regulatory Safety Management System to enable Performance-Based Regulation ICAO JOURNAL – ISSUE 1 2016 31State and the Secretary General of ICAO. The project document contains the scope of the project, objectives, deliverables, timeframe, number of people who are going to be involved in the project with a job description of each of the specialities, duration, etc.We have very short-term projects, assisting a State for one month or two, and we have long-term projects for one year or more.For example, earlier this year I received a message from the civil aviation authority in a State in Asia. They have problems with implementation of ICAO Standards and Recommended Practices (SARPs). And they need a restructuring of civil aviation. We had a teleconference to see exactly what they need. Now we are in the phase of developing our proposal to them. I will send an Officer to the State to discuss the detail. This will be a long-term, three-year project with four or five ICAO experts.What is the scale of the TCB organization and the experts you recruit to support these hundreds of ongoing projects?In ICAO Headquarters in Montréal, we have 66 people in the Bureau, including Officers in different disciplines of civil aviation. These Officers and the Staff develop and monitor the implementation of projects, look after the experts in the field, procurement, etc. Whenever we develop a project, especially related to capacity-building, we consult with the other Bureaus (Air Navigation Bureau and Air Transport Bureau) and with the Regional Office in order to have one ICAO approach to the problem and offer the State the best possible solution.We have about 3,000 experts in different disciplines of civil aviation from lawyers to flight operations to licencing, infrastructure, airports, you name it. We hire them to implement our projects whenever we need them. At any given time we have about 1,200 experts in the field looking after all of our projects. Most of our experts are from the civil aviation authorities in many countries. We have agreements so they can release their staff for a project. We also have experts from the industry, so it’s a mixture of people working in governments and industry.We are always looking for new experts to join our roster to work in civil aviation. We qualify them and certify their experience. To inquire, visit the ICAO Employment Site: https://careers.icao.int/home.htmlFifth in a series of interviews with ICAO leadersIvan Galán’s family lived near an air force base. “Every day I saw the airplanes taking off, landing, flying in patterns above the airfield. Then I was invited a couple of times to airshows,” he recalled. At age 16, he joined the Chilean Air Force, accumulating more than 4,000 flying hours in jets across 30 years and retiring as a colonel. He then served in Chile’s Dirección General de Aeronáutica Civil – for eight years leading the planning directorate and two years as Director of Accident Prevention and Investigation. “My whole life is dedicated to aviation.” In 2010, Ivan Galán became Director of ICAO’s Technical Cooperation Bureau (TCB).The TCB provides advice and assistance to ICAO Member States in the development and implementation of projects across the full spectrum of civil aviation infrastructure and services: master planning; human resource planning, development, and training; administration and legislation; communication, navigation, and surveillance; aviation security; aviation meteorology; airworthiness and flight operations; safety management systems; aviation medicine; airport feasibility studies, environmental aspects of airports; construction and management; air traffic services. Further information about the TCB can be found on the ICAO website at www.icao.int/secretariat/TechnicalCooperationICAO Journal Editor Rick Adams spoke with Director Galán at his Montréal office.What is the scope of the TCB’s mission and how do you engage with States for technical assistance projects?Our aim is to assist States and organizations, institutions, private entities like airports and air navigation services providers, in anything they might need in terms of developing their capacity, developing infrastructure, developing their air navigation plan, etc. At any given time, we have around 120 or 130 ongoing projects all over the world.Normally the States approach ICAO for assistance. Sometimes they have a pretty good idea of what they need, and sometimes they may have some doubts. We send a preliminary fact-finding mission to the State to discuss with the authorities what is really needed to set up the scope of the project. And then we start developing the project document that has to be agreed by the “DEDICATED TO AVIATION”AN INTERVIEW WITH IVAN GALÁN, DIRECTOR, ICAO TECHNICAL COOPERATION BUREAU (TCB)ICAO LEADER INTERVIEW32 ICAO JOURNAL – ISSUE 1 2016Why would a State come to ICAO for assistance rather than just go to industry and hire experts directly?There are many advantages. First, ICAO is the only UN agency in charge of civil aviation and air transport in the world. We have more than 70 years’ experience in developing the tasks and assisting the States, so whatever we do is according to our SARPs, regulations, and policies. Since we are a non-profit organization, the cost of the project is normally very low as compared to a private company. We are very good at procurement of services and goods. For example, a State in the Caribbean wanted to procure two radars for a Class 1 approach control centre. Before coming to us, they had a quotation from one of the suppliers for US$22 million. Instead, they did the procurement through ICAO TCB and ended up paying $11 million. Why? Normally when suppliers quote a price directly they apply all the risks to the State and that’s included in the price of the goods or services. With ICAO, there is almost no risk because we have the money up front, and we pay the supplier as long as the supplier complies with the contract.For an e-Passport project in a Latin American country, the designated price was $41 million. When we did it they ended up paying $31 million. So they saved 10 million dollars. When the States rely on us for a turnkey project where we develop the plans, terms of reference, select the supplier according to our criteria, etc., and then manage the contract and we pay the supplier, it is much cheaper and more convenient for the State. They save all the administrative and logistic work which we do for them.We do have to recover our costs. We cannot make profit, so the amount we charge is very low compared with the benefit the State receives from the project.What are a couple of major projects TCB is currently implementing?Two years ago we were asked to participate in the studies for the development of the new international airport for Mexico City. This is an airport that is urgently needed. We also had to consider the relationship with the air force because one of their bases will be affected. (NOTE: The new $13 billion airport will have three runways to start, able to serve up to 50 million passengers per year. In the future, with six runways, the new airport will handle up to 120 million passengers annually in an environmentally sustainable manner.)We are also working in Paraguay where they need to develop a new terminal building for the international airport in Asunción, as well as a package of improvements such as the runway and adjacent areas to comply with ICAO SARPs. We have opened a TCB office in Asunción with a permanent staff. We developed feasibility studies, the terms of reference, and all the documentation for the tenders. This is a public-private partnership (PPP) operation within a new law published two years ago in Paraguay, so this will be the first project under the new law. We will evaluate the bids, assist with the negotiations of the contract and assist civil aviation during the whole period of the construction of the new terminal building and then the operation of the new airport. Negotiation is expected this summer and contract signing in the fall.Earlier this year, ICAO announced a new volunteer programme as part of the No Country Left Behind initiative. What is the objective of this programme and how will it function?The ICAO Programme for Aviation Volunteers (IPAV) emanated from the ICAO Council and was approved last year. TCB is starting to implement this under NCLB. The intention is to have a roster of volunteers from industry, from the States, and so forth, who can volunteer for a short-term project for a State that needs assistance. The volunteers will be paid only $1 plus travel expenses. The States will have the possibility to solve a particular problem that can be resolved in a short period of time, no more than one month. We have already received many applications from experts who want to join this programme and we expect to receive more. ICAO JOURNAL – ISSUE 1 2016 33WORLD AVIATION LEADER INTERVIEWIvan Galán, Director, ICAO Technical Cooperation Bureau (TCB)Let’s say a State has a new director general of civil aviation, and he wants to restructure the civil aviation system. He’s not sure how to do it, how to approach it. The State can request an IPAV project where we can hire two or three experts, send them to the State for a week or so, and they can develop a proposal.Or, for example, a State needs to ensure that regulations they are developing are according to ICAO Standards. If they have already developed some regulations they want to review, we can make use of a couple of experts and send our comments to them. In that case, there is no need for the expert to travel to the State.There is also a voluntary fund created under this programme to receive donations from donors: States, industry, whomever. The intention is that the States hopefully don’t pay for the project, that we use the voluntary fund to run this programme. A donor can also donate money earmarked for a certain project in a certain country. What is important is that ICAO is always independent from any industry or State in implementing the project and the donor has to agree to those terms and conditions.For more information on the IPAV, see “ICAO Launches Volunteer Programme” (above). ICAO LEADER INTERVIEW34 ICAO JOURNAL – ISSUE 1 2016NEW ICAO VOLUNTEER PROGRAMME LAUNCHEDIn a State Letter early this year, Secretary General Dr. Fang Liu announced the new ICAO Programme for Aviation Volunteers (IPAV). “The programme provides a framework for the deployment of aviation professionals, working as volunteers to, among others, respond to emergencies affecting the aviation system in a State, develop capabilities in the implementation of ICAO Standards and Recommended Practices (SARPs), resolve deficiencies in the State’s fulfilment of its civil aviation oversight responsibilities, and foster self-reliance and growth.”Dr. Liu explained that, in support of ICAO’s No Country Left Behind initiative, the IPAV has been designed to provide short-term assistance to States in addressing shortcomings identified during audits. Assistance could also be provided in non-audit areas in response to requests from States, subject to availability of experts with the required skill sets.Volunteerism in the aviation sector seeks to bring benefits to both the client States and the volunteers. The client States will benefit from the wealth of experience of the volunteer at a minimal cost or at no cost. The volunteer will have the opportunity to maintain and possibly update his / her skills and make valuable contributions to the development of civil aviation.Participation in the IPAV is open to all aviation professionals from ICAO, the aviation industry, States, and the private sector, subject to review of credentials. A minimum seven years’ experience in the field of specialization will be required. Interested persons should submit their resume / CV to the Technical Cooperation Bureau by email at OfficeTCB@icao.int. States may submit a request for assistance under the IPAV programme to the same address. ICAO JOURNAL – ISSUE 1 2016 35NEWS IN BRIEFICAO Council President Dr. Olumuyiwa Benard Aliu conducted a mission to Singapore in February, accompanied by ICAO’s Asia-Pacific (APAC) Regional Director, Arun Mishra.President Aliu delivered the keynote address at the Singapore Airshow Aviation Leadership Summit and conducted a series of high-level meetings and dialogues on ICAO’s current work in support of an international aviation market-based measure (MBM) and the UN agency’s ongoing capacity-building for States under its No Country Left Behind initiative. Dr. Aliu focused on the need for major State commitments toward modernized air transport infrastructure, while stressing the need for near-term action on aviation emissions.“The eyes of the world are now clearly focused on the air transport sector post COP/21 (Paris), and we must respond by delivering concrete progress on reducing emissions,” he highlighted to his audience of government and corporate leaders, stressing with respect to local concerns that “with a number of Pacific Island States already experiencing dramatic revenue loss due to climate change, the especially urgent need for environmental action cannot be ignored.”DR. ALIU LEADS MISSION TO SINGAPOREGLOBAL MBM HIGH ON AGENDA AS ICAO SG CONDUCTS MISSION TO GERMANYICAO Secretary General Dr. Fang Liu conducted a mission to Germany, 21-22 March, accompanied by Luis Fonseca De Almeida, ICAO’s Regional Director for Europe and the North Atlantic. Dr. Liu met during her stay with Klaus-Peter Siegloch, President of German aviation association Bundesverband der Deutschen Luftverkehrswirtschaft (BDL).High on the list of topics discussed was the proposed global market-based measure (MBM) for international aviation."ICAO has been working with great determination in recent years to support its Member States for the carbon-neutral growth of international civil aviation from 2020, and has recently reached an important milestone by recommending the first-ever CO2 proposed standard for aircraft emissions,” commented Dr. Liu. “We are also seeking global support for the adoption of a global MBM scheme at the 39th Session of the ICAO Assembly in September, which will be one of the essential measures to our sector’s carbon-neutral objectives. Germany has been a very important voice in these discussions and we look forward to their continued support.”"Climate protection is best undertaken internationally, as patchwork efforts tend mainly to distort air transport markets and individual airline competitiveness,” added Siegloch. "What is needed is a solution that is applicable and fair to all nations and operators, and ICAO is the most appropriate organization to forge that consensus."36 ICAO JOURNAL – ISSUE 1 2016High Level No Country Left Behind (NCLB) visit by Antigua and Barbuda to the ICAO North American, Central American and Caribbean (NACC) Regional Office in Mexico City, Mexico. Melvin Cintron, ICAO NACC Regional Director, and the ICAO NACC Regional Officers presented the NCLB Strategy and agreed on achievements, activities, and challenges for the short- and mid-term for Antigua and Barbuda, in close coordination with the Eastern Caribbean Civil Aviation Authority (ECCAA).Seated (left to right): Cosmore Barnes, Deputy Oversight Officer, Ministry of Public Utilities, Civil Aviation and Transportation of Antigua and Barbuda; Melvin Cintron, ICAO NACC Regional Director; Edson Joseph, Permanent Secretary, Ministry of Public Utilities, Civil Aviation and Transportation of Antigua and BarbudaStanding (left to right): Julio Siu, ICAO NACC Regional Officer, Communications, Navigation and Surveillance; Raúl Martínez, ICAO NACC Regional Officer, Aeronautical Information Management; Jaime Calderón, ICAO NACC Regional Officer, Aerodromes and Ground Aids: Víctor Hernández, ICAO NACC Regional Officer, Air Traffic Management and Search and Rescue; Romy Gallegos, ICAO NACC Regional Officer Technical Assistance; Sybil Gómez, ICAO NACC CNS and NCLB Strategy Assistant; Ricardo Delgado, ICAO NACC Regional Officer, Aviation Security; Luis R. Sánchez, ICAO NACC Regional Officer Aeronautical Meteorology / Environment; Eduardo Chacin, ICAO NACC Regional Officer, Flight Safety.Directors of Civil Aviation of the Eastern Caribbean, 26th Meeting (E/CAR/DCA/26), New Orleans, United States, hosted by the United States Federal Aviation Administration, with 35 delegates from Antigua and Barbuda, Barbados, the Eastern Caribbean Civil Aviation Authority (ECCAA), France, Trinidad and Tobago, United Kingdom, United States, ICAO, ACI-LAC (Airports Council International - Latin America and Caribbean), ALTA (Latin American and Caribbean Air Transport Association), CANSO (Civil Air Navigation Services Organisation), IATA (International Air Transport Association), and RTCA (Radio Technical Commission for Aeronautics). The event was opened by FAA Administrator Michael Huerta (seated, centre, wearing blue tie).Next >