SUMMER 2017 ECAC NEWS European Civil Aviation ... News 62.pdfECAC NEWS European Civil Aviation Conference Magazine SUMMER 2017 #62 Progress Through Partnership CAPACITY BUILDING: CONTENTS

ECACNEWSE u r o p e a n C i v i l A v i a t i o n C o n f e r e n c e M a g a z i n e

SUMMER 2017

#62

Progress Through PartnershipCAPACITY BUILDING:

CONTENTS

1 EDITORIALProgress through partnershipSalvatore Sciacchitano

2 ECAC’s contribution to enhancing capacities in aviation securityAdam Borkowski

4 Developing aviation security capabilities in Africa and the Arabian Peninsula: the CASE ProjectAntoine Zannotti

8 The Italian experience in managing and implementing a Twinning Project: strengthening the aviation oversight standards of the Egyptian Civil Aviation AuthorityAlessio Quaranta

11 The French experience in EU Twinning projects: the Turkish showcaseThibault Lallemand

14 ICAO capacity building in the field of aviation environmental protectionunder the No Country Left Behind initiativeBoubacar Djibo

17 Capacity-building initiatives undertaken by the African Civil Aviation Commission (AFCAC)Iyabo O. Sosina

19 European Commission capacity development in aviationMarjeta Jager

21 Reaping the socio-economic benefits of aviation through capacity buildingAngela Gittens

25 An American approach to capacity development Catherine M. Lang

27 EASA’s priorities and activities in safety assistancePatrick Ky

30 Customs capacity building: streamlining international passenger travel and air cargo movementMatthew Bannon

34 European Association of Aviation Training and Educational Organisations (EATEO): the birth of a new European organisationRaymond Benjamin

36 ECAC spotlight: ECAC Economic matters working groupsInterview with Silvia Gehrer

38 ECAC in brief

39 EaP/CA in brief

40 ECAC/EU Dialogue with the Air Transport Industry

41 CASE in brief

43 News from the JAA Training Organisation (JAA TO)

ECACNEWS#62 – Summer 2017

Publication DirectorSalvatore Sciacchitano

Editorial CommitteeSalvatore Sciacchitano, PatriciaReverdy, Gabrielle Hubler

EditorGabrielle [email protected]

DesignerBernard Artal GraphismeCover: © Michael Brown - Fotolia.comPh: © CEAC

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Progress through partnership

Salvatore Sciacchitano Executive Secretary of ECAC

1ECAC NEWS # 62

Editorial

T he continued development of a safe, efficient andsustainable European air transport system is at

the heart of ECAC’s mission statement. But there’s nosuch thing as striving alone in aviation: air transport isinternational by its very nature, characterised by itshigh degree of interdependency. Hence sustainablesuccess is based on worldwide compliance with globalstandards, while their infringement significantly impacts the wider international aviation community. Inthis context, it is easy to see how global thinking andaction are a must, putting a premium on initiatives thatleverage capacities to meet common challenges. If theobjectives of safe and secure air transport are defeatedwithout the adequate human expertise, how do weclose the gap between capabilities and standard compliance?

The sharing of resources, best practices and expertise can only support States in their efforts tomeet these global standards under the common understanding that cooperation will result in commonbenefits. In order to take full advantage of civil aviation’s increasingly growing potential, ECAC acknowledges capacity building as absolutely criticaland has therefore developed a significant volume ofprogrammes with this purpose.

In this issue of ECAC News, you can read moreabout the support provided by ECAC in its own region,for instance through its Aviation Security CapacityBuilding Programme, but also to African and Arabiancountries, under the EU-funded ECAC-implementedCASE Project. ECAC’s sister organisation, the AfricanCivil Aviation Commission (AFCAC), also shares someof its recent homegrown capacity-development projects, and two ECAC Member States, Italy andFrance, share their experience of EU-funded capacity-development twinning projects with neighbouringcountries. ECAC News has also invited a Partner Statewith which it shares a Memorandum of Understand-ing, the United States, to present their own initiativesin this area.

Training and capacity building are also one ofICAO’s key strategic objectives for the current triennium (2017-2019), ever more so in the context of its No Country Left Behind initiative. Following

the achievements in the field of environment at its 39th Assembly, ICAO tells ECAC News about the guid-ance and tools it has developed to assist States in thepreparation and implementation of their action plans,as well as in the implementation of the recently agreedCarbon Offsetting and Reduction Scheme for Interna-tional Aviation (CORSIA).

At the European level, we take a look at the EU Instrument contributing to Stability and Peace (IcSP)and some of the other actions led by the EuropeanCommission in the fields of safety and security. The European Aviation Safety Agency, EASA, “EU’s naturalimplementing partner” in the field of safety, gives usan account of its current priorities with some concreteexamples, such as the EU-funded Eastern Partnership /Central Asia Project jointly implemented with ECAC(for the security component).

Finally, ECAC News explores the strong capacity-building programme delivered by Airports Council International geared at promoting the sustainable operation and development of airports worldwide,and invites the World Customs Organization to shareits experience in developing capabilities to streamlineinternational passenger travel and air cargo movement.

With the support of its Member States, ECAC hasmanaged to achieve partnerships that have strength-ened regional cooperation, enhanced networks andreinforced the credibility of the European region in itsinternational dealings. Armed with this experience,ECAC looks to the future and to expanding the scopeof its capacity-development projects, for instance inthe field of environment, to address States’ need for assistance in deploying the CORSIA agreement aspledged by ECAC Directors General in the September2016 Bratislava Declaration, and in the facilitation matters, to support Member States in their efforts toconsistently apply ECAC’s recommendations.

Progress through cooperation is key to ensuring airtransport continues to contribute to global economicdevelopment. ECAC remains committed to working together to ensure more safety, security and respectfor environmental standards, with capacity building asthe path to ensuring sustainable aviation and yield airtransport’s full potential.

ECAC NEWS # 622

ECAC’s contribution to enhancing capacities in aviation security

Adam BorkowskiAudit and Capacity Building Officer, ECAC

D esigned to support MemberStates in implementing and

overseeing aviation security meas-ures, the Programme gives themtraining and best practices to further enhance their work in avia-tion security.

The activities in the Programmeare designed to develop the skillsand competencies of national ex-perts, and to share best practicesin key aviation security areas suchas compliance monitoring, vulner-ability assessments and model programmes.

Since its implementation in2003, the Programme has con-stantly evolved to meet MemberStates’ requests, particularly in thecontext of evolving regulations andthreats. The Programme has alsoevolved to offer a wider scope ofactivities needed by the States inthe fast-changing regulatory envi-ronment. Its relevance to the prior-ities of ECAC Member States isevidenced by the ongoing high demand for activities and the posi-tive feedback received from partic-ipants.

The ECAC Capacity BuildingProgramme benefits from the con-tribution of experts nominated byECAC Member States, either in thedevelopment of tools (e.g. devel-opment of training modules) or inthe implementation of activities(e.g. experts acting as instructors orspeakers). National experts and

practitioners are released to act asinstructors, coaches and advisors,and provide practical advice toMember States looking to enhancetheir aviation security regimes.

A number of activities are de-veloped and delivered in the frame-work of the Programme, whichcomprise, but are not limited to:• multilateral workshops on issues

of common interest to all Member States (e.g. behaviourdetection, security culture, riskmanagement, security equip-ment and technology);

• standardised tools and proce-dures such as model aviation security programmes;

• on-site training courses for national auditors (e.g. Best Prac-tices for National Auditors levels1 and 2, Best Practices for CargoInspectors, Recurrent Trainingfor National Auditors);

• coaching activities during whichone or more experienced Mem-ber States and the ECAC Secre-tariat support other States bysharing their expertise andachievements in a given area ofaviation security; and

• targeted capacity-building mis-sions based on audit findingsand specific needs expressed byMember States (e.g. pre-openingsurveys of new airports).

Best Practices for National Auditors

B est Practices for National Audi-tors is one of the success stories

of this Programme with more than43 training courses at level 1 deliv-ered until now, and more than 330national auditors from 25 MemberStates trained.

Aviation security regulationsare not sufficient to protect airtransport against acts of unlawfulinterference if they are not effec-tively implemented. The lack of effectiveness or inadequacy ofoversight by the Appropriate Authority is one of the root causesof poor implementation of aviationsecurity measures. Therefore, thetraining courses targeted tostrengthen the Member States’competencies in this field are stillconsidered to be one of ECAC’s keycapacity-building activities.

Best Practices for National Auditors - Level 1 (BPNA/1) is an example of the activities imple-mented in the framework of theECAC Capacity Building Programmefor the benefit of ECAC MemberStates, specifically tailored for national auditors. Through a com-bination of training techniques, including practical exercises at anairport, participants are famil-iarised with best practices in audit/inspection techniques.

Since 2003, the ECAC Aviation Security Capacity Building Programme has been supportingECAC Member States’ efforts to achieve the effective implementation of European requirementsfor aviation security, and also develop a risk-based and innovative approach to aviation security. Hundreds of activities have been performed since 2003, and all 44 Member Stateshave in one way or another benefited from the Programme, using it to meet certain needs andpriorities.

3ECAC NEWS # 62

Organisation of thetraining

During the one-week trainingcourse, participants are not

only trained on the key principlesrelated to their role and responsi-bilities as national auditors butthey also strengthen their practicalexperience and competency inconducting national compliance-monitoring activities through class-room and on-site exercises.

The BPNA course comprisestwo groups of modules. The coremodules introduce participants tothe role and responsibilities of national auditors, inspection tech-niques and security technology, aswell as compliance assessment, thestepped approach to rectification,and report writing. The main objec-tive of these modules is to developthe competencies and skills thatauditors shall possess and use regardless of the area of an audit oran inspection.

The second group of modulesconsists of three elements, selectedby the Member State to reflect thetraining needs of its staff from thefollowing: inspecting access con-trol, inspecting aircraft security, inspecting passenger/baggagereconciliation, inspecting hold bag-gage security, and inspecting pas-senger and cabin baggage security.By using this approach, the coursecan be tailored to the needs of theMember State and its auditors.

In practice, the course can bedelivered as a bilateral activity forthe participants from the hostingState only, or it can be organised asa multilateral training course of-fered to national auditors from dif-ferent Member States. In any case,

the course is always organised inclose cooperation with the Appro-priate Authority of a Member Statehosting the course, which providesthe training facility and possibilityto conduct practical exercises at anairport.

The course is delivered by twoinstructors who have extensive ex-perience in conducting nationalcompliance monitoring activities.By sharing their experience andpractical advice, participants notonly gain theoretical knowledgeon aviation security measures sub-jected to national quality controlactivities but also benefit from rec-ommendations on how to bestaudit them in practice. Through anumber of practical exercises or-ganised at an airport, participantsstrengthen their competencies inconducting compliance monitor-ing activities in the field.

On the request of the MemberState, the BPNA can be comple-mented by certification tests or-ganised by ECAC on behalf of theAppropriate Authority. The certifi-cation comprises several writtentests and an oral exam to give participants an opportunity todemonstrate their knowledge and

competencies in aviation security.The results of these exams can beused by the Appropriate Authorityfor the formal certification of their national auditors.

In order to address the needs ofMember States requesting an ad-vanced training course for nationalauditors, ECAC has also developeda Best Practices for National Auditors– Level 2 training course (BPNA/2).The BPNA/2 course builds on theexperience and knowledge partic-ipants have gained from the train-ing at level 1. A combination ofclassroom presentations and prac-tical activities at the airport ensuresthat participants can further de-velop their expertise in aviation se-curity. The BPNA/2 course can alsobe considered as recurrent trainingfor national auditors. To date, 12sessions of the BPNA/2 trainingcourse have been organised andmore than 100 national auditorshave participated in this course.

Based on feedback receivedfrom the participants attendingboth levels of the course, the up-to-date content, practical exercisestogether with experienced andcommitted instructors are consideredto be the strongest elements. �

ECAC’s contribution to enhancing capacities in aviation security

Adam Borkowski joined ECAC in November 2014 as Security Audit and Capacity Building Officer. In this position, he isresponsible for the management and implementation of the ECAC Audit and Capacity Building Programme and theVulnerability Assessment Programme. Prior to joining ECAC, Mr Borkowski was Director of the Civil Aviation SecurityDepartment in the Polish Civil Aviation Authority (CAA) where he was responsible for the implementation and oversightof international and European civil aviation security standards. Mr Borkowski has more than ten years of governmentaland security experience, having worked for the CAA of Poland from 2003 to 2014. He graduated from the SorbonneUniversity in Paris with a degree in political science, specialising in international relations. He then continued his studiesin Poland obtaining postgraduate degrees from the National Defence University, in the field of aviation management,and the Military Technical Academy, in the field of technical security of persons and goods.

BPNA Best Practices for National Auditors Training Level 2, Cluj-Napoca International Airport, Romania, May 2013

ECAC NEWS # 624

Developing aviation security capabilities in Africa and the ArabianPeninsula: the CASE Project

Antoine ZannottiProject Coordinator, CASE Project

was given the re-sponsibility of im-

plementing this significant project(a four-year, EUR 7 million initiative)due to its record in the field of ca-pacity building in aviation security.The decision of the European Com-mission was also based on the ex-perience ECAC has developed overthe years working in the Project’stwo target regions: Africa and theMiddle East. This experience in-cludes landmarks such as thebuilding of partnerships with its respective sister organisations - theAfrican Civil Aviation Commission(AFCAC) and the Arab Civil AviationCommission (ACAC) - as well as ajoint action with the West AfricanEconomic and Monetary Union(WAEMU) supporting aviation se-curity and, finally, participating inthe security component of the EuroMed Aviation I Project.

This proven expertise has pro-vided ECAC with a clear vision ofwhat brings an added value andwhat is not effective when it comesto capacity building, and these op-erating principles were discussedwith DG DEVCO and inserted in the grant contract to become thepillars of the CASE Project.

Pillars of the CASEProject

The first of these principles is thatthe Project does not provide for

the distribution of funds or securityequipment, but consists in invest-ing in people in our Partner Statesby sharing technical expertise. This expertise is provided by expe-rienced professionals releasedmostly by the 44 ECAC MemberStates, who are selected for each

specific assignment based on theircompetencies, their language skills(activities so far have been deliv-ered in English, in French and inPortuguese), and their experiencein on-site activities in African andArabian countries.

“Partner States”

The second feature of the CASEProject is that it aims at a bal-

anced relationship with the civilaviation authorities of the PartnerStates, and at a true sharing of ex-pertise. The use of the wording“Partner States” instead of “benefi-ciaries” is not simply a consequenceof ‘politically correct’ thinking,which would be purely artificial. Onthe contrary, it reflects the belief,based on experience, that signifi-cant and sustainable improve-ments in the level of compliancewith international aviation securityrequirements will result, amongother factors, from two-way coop-eration between the States and theorganisations involved, with thesole objective of making the Statesconcerned autonomous. As a con-sequence, expertise is to be sharedand not transferred in a unilateralway, and the roster of experts usedby the Project to deliver activities isexpected to include those fromPartner States as well. In fact, in thesecond year of the Project, ECAChas made it a priority to involve asmany regional speakers as possible

For the first time, ECAC has been awarded a grant by the European Union to implement one ofits external actions referred to as “Civil Aviation Security in Africa and the Arabian Peninsula”,or CASE, through a contract signed on 29 October 2015 and 3 November 2015 with the Euro-pean Commission (Directorate-General for International Cooperation and Development (DGDEVCO)). The operations of the CASE Project officially began on 1 November 2015.

ECAC

Best Practices for National Auditors Training in Lomé, December 2016

5ECAC NEWS # 62

in CASE Project workshops, basedon the relevance of their contribu-tions and the technical value oftheir presentations.

On-site deployment

The third principle of the CASEProject is that all activities are

located in the Partner States,whether these are regional (in theform of two-day technical work-shops in one host country or or-ganisation, which bring togetheraround 30 experts from an averagenumber of 15 Partner States, theparticipation of whom is fully spon-sored by the Project) or national,i.e. they are deployed in one givencountry and consist in providingsupport to one Appropriate Au-thority on one specific aspect ofaviation security. The only activityto take place in Europe is the participation in ECAC workshops(i.e. designed for ECAC MemberStates), for which four seats aremade available to non-Europeanexperts to be designated by AFCACand ACAC.

This strategy was adopted fortwo reasons. The first is that it is coherent with the objective ofachieving as balanced a relation-ship as possible between all Statesparticipating in the Project’s activi-ties, where the contributions of all

are equally recognised and appre-ciated. Secondly, an activity – andespecially a national activity – deployed on-site is likely to provemore effective, since it will lead toan exchange of expertise in a real-world environment, which will inturn prompt the CASE Project specialists to adjust the best prac-tices available to the local needsand specificities, and may even result in the identification of further needs and therefore theconsideration of additional CASEProject national activities.

Focus on qualitycontrol

The fourth main feature of theCASE Project is that a majority

of the activities offered under itsfour components – mentoring, riskmanagement, training and coach-ing – focus on quality control. True,some activities aim at addressingspecific risks, the mitigation ofwhich does not depend on the effective implementation of exist-ing regulations (MANPADS andlandside security), or at promotingspecific good practices (securityculture). Also true is that one activ-ity is devoted to reviewing the existing regulations in a single do-main of aviation security (cargo).Besides these, all other activities

are directly or indirectly focused onthe effectiveness, the sustainabilityand the comprehensiveness of national compliance monitoring.Efficient national compliance mon-itoring is critical to the effective im-plementation of security measures.This is one of the main lessons tobe learned from previous capacity-building initiatives as well as frominternational audits.

To provide a tangible illustra-tion of the way these organisingprinciples are actually imple-mented, it should be noted that, atthe time of publishing, the CASEProject has delivered the followingactivities:

With the upcoming reinforcementof an aviation security technicalspecialist to the dedicated CASEProject team, the CASE Projectplans on increasing its volume ofactivities as from the second half of 2017 and, as a consequence, increasing the number of PartnerStates which are involved in na-tional activities, in addition to re-gional activities. The Project teamwill also maintain its policy of pro-viding information on its activitiesto other major contributors (Statesor organisations) to capacity-build-ing initiatives in order to achievethe best use of existing resourcesand avoid the duplication of effortsfor the benefit of Partner States. �

Developing aviation security capabilities in Africa and the Arabian Peninsula:the CASE Project

Antoine Zannotti joined the ECAC Secretariat in 2016 as Project Coordinator of the EU-funded and ECAC-implementedCivil Aviation Security in Africa and the Arabian Peninsula (CASE) Project, on release from the French Directorate Generalof Civil Aviation (DGAC). He joined the DGAC in 2008 as a negotiator on air service agreements before becoming headof desk in charge of security measures in 2011. Prior to joining the civil service, Mr Zannotti began his career in theprivate sector, where he acquired experience in a range of industries.

Auditor coaching activity in Brazzaville, April 2017

Regional activities/workshopsCargo and mail security 2Security equipment and technology 1Threats to civil aviation 1Risk management 1Vulnerability assessments 1

National activitiesMentoring 6Training 6Coaching 1Risk management 2

1 – What is your own definitionof capacity building, and in particular of its objectives in thefield of aviation security?

I would simply adopt the com-monly used definition, which refersto the process by which individualsor organisations obtain the skillsand knowledge needed to do theirjobs in a competent manner. But inthe context of the CASE Projet, I would prefer the term “capacityenhancement or development”. Inmy view, security people – in mostcases – are fully aware of what todo to fulfil security obligations, andknow how to effectively imple-ment security measures. But thechallenge of efficiency is still to beaddressed in some areas (such astraining policies and methods, riskanalysis and auditing tools andtechniques, etc.) and may need im-provement in order to face new

and emerging threats. Securitycommunity best practices and information-sharing may be agood way to achieve this goal.

2 – In your view, what are themain challenges to overcome toachieve the effective implemen-tation of capacity-building initia-tives?

International cooperation is essential to increase the capacity ofindividuals and institutions to meetthe full scope of security threats.But initiatives must also meet theactual needs as expressed andanalysed by the stakeholders. Insome areas, the nature of security-related information does not facili-tate information-sharing amongstakeholders from different States.Effective participation in the activ-ities of the security community iskey to harmonising knowledge,

although it might be a burden dueto costs. The CASE Project hasmade this happen for many experts.

3 – Based on your experience,what are the specificities of theCASE Project?

The CASE Project is an experi-ence as well as an opportunity formutual capacity enhancementmainly based on the best practicesexchange between participantsfrom diverse origins. Senegal hasalready hosted four activities,which have been much appreci-ated by the participants. I hope thisapproach will continue and bestrengthened by any adjustmentsrequired after an analysis of thisProject. �

ECAC NEWS # 626

Interviews: testimonies from Partner States


Capacity building in the field ofsecurity concerns the design andimplementation of policies that en-able security personnel from thecivil aviation administration, the industry and other organisations tomeet the expectations of public au-thorities and the travelling publicalike in terms of understanding theissues and challenges, implement-ing security measures and being adriving force for new ideas.


The main challenge faced byeach State in the effective imple-mentation of capacity building isthe understanding that security isincompatible with mere declara-tions of intent, posturing and tokeninitiatives. Rather, it requires sub-stantive, coherent policy whichevery single person – regardless ofrank – complies with and submitsto, and which is implemented bycarefully selected and motivatedstaff; that is to say, individuals whodon’t just work in security by de-fault or who may be demotivatedfor whatever reason (salary level,lack of career opportunities, man-agement or a supervisor actingwith disregard for legal regulations,etc.).


The CASE Project provides uswith a fabulous opportunity to ful-fil our State ambition for all staffworking in the field of security.More specifically, by avoiding theduplication of training courses andthanks to its training policy, theCASE Project enables us to benefitfrom courses, and in particularcoaching sessions, that are not of-fered by the AVSEC centres withwhom we work, such as ERNAM inDakar and ENAC in Toulouse; theyalmost feel like tailor-made consul-tancies! �

Adama Niang, Director of Security and Facilitation,Agence Nationale de l’Aviation Civile et de la Météorologie(ANACIM), Sénégal

Roméo Boris Makaya-Batchi, Air Transport Director,Agence Nationale de l’Aviation Civile de la République du Congo


Capacity building deals withvery specific questions that pertainto, inter alia, contingency planning,the identification of vulnerabilities,and the assessment of risks andthreats in the security systems thatare in place in any State. In thissense, and although compliance issues remain very important, it ismuch more focused on perform-ance. Its aim is to research and im-plement best practices in securityand to develop key performanceindicators in order to measure performance and/or to increasevisibility in a given field. A concreteexample of capacity building is theworkshop on vulnerability assess-ments undertaken by the CASEProject in Lomé (25-26 April 2017)for Member States of ECOWAS andWAEMU.


The main issue is how to recon-cile the capacity building of indi-viduals with that of organisations.Remember that the CASE Project’smain objective is to counter theterrorist threat in Partner States byimproving their security levels. But,by improving the performance ofindividuals, does one ipso facto improve that of the organisation? I don’t think that’s enough; one hasto include activities which enablethe organisation to benefit fromthe improved performance of individual staff members. Capacity-building initiatives should simulta-neously deal with these two aspects,as an integral part of the CASE Project’s objectives. For example,following the Lomé workshop onvulnerabilities, provision should bemade, if possible, for an activity inairports selected by the States, al-lowing the experts who receivedthe training to conduct the vulner-ability assessment, etc.


CASE is a capacity-buildingproject whose specificities includeits geographical reach, its objec-tives, its financing (EuropeanUnion), the active involvement ofregional and sub-regional organi-sations and Partner States, and itsgovernance. �

7ECAC NEWS # 62

Interviews: testimonies from Partner States

Irène Kachia Seka Gnassou, Air Transport Director and Tcha-Didjoré Deybou Bah-Traoré, Audit programme coordinator, Commission of the West African Economic and Monetary Union (WAEMU-UEMOA)

Irène Seka Gnassou and Salvatore Sciacchitano Tcha-Didjoré Deybou Bah-Traoré and Antoine Zannotti

ECAC NEWS # 628

The Italian experience in managingand implementing a Twinning project:strengthening the aviation oversight standardsof the Egyptian Civil Aviation Authority

Alessio QuarantaDirector General, Italian Civil Aviation Authority (ENAC)

In accordance with its mission, theItalian Civil Aviation Authority

(ENAC) is committed to promotingthe development of civil aviation,guaranteeing high levels of safetyand security, passengers’ rights, thequality of services, fair competitionfor users and stakeholders, and environmental protection, by im-proving ICAO and EU standards.

This challenge has been contin-uously pursued by ENAC, not onlyat the domestic level but alsothrough close cooperation withforeign authorities and institutionsin a mutual exchange of compe-tences and know-how in order todevelop long-term strategies andrulemaking activities, and accom-plish daily certification, validationand surveillance tasks.

In recent years, that coopera-tion has become more and moreformal and systematic through theadoption of Memoranda of Under-standing, working agreements andmemberships.

In the last few years, ENAC hasalso participated in internationalairport development projects, such

as the Iraq Transport Master Planand the Herat Airport Master Plan.

The Twinning projects fundedby the European Union are very interesting tools for cooperation asthey are conceived to foster the political and economic reformprocess of neighbouring countriesand to promote closer economicintegration by supporting theirlegal and technical approximationto the EU, and a sustainable devel-opment.

In more practical terms theTwinning instrument assists neigh-bouring countries to build or re-form their public administrations incompliance with European regula-tion and best practices, with theaim of achieving the full autonomyof the beneficiaries.

In 2009 ENAC was awarded the European Twinning project “Support to Albanian Civil AviationSafety Management System” to assist the Albanian Civil AviationAuthority in the development of itsair transport safety and securitystandards, which was implementedfrom September 2010 to March 2013.

ENAC-ECAA Twinning project objectives and results

I n 2014, ENAC was awarded theEuropean Twinning project

“Strengthening the Aviation Over-sight Standards of the Egyptian CivilAviation Authority (ECAA)”, whichwas implemented from February2015 to April 2017.

It was a great pleasure to participate in the project’s closingceremony on 27 April 2017 in Cairo,which represented a special occa-sion to quite rightly recall the objectives and celebrate the resultsof such a great initiative.

The ENAC-ECAA Twinning project was implemented tostrengthen international and Euro-pean aviation standards in Egyptand improve the ECAA’s legalframework, technical competencesand its internal organisation as asingle and independent authority,in line with the European Neigh-bourhood Policy (ENP).

In particular, the project soughtto assist the ECAA to achieve fullregulatory and financial independ-ence; approximate the EuropeanUnion standards applicable to theState Safety Programme, airworthi-ness, flight operations, licensing, air

The Twinning project between the Italian and the Egyptian civil aviation authorities was sup-ported by the European Union’s will to invest common resources in a broad collaboration effort,enabling neighbouring countries to find a way of growing closer together, combining energiesand learning from each other. The results achieved in the project so far represent an exampleof mutual cooperation and friendship, for which I would like to especially thank the European,Egyptian and Italian institutions and all the people (executives, officials, managers, engineers,flight inspectors, lawyers, economists and administrative staff) who have been working hardto improve capacity development in civil aviation.

ENAC’s background in capacity development

navigation services, traffic man-agement, airports, security, occur-rence reporting and the safetymanagement system; and updatethe ECAA’s information technologysystem, quality system and its inter-nal organisation to meet the abovechallenges.

I would like to recall belowsome of the Twinning project’smain achievements in relation tothe project’s objectives: • Conducting a Regulatory Gap

Analysis between the Egyptianand European Union aviation requirements, which led to thedevelopment of a detailed Reg-ulatory Action Plan to allow asmooth transition of the Egypt-ian aviation system towards theEuropean safety and securityrules.

• A working agreement betweenthe ECAA and the European Aviation Safety Agency (EASA)was drafted and recommendedfor signature.

• Key regulation proposals wereprepared for approval, such asthe primary law establishing theECAA as a single authority, andthe economic and fees regula-tions which provided ECAA withthe necessary financial and func-tional independence.

• Regarding the key issue of avia-tion safety, other proposals weredrafted in order to define anEgyptian State Safety Programme(SSP) and a committee responsi-ble for managing it, as well as anECAA Aviation Safety plan (EASp)to support the dissemination of the principles and tools of the Safety Management System(SMS).

• Regarding the improvement ofthe ECAA’s internal structure, anECAA organisation manual (EOM)was drafted to include detailedprocedures for managing re-sponsibilities, human resources,internal systems for rulemakingand quality, certification andoversight activities, operations,licensing, aerodromes, air spaceand security.

• Detailed specifications were issued to develop a centralisedinteractive web portal for occur-rence reporting, accessible by allaviation stakeholders in Egypt.

• Study visits to Italy were organ-ised in order to expose the ECAAto major Italian industries andservice providers (design, pro-duction, maintenance, air oper-ators, airport operators, flightschools, air navigation services,etc.) and to the EU system usedby ENAC for its certification andoversight.

Type and value of cooperation

I n pursuing these goals, technicaland organisational assistance was

provided in all the usual CAA fieldsin full compliance with EU/EASAstandard methods.

Working principles such as thetransfer of knowledge and capacitybuilding, through teamwork and acareful analysis of the state-of-the-art, were applied, favouring – as faras possible – an approach based onthe direct involvement of the localECAA staff rather than a top-downdelivery of assistance.

Such an approach assists in ac-complishing surveillance activities,increasing the number of inspec-tions and building up a structuredoversight in line with EU/ICAOstandards. Moreover, it improvesthe beneficiary country’s efficiencyand capacity, leads to the properqualification of its staff and allowsfor the sharing of expertise and theproduction of legislation, policies,plans and procedures that remainwith the beneficiary country afterthe assistance has ended.

9ECAC NEWS # 62

The Italian experience in managing and implementing a Twinning project:strengthening the aviation oversight standards of the Egyptian Civil Aviation Authority

Kick-off meeting in Cairo, May 2015

ECAC NEWS # 6210

I taly has learnt from its past expe-rience that fruitful achievements

are not always protected from dis-persion once the project is over.

In fact, the management andimplementation of high quality cooperation, which implies majorefforts in terms of resources andworkload, needs to be compen-sated not only by the successful accomplishment of the project’sforeseen goals but also by the pos-itive effects of their continuous improvement and update.

In the case of the Twinningproject with Egypt, I hope that afurther stage of cooperation be-tween Italy and Egypt will be sup-ported in order to sustain what wehave already achieved.

ENAC considers its cooperationexperience with ECAA to havebeen extremely positive and be-lieves that the joint work carriedout represents one of the bestmeans to transfer know-how inorder to improve the institutionaland technical capacity, and imple-

ment the internal legislation sys-tem reform towards the extensionof liberalisation and open compe-tition in the aviation field.

ENAC is willing to continue inthe active role it has always playedin promoting international cooper-ation, aware of the significantsocio-economic growth the coun-tries can benefit from through partnership and the harmoniseddevelopment of international airtransport. �

The Italian experience in managing and implementing a Twinning project:strengthening the aviation oversight standards of the Egyptian Civil Aviation Authority

Alessio Quaranta has been the Director General of the Italian Civil Aviation Authority (ENAC) since 30 April 2009. Hewas confirmed in his duty as ENAC Director General on 1 July 2014 for a further five-year term. A law graduate, he hasa postgraduate specialisation degree in public administration and has attended several training courses in legal matters.Before being appointed as Director General, he held a number of executive positions in ENAC, including: responsiblefor corruption prevention (2013/2014), Director of Economic Regulation (2008/2010), Director of the President’sBureau (2005/2008), Director of Human Resources (2004/2005), Head of International Relations (2001/2005), Legaland Economic Advisor to the President (2001/2003). He currently holds the following positions in the main internationalorganisations in the aviation field: President of the Foundation Board of EASTI (European Aviation Security TrainingInstitute), Focal Point for Facilitation and Security matters in the ECAC Coordinating Committee, President of theFoundation Board of JAA TO (Joint Aviation Authorities Training Organisation), Member of the Provisional CouncilCoordinating Committee (PCC) of EUROCONTROL, alternate member of the Italian Minister of Infrastructures andTransports in the Permanent Commission of the Agency (CN), Member of the Management Board of EASA (EuropeanAviation Safety Agency). He was head of the Italian delegation at several ICAO Assemblies, high-level meetings andinternational negotiations. He has been a speaker in various national and international conferences and is author of anumber of articles and publications on air transport issues.

Lessons learnt

Closure Ceremony in Cairo, April 2017

The French experience in EU Twinningprojects: the Turkish showcase

Thibaut Lallemand Resident Twinning Adviser, Directorate General of Civil Aviation, Turkey

(seconded from the French DGAC)

S ince 2010, Turkey has been experiencing a spectacular

growth in its air transport. Thenumber of passengers flown byTurkish air carriers doubled between 2010 and 2015, and airpassengers in Turkey reached 173million in 2016.

Turkey is the second largestdestination for passenger traffic toand from the EU, with 41 millionpassengers in 2015.

In this context, Turkey, an EUcandidate country, has to make thebest use of its resources and con-solidate the capacity of its Direc-torate General of Civil Aviation(TDGCA) to better regulate theTurkish aviation sector.

The procedure for selectingTwinning project proposals (pre-pared by Member States) is formaland led by the European Commis-sion, which first checks both theMember State’s and the beneficiarycountry’s capacities to take part insuch a project by using a call forproposals procedure.

At European level, aviationTwinning projects are managed bythe Directorate-General for Neigh-bourhood and Enlargement Nego-

tiations (DG NEAR), which worksclosely with the European ExternalAction Service (EEAS) and the Directorate-General for Mobilityand Transport (DG MOVE), in Brus-sels.

At the end of 2013, the FrenchDGAC and the Romanian CAA (asjunior partner of the Twinning pro-gramme) were selected by TDGCAto manage a Twinning contract.This contract, signed by the FrenchDirector General for Civil Aviationand his Turkish counterpart, in-cludes a set of capacity-buildingactions on aviation-related topicsinvolving Member State expertsand their Turkish colleagues.

In Turkey, the goal and name ofthe civil aviation Twinning projectis “Strengthening Institutional andAdministrative Capacity of the Directorate General of Civil Avia-tion of Turkey”. The project’s overallbudget is EUR 2,500,000 with a EUR 2,137,500 EU contribution.

In the scope of this project,France and Romania have beenworking together since April 2014to promote European Union stan-dards in Turkey in the field of airtransport.

The civil aviation Twinningproject is made up of five compo-nents, which reflect the prioritiesdefined by our Turkish colleaguesin terms of capacity building:• Component 1: Strengthening

the legal capacity of TDGCA• Component 2: Strengthening

the institutional capacity ofTDGCA

• Component 3: Strengtheningthe oversight capacity of TDGCA

• Component 4: Emission tradingscheme and environmental issues

• Component 5: Training by theFrench National School of CivilAviation (ENAC - France).

The first phase of the project(2014–2015) enabled the project’spartners to take a precise stocktakeof TDGCA’s most important needsin terms of compliance with EUregulations and comparison withMember States’ best practices. Airnavigation surveillance, as well asoperations and airworthiness top-ics, for instance, were identifiedand form the backbone of the workplan implemented in the secondphase of the project.

11ECAC NEWS # 62

Established in 1998, Twinning is a European Union instrument for institutional cooperation between public administrations of EU Member States and of beneficiary or partner countries.Aviation Twinning projects bring together public sector expertise from EU Member States andbeneficiary countries with the aim of helping the candidate countries or partners meet the chal-lenge of strengthening their administrative capacity and adapting their administration to implement the aviation “acquis communautaire”. The French Directorate General of Civil Aviation(DGAC) has a wide experience in capacity-building aviation projects and has already successfullyled Twinning programmes with Lithuania (2005), Ukraine (2006), Serbia (2010), Kosovo (2010),and Albania (2013), as well as long-term bilateral cooperation programmes, such as with Montenegro. Two DGAC-led Twinning projects are currently underway, in Tunisia and Turkey.The project in Turkey is jointly organised by France and a third ECAC Member State, Romania.

Stocktake of EUconvergence issues

The second phase of the projectstarted in February 2016 and

aimed at achieving 27 activities or“targets”. These targets includetraining on European requirementsand best practices on the followingitems:• procedures related to aero-

dromes certification;• specifications for national qual-

ity control programmes in avia-tion security;

• aeromedicine auditing;• job descriptions and training

plans for TDGCA staff;• compliance monitoring system

implementation;• certification systems and audit

of air navigation services;• occurrence reporting in commu-

nications, navigation and sur-veillance;

• safety oversight of changes;• ATCO licensing;• risk and performance-based audit

system; • SMS Implementation PART 145/

M/G (maintenance field); • UAV airworthiness; • coordinated approvals (MEL,

RVSM, LVO, ETOPS);• Part-66 national license system

implementation (maintenancepersonnel);

• Part-66/147 Training Need Analy-sis (TNA) (for maintenance per-sonnel and training facilities);

• Part-M ACAM and Subpart F Organisations;

• reliability programme approvals;• gap analysis for EU 965/2012 im-

plementation in the beneficiarycountry;

• procedures for SAFA inspectors;• air crew requirements;• development of a functional

emission trading scheme moni-toring system.

A commonly agreedwork plan is essential

For each of these targets, one orseveral short-term expert mis-

sions are organised to preciselyevaluate the EU convergence levelon each specific topic. A prede-

fined work plan states the numberof expert missions per target, andwhether missions will take place inTurkey, France or Romania (typi-cally when observation of bestpractices is required). A precise andcommonly previously agreed workplan, prepared by the project team,allows for a good understanding ofthe issues at stake and facilitatesthe experts’ work.

Even if the countries involvedknow each other well and are ac-customed to sharing experiences,notably within ECAC, a commonunderstanding by the project teamof the project’s goals is essential toensure the smooth organisationand success of the project.

The core Twinning projectteam is composed of five individu-als, three from the Member States(project leader, junior projectleader, resident Twinning adviser),and two from the beneficiary coun-try (project leader, resident Twin-ning adviser counterpart).

This team is the “engine” of theproject and its members must pos-sess the necessary technical skillsto understand the issues dealt withby the experts, as well as intercul-tural skills to understand the localcontext, both in the Member Statesand the beneficiary country. Lan-guage skills are a definite plus:even if aviation English is widelyused, three native languages werealso used during the project: Turkish, Romanian and French.

Signed at Director Generallevel, the Twinning contract in-volves an important number of institutional actors (EuropeanCommission and European Exter-nal Action Service, Turkish min-istries of Transport and of EUAffairs, three civil aviation authori-ties, national contracting authori-ties including Expertise France, as well as ENAC – France). Thesestakeholders check the project’sprogress and gather every threemonths in Ankara for a formal proj-ect steering committee meeting inorder to validate the work plan forthe next three-month period.

The French DGAC has extensiveexperience in leading Twinningprojects and has already partneredwith Romania as junior partner for

a Twinning project in Albania. Thispartnership, which resulted in aconsortium agreement, proved efficient.

For the Turkish project, Roma-nia as junior partner has providedexperts, notably in the airworthi-ness field, an area of work wherethe French DGAC historically dele-gates surveillance activities and iswilling to share work with its juniorpartner. This cooperation betweenMember States is encouraged bythe European Commission since itgives the beneficiary country amore thorough view on the appli-cation of EU regulations. In Turkey,French and Romanian experts haveachieved a very successful jointmission on SMS ImplementationPART 145/M/G. Such missionsshould be encouraged during future cooperation projects.

Mission reports de-fine follow-up actions

E ach expert mission or trainingat ENAC is followed by a mission

report, drafted by Member Stateexperts for missions in Turkey, andby the beneficiary country expertswhen the mission takes place inFrance or Romania.

Mission reports notably includekey points for which Turkish regu-lation is still to converge with EUregulation on specific technical issues. European best practices are also analysed. Hence missionreports define specific follow-upactions to be taken by the benefi-ciary country to promote conver-gence with EU regulation andadoption of the EU aviation acquis.During the second phase of theproject, 50 mission reports havebeen produced, covering the fullscope of the project. Follow-up actions are presented to the proj-ect stakeholders every three monthsat the steering committee meet-ings in Ankara.

Project impact

D uring the second phase of theTwinning project more than

80 TDGAC personnel will havebeen actively involved in the pro-

ECAC NEWS # 6212

The French experience in EU Twinning projects: the Turkish showcase

13ECAC NEWS # 62

ject’s activities - that represents ap-proximately one third of TDGCApersonnel.

Between February 2016 andJune 2017, the Member States willhave welcomed 20 Turkish expertmissions, including 18 in Francealone. Significant efforts have beendeployed by the European Com-mission, Turkey, France and Roma-nia to provide adequate resourcesto the project, demonstrating theimportant common commitmentof European countries and Turkeyto close the gaps between their avi-ation sectors’ regulations and prac-tices and the Turkish civil aviationsector.

One clear example of the posi-tive impact of the Twinning projectfor TDGCA lies in the definition of42 job descriptions for its surveil-lance activities. These job descrip-tions, which were drafted with thesupport of four French experts, willnotably allow TDGCA’s Rulemakingand Training Department to for-malise its recruitment and trainingprocesses in conformity with au-thority requirements set out inRegulation (EC) No 216/2008 -Basic Regulation.

EU – Turkey Comprehensive AirTransport agreement

T he start of the second phase ofthe Twinning project has coin-

cided with the EU Member Statesgiving an exclusive mandate to theEuropean Commission to negotiatea Comprehensive Air Transportagreement with Turkey. This situa-tion has reinforced stakeholders’

interest in the project’s outcome. Inthis respect, before each round ofEU–Turkey negotiations (so far, inNovember 2016 and February2017), a special report on aviationacquis in Turkey was drafted by theproject team. This report was usedby the European Commission tobetter assess the level of conver-gence of Turkish and European aviation regulations.

Another catalytic impact of thecivil aviation Twinning project inTurkey lies in TDGCA gaining expe-rience and confidence in partici-pating and leading internationalcooperation programmes. As amember of the ICAO Council sinceSeptember 2016, Turkey is involvedin the ICAO No Country Left Behindcampaign and has developed itsown training capacity on topicssuch as the certification of aero-dromes, introduction to StateSafety Programme (SSP), ramp inspection awareness, and intro-duction to aviation security man-agement, which are included in theTwinning work programme.

Finally, one major concern forthe Directors General involved inthis ambitious cooperation projectlies in the satisfaction levels of theexperts from these Twinning mis-sions. Measuring and monitoringthese satisfaction levels became offoremost importance as the Twin-

ning missions became increasinglychallenging to organise in Turkeyand France with both countries ina state of emergency after July 2016.

From the start of the secondphase of the project, the level ofsatisfaction has been collected at the end of each mission fromboth the giving and the receivingparties, on a scale from 1 (fair) to 5 (excellent). Satisfaction levels forthe project are consistently above4, a sign that cooperation betweenTurkish, Romanian and French col-leagues has been very well receivedby both Member States and thebeneficiary country.

Conclusion

T he growth of global air trans-port and Turkey’s ambitions in

the sector will facilitate the conver-gence of Turkish regulations withEU regulations, as European coun-tries will certainly remain an impor-tant market for Turkish carriers.Other ongoing sectoral projects,such as setting up a national civilaviation academy in Istanbul, alsopredominantly financed by the European Union, show that institu-tional capacity building in the aviation field has just started inTurkey. The need for cooperationand experience-sharing will stay ata high level for years to come. �

The French experience in EU Twinning projects: the Turkish showcase

Thibaut Lallemand is currently resident Twinning adviser to the Turkish civil aviation authority in Ankara, seconded fromthe French Directorate General of Civil Aviation (DGAC). A graduate of HEC (French Business School) and Sciences PoParis, he holds a Master of Philosophy in international relations from Cambridge University (United Kingdom Foreignand Commonwealth Office scholar). From 1997 to 1999 he worked at the French Development Agency (AgenceFrançaise de Développement) and from 1999 to 2005 as a change management consultant at Accenture. He joinedthe French DGAC in 2005 as management control officer, and spent four years as civil aviation attaché at the FrenchEmbassy in Moscow from 2008 to 2012. From 2013 to 2016 he was head of forecast and strategic analysis for theFrench civil aviation air transport department. He is a part-time lecturer at the French National School of Civil Aviation(ENAC) and at HEC (2015 - 2016). A former member of EUROCONTROL’s STATFOR working group (2012 - 2015), of theEU/Russia International Civil Aviation Cooperation Project (2008 - 2009), he was also the French representative to theEU-Russia Aviation Summit in St Petersburg, Russia (2011), and to the EU working group on Siberian overflights inMoscow (2009).

Signing of common quarterly work plan, February 2017

ECAC NEWS # 6214

ICAO capacity building in the field of aviation environmental protectionunder the No Country Left Behind initiative

Boubacar Djibo Director of the Air Transport Bureau, ICAO

W hile ICAO has been provid-ing assistance and support

to States since its inception, theNCLB initiative emphasises the setting up of globally harmonisedgoals and focuses on the monitor-ing and achievement of resultsleading to increased effectivenessand efficiency in the implementa-tion of ICAO SARPs, policies, plansand programmes.

ICAO’s work on aviation envi-ronmental protection began in thelate 60s to address noise issues andwas expanded in the 80s to coveremissions that affect local air qual-ity. While this work consisted pri-marily in the setting of SARPs forthe manufacture of aircraft and en-gines, it expanded further to coverenvironmental guidance on aircraftand airport operations. Most re-cently the work of ICAO further ex-pended to cover CO2 emissionsfrom international aviation withthe adoption of the first ever CO2

Standard for aeroplane designsand through the agreement on theCarbon Offsetting and ReductionScheme for International Aviation(CORSIA) at the 39th Session of theICAO Assembly. All this means thatthere is a growing need to providecapacity building to States in orderto ensure timely and effective im-plementation of new SARPs andpolicies.

ICAO has currently three majoraviation environmental protectiongoals, to:• limit or reduce the number of

people affected by significantaircraft noise;

• limit or reduce the impact of avi-ation emissions on local air qual-ity; and

• limit or reduce the impact of avi-ation greenhouse gas emissionson the global climate.

To achieve these goals, ICAOhas been developing policies,SARPs and guidance, and providingcapacity building to Statesthrough:• the development of guidance

material;• the development of tools;• the provision of training

through seminars and work-shops;

• the establishment of assistancepartnerships.

In addition, ICAO’s capacity-building activities in the field of avi-

ation environmental protectionsupport the achievement of theUnited Nations Sustainable Devel-opment Goals (SDGs), in particular,SDGs 7, 10, 13 and 17.

ICAO Guidance material

Over the years, ICAO has devel-oped and updated a compre-

hensive set of guidance material tohelp States and operators imple-ment the relevant SARPs and poli-cies and effectively address theenvironmental impact of civil avia-tion. This guidance material hasbeen published in a set of docu-ments and circulars covering air-craft noise and emissions andoutlining in sufficient detail the ap-propriate measures designed toaddress them. The list on the nextpage comprises the main docu-ments and circulars containingICAO’s guidance material related toaviation environmental protection.

The ICAO No Country Left Behind (NCLB) initiative, launched in 2014, aims at providing supportto States for the effective implementation of ICAO’s Standards and Recommended Practices(SARPs), policies, plans and programmes in a globally harmonised manner, enabling them toensure a safe, secure, efficient, economically viable and environmentally sound air transportsystem. This will in turn support sustainable development and bring about socio-economic prosperity.

ICAO tools

A long with the guidance mate-rial cited above, ICAO has de-

veloped several tools to furtherassist States in addressing environ-mental issues associated with civilaviation. These include:• The ICAO Fuel Savings Estima-

tion Tool (IFSET): This tool can beused to estimate fuel savingsobtained through operationalmeasures in a globally coherentmanner and aligned with theGlobal Air Navigation Plan.

• The ICAO Carbon Emissions Calculator: Allows States to esti-mate the CO2 emissions attrib-uted to air travel for use in offsetprogrammes.

• ICAO Green Meetings Calculator:This tool is designed to supportdecision-making in reducing thecarbon emissions from air travelto attend meetings.

• The ICAO Environmental Bene-fits Tool (EBT): Automates calcu-lation of the baseline for CO2

emissions in international avia-tion, and the estimation of ex-pected results obtained throughthe implementation of mitiga-tion measures. The combinationof the revised Doc 9988 and theEBT aims to ensure that all Statesare able to submit an action planwith quantified results.

• The Aviation Environmental Sys-tem (AES): A monitoring, report-ing and verification (MRV) tooldesigned to help States collectand monitor fuel data and CO2

emissions (AES is developedunder ICAO-EU assistance part-nership and available only to recipient States under the part-nership).

These tools help States applyICAO’s guidance material to assessthe benefits of a range of environ-mental measures and ICAO willcontinue developing additionaltools to cover other environmentalaspects.

Seminars and workshops

Seminars and workshops repre-sent a relatively recent compo-

nent of the ICAO capacity-buildingactivities for aviation environmentprotection. Since the 37th Session ofthe Assembly in 2010, the States’voluntary action plans initiative hasallowed ICAO to take on a more ac-tion-oriented implementation andcapacity-building role through theconduct of regional seminars.

In 2014 and 2015, eight envi-ronmental seminars were conductedback-to-back with hands-on work-shops on action plans, across theICAO regions and at ICAO head-quarters, welcoming participantsfrom 78 States. Since 2010, over700 experts from 116 States, repre-senting 93 per cent of global inter-national air traffic, were trained.The 39th Session of the Assemblyrecognised the Secretariat’s im-pressive work on capacity buildingand other technical and financial

15ECAC NEWS # 62

ICAO capacity building in the field of aviation environmental protection under the No Country Left Behind initiative

> Environmental TechnicalManual Volume I –Procedures for the NoiseCertification of Aircraft(Doc 9501)

> Environmental TechnicalManual Volume II – Pro-cedures for the EmissionsCertification of AircraftEngines (Doc 9501)

> Environmental TechnicalManual Volume III –Procedures for the CO2

Emissions Certification ofAeroplanes (Doc 9501)

> Airport Planning Manual, Part 2 — LandUse and EnvironmentalControl (Doc 9184)

> Recommended Methodfor Computing NoiseContours around Airports(Doc 9911)

> Airport Air QualityManual (Doc 9889)

> Guidance on AircraftEmission Charges Related to Local AirQuality (Doc 9884)

> Guidance on the Balanced Approach toAircraft Noise Manage-ment (Doc 9829)

> Guidance on the use ofEmissions Trading forAviation (Doc 9885)

> Guidance on Environ-mental Assessment ofProposed Air TrafficManagement OperationalChanges (Doc 10031)

> Environmental Man-agement System (EMS)Practices in the AviationSector (Doc 9968)

> Operational Opportu-nities to Reduce FuelBurn and Emissions (Doc 10013)

> Guidance on the Development of States’Action Plans on CO2

Emissions Reduction Activities (Doc 9988)

assistance to support the prepara-tion and submission of States’ vol-untary action plans.

In response to a request by the38th Session of the Assembly to or-ganise seminars and workshops ona global MBM scheme for interna-tional aviation, ICAO conductedtwo rounds of Global Aviation Dia-logues (GLADs) during April 2015and March-April 2016, covering allICAO regions. The objectives of theGLADs were: to share informationregarding MBMs and their role in abasket of measures to address CO2

emissions from international avia-tion; to provide up-to-date infor-mation on the ICAO work todevelop a global MBM scheme; tofamiliarise participants with thedraft Assembly Resolution text; toreceive feedback from MemberStates and relevant organisations;and to serve as preparation for sub-sequent work by ICAO on a globalMBM. These GLADs have led toconvergence on the need for ICAOto provide capacity building andtraining as a prerequisite for thesuccessful implementation of ascheme.

Subsequently and pursuant toa request by Assembly ResolutionA39-3 to provide capacity buildingand assistance for the implementa-tion of CORSIA, a series of regionalseminars on States’ action plansand CORSIA implementation wereheld in various regions from 27March to 20 April 2017 with theview to raising awareness on theCORSIA design and implementa-tion features, and building capacityin States for the development ofthe MRV systems and registries. Another series of CORSIA seminarsis planned for the first half of 2018.

Assistance partner-ships

A s part of ICAO’s capacity-build-ing and assistance activities for

the development and implementa-tion of States’ voluntary actionplans on CO2 emissions reduction,ICAO has established two partner-ships since 2013:• The ICAO-EU assistance project

“Capacity Building for CO2 Miti-gation from International Avia-tion” is a EUR 6.5 million projectto assist 14 States from Africaand the Caribbean in develop-ing their action plans, setting uptheir aviation environmental sys-tems (AES) and implementingmitigation measures to reduceaviation emissions.

• The ICAO-UNDP-GEF assistanceproject “Transforming theGlobal Aviation Sector: EmissionReduction from InternationalAviation” is a USD 2 million proj-ect, which includes the develop-ment of guidance documentsand supporting mechanisms toassist the identification and implementation of measures toreduce aviation CO2 emissionsfor developing States and SmallIsland Developing States (SIDS),as well as a practical pilot projectin Jamaica consisting of the im-plementation of a measure thatcould be replicated in otherStates.

Progress continues to be madeunder these two partnerships andassistance continues to be pro-vided to States in the form of theimplementation of pilot mitigationmeasures and the installation ofsolar panels and electrification systems at the gates of two interna-tional airports in Jamaica.

Future actions

In the field of aviation and climatechange, ICAO continues to sup-

port States and groups of Statesthat request assistance in thepreparation and implementationof action plans, such as a partner-ship to support SIDS in the Asia Pacific region, and the accredita-tion of ICAO as an implementationentity under the Green ClimateFund (GCF).

As for the implementation ofCORSIA, it is important to recognisethat different States have differentlevels of experience, readiness andcapacity for the development ofthe monitoring, reporting and ver-ification systems and the establish-ment of registries. Raising States’awareness, building capacity inStates and capturing their assis-tance needs will be critical to a successful implementation. Suchcapacity-building activities shouldbe closely aligned with the CORSIASARPs/guidance developmentprocess. Following the develop-ment of the CORSIA SARPs andguidance, the focus of assistanceactivities should be shifted to supporting the establishment of national policies and regulatoryframework by individual States, aswell as to supporting the infra-structure development for the MRVsystem and registries. ICAO willcontinue to provide capacity build-ing and assistance to States in thefield of aviation environmental protection. �

ECAC NEWS # 6216

ICAO capacity building in the field of aviation environmental protection under the No Country Left Behind initiative

Boubacar Djibo was appointed Director of the ICAO Air Transport Bureau in November 2011. His current duties includethe management of programmes to achieve three of the five strategic objectives of the Organization, namely securityand facilitation, economic development of air transport, and environmental protection. Before joining ICAO, Mr Djibo,who has more than 35 years’ experience in aviation, was Secretary General of the African Civil Aviation Commission(AFCAC). In his aviation career, he has held a number of key positions, including Director of Civil Aviation of Niger andICAO Project Coordinator. He also served on the boards of directors of Air Afrique and the Agency for Aerial NavigationSafety in Africa and Madagascar (ASECNA).

Capacity-building initiatives undertaken by the African Civil

Aviation Commission

Iyabo O. Sosina Secretary General, African Civil Aviation Commission (AFCAC)

W ithin the framework of bilat-eral and multilateral Memo-

randa of Understanding fortechnical cooperation betweenAFCAC and its various technicalpartners and international organi-sations, AFCAC has developed astrong strategy aimed at providingcapacity building for the benefit ofits Member States.

The training programmes con-ducted by AFCAC in cooperationwith technical partners such asECAC, Singapore, the US FederalAviation Administration (FAA),

United Arab Emirates, Malaysia,China and South Korea, are basedon the needs assessment analysiscarried out in collaboration withAFCAC Member States.

AFCAC prefers, and the techni-cal partners are more and more interested in the organisation ofon-site training programmes, at a reduced cost compared to thecourses organised outside the continent. They are well attendedby African aviation professionals,which results in an increase in thenumber of trained personnel.

However, AFCAC also encour-ages its Member States to take ad-vantage of the various fellowshipsoffered by its technical partners.

In its Triennial Strategic Plan2016-2018, AFCAC has includedthe development of training facili-ties in Africa in cooperation withthe African Aviation Training Or-ganization (AATO) to ensure thattraining institutions in Africa con-stitute centres of excellence.

17ECAC NEWS # 62

Development of capacity-building opportunities through technical cooperation

Human Resource Development Fund (HRDF)

H uman resource developmentis a continuous process to

ensure the development of em-ployees’ competencies, dynamism,motivation and effectiveness in a systematic and planned way.With this in mind, the voluntaryHuman Resources DevelopmentFund (HRDF) was initiated byAfrican States through a Declara-tion by the ministers at the ThirdSession of the Conference of AfricanMinisters of Transport held in Malabo, Equatorial Guinea from 7to 11 April 2014.

Recognising the challenge re-lating to the shortage of skilledpersonnel in the African aviationindustry and in many African regu-latory bodies, and the need to urgently do something about it,the ministers mandated AFCAC to

work with ICAO to address thisissue.

The objective of the HRDF is toprovide a mechanism that willallow for the collection and use ofvoluntary contributions from Statesand other donors and identify anddevelop opportunities for capacitybuilding in civil aviation in AfricanStates.

This will assist them to bettermeet the human resource needsrequired for operational efficiencyand continuous implementation ofICAO’s SARPs and other programmeactivities, which will, in turn, enablesafe and reliable air transport in theAfrican States.

The HRDF developed by ICAOin close coordination with AFCACwas launched in June 2016 and the

first secondees supported by theHRDF started their duties in March2017 at ICAO headquarters in Mon-treal, as well as at the Dakar andNairobi ICAO Regional Offices.

The voluntary contributionsmade to the HRDF are being usedto support the following capacity-building initiatives for the civil aviation sector in African States:• secondments to ICAO of serving

African aviation professionalswho will contribute to ICAO’swork and at the same time up-grade their knowledge, skillsand expertise to meet AfricanStates’ requirements for contin-uous implementation of ICAOSARPs and other ICAO pro-gramme activities;

• internships for young andemerging African aviation pro-

ECAC NEWS # 6218

fessionals to foster the develop-ment of the next generation ofprofessionals required to meetthe new business needs of civilaviation; and

• other areas that will be deter-

AFCAC promotes at each forum thedevelopment of capacity-buildingopportunities for aviation profes-sionals in all fields of the civil avia-tion sector.

To this end, AFCAC has devel-oped the presented strategies toensure that capacity building in theaviation industry is one of the high-est priorities for the various admin-istrations and that it is managed byqualified professionals through thetraining, recruitment and retentionof qualified personnel.

AFCAC believes that the civilaviation sector requires the serv-ices of professionals and highlytrained and skilled personnel toachieve a high level of safety, secu-rity and efficiency in air operationsto support the socio and economicdevelopment of the continent. �

Capacity-building initiatives undertaken by the African Civil Aviation Commission

Iyabo O. Sosina has been Secretary General of the African Civil Aviation Commission (AFCAC) since 9 January 2012.With nearly three decades of aviation industry experience, one of her immediate priorities has been to actualise theestablishment of the Single African Air Transport Market (SAATM) by 2017 through the full implementation of theYamoussoukro Decision (YD) in accordance with the African Union Agenda 2063. Prior to her appointment to the positionof Secretary General of AFCAC, she was Director of Air Transport Regulation in the Nigerian Civil Aviation Authority(NCAA) from 2009-2012. Her aviation career began in 1989 with the international relations department of the NigerianFederal Ministry of Aviation. The holder of a bachelor’s degree in history/political science from the University of Ife, Ile-Ife, Nigeria, Ms Sosina later obtained her Master of Science degree in international history from the London School ofEconomics and Political Science, University of London. She also has two diplomas from the IATA Training andDevelopment Institute in civil aviation management (2003) and airport management (2007). Over the course of hercareer, Ms Sosina has received training in general management, air transport economics, aviation law, airport, airlineand air navigation management. She is a past member of both the International Civil Aviation Organization (ICAO)Facilitation Panel (FALP) and the former Technical Advisory Group on Machine Readable Travel Documents (TAG/MRTD)and of several other international and regional committees and working groups. Ms Sosina is a recipient of the MeritAward – State House (1984) and Merit Award – Federal Ministry of Aviation (1996).

Training in Niamey, 2016

About AFCACThe African Civil Aviation Com-mission (AFCAC), the specialisedagency of the African Union re-sponsible for civil aviation mat-ters in Africa, was created in 1964by the Constitutive Conferenceorganised by the InternationalCivil Aviation Organization(ICAO) and the Organization ofAfrican Unity. It began fully func-tioning in 1969. AFCAC member-ship comprises all the 55

Member States of the AfricanUnion. AFCAC’s main mission is tocoordinate civil aviation matters inAfrica and to build cooperationwith ICAO and all other relevant or-ganisations and bodies involved inthe promotion and developmentof civil aviation in Africa. In this re-gard, the activities conducted by

AFCAC on a daily basis include,inter alia, assistance to its 55Member States in the implemen-tation of ICAO Standards andRecommended Practices (SARPs)for the safety, security, environ-mental protection and regularityof the air transport sector.

mined by ICAO and AFCAC onthe basis of the needs of Africanprofessionals.

In conclusion, taking into consideration the importance ofhuman resource development,

European Commission capacitydevelopment in aviation

Marjeta Jager Deputy Director General for the Directorate-General for International

Cooperation and Development, European Commission

Besides environmental and eco-nomic factors, the two dimen-

sions of aviation which are key forthe industry to develop across theglobe are safety and security, andthey therefore feature regularly inour discussions with partner coun-tries. The European Union (EU) sup-ports capacity-building activitieswith the aim of assisting thesecountries to achieve internationalstandards.

Enhancing aviation safety andsecurity is needed if we are to over-come barriers to development,growth and regional integration.This is especially true for Africawhich, although it is the secondlargest continent, only accounts for3% of the world’s air traffic. Mostgoods and services are still movedby surface transport because therehas been too little investment tomake aviation safe and sustainable.The potential of air transport inAfrica is undeniable, but to realisethis full potential a number of chal-lenges must be addressed. The expansion of air services is a neces-sary precondition for the develop-ment of Africa’s economy andexport base as well as the expan-sion of tourism to the region. How-ever, this will not be possiblewithout a safer aviation sector.

Aviation securityand safety

C ivil aviation remains an iconictarget for terrorist groups, es-

pecially Da’esh and Al-Qaida, whohave demonstrated intent and capability in carrying out attacks.Aircraft and airports are attractivetargets because such attacks tendto attract widespread media cover-age, with strong visual images thatspread fear among civilians.

Aside from the immediatehuman cost from terrorist attacks,the countries, regions and societiesthat are affected by terrorism arealso constrained in their economicdevelopment. In turn, communitieswhere basic development goals failto be met often provide a fertileground for the spread of terrorism.Such a vicious circle can only bebroken by a comprehensive andwell-designed intervention.

EU INSTRUMENT CoNTRIBUTINGTo STABIlITy AND PEACE (ICSP)The security-development nexuslies at the heart of the Commis-sion’s efforts in countering terror-ism and strengthening civil aviationsecurity in partner countries. A keyinstrument for the European Union’scapacity-building assistance to thirdcountries is the EU Instrument con-

tributing to Stability and Peace(IcSP), where civil aviation securityis one of the strategic priority areasunder the long-term componentssuch as the one on “addressingglobal, trans-regional and emerg-ing threats”. The currently fundedIcSP initiatives include a EUR 7 mil-lion project, Civil Aviation Securityin Africa and the Arabian Peninsula(CASE), designed to support the efforts of partner countries in Africaand the Arabian Peninsula. Theoverall objective of this project is tocounter the threat of terrorism bythe improvement of aviation secu-rity levels in selected countries. Inthat project ECAC is the Commis-sion’s management partner in assisting partner countries to miti-gate threats against civil aviationand to improve levels of compli-ance with international requirements.A similar project of cooperation assists partner countries in theEastern Neighbourhood and Central Asia with legislative andoperational improvements, andcompliance with international avi-ation security standards in the fieldof air cargo and mail.

The technical knowledge andexpertise in the field of aviation security that the Commission andMember States are able to provideis key in ensuring the identificationand evaluation of specific aviationsecurity vulnerabilities. This must

19ECAC NEWS # 62

The aviation industry plays a vital role for socio-economic development, international trade,tourism and regional integration around the world. This is unrivalled by any other transport sector for cargo, but foremost and predominately for passengers. Transport is one of the mostimportant sectors contributing to development, growth and sustainable job creation. Sustain-able growth and jobs, together with the promotion of democracy, peace and security, genderequality, climate change, renewable energy, investments, youth and migration are the ultimateaims of the development efforts with our partner countries in line with the 2030 Agenda andour proposal for a new European consensus on development.

be complemented by the knowl-edge of the particular risk inherentto specific regions and airport loca-tions. During these efforts the co-ordination and consistency of theEuropean initiatives with the widerICAO Strategy and Programme onCapacity Building has to be guaran-teed.

TESTING oF MITIGATIoN ACTIoNSAlready in 2014 the European Com-mission established an active pro-gramme for the testing of mitigationactions. Part of this programmesupports the law enforcement intraining and deployment of state-of-the art technology. In order tomitigate the risk of foreign fightersreturning from war zones to theirorigins in Europe the Commissionhas launched an insider threat proj-ect in cooperation with MemberStates, security providers and theaviation industry, such as IATA. TheCommission liaises with nationallaw enforcement and intelligenceservices to develop risk-based pol-icy and aviation security measures.

An illustration of the aviationsafety challenge ahead is the EU AirSafety List, where a number of air-lines from, among others, African

countries are subject to a completeor a partial operating ban withinthe European Union due to theirfailure to adhere to the interna-tional safety standards. Althoughthe accident rates of all the otherregions have been decreasing orremaining constant over the pastten years, Africa’s accident rate hasinstead been increasing steadily.

CoMPlIANCE To ICAo STAN-DARDS AND RECoMMENDEDPRACTICES (SARPS)Improved aviation safety can onlybe reached by strengthening com-pliance to ICAO Standards and Recommended Practices (SARPs).The ability to comply with these international standards is, however,often challenged by limited finan-cial, technical and/or human re-sources. This calls for externalcapacity-building assistance.

Capacity development activi-ties in the field of aviation safety inthird countries have long been anEU priority. In 2014, the Roadmapfor Infrastructure and Energyadopted at the fourth Africa-EUSummit States: “We will strive for thereduction of transport costs andboosting of intra-African trade bybringing regional transport corridorsto an adequate level of service, whichis sustainable, safe and reliable.” Dur-ing the eighth Africa-EU Partner-ship College-to-College meeting inApril 2016, the African Union Com-mission and the European Com-mission agreed to intensify effortstowards improving aviation andmaritime safety and security aspart of the fourth priority area ofthe above-mentioned roadmap.

Aviation safety cooperation between Europe and partner coun-tries has materialised so far throughthe European Development Fund(EDF), Regional and National In-dicative Programmes (DCI) and theCommission development budget

for North Africa, Eastern Europe andCentral Asia.

Activities, among others, in-clude the “Support to the Improve-ment of Aviation Safety in Africa”,providing technical assistance andcapacity building to countries fac-ing aviation safety issues, includingthe regulatory environment, datacollection and analysis, and Re-gional Safety Oversight Organisa-tions (RSOOs). The Commissionprovides competence and expert-ise through the technical assis-tance of its aviation safety agency,EASA, as well as a significant contri-bution to the implementation ef-forts via a sound capacity-buildingstrategy.

Future perspectives

A viation security and safety ismore important than ever, as

the aviation industry continues toexpand globally in an unprece-dented manner. A safe and sustain-able aviation sector is needed tohelp growth and development inAfrica and beyond. The emergingthreat of terrorist attacks fromthese regions confirms the need tocontinue our capacity develop-ment efforts with partner countriesand their aviation administrations.

A lesson learnt from past expe-rience is that technical activitiesmust go hand-in-hand with politi-cal awareness and the risk at stakeif aviation safety and security vul-nerabilities are not eliminated. TheEuropean efforts for enhanced cooperation at regional level arebased on expert-to-expert cooper-ation and higher commitment atpolitical level towards the accom-plishment of joint efforts in civilaviation security and safety to ourcommon benefit. �

ECAC NEWS # 6220

European Commission capacity development in aviation

Marjeta Jager is currently Deputy Director General of the Directorate-General for International Cooperation andDevelopment (DG DEVCO). Ms Jager has been working at the European Commission since 2005, starting as Directorresponsible for security in DG Energy and Transport and later as Director responsible for international energy andtransport files and coordination, as well as being Head of Cabinet of the Transport Commissioner. Before joining theCommission Ms Jager spent more than a decade working for the Slovenian Ministry of Foreign Affairs on the accessionof Slovenia to the EU and she was the first COREPER I Ambassador of Slovenia to the EU.

Reaping the socio-economicbenefits of aviation through

capacity building

Angela Gittens Director General, Airports Council International World (ACI)

A irports are generators of valuefor many different stakehold-

ers – for passengers, airlines, in-vestors, and surrounding economiesand communities. They are widelyregarded as critical generators ofemployment opportunities andthus economic growth and urbanregeneration.

Airports have a far-reachingcatalytic impact in that their eco-nomic activity covers many otherindustrial sectors, from tourism,construction, air freight, hotels,transport and maintenance, toelectronics, pharmaceuticals, per-ishables and more. These widereconomic activities occur beyondthe direct aviation sector but aresupported by the connectivity thataviation can deliver between geo-graphical areas.

For aviation to continue to gen-erate value for all stakeholders, investment in the sustainable oper-ation and development of airportsis vital, not least through capacitybuilding. This includes developingsynergies between infrastructureand capacity, safety, security andtraining. ACI brings these all to-gether in the services and insightswe are able to provide for the industry.

Resilient infrastructure

T he increasing demand for airtravel requires better use of

existing infrastructure as well asdevelopment of new infrastructureand the right investment ap-proaches to bridge gaps in infra-structure financing. Withoutagreement on a way forward, therewill be constraints on the ability ofStates to meet future demand andreap the socio-economic benefitsof increased airport and airline operations.

In March this year, ACI releaseda new Policy Brief on airport own-ership, economic regulation andfinancial performance.

Resilient infrastructure is thebedrock for the sustainable devel-opment of modern economies. Inmany parts of the world, airportoperators face capacity constraints,which has resulted in the intensifi-cation of bottlenecks, flight delaysand safety risks. With growth inpassenger volumes in the short- to medium-term, many nationalgovernments face a predicamentwhere the surge in air transport demand is outstripping availableairport infrastructure.

Established in 2015, the UnitedNations Sustainable Develop-ment Goals (SDGs) call on the in-ternational community to pledge aplan of action based on 17 globaltargets to promote prosperity,

peace and the eradication ofpoverty by 2030. SDG 9, “Build resilient infrastructure, promote in-clusive and sustainable industrial-ization and foster innovation,” isdirectly pertinent to the airport in-dustry and the economies that itserves around the globe. Under theumbrella of SDG 9, the ACI PolicyBrief aims to provide the state ofthe industry based on robust dataand an inventory of the world’smajor commercial airports andproposes several practical policyrecommendations to ensure thatinvestment is made in the industry.

Because airports are wealthgenerators for all stakeholders inthe air transport value chain andtheir socio-economic impact andmultiplier effect extends to thebroader economy, ACI seeks towork in partnership with govern-ments, regulators and other avia-tion stakeholders to ensure that wedevelop a fertile ground for indus-try investments to achieve the2030 SDGs.

ACI’s Airport Excel-lence programme

J ust as economic capacity build-ing of airports is crucial, a sus-

tainable aviation industry is builtupon a foundation of the higheststandards of safety and security.Addressing this in the industry isACI’s Airport Excellence (APEX) inSafety programme, an important

21ECAC NEWS # 62

The aviation industry is, by its very nature, a global industry. Airports and airlines link cities andcountries and rely on global standards to ensure that the system runs efficiently. ACI plays a vital role in bringing the world’s airports together, calling for and coordinating worldwide standards and ideals.

component of ACI’s mission to pro-mote airport excellence. The pro-gramme exercises the Communityof Airports to provide assistance toACI member airports around theworld, and helps them improvetheir level of safety and compliancewith the International Civil AviationOrganization (ICAO) Standards andRecommended Practices (SARPs).

The core of the programme isthe on-site safety review by the ACISafety Review Team, comprised ofa carefully selected team of activeairport professionals. The teamidentifies safety gaps and developsan action/implementation plan toaddress these gaps, helping thehost airport achieve certification ifneeded.

ACI is grateful for the supportof the assessors from all regionsand from airports ranging in sizefrom 100,000 to over 90 millionpassengers a year. ACI has built apool of over 130 safety assessorsfrom over 60 airports and civil avi-ation organisations including ICAOand the US Federal Aviation Ad-ministration (FAA). The EuropeanAviation Safety Agency (EASA) has recognised the value of theprogramme, subsidising APEX inSafety missions in selected Africancountries.

To complement this, and dueto market demand in the currentgeopolitical climate, ACI has starteda series of pilots for an APEX in Se-curity programme, again deployingthe Community of Airports alongwith interested regulatory agen-cies. In April 2016, it conducted itsfirst pilot at Sir Seewoosagur Ram-goolam International Airport in

Mauritius. This was followed by pi-lots in two airports in Indonesia,with more scheduled for 2017.

At member request, ACI is ex-ploring this APEX approach forother airport disciplines, utilisingthe expertise of members to helpother members. While airportscompete with one another for airservice, they also understand thateach airport is part of the systemand the overall health of the indus-try depends on the satisfactoryperformance of each airport.

ACI’s global training

A s indicated, airports require arange of skills that must be

continually evaluated and re-freshed, requiring investment intraining and succession planning.The urgency in the aviation busi-ness is driven both by the dynamicchanges in market conditions aswell as the significant growth inglobal demand; ACI forecasts pas-senger traffic will increase from 7.6 billion in 2016 to over 14 billionby 2029. The question for airportprofessionals was: where are we,collectively, going to get the talentto accommodate such growth andhow do we get the talent we haveto adjust, adapt and anticipate thedevelopments in business impera-tives?

Considering this, ACI estab-lished a Global Training service, fo-cusing on continuing education,particularly in safety, security, lead-ership and management, econom-ics, environmental protection,facilitation and customer service.The service receives strategic direc-

tion by the ACI World Board andthe ACI Global Training SteeringGroup (GTSG), made up of repre-sentatives of all five ACI regions(Africa, Asia-Pacific and the MiddleEast, Europe, Latin America-Caribbean and North America).Through monthly GTSG conferencecalls, GT is able to keep up to dateon global and regional issues af-fecting ACI members, defining thetypes of education programmesnecessary to meet the evolvingtraining needs of ACI members.

GT also receives valuable feed-back from training surveys that arecirculated to ACI’s six World Stand-ing Committees (Airport IT, Eco-nomics, Environment, Facilitationand Services, Safety and Technical,and Aviation Security) comprisedof respective subject matter ex-perts. The information collectedfrom such surveys is supplementedby the input from ACI Faculty andstudents. In this way, the GlobalTraining service is able to stay cur-rent and anticipate business condi-tions so that the courseworkremains relevant, accessible and ofhigh quality.

ACI has an extensive educa-tional partnership with ICAO, start-ing with the Airport ManagementProfessional Accreditation Pro-gramme (AMPAP), the joint ven-ture started in 2007 that consists ofa combination of classroom anddistance learning. The six-coursecurriculum covers all functionalareas of the airport business andpromotes the highest professionalstandards. The graduation cere-mony is held at the annual WorldGeneral Assembly in front of theairport industry’s CEOs. The stu-dents come from all regions, withAsia-Pacific in the lead, consonantwith its lead in growth in air servicedemand. Scholarships are availablefor students from airports in leastdeveloped nations.

A second high-level profes-sional development curriculum isthe Airport Executive LeadershipProgramme (AELP), developed incooperation with the John MolsonSchool of Business at ConcordiaUniversity and which focuses ondeveloping the leadership and strate-gic management skills of airport industry leaders. It also provides

ECAC NEWS # 6222

Reaping the socio-economic benefits of aviation through capacity building

APEX Safety Assessor Training Programme (SATP), Tunis-Carthage International Airport, February 2017

global, regional and cultural per-spectives on airport management.

ACI also offers an extensivesuite of skills development pro-grammes in specific disciplines,with diploma-level courses, in theclassroom, on-line or at the work-site. As well, on request, ACI deliv-ers customised courses for specificairports or individuals.

The biggest programme isACI’s Global Safety Network (GSN)Diploma Programme, which com-prises six specialised courses on airport safety and is specifically de-signed to meet the needs of airsideoperations and safety managers,including developing, implement-ing and operating effective SafetyManagement Systems at their airports. Again, the graduates ofthe Global Safety Network hail

from all the world’s regions.

And, in addition to individualcourses in the security discipline,ACI is developing a new diplomaaimed at providing a suite ofcourses to help airport profession-als enhance their security capabili-ties. This is set to launch in thelatter part of 2017, so please keepan eye on our website for upcom-ing announcements.

23ECAC NEWS # 62


No airport left behind

T he airport industry is made ofinterdependent airports that, to

function successfully and sustain-ably, must work together as a com-munity. In keeping with ACI’s “Noairport left behind” philosophy,ACI’s Developing Nations Airport(DNA) Assistance Programme,complemented by the ACI Fund,continues to make a measurabledifference in the lives of partici-pants, delivering free courses, providing scholarships for onlinecourses, subsidising in-housecourses, arranging hands-on men-toring opportunities and support-ing APEX missions for airports inleast developed countries.

2017 marks ACI DNA’s fifth year,made possible through close coop-

eration with ACI’s Regional Officesin Africa, Asia-Pacific and LatinAmerica-Caribbean, along with theCIFAL- Atlanta United Nations Insti-tute for Training and Research. Lastyear the programme delivered 17 courses to 411 students offeredin three languages.

ACI’s DNA programme andtraining initiatives and APEX pro-grammes echo ICAO’s No CountryLeft Behind campaign, an initiativethat assists States in implementingSARPs. ACI is also focused on theobjective of helping ensure thatSARPs implementation is betterharmonised globally so that allStates have access to the signifi-cant socio-economic benefits of asafe and reliable air transport sys-tem. Clearly, the top priorities for both organisations are collabo-ration between regulators and industry, so as to provide capacity

building, and coordination, so thatwe can work together to deliverthe right assistance in the rightplace and at the right time.

In a more general sense, regu-lators, financial bodies and aidagencies need to actively supportthe development of business casesthat demonstrate the economic,social and environmental benefitsof aviation.

Our efforts across the board oncapacity building take a holistic approach and remain flexible toprepare airport management andstaff for the ever-changing land-scapes in which they operate. ACIwill continue to develop and growits expertise in these areas, so thatthe communities served by air-ports can continue to reap thesocio-economic benefits that avia-tion generates. �

ECAC NEWS # 6224


Angela Gittens began her tenure as Director General of Airports Council International (ACI World) in 2008. She wasformerly airport CEO for Miami and Atlanta, and Deputy at San Francisco International Airport. In other previous roles,Ms Gittens served as Vice-President, Airport Business Services for HNTB Corporation, where she led the firm’s practicein airport business and strategic planning. As Vice-President at TBI Airport Management, she oversaw the transition toprivate ownership of London Luton Airport and managed operations contracts at several airports in the US and Canada.Ms Gittens is a Fellow of the Royal Aeronautical Society, and has served on numerous aviation industry boards andcommittees including the FAA Management Advisory Committee, the FAA Research, Engineering and DevelopmentCommittee, the National Civil Aviation Review Commission (“the Mineta Commission”), the Executive Committee of theTransportation Research Board, the Airport Cooperative Research Program Oversight Committee and the Board ofDirectors of JetBlue Airways. Ms Gittens is also the recipient of many industry accolades including most recently theprestigious 2017 National Aeronautic Association’s Cliff Henderson Trophy.

Airport Executive Leadership Programme (AELP), Munich Airport, May 2017

An American approach to capacitydevelopment

Catherine M. Lang Director, Europe, Africa and Middle East Office,

Federal Aviation Administration (FAA), United States

Capacity buildingthrough technical assistance

O ne of the FAA’s fundamentalmeans for supporting capac-

ity development is to provide tar-geted technical assistance to othercountries. The agency has foundthat providing technical assistanceto others is one of its most effectiveinternational engagement tools, asit bolsters capabilities worldwide.The FAA helps other countries advance their air transportationsystems by teaching procedures,discussing approaches, and shar-ing best practices used in theUnited States. The agency also pro-vides advice on how they canadapt this information to createnew or enhanced procedures andpolicies in their own systems.

The FAA’s technical assistancecovers the full spectrum of activi-ties, including training, flight in-spection, equipment loans, spareparts and repair services, coopera-tive agreements, and in-countrytechnical assistance duty-assign-ments. The agency recognises thatby teaching the FAA approach, itoffers one of multiple possibilitiesfor sustainability, based on its ex-periences as the largest, most com-plex airspace in the world. When

the FAA helps other countries de-velop their aviation regulations,standards and technologies thatare consistent or harmonised withits own and other developed avia-tion systems, this improves safetyand efficacy for all aviation usersaround the globe. Ultimately, it creates a safer, more efficient, andcost effective international aviationsystem.

While the FAA has been in-volved in capacity development formany years, it has recently madesome changes to make the processmore streamlined and targeted.The FAA utilises a newly developedprocess that balances agencyneeds and interests before makinga determination on the necessityfor assistance. This helps theagency use a more balanced, busi-ness-case approach in determiningthe best way forward.

The FAA’s new process ensuresthat all technical assistance re-quests and proposals are adminis-tered in a collaborative, transparentand consistent manner. Under thisprocess, external requests and internal FAA proposals for reim-bursable technical assistance aresubmitted for review by a centralinternational coordinating body atthe FAA. This new technical assis-tance process enables the FAA tobetter prioritise and target its

resources to meet agency and USpriorities, in support of further de-velopment of the global aviationsystem.

Capacity buildingthrough internationaltraining

A nother example of how theFAA is involved in capacity

development is via direct training.Each year, the agency arrangestraining for international partici-pants from more than 60 countriesat the FAA Academy and at US in-dustry and academic institutions.The FAA Academy in Oklahoma re-mains one of the largest and mostdiverse aviation training centres inthe world, and continues to servethe global aviation communitythrough a wide variety of trainingcourses in safety oversight, air traf-fic operations, aviation medicineand other key areas.

In addition to direct training,the FAA also promotes the consoli-dation of resources to build capac-ities. Given the strength in numbers,the FAA believes that progress canbe made via regional groups. Aspart of the agency’s capacity devel-opment goals, it is committed to working with regional safetyoversight organisations (RSOOs) to

25ECAC NEWS # 62

The FAA bases its strategic vision on four foundational pillars, one of which is its Global Lead-ership Initiative. This initiative works to improve safety, air traffic efficiency and environmentalstability around the globe by enhancing standards, collaboration and harmonisation. A majorcomponent of this initiative is capacity development.Capacity development is about strengthening the skills and capabilities of organisations or individuals and building long-term sustainability, which align with the FAA’s international goals.To bring the most value to the international aviation community, the FAA believes that capacitydevelopment should be targeted, delivered and properly evaluated.

ensure that collective resources areutilised to develop regions. Thissaves precious resources and pro-motes regional collaboration. Byworking with regional bodies, theFAA can then address definedneeds across a region, benefitingnumerous States, rather than en-gaging strictly on a bilateral basis.

CENTRAl AMERICAIn Central America, for example,the FAA has a long-standing work-ing relationship with ACSA, theCentral American Agency for AirSafety. The FAA first provided assis-tance to obtain an Inter-AmericanDevelopment Bank grant to helpestablish the organisation. The FAAcontinues to engage in the regionby providing safety inspector train-ing to ensure continued compli-ance with International CivilAviation Organization (ICAO) stan-dards. ACSA’s efforts to improvecivil aviation safety in the regionhave the added benefit ofstrengthening the aviation indus-try, thus laying the groundwork for

sustainable economic developmentfor the region.

AFRICALikewise in Africa, the FAA has beeninvolved in the US government’sSafe Skies for Africa Initiative formany years. This programmebegan in 1998 under then-Presi-dent Clinton. Through the initiative,the FAA works hand-in-hand withAfrican nations to provide technicalassistance and training to helpcountries meet international avia-tion safety standards, to increasethe number of well-trained person-nel in aviation authorities, and toassist nations in creating regionalstrength in bolstering aviationsafety. For example, the FAA is cur-rently working with the Banjul Accord Group Aviation Safety Over-sight Organization (BAGASOO), theCivil Aviation Authority of Ghana,and regional training academies toalign efforts and pool resources, in-creasing the chances of long-term,sustainable outcomes as regionalcentres in Africa strive to become a

known source of training. This, inturn, will help the entire continent,since sharing resources on a re-gional basis leads to long-term sustainability and supports theoverall goal of effective capacitydevelopment.

CARIBBEANAnother programme, the FAA’sCaribbean Initiative, focuses on improving airport safety and airtraffic management efficiencies inthe Caribbean by pursuing airspaceredesign, working cooperatively toimprove air traffic flow manage-ment (ATFM) and adopting collab-orative decision-making (CDM),and promoting the implementa-tion of System-Wide InformationManagement, or SWIM. Throughbilateral and multilateral partner-ships, the FAA engages with keystakeholders, aviation authoritiesand air navigation service providersto share and implement best prac-tices. By increasing airspace effi-ciency and data-sharing with keypartners in the region, the FAA ishelping unlock additional capacityto safely support growing globaldemand for aviation services.

In summary, the FAA holds capacitydevelopment as a major compo-nent of its international mission,and through various means pro-vides technical assistance, trainingand other forms of building capa-bilities to help other countries raisetheir levels of safety oversight andair traffic skills. Capacity develop-ment creates long-term sustain-ability and is a goal clearly alignedwith the FAA’s international mission. �

ECAC NEWS # 6226

An American approach to capacity development

Catherine M. Lang is the Director of the FAA’s Europe, Africa and Middle East Region in the FAA’s Office of InternationalAffairs. Based in Brussels, Belgium in the US Mission to the European Union, she is responsible for advancing FAA’scivil aviation goals for safety and efficiency through harmonisation of global standards, negotiation of technicalassistance agreements with foreign governments, the development of international aviation policy and cooperationthrough international alliances. She manages a staff of senior representatives based in Belgium, France, Russia,Senegal and the United Arab Emirates, and a staff in Washington, DC. Before joining the Office of International Affairsin 2013, she served as the Deputy Associate Administrator for Airports for ten years after serving as the Director ofFAA’s Office of Airport Planning and Programming for almost four years and the Deputy Director for two years. Prior tojoining the airports organisation, she worked for three years as Chief of Staff to FAA Deputy Administrator. Her firstposition in the agency, which she joined in 1992, was Assistant Manager for the Policy and Systems Analysis Divisionof the Office of Aviation Policy and Plans. Before coming to the agency, she worked for the city of Chicago as AssistantCommissioner of the Department of Aviation. She received a BA from Briar Cliff College and an MPS from LoyolaUniversity of Chicago.

Meeting between ECAC and FAA representatives: ECAC Deputy Executive Secretary Patricia Reverdy, Catherine M. Lang, ECAC Executive Secretary Salvatore Sciacchitano

and Administrator of the FAA Michael Huerta.

EASA’s priorities and activitiesin safety assistance

Patrick Ky Executive Director, European Aviation Safety Agency (EASA)

projects are im-plemented to-

gether with partners such as ECACto ensure the full scope of aviationcan be addressed. EASA also coor-dinates with other technical assis-tance providers such as ICAO, inline with the No Country Left Behind (NCLB) initiative.

By the end of 2017, EASA ex-pects to have capacity develop-ment projects operating acrossAfrica, Asia, Latin America and inthe Middle East, as well as in Europe itself, of course. This cur-rently represents a total value ofapproximately EUR 30 million. Thefunding for EASA’s technical coop-eration projects is usually receivedthrough European Union policy instruments.

Example – the Eastern Partnership /Central Asia (EaP/CA)Project

T he overall objectives of theEaP/CA Project are to support

the implementation of a compre-hensive civil aviation agreementwith the EU in the Eastern Partner-ship countries (Armenia, Azerbai-jan, Belarus, Georgia, and Moldova)and the upgrading of civil aviationsafety and security standards inCentral Asia (Kazakhstan, Kyrgyzs-tan, Tajikistan and Uzbekistan).

This project is financed by theEuropean Union and started inFebruary 2016 for a period of four

years. The action builds on severalbilateral and regional EU-fundedaviation projects that have takenplace in recent years.

Although EASA has the lead of the project as a whole, ECAC is responsible for implementing theproject’s security-related activitiesas specified in a dedicated agree-ment. EASA also implements theproject in coordination with otherEuropean Member State authori-ties.

Some examples of typical activ-ities expected in the context of thisproject are:• Performing gap analyses and

identifying technical assistanceneeds

• Contributing to the implemen-tation of action plans

• Support in drafting ICAO-com-pliant safety regulations

• Support in transposing and im-plementing EU regulations, whereapplicable

• Delivering training for civil avia-tion authority experts

• Designing tools for effectivesafety oversight

• Conducting studies for the ben-efit of the beneficiary authorities

EASA also uses the relationshipsdeveloped through its capacity-development activities to imple-ment working arrangements forEuropean industry and address areasof common and global concern,

27ECAC NEWS # 62

As aviation goes beyond Europe’s borders, EASA provides technical assistance to countries andregions around the world, aiming to improve the regulatory and oversight capabilities of bene-ficiary authorities and Regional Safety Oversight Organisations (RSOOs). Being an authorityand regional organisation itself, EASA has a unique insight into the challenges involved. Capac-ity building not only benefits the States concerned but also ensures the safety, security, effi-ciency and environmental performance of air transport for European citizens and the Europeanindustry as they travel and operate globally.

EASA’s

EASA Executive Director Patrick Ky at the opening of the Forum on Regional Safety Oversight Organisations,Swaziland, March 2017.

such as climate change action,cyber security and the oversight ofnew technologies.

The EuropeanUnion’s implementingpartner

is the European Union’s natural im-

plementing partner in deliveringits technical assistance in the fieldof aviation as it:• can group European Member

States and other stakeholdersunder a partnership to cover thewhole spectrum of aviationsafety and environmental pro-tection within aviation;

• is the technical source of EU avi-ation safety and environmentalprotection legislation within avi-ation, as well as a source of avia-tion intelligence;

• is a counterpart aviation author-ity for beneficiary States andtherefore a natural interlocutorfor building the bridge betweenprojects and political views;

• provides coordination, efficiencyand visibility for the EU’s actionsin the field of aviation safety;and

• has developed experience, pro-cedures and tools for chan-nelling technical assistance in asustainable manner.

The volume of requests toEASA in terms of technical cooper-ation and assistance activities hasincreased over past years. These arecarefully managed, and derivefrom several factors:

• The Agency supports the Euro-pean Commission in defining,monitoring, implementing andevaluating corrective and pre-ventive actions for the benefit ofthe States that are subject to theEU Air Safety List.

• There is an increasing recogni-tion by policy makers of thevalue of aviation in not justbeing “for the rich”, but as adriver of sustainable develop-ment, economic growth and European competitiveness.

• An increasing number of Statesare choosing to adopt EU rulesor align their rules with the EUregulatory system and thereforerequest EASA’s support.

With regard to the latter, EASA hascreated the International Coopera-tion Forum (ICF) to streamline itssupport to these States and RSOOsmaking use of European regula-tions. The next Forum will takeplace in Cologne, Germany on 19-20 October 2017.

Effective capacitybuilding

L ooking at the sustainability ofpast capacity-building initiatives

worldwide presents a mixed pic-ture. Where in some cases the levelof compliance with ICAO Standardsand Recommended Practices(SARPs) has improved and beenmaintained, in other cases therehas been no or little improvementdespite massive and repeated ca-pacity-building activities organisedby multiple entities. There are sev-eral reasons that explain these

cases, some of them being well beyond the air transport sector.

Limited resources on all sidesrequire efficient, practical and sus-tainable solutions. These start witha mutually perceived benefit fortechnical cooperation. Attention isneeded to ensure that activities aretailored to address real needs andprovide concrete solutions. To dothis, EASA implements its projectsin close cooperation with the ben-eficiary authorities and other stake-holders.

Actions need to be tailored tothe actual working environment ofthe authority concerned, otherwiselegislation may provide a poor reg-ulatory environment, organisationsmay lack the required resources,and individuals may stray from thepolicies and procedures estab-lished.

A focus on long-term partner-ship is a must between the benefi-ciary and provider. Quick-fix solutionsrarely work in the long term. Train-ing is often seen as the mainstay ofcapacity development, and it hasan important place in technical assistance, though it rarely solveson-going safety issues by itself.

A constant theme faced byStates is the inability to retain qual-ified and experienced personnel.This arises as a result of the individ-ual administrative structures inplace and the often more well-remunerated lures from industry.Where necessary, EASA works to-gether with the EU delegations andbeneficiary authorities to obtainthe political support necessary totackle these challenges.

ECAC NEWS # 6228

EASA’s priorities and activities in safety assistance

EASA

EASA safety training

29ECAC NEWS # 62

Regional SafetyOversight Organisa-tions (RSOOs)

have great po-tential to assist

States in complying with their ob-ligations, promoting greater effi-ciency in safety oversight throughthe sharing of resources. They pro-mote regional harmonisation andmutual recognition, leading to alevel playing field and lower costsfor industry, e.g. in the training andhiring of engineers and pilotsacross the region. In the longerterm, regional harmonisation is aprecursor to seamless airspace andbeing able to move beyond third,fourth and fifth freedom rights.

From a capacity developmentpoint of view, RSOOs are also an ef-fective way to deliver technical as-sistance to multiple States, buildingon the existing mechanisms inplace and allowing “bloc-to-bloc”dialogue between Europe and theregion concerned.

Coordination

I nformation about past and on-going capacity-building activities

undertaken by ICAO, individualStates, regional organisations andindustry is important for the bettertargeting of activities. As a conse-quence, EASA uses tools such asthe ICAO Safety Collaborative As-sistance Network (SCAN) databaseto share information on capacity-building activities with the objec-tive of achieving maximumefficiency, avoiding the repetitionof identical activities for the same

States and ensuring the adequateprioritisation of States and actions.

Forums such as the AviationSafety Implementation AssistancePartnership (ASIAP) also raise aware-ness of the different actions carriedout by technical assistance donorsworldwide, providing a holisticview and hence allowing more effi-cient steering and coordination.

The beneficiary State also ofcourse has a responsibility in effec-tively coordinating and chan-nelling the different streams ofassistance available to it.

Prerequisites

I n defining priorities for the capac-ity-building activities to be deliv-

ered, the following criteria mayinclude:• Political commitment to drive

through change and reach com-pliance with international re-quirements.

• This commitment should bebacked up through the provi-sion of human and financial re-sources by the beneficiary State,in particular to ensure the State’s“absorption” capacity to improvethe level of compliance withSARPs and sustain the levelreached.

• Transparency and communica-tion, in particular regarding accessto previous capacity-buildingdocumentation, findings fromnational or international auditsand inspections, and any othermaterial assisting the success ofthe activity.

• Information on past and on-going capacity-building activi-ties undertaken in parallel by

ICAO, individual States, regionalorganisations and industry inorder to create synergies.

• Measurable results which couldbe concretely expected.

Measuring performance

I n addition to coordination andsustainability, the ongoing use of

action plans – including the differ-ent activities, timelines and the ex-pected results – risk registers andthe use of key performance indica-tors (KPIs) help ensure that activi-ties reach their objectives anddeliver expected outcomes to themaximum extent possible. In addi-tion to being Specific, Measurable,Available, Relevant and Time-bound (SMART), KPIs should be in-dependently verifiable – via ICAO’sUniversal Safety Oversight AuditProgramme (USOAP) or otherwise.

As what is measured tends tobe what is delivered, KPIs shouldalso aim to focus not just on the effective implementation of ICAOSARPS but also on other aspects,such as sustainability, to the maxi-mum extent possible.

Conclusion

I n sum, EASA’s approach to capac-ity development is that it should

be coordinated, tailored and result-orientated. The careful design andmanagement of such projects mul-tiplies the effectiveness of the resources engaged and ensuressustainability for the long-termbenefit of European passengersand industry worldwide. �

EASA’s priorities and activities in safety assistance

Patrick Ky became Executive Director of the European Aviation Safety Agency (EASA) on 1 September 2013. His missionis to further consolidate the role and responsibilities of the Agency to become a worldwide reference in aviation and tomake the European aviation regulatory system a fully consistent, efficient and reliable framework. Prior to leading EASA,Mr Ky was in charge of the SESAR programme, Europe’s ATM modernisation programme. He also held differentmanagerial positions in the French civil aviation authority, in a consulting company and in EUROCONTROL. In 2004, hejoined the European Commission to work on SESAR. In 2013 Mr Ky was the recipient of the Air Traffic ControlAssociation’s Glen A. Gilbert Memorial Award in recognition of his achievements in the field of aviation and for beingan advocate of innovation and change in air traffic control. In 2015, he was designated “Industry Leader of the Year”by the German publication Fliegermagazin for his commitment to developing simpler, better and lighter rules for generalaviation. In total, Mr Ky has more than 24 years of work experience in civil aviation. A graduate of the École Polytechniqueand the Civil Aviation Engineering School in France, Mr Ky also holds degrees in economics from the University ofToulouse and the Massachusetts Institute of Technology.

RSOOs

ECAC NEWS # 6230

Customs capacity building: streamlining passenger travel and air cargo movement

Matthew BannonDelivery Manager of the Mercator Programme, Capacity Building Directorate,World Customs Organization (WCO)

I n addition to the many advancesin the commercial domain, public

policy in response to initiatives,events and industry changes hasincreased the complexity of cus-toms’ role. The character of cus-toms nowadays covers security,protection of society from harmfulgoods, revenue collection and facil-itating legitimate trade (2). Togetherwith control over goods, many cus-toms administrations are responsi-ble for managing the movement of people across borders. The expanded nature and scope of cus-toms often also includes undertak-ing functions on behalf of othernational agencies.

The following insight into cus-toms capacity building is basedsolely in the aviation context. Forcustoms, this translates into an en-vironment covering passengers,crews, cargo and facilities. It is a rel-atively recent area for customswhen compared to land and mar-itime experience that covers hun-dreds of years. New Year’s Day,January 1914, saw the first passen-ger fly on a commercial flight. NewYear’s Day, January 2014, an esti-mated 8 million people flew onnearly 100,000 flights. Statisticsfrom the International Air TransportAssociation (IATA) state that morethan 3.5 billion people flew in 2015,with just over one third being inter-national passengers (3). Added tothis is some 52 million tons of cargowhich was transported, valued atmore than USD 6 trillion in 2015 (4).

Strategic capacitybuilding

For the areas of passengers,crews, cargo and facilities, cus-

toms needs strategic planning, tac-tical management and operationalresponses. Capacity building to de-liver services at each of these levelstypically begins with a diagnosticor gap analysis of all customs aspects. The analysis looks in detailat legislation, organisational struc-tures, human resources, financialresources to conduct activities,processes, technology and equip-ment, and relations with airportstakeholders. The outcome of thisholistic review is to guide customs’organisational decisions to bestbalance facilitation and control responsibilities.

When involved at the strategiclevel of customs’ airport role, adviceand support mainly deals with howcustoms is managing its govern-ment mandate. Drawing on a poolof senior experienced customspractitioners accredited by theWCO, the institutional and gover-nance arrangements of the benefi-ciary customs organisation areassessed. This is done through

interviewing a broad cross-sectionof staff and external stakeholders.The WCO experts also observeprocesses, equipment use and access IT systems, for example, ingathering necessary evidence forthe analysis.

The general enquiry structurefor both cargo and travellers looksat progress towards pre-arrivalmanagement, arrival processingand post-clearance management.For cargo control and facilitation,there is little difference betweenadvice for air cargo and othermodalities. The combination of theInternational Convention on theSimplification and Harmonizationof Customs Procedures (revisedKyoto Convention), the World TradeOrganization (WTO) Trade Facilita-tion Agreement (TFA) and the WCOMercator Programme, provide theblueprints for cargo control and facilitation. Some of the nuancesthat differentiate air cargo frommaritime cargo include times forpre-reporting, mandatory data, ex-press consignments, high-volumelow-value consignments, etc. Ex-amples of capacity-building sup-port at the cargo strategic level alsoinclude policy and procedural de-velopment for establishing Author-ized Economic Operator (AEO)

Customs is identifiable by its role of management and control over border activity. The earliestlinks to this role have been traced back to the Seleucid Empire circa 330-60 BC (1).The first andprimary function was management and control over goods being carried into the region andcities, and collecting revenue (or salt) for the State. Customs still manages border activity albeitin a vastly changed world thanks to advances in transport, technology and communication.

(1) Asakura, H., 2002, World History of the Customs and Tariffs, World Customs Organization: Brussels(2) Gordhan, P., 2007, “Customs in the 21st Century” in World Customs Journal, Volume 1:1, March,

pp.49-54(3) http://www.iata.org/pressroom/facts_figures/fact_sheets/Documents/fact-sheet-industry-

facts.pdf(4) Ibid. and http://www.iata.org/whatwedo/cargo/sustainability/Pages/benefits.aspx.

programmes and conducting Time Release Studies (TRS). While theprinciples of AEO and TRS can betranslated to the passenger envi-ronment (for example ‘segmentingtravellers’ and ‘traveller clearancetime’), strategic passenger controland facilitation is a different para-digm to cargo.

In the airport environment,customs officers are among thefirst people arriving visitors meet.While regulations and proceduresmust be followed, strategic man-agement capacity is also expectedto deal with customs officials’ un-derstanding of the impact of theirposition. WCO assessors includetaking note of officer behaviour,appearance and interactions withtravellers. Examples of the impres-sion an officer can make rangefrom a complimentary messagethrough to negative newspaperand television reporting resultingin ministerial briefs and conse-quent backlash from the businesssector and/or public. An exampleof passenger strategic level capac-ity-building support includes tai-loring human resource plans,structures and systems to provideconsistent services from a profes-sionally skilled workforce.

Also at the strategic level, WCOexperts are interested in the levelof customs integration into airportfacilities. This includes decision-making facilities, such as airportconsultative committees and secu-rity committees, for example, andbuilding facilities. Involvementwith other airport stakeholdershelps to mitigate duplication of ef-forts. It also creates an opportunityto better align respective strategicplans for the benefit of the wholeairport and government. For cus-toms to deliver facilitation and control services on behalf of gov-ernments, officials need unfetteredaccess, space for x-ray equipment,search areas, interview rooms, stor-age for held and seized goods,closed-circuit television equipmentand office space, for example.

E ach customs administration hasits unique organisational struc-

ture. Tactical capacity-building support mainly deals with how ef-fectively functional work units aredelivering against the strategicplan. In order to do this, the WCOdraws on customs airport practi-tioners from member administra-tions accredited in specific fields.These fields include performancemanagement (both staff and or-ganisational performance meas-urement), setting up x-ray units(including procurement and proj-ect management), setting up detector dog programmes, estab-lishing intelligence networks, con-ducting joint law enforcementtargeting operations, etc.

As organisational structures areoften different, the standards andsupporting materials are dividedinto airside, terminal and landsideareas. The airside area includes theramp services areas (baggage belt,aerobridges, vehicles, etc.), aircraft(commercial, private and military),in some places air cargo and otherwarehouses, and the airside em-ployees. The terminal area includespassenger check-in, concessionairepremises, safety screening, depar-tures, arrivals, transit and transferarea, business and VIP lounges, andterminal staff. The landside area includes airport access roads,

carparks, cargo and airline offices –to the extent this landside area fallswithin a national legally definedcustoms controlled area.

Examples of customs supportunder the airside area could in-clude setting up a mobile checkedluggage x-ray unit and annualplanning of aircraft search activities(commercial and small charters).Examples of terminal area supportinclude negotiating access to advance passenger informationand/or passenger name records(API/PNR), segmenting passengersand/or airlines and developing anaudit programme for airport con-cessionaires. Examples of customslandside area support mainly in-clude relationships and manage-ment with air cargo operators.

This level of capacity building isdesigned for middle managers andsupervisors responsible for func-tions undertaken by teams or units.WCO capacity-building support forthis group introduces more ‘soft-skill’ professional development. Thefocus is assisting managers and supervisors to plan, monitor andreport on their areas of responsibil-ity. This leads to them being betterplaced to identify competencies,create staff development opportu-nities and deploy resources moreefficiently.

31ECAC NEWS # 62


Tactical capacity building

Customs Biometric Processing and Security

Operational capacity building

R isk management underpins customs decision-making and

modernisation efforts at the strate-gic, tactical and operational levels.However, to most people it is moreobvious at the operational level.The types of risks posed by passen-gers and crew fall under security,protection of society and revenue.Risk assessment of passengers andcrew can occur at the pre-arrivalstage if manifest details or API/PNRare available. More common is riskassessment on arrival in the termi-nal. Post-clearance in the airportenvironment is mainly relevant forcargo.

Operational capacity buildingcovers the more technical aspectsof customs work. In the airport environment, few WCO membershave formal programmes, materialor resources that cover passengerand crew facilitation and control.The scope of passenger and crewfacilitation and control trainingtopics is vast. A snapshot of an air-port customs enforcement officerinduction programme illustratesthe range of topics:• Legislation and regulations• Prohibited and restricted goods• Pre-arrival selection

and facilitation• Behavioural analysis• Questioning procedures

and methodology• Search techniques – hand

and hold luggage

• Search techniques – persons• X-ray image analysis• Ionscan procedures• Impounding and seizing goods• Note-taking and written

statements• Evidence handling

The above list is not exhaustive.A similar and longer list exists foran airport customs facilitation offi-cer induction programme. For ex-ample, facilitation officer trainingalso includes duty and tax collec-tion, processing passenger touristrefunds for prescribed purchases,and flight statistics, and may in-clude passport processing on be-

half of home affairs or the immigra-tion ministry. Officers assigned tospecialised areas such as a DetectorDog Unit, Intelligence Section, etc.also receive relevant specialisedtraining.

Unlike the WCO advisors whoprovide strategic and tactical sup-port, operational capacity-buildingaccredited experts are specialistsand authorities in their fields.Whereas strategic and tactical sup-port is often advisory or in a hands-on management workshop format,operational capacity building is ina training format or in-field/in-situinstruction or exercises.

It follows that strategic supportis provided by an executive or sen-ior manager. A tactical expert pro-file has advisory and facilitator skillsand is typically a senior manager ormiddle manager with experiencein a specific customs function. Op-erational support is delivered by asupervisor, team leader or seniorofficer with training skills or quali-fications. What are common factorsfor each group in WCO capacity-building programmes are that theyare serving officers, all are practi-tioners in their field of expertiseand have been through a WCO accreditation process.

ECAC NEWS # 6232


Pax Baggage Carousel

Customs Montage

33ECAC NEWS # 62

A s the nature and pace of trade,technology and transport has

evolved, so too has customs. It isquite a unique institution in thatthe scope and mandate are oftenadded to, rather than changed. Ithas been necessary for customs tobe agile and in the case of the avi-ation sector, to be proactive and innovative due to the tempo of ad-vances. Few other government de-partments deal simultaneouslywith issues as diverse as biometricprocessing, nomenclature classifi-cation disputes, vehicle searches

and fuel excise calculations, for example.

Governments establish cus-toms to act as an essential filter fornational economic and social prior-ities. Capacity building to achievethis is underpinned by risk man-agement. It is not physically possi-ble for customs to inspect 100 percent of consignments or travellers.Risk management includes identi-fying low risk (and no risk) so cus-toms can balance the facilitationand control charter. Streamliningpassenger and cargo flows is as im-

portant to customs as it is to legiti-mate traders and travellers. With-out robust facilitation strategies,meeting international standardsand penetrating illegal activity becomes more difficult.

This contribution is an intro-duction or overview of the customscapacity building framework in the aviation sector. Airports arecomplex environments within abroader complex border manage-ment environment. �


Matthew Bannon is the Delivery Manager of the Mercator Programme implemented by the Capacity Building Directorateof WCO which supports customs administrations with the implementation of the WTO Trade Facilitation Agreement. Hehas over 25 years’ experience managing customs border controls and 8 years managing international developmentprojects in the field of customs modernisation and trade facilitation. Mr Bannon commenced with WCO’s CapacityBuilding Directorate in 2009. His current portfolio includes managing WCO’s Mercator Programme, maintaining andmanaging the WCO Diagnostic and Progress Evaluation programmes, overseeing several multi-country, multiple donor,capacity-building projects; and conducting capacity-building workshops for customs executives and senior managersseeking to develop strategic plans, performance measurement indicators, targeted operational plans and riskmanagement policies. Prior to WCO, Mr Bannon had been employed by the Australian government since 1981. Afterworking in both enforcement and commercial customs roles in a number of Australian airports and sea ports, he heldsenior management positions in the Australian Customs Head Office, located in the capital city of Canberra. Mr Bannonholds a bachelor’s degree in public administration, a graduate certificate in public policy and management, a graduatediploma in international policy and a master’s degree in maritime law.

Air Cargo Loading

Conclusion

ECAC NEWS # 6234

European Association of Aviation Trainingand Educational Organisations (EATEO):the birth of a new European organisation

Raymond Benjamin Chairman, EATEO Interim Executive Committee

G iven the continuous increasein air traffic and the increas-

ing number of regulations by EASA,ICAO and other organisations, aswell as the constant developmentof aviation technology, it is gener-ally recognised that training andeducation in aviation constitutesan important factor for safety andthe effective operation of all sec-tors of the industry.

Yet, in contrast with other partsof the air transport sector, no or-ganisation exists collectively repre-senting the European trainingproviders, the relevant educationalestablishments or the training departments of aviation-related organisations such as airlines, airports, air navigation serviceproviders (ANSPs), and others. Thisconstitutes a deficiency that hasbeen recognised by ICAO, ECACand other European institutions aswell as by the training industry itself. Efforts to create such an

organisation in the past have notmaterialised for various reasons.

It should be noted that, withthe support of ICAO, the Africantraining and education organisa-tions created the Association ofAfrican Training Organisations(AATO), which is making an impor-tant contribution to the develop-ment of aviation training andeducation and flight safety in thiscontinent.

In order to address this defi-ciency, the Flight Safety Founda-tion – Mediterranean (FSF-MED) incooperation with the Joint AviationAuthorities Training Organisation(JAA TO), the European Civil Avia-tion Conference (ECAC) and severalorganisations from the training andeducation sector, have taken theinitiative to create an associationthat will represent collectively allEuropean aviation training and educational organisations.

To that effect, a Founding Com-mittee comprising the JAA TO, FSF-MED, the Department of CivilAviation of Cyprus and several uni-versities and training organisationsas well as senior aviation experts,held several meetings that led tothe creation of the European Asso-ciation of Aviation Training and Educational Organisations – EATEO,and the preparation and approvalof its Articles of Association.

The Founding Committee appointed the former SecretaryGeneral of ICAO Raymond Ben-jamin as Interim Chairman, and theExecutive Director of FSF-MEDChristos Petrou as Interim Execu-tive Director until a General Assem-bly is convened to formally electthe officers and the Executive Com-mittee of EATEO.

Following the completion ofthe appropriate legal procedures,EATEO is now a legal entity underthe relevant laws of Cyprus.

Raymond Benjamin, former Secretary General of ICAO, presents the newly created EuropeanAssociation of Aviation Training and Educational Organisations, of which he chairs the InterimExecutive Committee.

Raymond Benjamin was Secretary General of the International Civil Aviation Organization (ICAO) from August 2009until July 2015. His extensive career in civil aviation spans more than 30 years. It includes 13 years as ExecutiveSecretary of the European Civil Aviation Conference (ECAC where he was responsible for the development of policyadvice and strategic options to the President and to the then 42 Member States of ECAC. Prior to joining ECAC, MrBenjamin was Chief of the Aviation Security Branch of the ICAO Air Transport Bureau from 1989 to 1994. Among hisresponsibilities was the provision of advice to the Secretary General and the President of the Council on security policymatters and the development of a worldwide airport assessment and technical assistance programme. He also servedas Air Transport Officer and Deputy Secretary of ECAC from 1982 to 1989 and held various positions in the French civilaviation administration from 1973 to 1982. Mr Benjamin holds a master’s degree in public law and diplomas from theInstitute of Political Studies and the Institute of Higher International Studies, Paris. Since his retirement, he is still activein the international arena as advisor to the Singapore Aviation Academy (SAA) and the European Aviation Safety Agency(EASA). He is also involved in various technical assistance projects in Southeast Asia. Raymond Benjamin contributedto the establishment of the “European Association of Aviation training and Educational Organisations – EATEO” andwas appointed Chairman of its interim executive board in December 2016.

T he objectives of EATEO, de-scribed in the Articles of Associ-

ation, can be outlined as follows:> To promote, on behalf of all its

members, the importance oftraining for flight safety andother fields of civil aviation.

> To develop common interests,views and formally agreed posi-tions by the participating mem-bers and represent them in therelevant European and interna-tional institutions.

> To support members in their ef-forts to promote their trainingorganisations and in securingnew business.

> To foster cooperation betweenthe members, as well as with thetraining organisations from otherregions.

> Το facilitate a high degree of in-terface between all stakeholdersin air transport, something thatcurrently does not exist.

I n order to achieve these objec-tives, the Interim Executive Com-

mittee decided to proceed with thefollowing practical activities, themajority of which have alreadybeen implemented or are in theprocess of implementation:> The creation of a well-main-

tained and regularly updatedwebsite, which will inform mem-bers of all developments andbest practices in aviation train-ing and education, the relevant

existing and new regulations ofthe EU and ICAO with regard totraining, the various events tak-ing place in Europe and else-where, the promotion of allcourses provided by members, a discussion forum, etc.(www.eateo.eu ).

> The creation and distribution ofa quarterly information bulletin.

> The organisation of an interna-tional conference at least once ayear, and other seminars andworkshops, thus giving the opportunity to participants tointeract and establish coopera-tion amongst each other.In this respect, it has alreadybeen decided to organise a con-ference on aviation training andeducation at a date to coincidewith EATEO’s General Assembly.This is earmarked sometime inOctober 2017.

> Participation of EATEO represen-tatives in international confer-ences, seminars and workshopsin order to promote collectivelyits members’ activities.

> Participation in the relevantbodies of the various Europeanand international institutions inorder to represent the members’views and influence decisionson aviation training and educa-tion.

> Promoting the activities of itsmembers in regions outside Europe.

A lthough promotion to joinEATEO only started recently,

17 organisations are already mem-bers. These include ANSPs, civil aviation authorities, airlines, train-ing organisations, universities andnon-governmental organisations.A number of organisations havealso indicated that they are consid-ering joining.

The question of whether inter-national and European bodies suchas ECAC, ICAO, EUROCONTROL,IATA, ACI and others should havesome kind of involvement in EATEOwas also discussed by the InterimExecutive Committee and it wasdecided that in order to facilitateeffective interface between all theplayers in aviation training and education, these organisationsshould be invited to participate inEATEO as observers or stakeholderswith a non-voting role.

At a time when the vision of European integration is facing sev-eral challenges, the creation of atruly European organisation likeEATEO will enhance cooperationand effective contribution to avia-tion safety, considered by all as thetop priority and the cornerstone ofair transport development. �

35ECAC NEWS # 62

EATEO: the birth of a new European organisation

EATEO’s mission is to provide a common forum for European aviation training and educationproviders, enabling them to contribute to aviation safety and other fields of civil aviation andto defend their common interests in European as well as in international fora. EATEO aspiresto be the European voice to drive the best aviation training and education practices.

ECAC NEWS # 6236

ECAC SPOTLIGHT

1. First, why was it deemed timely and necessary to create these two working groups on aviationeconomics in 2016?

In the past ECAC has been very much focused onsafety, security and the environment, which are alsothe main focus in ICAO. However, in recent years anumber of pressing economic issues in aviation, andhow to deal with them, have emerged. New develop-ments in the industry, and geopolitical and global eco-nomic aspects have led to various challenges facingthe European regulators today. ECAC’s added-value liesin its role as a pan-European think tank. ECAC Statestherefore saw the benefit of creating a platform to exchange views, information and experiences and tolearn from each other without duplicating the workthat is carried out by other institutions.

Taking into account the overall industry shift towards a more risk-based approach to screening andother relevant developments, we have recently refo-cused our strategy in order to maintain its momentumand guide future collaboration.

2. What do ECAC’s Directors General expect as anoutcome?

I would say that ECAC’s Directors General primarilyexpect good service: provision of useful information,support to facilitate decision-making, and efficient exchanges of views. One big advantage I see is that wehave a group of excellent experts from all over Europeworking together and efficiently preparing for Euro-pean positions in worldwide fora such as ICAO. Thanksto joint EU/ECAC coordination Europe can speak withone voice on issues of common interest.

3. What are the priorities for the economic groupsin 2017?

The priorities for the ad hoc coordination group oneconomic regulation are to focus on the developmentand examination of multilateral agreements such as forthe liberalisation of market access, ownership and con-trol, and cargo. Within this group, ECAC States delivervaluable input on how liberalisation might be developedon a global scale to achieve the best outcome for Europe.

The Economic Working Group is a forum to freely discuss and reach a better understanding on topics ofcommon interest within Europe. The main topics for2017 are the impacts of new business models for regu-lators, and connectivity. These issues are also very muchin line with the EU Aviation Strategy.

The Network of Chief Economists mainly focuses onexamining economic studies and data that exists or isproduced by ECAC States to complete knowledge of essential data on issues such as connectivity, traffic dataand airport charges.

4. As a regulator, what are the key challenges ineconomic regulation for ECAC Member States?

Today, a key challenge lies in the complexity of issues and the very different needs and interests of theECAC Member States. One of the main challenges ineconomic regulation for Europe would be to deal withthe concept of fair competition. For example, social issues are very high on the agenda for some but lessso for others. The same goes for labour issues or theenvironment. However, all those aspects play a vitalrole if you consider the advantages or disadvantagesfor airlines established in Europe. Another key chal-lenge is connectivity. Of course, it is of utmost interestfor every Member State to maintain a high level of con-nectivity. To be connected with the world is a crucialcomponent and a key driver for the economy and forsocial and cultural development in each country.

In December 2015, ECAC Directors General decided to establish dedicated working groups foreconomic matters: the Economic Working Group and the Network of Chief Economists. Appointed ECAC Focal Point for Economic matters in August 2015, Silvia Gehrer, Director General (International) for Austria, explains the background and objectives of bringing backaviation economics to the fore of ECAC activities.

Interview with Silvia GehrerECAC Focal Point for Economic matters, Director General International,Ministry for Transport, Innovation and Technology, Austria

ECAC Economic matters working groups

5. Is the existing air service agreement system stillvalid and what is its future?

The bilateral system has its basis under the ChicagoConvention signed in 1944 and has governed interna-tional air services since then. A bilateral air serviceagreement (ASA) is an international treaty betweentwo countries covering the basic framework underwhich airlines are granted economic bilateral rights tofly between the two countries. Some might think thisis an outdated system. From experience, you can seethat this system is still valid, and multilateral agree-ments to liberalise air services for more than two coun-tries are rare, with only some countries having signedup. Since 2014, a global air services agreement to lib-eralise market access has been discussed at ICAO levelbetween experts. So far, the discussions have shownthat States have divergent approaches and interestsand it would appear unlikely that a result be achivedin the coming years. But you never know. Aviation isone of the most dynamic areas and even small politicalor economic events can have a huge impact on the entire sector.

6. What do you like in your role as ECAC Focal Point?I enjoy working with people very much – and in

particular in an international environment. And I amextremely grateful that in this role I meet so many talented and experienced colleagues. This pushes meand motivates me a lot. And of course: aviation is extremely fascinating and interesting! �

37ECAC NEWS # 62

ECAC spotlight

Silvia Gehrer has been Director General International since 2013 and has been at the head of the Department ofStrategy and International in the Austrian Civil Aviation Authority since 2009. She initially worked with the Ministry forEconomic Affairs and joined the Austrian Permanent Representation at the EU in Brussels in 1995, the year of Austria’saccession to the EU, as Trade Policy Attachée. She also worked at the US Embassy in 1999 before joining the AustrianMinistry for Transport in 2000 where she headed the unit for EU and International Aviation. From 2004 -2007 sherepresented Austria on the Council of the International Civil Aviation Organization as a member of the ABIS RotationGroup (Belgium, Ireland, Luxembourg, Netherlands and Switzerland). Ms Gehrer received a master’s degree in businessadministration specialising in aviation and trade from Vienna Economic University and holds a master’s degree in public relations.

© bounlow-pic - Fotolia.com

ECAC NEWS # 6238

A ttendance was high at the seventh Familiarisa-tion Course organised for ECAC’s new Directors

General and their key support staff in Paris on 3 May.This annual one-day course provides a comprehensiveintroduction to the organisation’s history, structure, ac-tivities, financing, working methods and relations withexternal partners. It also offers participants an ideal op-portunity to meet the staff, ask questions and acquirea good understanding of ECAC and the support it canprovide to its Member States.

T he next day, ECAC Directors General and observerorganisations (European Commission, EUROCON-

TROL, EASA, ICAO EURNAT) gathered in Paris for the148th DGCA meeting. The meeting elected DraganDjurovic (Director General for Montenegro) by accla-mation as the newest member of ECAC CoordinatingCommittee. Considering external relations, DirectorsGeneral discussed the issues to be tackled at the upcoming meeting between the United States and the Coordinating Committee members, as well as the

ECAC IN BRIEF

Coordinating Committee meets in Paris, 29 March

Coordinating Committee members met in Paris on 29 March for their

178th meeting. Chaired by ECAC President Ingrid Cherfils, the meeting was joined by the European Com-mission to review strategic issues to be presented tothe Directors General at their next meeting in May. On environmental matters, ECAC Focal Point PatrickGandil (DGCA France) presented his proposal to reor-ganise the current ECAC working groups in order to rationalise the use of existing resources and, more gen-erally, meet the evolving scope and challenges of thetopic, including the new CORSIA requirements. Withregard to lessons learned at the 39th ICAO Assembly inSeptember 2016, the meeting welcomed the proposedamendments to the best practice document elabo-rated in coordination with the European Commission.Finally, ECAC Focal Point for Economic matters Silvia

Gehrer (DGCA Austria) presented an overview of thesession themes, speakers and moderators who haveagreed to join the ECAC/EU Dialogue in Rome at theend of June 2017.

ECAC welcomes new Directors General at annual FamiliarisationCourse, Paris, 3 May

ECAC Directors General gather in Paris for their spring meeting, Paris, 4 May

ECAC

status of relations with other States. It was also the opportunity to review progress achieved in ECAC’s various fields of activity, with a special focus on avia-tion security and a briefing on ECAC vulnerability assessments.The Italian ICAO Council representativepresented the main outcomes of the 210th ICAO Coun-cil Session and the priorities for the next session, whilethe Director General of EUROCONTROL and the Exec-utive Director of EASA shared thelatest developmentsin safety and ATM matters.

39ECAC NEWS # 62

JUNE

7-9/ 67th meeting of the Technical Task Force (TTF/67), Arezzo

8-9/ 35th meeting of the Training Task Force (TrTF/35), Paris

15-16/ ECAC/ACI EUROPE Workshop on Security in Airport Design, Paris

19/ Project for Eastern Partnership and Central Asia Countries Technical Board Meeting (EaP/CA-PTB), Cologne

20/ 51st meeting of the ECAC Medium-Term Objectives Task Force (EMTO/51), Paris

26/ 20th meeting of the European ad hoc coordination group on economic regulation (ADHOC-ECON/20), Rome

27-28/ ECAC/EU Dialogue – Challenges and opportunities in financing aviation, Rome

29-30/ Workshop on Security Equipment, Latvia

29-30/ 41st meeting of the Guidance Material Task Force (GMTF/41), Lyon

EaP/CA IN BRIEF

The EU-funded Project for Eastern Partnership andCentral Asia Countries conducted its first training

course on best practices for cargo inspectors at theRoyal Marechaussee training centre at Amsterdam Airport Schiphol (Netherlands) from 21 to 23 February.

This three-day activity gave experts from Armenia,Azerbaijan, Georgia, Kazakhstan, Moldova, Kyrgyzstanand Ukraine the opportunity to become acquaintedwith international and European cargo and mail secu-rity requirements and best practices in conductingoversight activities in this field. Through a combinationof training techniques, including practical activities,the course was designed to strengthen participants’competencies in audit/inspection techniques appliedin cargo and mail security.

Thanks to the kind hospitality of the Ministry ofJustice of the Netherlands and Swissport InternationalLtd, participants had the opportunity to conduct prac-tical activities at a cargo (regulated agent) facility inorder to develop their expertise in monitoring the implementation of cargo and mail security measures.

EaP/CA Project organises firsttraining course on best practicesfor cargo inspectors in Amsterdam

The first workshop delivered by the EU-funded andECAC-implemented Project for Eastern Partnership

and Central Asia Countries (EaP/CA Project) took placeat ECAC’s offices in Paris on 28 and 29 March. This activity was dedicated to cargo and mail security andwas the first workshop organised in the framework ofthe EaP/CA Project.

Designed to present international and Europeanrequirements on cargo and mail security and to famil-iarise participants with the principal concepts sur-rounding the secure supply chain, it also provided anopportunity to discuss the practical aspects of the im-plementation of cargo and mail security measures.Twenty-eight security experts from EaP/CA PartnerStates Armenia, Azerbaijan, Georgia, Kazakhstan, Kyrgyzstan, Moldova and Ukraine, as well as represen-tatives of Bulgaria, France, Ireland, Latvia, Serbia andthe United Kingdom participated in the workshop.

First EaP/CA Project workshop in Paris considers cargo and mailsecurity

JUly

5-7/ 14th meeting of the ICAO Air Transport Regulation Panel (ATRP/14), Montreal

18/ Project for Eastern Partnership and Central Asia Countries Steering Committee meeting (EAP/CA-PSC), Kiev

25/ 34th meeting of the Common Evaluation Process Management Group (CEP-MG/34), Paris

AUGUST

30/(until 2 September) 67th ECAC Directors General Special meeting, Reykjavik

Events to comeECAC in brief

ECAC NEWS # 6240

ECAC/EU Dialogue with the European air transport industry

Challenges and opportunities in financing aviationRome, 27 – 28 June 2017

ECAC IN BRIEF

ECAC is delighted to present the preliminary programme of the tenth ECAC/EU Dialogue, whichwill offer the chance to connect with more than 150 high-level aviation decision makers, seniorindustry leaders and aviation specialists to discuss the challenges and opportunities in financingaviation taking into account the evolution of the air transport sector in a context of global liberalisation.ECAC/EU Dialogues are held every three years and provide a unique forum for attendees to share experiences, exchange insights, ask questions and freely discuss the key issues andchallenges on the table.

MoNDAy, 26 JUNE

Welcome cocktailRadisson Blu Hotel, Rome

TUESDAy, 27 JUNE

Welcome and opening by Ingrid Cherfils, President ofECAC and Henrik Hololei, Director General, DG Mobil-ity and Transport, European CommissionKeynote address by Fang Liu, ICAO Secretary General

SESSIoN 1: STATE oF PlAy – EURoPE’S NEEDS IN INvESTMENTInvesting is a prerequisite for further development ofthe aviation sector and to ensure its short- and long-term sustainability. Does aviation attract investors?Under what conditions? How is the aviation sector financed today in Europe, and how does this compareto other regions?

Keynote address • Presentations • Open forum discussion• Session conclusions

SESSIoN 2: ChAllENGES AND SolUTIoNS –hoW CAN WE MAKE ExISTING SolUTIoNSWoRK BETTER?What are the constraints for financing aviation devel-opment? Are existing costs a hindrance to investment?What solutions exist to promote investment in avia-tion? How could constraints for financing in aviationbe solved by today’s approaches?

Part I: Investing on the groundPart II: Investing in the airKeynote address • Presentations • Open forum discussion• Session conclusions

Gala dinner

WEDNESDAy, 28 JUNE (morning)

Presentation of the main outcomes of Session 2

SESSIoN 3: GAME ChANGERS –WhAT ARE ThEy?Game changers and far-reaching solutions are neededto finance innovation in aviation. States’ strategies areneeded to promote investment in aviation. Whatneeds to change, and who should finance innovation?What are the consequences of the evolution of busi-ness models for airlines and airports?Multimodal investment: how do we do it?How do we promote airport development towards“airport cities”?Ownership and control rules: is liberalisation a leapahead? What would it bring along?

Interview • Round-table debate (stakeholders) • Open forumdiscussion • Round-table debate (regulators) • Open forumdiscussion • Short- and long-term proposals and recom-mendations • Concluding remarks

Visit the ECAC website: www.ecac-ceac.org/web/ecac-eu-dialogue-rome/welcome for more informationabout the Dialogue and regular programme updates.

HAVE YOUREGISTERED YET?

PRoGRAMME (subject to change)

41ECAC NEWS # 62

CASE IN BRIEF

From 21 to 24 February 2017, two experts from theFrench Directorate General of Civil Aviation (DGAC)

reviewed the various types of screening equipmentand the methods of their utilisation at Cameroon’s twomain international airports in Douala and Yaoundé.

The mission received strong support from the Cameroon Civil Aviation Authority (CAA). Its DirectorGeneral, Ms Paule Assoumou Koki, chaired a debriefingwith the French experts on the final day of the mission,during which several recommendations for improve-ment were discussed.

As for most CASE Project national activities, themission also provided an opportunity to present theCameroonian CAA with a Standard Test Piece to eval-

Improving the use of available technology in CameroonDouala, 21-22 February and Yaoundé, 23-24 February 2017

The CASE Project’s third Best Practices for NationalAuditors (BPNA) - Level 1 training activity took place

from 13 to 17 March 2017 in Dakar, Senegal.

Eight national auditors, from both the Agence Nationale de l’Aviation Civile et de la Météorologie(ANACIM; the Senegalese civil aviation authority) andthe Haute Autorité de l’Aéroport Léopold Sédar Senghor(HAALSS, a public agency dedicated to aviation secu-rity) participated in the training, which involved a com-bination of classroom learning, practical exercises andin-the-field activities. The training was delivered by anexpert from ECAC and a short-term expert from theFrench border police.

Best Practices for National Auditors in SenegalDakar, 13-17 March 2017

In partnership with Portugal National Civil AviationAuthority (ANAC) and with the strong support of

Mozambique’s Institute of Civil Aviation (IACM), theCASE Project organised a workshop on air cargo andmail security for lusophone African countries in Maputo, Mozambique from 12 to 13 April 2017.

The workshop followed a meeting of the DirectorsGeneral of the Community of Lusophone Civil AviationAuthorities (CAACL) and involved 20 experts from

First CASE Project Portuguese-language workshop, MozambiqueMaputo, 12-13 April 2017

Angola, Cabo Verde, Guinea-Bissau and – for the firsttime – Mozambique and São Tomé and Príncipe. Fourspeakers from Luxembourg, Portugal and ECAC sharedexperience and best practice, focusing in particular onthe themes of international regulations applicable tocargo security, threats to cargo security, challenges inscreening, and the principles and requirements of a secure supply chain regime.

uate the image quality of x-ray based screening equipment.

ECAC NEWS # 6242

T he CASE Project built on the initial best practicestraining and certification of national auditors con-

ducted in Brazzaville in 2016, with the delivery of atraining activity focused exclusively on the oversightof security operations dedicated to air cargo, from 24 to 26 April 2017.

Eleven national auditors from all organisations in-volved in compliance monitoring – the national civilaviation authority, police, gendarmerie, customs andthe airport operator – participated in the Best Practicesfor National Auditors – Cargo training, which was conducted by an expert from ECAC and an expert fromthe French DGAC.

Auditor training and coaching in the Republic of the CongoBrazzaville, 24-28 April 2017

This was followed on 27 and 28 April by a coachingactivity involving twelve national auditors from thesame organisations, who were accompanied, observedand debriefed by the CASE Project experts during theirdaily monitoring activities and, in particular, during inspections.

I n cooperation with the West African Economic andMonetary Union (WAEMU), hosted by the National

Civil Aviation Agency of (ANAC Togo), and in the pres-ence of the EU Delegation to Togo, the CASE Projectdelivered its first regional workshop on vulnerabilityassessments on 25 and 26 April 2017 in Lomé.

Twenty-three experts from all eight WAEMU Mem-ber States (Benin, Burkina Faso, Côte d’Ivoire, Guinea-Bissau, Mali, Niger, Senegal and Togo), Nigeria andCabo Verde participated in the event. The ECAC mod-erator was joined by experts from the French and

Workshop on vulnerability assessments in TogoLomé, 25-26 April 2017

Malian civil aviation authorities in delivering a series ofpresentations covering the principles of risk manage-ment, key concepts and tools used in conducting vul-nerability assessments, and the specific vulnerabilitiesinvolved in landside security. During three breakoutsessions, participants explored the practical applica-tion of available tools to landside security, and theworkshop concluded with a speaker-led Q&A sessionon core competencies, training, and certification forvulnerability assessors.

43ECAC NEWS # 62

News from the JAA Training Organisation (JAA TO)

ASSOCIATED BODY OF ECAC

C apacity building is one of the key priorities for anyindividual working in the aviation industry. Doing

your job in a competent, effective and efficient waymeans that you have to boost and maintain your skills,knowledge and required attitude in your expertise. AtJAA TO, we understand the importance of capacitybuilding and therefore we aim to deliver the highestquality of constantly updated training courses.

Part of this goal is the development of our fast-track programme. During the coming summer, we willdeliver five different types of this fast-track certificateprogramme: a combination of longer-duration coursescombined in one week, including the option to enjoya touristic package in Amsterdam.

EditorialPaula V. de Almeida, JAA TO Director

> Fast Track Programme DoA / PoA / CS2526 - 30 June 201721 - 25 August 2017

> Fast Track Programme EU Ramp Inspection (SAFA), Dangerous Goods31 July - 4 August 2017

> Fast Track Programme Extended Accident and Incident Investigation10 - 14 July 2017

> Fast Track Programme human Factors CRM, Just Culture14 - 18 August 2017

> Fast Track Programme Part M - Part 145 - Part 66/14724 - 28 July 2017

will be hosting the Certificate in Strategic Management Curriculum,

developed by ICAO and the Concordia University. Theobjective of this aviation-centric management pro-gramme is to enhance the competencies of qualifiedpersonnel in the civil aviation community while promoting best practices with ICAO’s TRAINAIR PLUSProgramme and global aviation training activities. Theprogramme will be taught at a level equivalent to thatof a graduate business programme and will consist ofthree certificates: Strategic Management, Human

Management certificate in civil aviation

JAA TO Resources Management and Business Planning andDecision-Making. Successful completion of all threecertificates will lead to a Management Certificate inCivil Aviation.

The programme is for aviation professionals andmanagers from civil aviation authorities, airlines, aero-drome operators and other service providers. Pleasefind more information on this course on the next page.

We hope that JAA TO can help you in the near future with the development of your career expertise.

ECAC NEWS # 6244

MANAGEMENT CERTIFICATEIN CIvIl AvIATIoNOffered by Concordia University’s John Molson Schoolof Business in partnership with the International CivilAviation Organization (ICAO).

lAUNCh: Fall 2016

ovERvIEWThe objective of this aviation-centric managementprogramme is to enhance the competencies of quali-fied personnel in the civil aviation community whilepromoting best practices with ICAO’s TRAINAIR PLUSProgramme and global aviation training activities. Theprogramme will be taught at a level equivalent to that ofa graduate business programme and will consist of threecertificates: Strategic Management, Human Resources

News from the JAA Training Organisation (JAA TO)

Management and Business Planning and Decision-Making. Successful completion of all three certificateswill lead to a Management Certificate in Civil Aviation.

Who IS ThIS PRoGRAMME FoR?Aviation professionals and managers from civil avia-tion authorities, airlines, aerodrome operators andother service providers.

MoDE oF DElIvERyCourses will be delivered using a hybrid format com-bining classroom sessions and e-learning, allowingparticipants to continue to meet their career responsi-bilities. Classroom sessions will be offered in allregions to accommodate large participation from ICAOMember States and the aviation industry, and to keepcourse fees at a reasonable level.

DURATION Six (6) weeks per certificate – Four (4) online, one (1) in person and one (1) for final examLANGUAGE EnglishFEES USD 3,000 per certificateREGISTRATION concordia.ca/jmsb/aviation [email protected] Tel.: + 1 514-848-3960 Toll-free: +1 866-333-2271

THE CURRICULUM> Certificate in human Resources ManagementOnline – 3 – 30 April 2017• Introduction to Human Resources Management• Organizational Behavior• Training and Development• Staffing and Succession Planning

Classroom – 1 – 5 May 2017ICAO HQ, Montreal, Canada• Leading Self• Leading and Mobilizing Teams• Cross-Cultural Communication• Performance Management• Leading Change

> Certificate in Business Planning and Decision-MakingOnline – 6 November – 3 December 2017• Business Analytics• Marketing Management• Management Accounting and Budgeting• Managing Information Technology

Classroom – 4 – 8 December 2017ICAO HQ, Montreal, Canada• Business Planning and Forecasting• Project Management• Creative Problem Solving• Risk Management• Simulation

> Certificate in Strategic ManagementOnline – 18 September – 15 October 2017• International Civil Aviation System• Strategic Planning and Innovation• Reputation Management• Finance for Strategic Decision-Making

Classroom –16 – 20 October 2017JAA TO, Netherlands• Crafting and Implementing a Winning Strategy• Leading Change• Managing Across Cultures• Business Ethics• Integrative Group Assignment and Presentation

MANAGEMENT CERTIFICATE IN CIvIl AvIATIoN

provides an overview of the activities of the European Civil

Aviation Conference. ECAC makes no warranty, eitherimplicit or explicit, for the information contained in this document, neither does it assume any legal liability or responsibility for the accuracy or complete-ness of this information.

Opinions expressed in signed articles are the author’sopinions and do not necessarily reflect those of ECAC.Reproduction in whole or in part of all unsignedmaterial is freely authorised. For rights to reproducesigned articles, please contact the ECAC Secretariat.

ECACNEWS

ECACNEWS is published by the European Civil Aviation Conference (ECAC)

FOR MORE INFORMATION, PLEASE CONTACT:ECAC Secretariat3 bis, Villa Emile Bergerat92522 Neuilly-sur-Seine Cedex FRANCETel. : +33 1 46 41 85 44Fax : +33 1 76 73 98 [email protected]