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with the result that implementation options will be
developed during the first quarter of 2007 for stakeholder
review.
SAFEE: Safety of Aircraft
in the Future European
Environment
Aimed at building an advanced aircraft security system
to counter onboard threats, the SAFEE Programme
was started by the European Commission
in 2004. EUROCONTROL has an advisory role vis-àvis
the SAFEE Programme, allowing its unique experience
and knowledge of how the European ATM
network will develop to be shared with the project’s
partners. This is particularly important as elements
of the SAFEE deliverable have the potential to feed
into implementation options for a Security Incident
Management System (e.g. ERRIDS). The Programme
is also looking into flight reconfiguration, including
an Emergency Avoidance System (EAS)
and a study of an automatic guidance system to
control aircraft for safe return to an airport.
PATIN: Protection of
Air Transportation and
Infrastructure
EUROCONTROL is a partner in the PATIN Project,
which was formally launched in July 2006 with funding
from the European Commission. Like SAFEE,
PATIN has the potential to feed into the set-up of a
security incident management system and as such
complements the Agency’s ATM security activities
as it focuses on the protection of aircraft and airport
infrastructure against terrorist attack. The types of
threats PATIN seeks to counter range from physical,
chemical, biological or radiological weapons
(CBRN) to suicide attacks, short-range missile systems
(MANPADS) and other explosive devices.
Security alerts
EUROCONTROL played a vital support role to the
UK air transport industry during the security alert of
August 2006. Its extensive communication network,
emanating from its flow management role, was pivotal
in disseminating information and appropriate
operational decisions, not only on a pan-European
basis, but also to ATM agencies in North America.
58
Once the threat had diminished, lifting the constraints
and restrictions required to deal with the security
situation was a much bigger task than putting
them in place. The process of returning to “normal
operations” status involved a complex recovery
strategy which needed a pan-European overview
provided by EUROCONTROL.
Likewise, the closing of Lebanon’s airspace and
Beirut Airport on 12 July 2006, together with the restrictions
in Israeli airspace north of Tel Aviv, presented
exceptional challenges. Since Lebanon and
Israel are considered as adjacent States in terms of
air traffic flow and capacity management, limited information
was available on this airspace. Flights
leaving Tel Aviv would normally have flown through
this airspace; since this was not possible, temporary
departure procedures were implemented by virtue
of the coordinating role EUROCONTROL played
with Israel and Cyprus.
Long-term commitment
EUROCONTROL’s commitment to achieving a safe
and secure European air traffic management environment
despite ever-increasing demands on airspace
and the threat of terrorism is providing the
backbone for a number of complementary activities
which will contribute to making civil aviation more
secure. In 2006, EUROCONTROL continued to work
with its stakeholders to ensure that ATM contribution
to the overall aviation security is strengthened in a
collaborative effort by improving the prevention of
security incidents and implementing more efficient
responses to such incidents.
59 EUROCONTROL Annual Report 2006
A key to EUROCONTROL’s success in the air traffic
management world is the Agency’s ability to attract,
retain and develop a highly-qualified
workforce that is capable of responding to the
rapidly changing demands of the air transport industry.
The Agency’s human resources policies are
closely aligned to its business goals. More specifically,
this means recruiting and retaining competent
and competitive staff for cooperative network
design, pan-European functions, regional air traffic
control services and support to regulation.
In 2006, the Agency launched a series of improvement
projects aimed at further enhancing the
quality of the services provided to all staff. Concrete
improvements are already visible.
Key achievements
E-recruitment
This system was developed in 2006 with the aim
of re-orienting the work of the recruitment section
towards activities with a higher added value, of allowing
the Agency to better manage the large volume
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