What social aspects should be considered when transitioning to remote aerodrome air traffic services?

Social aspects include the possible need for personnel to commute and be apart from family, the need for a mid- to long-term staff scheduling/rostering plan to mitigate social impact, considering e-learning for training, involving staff in preparing on-site activity schedules to minimize commuting, and ensuring a realistic implementation schedule with timely staff communication and support measures if delays occur.

What should be included in a staff scheduling plan during the transition to remote aerodrome ATS?

A mid- to long-term plan for staff scheduling/rostering should be determined, and it should include methods to mitigate the social impact on the personal life of staff during the transition.

What aspects should be considered to ensure smooth implementation of the change to remote aerodrome ATS?

All aspects of the change should be considered, including checking the accuracy of the assessment of the expected social impact, involving affected staff and their representatives at all steps, seeking acceptance of the change, adaptable transition training durations, managing consequences outside ATM, and defining and implementing mitigating measures.

Who should be involved in the project steps during the transition to remote aerodrome ATS?

Affected staff and their representatives should be involved at all steps of the project, referring to the change management declaration of the ATM Social Partners.

What is the regulatory basis for social aspects in transitioning to remote aerodrome ATS?

The section is based on ED Decision 2023/005/R.

What happens if the RTC is not located near the conventional tower during transition?

If the RTC is not located at or in the vicinity of the same premises as the conventional tower, personnel would be required to commute between two different places for the period of the transition.

What are the consequences outside the field of ATM that should be managed during the transition?

The section states that consequences outside the field of ATM should be managed to the extent possible, but does not specify what those consequences are.

6.1.3.Social aspects to consider during transition to remote aerodrome ATS

Q: How can commuting be minimized for personnel during the transition to remote aerodrome ATS?

The preparation of the schedule for necessary on-site activities should involve the staff to minimise commute between units.

Q: What measures should be taken if delays occur during the implementation of remote aerodrome ATS?

The implementation schedule should be realistic, and if any delays occur, the staff should be informed, and support measures should be taken accordingly.

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6.1.3. Social aspects to consider during transition to remote aerodrome ATS

ED Decision 2023/005/R

There are social aspects that arise during the transition phase to remote aerodrome ATS when ATCOs/AFISOs are needed in both conventional and remote aerodrome ATS concurrently. In case the RTC is not located at or in the vicinity of the same premises as the conventional tower, such personnel would be required to commute between two different places for the period of the transition.

In addition to technical, human factors and other nature elements listed in Sections 6.3.1 and 6.3.2, particular attention should be paid to the following social aspects peculiar to the transition phase:

— Considering the possible need for personnel to commute and to be apart from their family and home for increased periods of time.

— When implementing a remote aerodrome ATS centre, a mid- to long-term plan for staff scheduling/rostering should be determined. The plan should include methods to mitigate the social impact on the personal life of staff during transition.

— For training during the transition phase, e-learning might be considered, as appropriate.

— The preparation of the schedule for the necessary on-site activities should involve the staff to minimise commute between units.

— Overall, the implementation schedule should be realistic, and if any delays occur, the staff should be informed, and support measures should be taken accordingly.

To ensure smooth implementation of the change, all aspects of the change should be considered including but not limited to:

— checking the accuracy of the assessment of the expected social impact;

— involving affected staff and their representatives at all steps of the project (refer to the change management declaration of the ATM Social Partners);

— seeking acceptance of the change;

— adaptable transition training durations;

— managing to the extent possible the consequences outside the field of ATM; and

— defining and implementing mitigating measures as suitable.

Details

Source-Title: 6.1.3.Social aspects to consider during transition to remote aerodrome ATS View latest amendments

Erulesid: ERULES-1963177438-23324 Compare versions

Domain: Air traffic management/Air navigation services

Applicabilitydate: 1 April, 2023

Entryintoforcedate: 1 April, 2023

Regulatorysource: ED Decision 2023/005/R Navigate

Regulatorysubject: Remote aerodrome air traffic services

Typeofcontent: GM to IR (Guidance material to implementing rule)

Origin: EASA

Category: EAR