IN 2010 AND 2011, WITH EUGENIA LLORÉNS, SENASA RESPONDED TO A NEW PARADIGM OF AIR TRAFFIC CONTROL

Madrid, September 15^th, 2021

In 2010 and 2011, with Eugenia Lloréns, SENASA responded to a new paradigm of air traffic control

The period between 2010 and 2011, with Eugenia Lloréns as president of SENASA, was shaped mainly by structural and legislative changes in the aeronautical system that implied a rapid and demanding transformation of the organization in response to the liberalization and modernization of air navigation.

With the implementation of the Single European Sky (SEU), SENASA was able to adapt to the new requirements for the initial air control training in a more competitive market, while continuing to offer a training model based on quality and excellence with which the SENASA training centre was consolidated. In this period, the environmental area was also consolidated, and two editions of the Aviation Sustainability Report in Spain were successfully published, which was a benchmark in the analysis and evaluation of air transport at that time.

What is your best memory of SENASA?

I have very good memories from SENASA, about a very intense time, which was a great challenge for the organization, such as the creation of a new model for air traffic control training. But, without any doubt, my best memory is about the team of people and professionals whom I accompanied in that effort and in seeking solutions to advance in all SENASA's areas of responsibility, which are many and varied, in an economic environment quite unfortunate by then. As a solid image of those good memories is the excitement of awarding diploma ceremony to the students of the first initial training of air traffic controllers. That was a huge common pride for all of us, shared with all SENASA, which was truly fully involved in the task of achieving this goal.

What activities would you highlight from that time?

I will focus on the two most relevant at that time: on the one hand, the push to increase and settle the tasks of SENASA as an instrumental society entity, especially with the General Directorate of Civil Aviation (DGAC), and above all with the Spanish Aviation Safety & Security Agency (AESA), under the leadership of Jacinto Nogales. Therefore, that allowed me to focus more efforts, hand by hand with Paco Vergara and the whole team, on carrying out that great change in the air traffic control training, which was something like starting from scratch, although with all the work, experience and commitment of the SENASA team.

We started with no teachers, neither our own syllabus, in a very demanding and competitive new environment, but it was possible to establish a highly qualified training school in that new environment.

Nor would I want to leave out the effort to increase the potential and know-how of SENASA at the educational and training level for third countries, especially with South American countries, with which we have been collaborating closely, creating longlasting relationships for the improvement of international aviation safety. And finally, I would like to mention that we maintained SENASA's position as a benchmark in the environmental area, publishing the reports on aeronautical sustainability indicators.

I could go on mentioning one by one the activities that we developed or continued at that time, because I believe that the entire staff joined the project and I felt very supported in all the decisions we made, no matter how small. But perhaps the above were the ones that required most of my time and efforts.

What strengths define SENASA as an organization serving the public sector?

SENASA is most recognized by its portfolio of highly qualified, yet very versatile experts and technicians, which places SENASA as an integral part, together with AESA, in the so-called Air Safety System of the European Union (EU Aviation Safety System) and in the new modus operandi with EASA within the frame of collaboration agreements with the European agency (EASA). Currently, especially after the COVID-19 pandemic and its negative impact on aviation, it is critical to be and be recognized as part of this system. This makes it possible to effectively participate in the challenge of "returning to operational normality" and in the sustainable recovery of the aeronautical sector.

How do you see the future of SENASA?

In these moments of continuous challenge and with the current economic environment, I believe that it is very important to have a decided and shared strategy to support the Administration and the aeronautical sector. It is crucial to maintain and strengthen its ability to adapt and respond to the needs of the public sector, especially the aviation sector, at all times. In that sense, SENASA must assume its role in this new environment, undoubtedly full of challenges, and new ways of responding and doing in order to face these new opportunities.

I am convinced that thanks to these strengths in aeronautical knowledge and experience along with the agile adaptation of its management team, its technicians and human resources, SENASA will be able to consolidate and enhance its leadership at a national and international level.

My best wishes to SENASA in these troubled times, you can always count on my support and my respect. I wish you a very good trip for another 30 years full of success and achieved challenges!

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