airspace 17

AIRSPACE QUARTER 2 2012 1

journal of the civil air navigation services organisation ISSUE 17 QUARTER 2 2012

RISING TO THE CHALLENGEShaping the future of ATM

PLUS: Africa’s ATM priorities, CANSO: towards 2020 and beyond, A new approach to NextGen R&D opportunities, Asia-Pacific ATM gets political, building relationships in the Middle East, and the latest news and comment.

Tony Tyler“With greater influence comes

greater responsibility”

Angela GittensAirport Noise: The Role of ANSPs


CONTENTS


journal of the civil air navigation services organisation ISSUE 17 QUARTER 2 2012

RISING TO THE CHALLENGE

Shaping the future of ATM

PLUS: Africa’s ATM priorities, CANSO: towards 2020 and beyond, A new

approach to NextGen R&D opportunities, Asia-Pacific ATM gets political,

building relationships in the Middle East, and the latest news and comment.

Tony Tyler

“With greater influence comes greater responsibility”

Angela Gittens

Airport Noise: The Role of ANSPs

civil air navigation services organisation

Airspace No. 17ISSN number 1877 2196Published by CANSO, the Civil Air Navigation Services Organisation

Transpolis Schiphol AirportPolaris Avenue 85e2132 JH HoofddorpThe Netherlands

Telephone: +31 (0)23 568 5380Fax: +31 (0)23 568 5389

Editor: Tim Hoy [email protected] Manager: Gill Thompson [email protected]: +44 (0)1273 771020

Design: i-KOSTelephone: +44 (0) 7928 2280Web: www.i-kos.com

The entire contents of this publication are protected by copyright, full details of which are available from the publishers. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any other means, electronic, mechanical, photocopying, recording or otherwise, without prior permission of the publishers. The views and opinions in this publication are expressed by the authors in their personal capacity and are their sole responsibility. Their publication does not imply that they represent the views or opinions of CANSO and must not be interpreted as such. The reproduction of advertisements in this publication does not in any way imply endorsement by CANSO of the products and services referred to herein.

© Copyright CANSO 2012

IN THIS ISSUECOMMENT

11 As CANSO Members head to Rome for the ATM Summit & AGM, Massimo Garbini, CEO, ENAV S.p.A. says it is time for CANSO to look to 2020 and beyond.

12 The FAA is a strong supporter of CANSO and its objectives, says Carey Fagan, FAA Executive Director of International Affairs.

20 Manuel Veterano, CEO, Aeroportos de Mocambique outlines Africa’s ATM priorities and potential for improvement.

ATM NEWS

6 The latest ATM news and developments from around the world.

FEATURES

18 Lionel Wonneberger, Senior Vice President Strategy and Marketing ATM, Thales provides a supplier perspective on global interoperability.

26 CANSO’s recent Asia-Pacific Conference thrust ATM into the political spotlight in the region.

28 Bringing together ANSPs, airspace users and stakeholders is a key priority for transforming Middle East ATM.

30 ENAV’s Rome Fiumicino to Milan Linate Shuttle Project has helped cut 2,000,000 kg of CO2 emissions per year.

PEOPLE

8 Tony Tyler, DG & CEO of IATA stresses the increasing responsibility of CANSO and its member ANSPs to deliver change.

14 Angela Gittens, DG of ACI World explains ways of managing airport noise and how ANSPs can help.

22 Mark DeNicuolo, former CANSO Safety Programme Manager, shares his experience at the cutting edge of improving ATM safety.

TECHNOLOGY/OPERATIONS

16 Namibia sets new surveillance standard with Wide Area Multilateration.

24 Taking a nimbler approach to NextGen Research & Development.

FOCUS ON

32 Dutch Caribbean ANSP has recently undertaken a major rebranding process following constitutional reform.

Paul Riemens Chairman and Chief Executive Officer, LVNL

Micilia Albertus-Verboom Chair, LAC3 Director General, NAATC

Greg Russell Vice Chairman, Chairman APC3 and CEO, Airservices Australia

Neil Planzer Associate Member Representative and Vice President ATM, Boeing Air Traffic Management

Massimo Garbini Chair, EC3 and Director General, ENAV S.p.A.

The CANSO Executive CommitteeAPC3: Asia-Pacific CANSO CEO Committee EC3: European CANSO CEO Committee MEC3: Middle East CANSO CEO Committee

LAC3: Latin America and Caribbean CANSO CEO Committee

Carey Fagan Members at Large and Executive Director of International Affairs, Federal Aviation Administration (FAA)

Capt. Mohammad Amin Al-Mustafa Chairman, MEC3 and Chief Commissioner CARC

Ignacio Gonzalez, Members at Large Representative and Director, Air Navigation, Aena.

Yap Ong Heng Member at Large and Director General, CAAS


EDITOR’S NOTE

civil air navigation services organisation

As the demand for air transport continues to rise all over the world, with 26.7 million commercial aircraft movements each year and growing, the time has come to re-think our approach to air traffic management. Moving from the system we have, to the system we need is neither simple nor easy. It requires vision, strategy and purpose, and it is why forums like CANSO have such an important role to play. We need to decide where we want to go and figure out how to get there... and then get on with the job of actually getting there! For some, this can be a daunting and uncomfortable prospect; the risk of failure all too great. But for CANSO and its members, it is exactly what leading ATM transformation is all about: challenging the status quo, embracing new ideas and leaving behind the familiar to pursue safer, more efficient and cost-effective air navigation services. This year’s Global ATM Summit will not just talk about the industry’s future, it will focus on shaping it. In the true spirit of collaboration, we will openly address the most important topics together with our industry partners and stakeholders. We will not shy away from the difficult questions, nor will we ignore difficult answers. Reflecting these discussions and the importance of listening to our stakeholders and partners, this issue of Airspace magazine includes leading commentary and analysis from some of the industry’s best known and well respected leaders. Thank you to Tony Tyler, who talks about the role of ANSPs and the blossoming CANSO-IATA relationship, and to Angela Gittens who tackles the difficult subject of airport noise. Before you move on to read the articles in this feature-packed edition, I would like to leave you with a quote from Nelson Mandela who said, “it always seems impossible until it’s done.” I’m not sure the transformation of ATM performance is ever complete, but as we think about the challenge ahead, this sentiment is well worth keeping in mind.

Timothy HoyHead of Communications

6 QUARTER 2 2012 AIRSPACE

ATM NEWS

CANSO & BOEING CALL TO ACCELERATE ATM IMPROVEMENTS

ATM CHOOSES WORLD ATM CONGRESS fOR 2013

More than 70 ANSP CEOs will be gathering in Amsterdam before the ATM industry moves to Madrid for the World ATM Congress in 2013. More than 70 ANSP CEOs have unanimously committed to move their support from Amsterdam to the World ATM Congress in Madrid from 2013. Paul Riemens, Chairman of CANSO and CEO of LVNL said: “Our industry has been well served by Amsterdam and Maastricht before it, but the time has come for the ATM community to take ownership and run its own annual flagship event.

From 2013, the world’s ANSP CEOs and top level aviation decision-makers will be discussing the way forward at the World ATM Congress in Madrid and we are very excited about the opportunities this presents.”

The World ATM Congress, organised by CANSO and supported by ATCA, features an extensive exhibition covering 18,000m2 and a thought-leadership conference that will address the industry’s top priorities in open, constructive and action-oriented discussion.

The Chairs of CANSO’s regional committees for the Asia-Pacific (APC3), Europe (EC3), Middle East (MEC3), and Latin America and the Caribbean (LAC3) say that ANSP CEO support for the event is unequivocal.

Other CANSO meetings and events that were previously held in Amsterdam are being moved to the days surrounding the CANSO World ATM Congress in Madrid. These include the annual CANSO CEO Conference, the CANSO CEO Dinner and Jane’s ATC Awards, and the ATM Operations Conference.

Mr Riemens said this further demonstrates the industry’s move from Amsterdam to Madrid as the home of ATM networking, discussion, decision-making and business development. “The World ATM Congress is our first and only choice for a global ATC event, and we are delighted to invite leading manufacturers and other stakeholders to join us.” For more information, visit www.worldatmcongress.org

CANSO MEMBERS RECOGNISED WITH JANE’S ATC AWARDS 2012 Winning companies of the twelfth annual Jane’s ATC Awards were announced on 5 March 2012 at the CANSO ATM Dinner & Jane’s ATC Awards event in Amsterdam:

Winning companies of the twelfth annual Jane’s ATC Awards were announced on 5 March 2012 by IHS Jane’s Airport Review.

• Operational Efficiency Award: Airports Authority of India – upper airspace harmonisation • Environment Award: NATS – 3Di environmental performance metric • Enabling Technology

CANSO Chairman Paul Riemens represented the ATM Community at the Aviation & Environment Summit 2012 in Geneva.

AVIATION COMMITS TO SUSTAINABLE DEVELOPMENT

CANSO and Boeing have called on the aviation industry to accelerate the pace of change in air traffic management improvements by taking advantage of existing aircraft capabilities. At the 6th Aviation &

recommendations,” said Paul Riemens, chairman of CANSO. “CANSO and its members are focused on moving our industry towards carbon neutral growth to grow in a sustainable manner.”

“The capabilities of today’s high-technology airplanes are underutilised in the current constrained and outdated ATM system, undermining the profitability of the aviation industry,” said Neil Planzer, vice president of Air Traffic Management, Boeing Flight Services. “We are fully committed to supporting long term modernisation efforts such as SESAR and NextGen without losing sight of improvements we can make today.”

The Boeing and CANSO publication is available for download at www.canso.org.

Environment Summit in Geneva, Switzerland, the two entities issued a joint technical paper outlining critical actions necessary to achieve the industry goal of 95 to 98 percent efficiency in air traffic management by 2050.

The publication, titled “Accelerating Air Traffic Management Efficiency: A Call to Industry,” outlines critical actions needed to improve the worldwide air traffic management system. It profiles successful projects from around the world and highlights areas where aviation stakeholders can work together to deliver efficiency improvements. “We have combined the expertise and detailed knowledge of The Boeing Company and the world’s air navigation service providers to come up with realistic and implementable

Chief Executives and Directors General from 16 global aviation companies and organisations signed the Aviation & Environment Summit’s Declaration as a joint message to world governments - about the vital role the sector plays in economic growth, providing jobs whilst taking its environmental responsibilities seriously - due to meet at Rio de Janeiro for the United Nations Conference on Sustainable Development in June.


Award: MUAC/Airbus/ Noracon – Initial 4D trajectory management operations • Service Provision Award: Airways New Zealand – managing earthquakes and volcanic ash • Industry Award: Northrop Grumman Airport Systems – Airport Realtime Collaboration • Contribution to European ATM Award: Eurocontrol – route network development

MODERNISING ATM REqUIRES POLITICAL WILL AND LEADERSHIP, SAyS CANSO

CANSO has called on States to support the transformation of ATM and contribute to the sustainability of air transport. In a speech delivered during the introductory panel of the ICAO Air Transport Symposium in Montreal on 18 April, CANSO Director ICAO Affairs Eugene Hoeven said that new air traffic management technologies, operational concepts, procedures and improved airspace design could help the air transport sector contribute to socio-economic welfare while reducing its impact on the environment.

However, such solutions can only realise their full potential if the necessary institutional and regulatory frameworks are put in place. The ICAO Aviation System Block Upgrades (ASBUs) offer a coordinated approach to the introduction of ATM solutions that will deliver clearly defined and measurable operational improvements.

However, the realisation of such a system requires a collaborative and multidisciplinary approach involving State policy-makers, legislators and regulators; operators and service providers; manufacturers and

solution providers, all working closely together.

Mr Hoeven concluded: “States need to deliver an institutional framework that can support the transformation of ATM that will in turn contribute to sustainable air transport. Effective policy-making by States and the political will to carry through is key to making it happen.”

CANSO MIDDLE EAST CONfERENCE STRENGTHENS INDUSTRy COLLABORATION

CANSO concluded its fourth Middle East Conference with an increasing level of collaboration between aviation stakeholders in the region and beyond.

More than 120 air traffic management experts gathered in Cairo, Egypt on 27-28 March, to discuss how to address common challenges by taking a collaborative approach within the Middle East as well as with Europe and Africa. The CANSO event was hosted by NANSC, the air navigation service provider for Egypt, and opened by His Excellency Mr Hussein Masoud, Egypt’s Minister for Civil Aviation. Discussion topics included the ICAO Aviation System Block Upgrades, ANSP performance, the harmonisation of cross-border services, the Middle East airspace capacity challenge and the future development of air navigation services in the region.

Air Navigation Service Providers (ANSPs) from the region and beyond shared their views, as did high level representatives from Airbus, Emirates, Raytheon, ICAO, IATA, CANSO and Eurocontrol. Delegates focused on enhancing cross-border collaboration, civil-military collaboration, the Middle East airspace

Review, and the work of the Middle East ANSP, Airspace User and Stakeholder Engagement Group. The conference concluded with a call from His Excellency Al Quran to develop a clear action plan and timetable, as well as for CANSO to lead the Middle East’s implantation of the ICAO Aviation System Block Upgrades (ASBUs). A progress report should be presented at the next Middle East Conference in Amman, Jordan on 18-20 March 2013.

PRESIDENT Of THE MALDIVES URGES ATM EffICIENCy IMPROVEMENTS fOR THE SUSTAINABLE GROWTH Of AVIATION

Maldives President urges air traffic management efficiency improvements for the sustainable growth of aviation CANSO and the Maldives Airports Company Limited (MACL) welcomed President Waheed and more than 100 air traffic management (ATM) leaders to the CANSO Asia-Pacific Conference, 1-3 May, to discuss the growth of air transport in a sustainable manner.

In the keynote address, President Waheed recognised the important role of aviation and commended CANSO’s vision for transforming air traffic management performance. He noted that aviation can contribute to a clean environment through more efficient aircraft, the use of biofuels, new air traffic management technologies and procedures, and improved airspace design. A range of industry speakers reiterated the need for enhanced cross-border collaboration, civil-military cooperation, and the Aviation System Block Upgrades as a means for improving ATM efficiency.

A6 AND fAA SIGN JOINT STATEMENT Of PURPOSE

An alliance of some of the largest European Air Navigation Service Providers - the A6 - and the United States’ Federal Aviation Administration have signed a Joint Statement of Purpose signalling their intention to move together towards a future interoperable aviation system that is operationally driven and technology enhanced.

Europe and the US are currently both running programmes to develop the ATM infrastructure that will help meet future safety, capacity and environmental benefits: SESAR in Europe and NextGen in the US. The signing of the Joint Statement of Purpose signals an intention to seek areas of mutual interest such as systems implementation, programme management and engaging air traffic controllers in the transition to these new systems. The idea behind the JSOP is to create a forum for discussing and collaborating on future systems and sharing information and best practice on deployment. Future co-operation between A6 and the FAA will benefit the entire global aviation community.

CANSO COMMUNITy CONTINUES TO GROW

In the last three months CANSO has welcomed one new ANSP - Dirección General de Control de Tránsito Aéreo – and four new Associate members: Project Boost, LAIC Aktiengesellschaft, Saudi Arabian Airlines and MovingDot.

For the most up-to-date industry news go to: www.canso.org/ATMnews


AIRSPACE PEOPLE

View from the top: Tony Tyler DG & CEO of IATA

What are the airlines’ short- to medium-term priorities for air traffic management?

The top priorities are shared by both airlines and ANSPs. We are in the business of moving people and goods with maximum safety and efficiency. We must drive greater efficiency in the system as well as increase capacity, so that safety can be strengthened even further, delays and costs reduced, and emissions cut.

In view of these priorities, what does the air traffic management community need to do to better support their airline customers? We need to make a disparate global system achieve maximum harmony. With that as the vision, the most urgent steps

needed vary by region. In Europe and the US, there is a pressing need to push forward with the ‘mega-projects’ of the Single European Sky and NextGen. In Asia, the idea of a Seamless Asian Sky is starting to gain momentum, but in the meantime there is much that ANSPs can do on their own or with close neighbours. In the Middle East, we need to see greater civil-military cooperation to open up capacity.

In Latin America there is a need for quicker implementation of RNAV/RNP procedures. On some fronts, Africa is more advanced than Europe – for example they have one ANSP providing services for seventeen countries.

Nevertheless, in some parts of Africa as well Latin America there is a requirement for targeted investment and implementation of best practice.


CANSO and Boeing recently issued a “Call to Industry” to work together to accelerate ATM efficiency improvements. How do you see the airlines contributing to this objective?

Airlines have invested heavily in aircraft with the latest avionics, which can already take us a long way towards the kind of autonomous navigation which is the key to greater efficiency. What is needed now is relatively simple. ANSPs and equipment manufacturers must listen closely to airlines about what they really need to make maximum use of their investments.

That includes, of course, SES and Next Gen. This is a very practical immediate contribution that will be of much more use than searching for complex future solutions .

You have said that 2012 is the “make or break year” for the Single European Sky. What needs to be done to ensure that success remains high on the political agenda?

It was Siim Kallas, European Transport Commissioner, who described 2012 as ‘make or break’. And I agree with him. By the end of this year, the 9 Functional Airspace Blocks are supposed to be in place, and already we have our doubts that these will be ready or appropriate to deliver the efficiencies expected of SES.

There are some examples of progress, such as Sweden and Denmark, but some of the most important airspace blocks appear to be making cosmetic improvements only. A successful implementation of FABs is an essential precursor to the SES.

If the current ‘bottom-up’ approach does not work, then it will perhaps be necessary for a ‘top-down’ strategy to be

put in place by the Commission. This could mean painful consequences for states and air navigation service providers that don’t meet their targets.

At the Aviation and Environment Summit, you talked about aviation’s licence to grow and the importance of partnerships. How does this translate to the relationship between IATA and CANSO?

By a ‘licence to grow’ I was arguing that aviation has to demonstrate progress against its environmental targets in order to expand, particularly in Europe. The targets of a 1.5% fuel efficiency improvement to 2020, net carbon-neutral growth from 2020, and a cut in net emissions of 50% by 2050, can only be achieved through the work of the entire industry.

Airlines, airports, ANSPs and manufacturers have to work in harness to succeed against these very tough targets. So the relationship between the industry associations is crucial to facilitate this cooperation.

I know that IATA and CANSO have had a good relationship over the years. We appreciate that from an early stage CANSO recognised that ANSPs had to change and become more responsive to their customers. CANSO has often had to take positions perhaps slightly in advance of its membership at times, which is not easy. But that is the essence of leadership.

Of course, there are still areas of friendly debate and even disagreement, particularly over costs. That is to be expected.But I am confident that IATA and CANSO share the same core priorities and goals. And that we will continue to work profitably together, in the regions and at ICAO, for the mutual good of the industry.

What are IATA’s plans for better airspace management and efficiency and what do you need from CANSO to better support this work?

Airspace efficiency is a key focus area for IATA. We work with ICAO and key stakeholders to help support the implementation of more flexible routing, flexible use of military airspace and more efficient routings.

CANSO plays a critical role in the execution of such initiatives as they are the interface between industry and the ANSPs

IATA and CANSO share the same core priorities and goals


(ATC talking to ATC). This influence is very important and that is why it is crucial that CANSO has global reach and coverage.

It would certainly help us if more ANSPs from Africa and Latin America joined CANSO and contributed to the organisation’s work. CANSO membership has been growing fast in recent years, and we welcome the establishment of the new liaison offices in Africa and elsewhere.

However, there is a corollary to this, and that is that with greater influence comes greater responsibility. The airlines are looking to CANSO to deliver.

The CANSO Operations Committee has access to some great people, but this needs to be matched by a concrete set of

challenging goals, and the resources to match. CANSO has achieved some good successes but we feel it has the potential to do more.

Hopefully the next stage of CANSO’s ‘Waypoint’ strategy towards a seamless airspace system will outline in more detail how the industry will move forward. In addition, we have many challenges on the political and economic front to enable the successful implementation of new ATM technology and new concepts of operation. CANSO has a leading role in helping to determine and harmonise global ANSP policy for economic investment and linking the airline investment in on-board equipage to enhanced service provision.

AIRSPACE PEOPLE

IATA is urging for quicker implementation of RNAV/RNP procedures in Latin America, like at Rio De Janeiro International Airport.


CANSO has been working hard in the last decade on the base of key strategies: from “the voice of ATM” to “the transformation of global performance”.

CANSO and its members have put in place all efforts in their daily work, in cooperation with our industry partners and international institutions, to continuously improve ATM performance. We have committed ourselves to deliver air navigation services that are safe and efficient while reducing our impact on the environment. In the past years our trade association allowed ANSPs to be heard and become the voice of ATM, and has supported us in transforming global performance.

Building on the work performed, it is time to further move towards a robust strategy for 2020 and beyond, enabling CANSO to create a new paradigm that will take ANSPs towards the full leadership in ATM in the further development of our sector. We should not lose sight that the economic crisis and the traffic downturn for several regions in the world, also represent a unique

opportunity for promoting this further step; a chance we cannot miss if we want to modernise the ATM infrastructure and be ready for future challenges. The first goal to be achieved is the modernisation of the ATM system, based on new operational concepts and supporting procedures and technologies coming from the relevant R&D programmes (e.g. NextGen and SESAR), in order to ensure a globally harmonised and interoperable air navigation infrastructure. In this context we should think about new mechanisms for funding and financing such modernisation of the ATM infrastructure that will also play a positive role in socio-economic growth.

Our focus shall be on putting in place the right environment for modern “operations”, which includes:

• Aperformancebasedmodeltoensurethecontinuousimprovementofthequalityoftheservicesprovided

• Defragmentedairspaceaimedatsatisfyingoperationalneedsandrequirements

• NewmechanismsofdeployingandfinancingthemodernisationoftheATMinfrastructure

• Acooperativemodelbetweenstakeholders(ANSPs,airspaceusers,airports,manufacturingindustry,staff, national and international institutions)

We also need a stable and “fit for purpose” regulatory framework that will help stakeholders in having a clear reference model for operations and technological developments. Certainly we need all key players at all levels, global, regional and local, to team together for delivering their contribution to achieve this common goal. Just to provide a picture of the region that I come from, Europe is fully involved in this change of paradigm. Several tools have been identified, within the Single European Sky initiative, in order to give answers to those needs. Some examples: the clear separation of regulation and service provision responsibilities; the creation of EASA (European Aviation Safety Agency) to develop common standards of safety and environmental protection in civil aviation; the SESAR Joint Undertaking that will ensure the harmonisation of R&D activities, putting together all interested parties on the ground and airborne side; the future Deployment Manager to ensure synchronisation of deployment activities among industry stakeholders; the Network Manager to ensure the coordinated support to operational stakeholders in managing network functions; the Functional Airspace Blocks (FAB) to promote the defragmentation and enhance cooperation beyond States’ boundaries. All those tools have been developed by States and European institutions taking into consideration the active contribution to the work of CANSO and ANSPs. The importance of ANSPs has been fully and duly recognised in the governance structure of some of those tools. Of course we still have a lot to do in Europe, but important steps in positioning the ANSPs have been taken.

CANSO: a new paradigm towards 2020 and beyondMassimo Garbini, CEO ENAV SpA

CEO COLUMN


COMMENT

Letter from AmericaCarey Fagan, Executive Director of International Affairs, Federal Aviation Administration

Now, more than ever, air navigation service providers must take the initiative to meet the complex challenges on harmonisation and interoperability confronting the global aviation community. Whether the question is how to enhance safety, improve efficiency, expand capacity, or reduce emissions, ANSPs must be an integral part of developing and implementing the best possible solutions.

Fortunately, ANSPs don’t have to go it alone. They have a resource that has demonstrated expertise in identifying air traffic management best practices, exchanging ideas, collecting and analysing data and fostering collaboration. That resource is CANSO, and it is fitting that one of the themes of this June’s ATM Summit and Annual General Meeting is CANSO’s emergence as a “Premier League” player in global aviation. The reference is to the top English football league – what we in America call soccer — that includes only the best teams. Over the years, CANSO has stepped up its game to become a respected, positive force for change in the international aviation community.

The Federal Aviation Administration has played a significant role in the development of CANSO initiatives such as Waypoint 2013 and in the ongoing teamwork of the Operations, Safety, and Policy standing committees and the various working groups. For example,

CANSO’s Operations manager and Safety Program manager are both on loan from the FAA. During the past year, the vice chair of the Operations Standing Committee has come from the FAA, as have the co-chairs of the Environmental, ATM Services Harmonisation, Operations Performance and Collaborative Airspace work groups.

The FAA is a key participant in the annual CANSO Global Air Navigation Services Performance Report, which includes valuable information from 29 ANSPs around the world on productivity, cost effectiveness and pricing. The most recent report, issued earlier this year, for the first time used a data automation tool that was purchased by the FAA and customised to enable CANSO to benchmark performance and identify best practices. This benchmarking report provides essential information that air navigation service providers can get nowhere else. Future editions of the report should be even more valuable as the FAA and other CANSO member ANSPs collaborate on including performance metrics in areas such as safety and operational complexity.

Besides its work on Operations Standing Committee initiatives and publications, the FAA has contributed to Environmental Working Group white papers focusing on issues such as noise and air speed control and best practices. The FAA is committed to supporting global use of common technology and procedures to decrease fuel consumption through all phases of flight, thus reducing aviation’s carbon footprint as well as operator costs.

According to “Accelerating Air Traffic Management Efficiency: A Call to Industry,” a report released earlier this year by CANSO and the Boeing Company, current worldwide ATM system fuel efficiency is between 92 and 94 percent. CANSO has determined that half of the remaining inefficiency is related to operational interdependency constraints such as safety, capacity, weather, noise and military airspace. In the United States, the FAA is proceeding on a number of fronts to enhance efficiency, from the ongoing deployment of Automatic Dependent Surveillance-Broadcast to the introduction of more performance-based navigation procedures and the rollout of its Metroplex initiative. CANSO’s aspirational goal for 2050 is fuel efficiency of 95 to 98 percent, and that should be the goal of every ANSP.

Since safety is our number one priority, the FAA is actively engaged in several key CANSO Safety Standing Committee initiatives, including the development of the groundbreaking CANSO Safety


Management System Implementation Guide. The FAA Air Traffic Organisation’s Office of Safety and Technical Training contributed significantly to the establishment of this CANSO standard of excellence, and it is helping to spread the policies and best practices around the globe.

The Implementation Guide reflects the FAA’s view that Safety Management Systems must take a holistic approach to safety, identifying and managing an appropriate level of risk and promoting a positive, inclusive safety culture. With the FAA’s assistance, safety seminars have been conducted in various regions around the world. Given their popularity, more seminars are planned in the coming year. These seminars help ANSPs set up and refine their Safety Management Systems and give them the tools to effectively identify and mitigate safety risk.

The Standing Safety Committee has done excellent work in the area of common taxonomy to ensure we are all speaking the same language when it comes to aviation safety. The FAA is integrating the committee’s work into ongoing taxonomy efforts as we work closely with the European Aviation Safety Agency, the International Civil Aviation Organization and other industry partners to ensure safety data is successfully analysed.

Although ANSPs continue to face technical and procedural challenges, solutions are available, as demonstrated by the advances being achieved by NextGen in the United States and SESAR in Europe. ICAO’s Aviation System Block Upgrade program offers all ANSPs the opportunity to leverage these advances at their own pace. What is needed is a commitment by ANSPs and other members of the international aviation community to collaborate on adapting and implementing them. The FAA and CANSO have developed a strong partnership that is benefitting ANSPs throughout the world as we strive collaboratively to achieve harmonisation and global interoperability. The FAA looks forward to continuing and enhancing this productive relationship in the years ahead.

Delegates attending the 2011 CANSO Safety Conference, managed by an FAA secondee.


An airport perspective on aircraft noise and the role of ANSPs Angela Gittens, Director General, ACI World

Aircraft noise remains the environmental issue that is most likely to generate community-level opposition to airport operation and expansion. The failure to adequately address noise issues at the community level can translate into failure to obtain permission to grow and thus the inability of airports to meet future capacity needs. The resulting congestion could reduce the efficiency of the air transport system and counter aviation industry goals to meet projected growth in passenger traffic.

Airport actions to address noise issues can be divided into three main categories. While each action should be

undertaken to some degree at all airports, none remains fully under the control of airport operators. Air Navigation Service Providers (ANSPs) can certainly play an important role in working with airports and other stakeholders.

Airport Actions to Address Noise Issues

• AircraftNoiseReduction:Reducingtheincidentsofaircraft noise levels in populated areas.• LandUsePlanning:Limitingorreducingnoise-sensitive land use in areas already exposed to high noise levels. • CommunityEngagement:Gainingareasonableamountof community support for aviation and a tolerance to aircraft noise. Aircraft Noise Reduction

Achieving lower noise levels in populated areas can be pursued on several fronts. Continuing aircraft noise technology improvements, backed by ICAO Standards, means that new and all future aircrafts will emit less noise (albeit per unit take-off mass). Fleet modernisation and retiring of noisier aircraft models will reduce airport noise, fuel burn and emissions. Many airports attempt to provide incentives for the scheduling of low-noise aircrafts by charging a noise-related landing fee. Operational procedures such as reduced thrust take-off, displaced thresholds and continuous descent operations can provide small noise improvements. An airport operator must work with airlines, pilots and the ANSP to implement these actions.

Flight tracks and preferential runway use can be planned to concentrate flights over the least populated areas, especially

water bodies. ANSP procedures such as Performance Based Navigation (PBN) can ensure that aircrafts stay close to the ideal track.

Operational restrictions can include the banning of particular aircrafts entirely or during particular periods. In extreme cases, night-time curfews may be imposed by a regional government to improve the noise climate but may result in operational inefficiencies and scheduling disruptions. Curfews are viewed by some as “exporting” night-time aircraft movements to other airports.

Clearly, ANSPs play an important role in establishing and implementing noise abatement procedures and flight tracks. It is important to note that positive long-term growth projections of aviation indicate a general trend of increased noise impacts, even in light of trends in technical and operation improvements.

Land Use Planning

Managing land use in areas near airport runway ends and flight paths is the ideal means of preventing community exposure to high levels of aircraft noise. Ending construction of residential units and other noise-sensitive developments in areas of high aircraft noise is usually the best long term means of addressing aircraft noise. For very high noise areas, the airport may need to consider the purchase of homes from current owners.

Noise areas must be identified and given legal status on municipal planning maps. The noise contours that are used should be based on the long-term airport operational scenario (rather than a “current” noise contour). This will protect the long-term development needs of the airport and avoid encroachment if operational noise levels temporarily decrease. Retrofitting sound insulation improvements to existing dwellings and ensuring that building codes that

AIRSPACE PEOPLE


govern the construction of new dwellings in high noise areas call for sound insulation are only partial solutions, as there are no benefits in outdoor areas or when windows are open. Requiring disclosure of noise levels such as making it mandatory to inform new home buyers of airport noise levels has generally proven ineffective at preventing adverse community responses.

Land use planning is typically the responsibility of local or municipal authorities. However, the greater the number of residences in a given area can translate into a greater tax base for use by authorities. Airports must work to influence authorities to restrict incompatible land use and aviation stakeholders, including ANSPs, need to support airports in these efforts. A key element in discussions with authorities is to communicate the social and economic disadvantages for the entire community of allowing residential development in high noise areas. In some jurisdictions (such as New Zealand) national legislation provides protection for airports and recognises the negative impact of residential encroachment on the long-term operations of airports.

Community Engagement

Land use planning will have limited benefits at airports under pressure from existing residential communities. Furthermore, there is a growing trend for residents well outside traditionally recognised “high” noise levels (often greater than 10 or 15km from an airport) to complain about aircraft noise and generate environmental pressure against aviation development. The perception by neighbouring residents concerning the environmental impact of aviation, and their attitudes towards aviation, can be as important as tangible noise levels.

Airports need to proactively foster positive community relations based on open and clear communications and social programme initiatives. These can make vital contributions towards mitigating environmental pressures against the development of aviation. Noise Complaint Management involves receiving and responding to complaints. This is usually the airport operator’s primary interaction with noise

affected community members. An increase in the number of complaints could indicate a developing problem. Any response to a noise issue must assure the complainant that the complaint has been noted and a satisfactory explanation must be provided. Environmental Reporting is a proactive means of addressing community concerns. Results from noise monitoring, traffic statistics and other noise and environmental developments can be included in printed annual reports, on airport websites or published in other media. A community that is regularly and properly informed and educated will respond to issues in a more reasonable and measured manner.

Information must be presented in a clear and transparent manner, using two levels of information literacy, generally in simple language and in technical terms. Traditional average noise level contours are useful for land use planning, but not for public communication. Noise metrics based on single events are more easily understood by the general public. Sydney Airport’s Transparent Noise Information Package (TNIP) provides one of the best examples of keeping a community informed on a noise sharing programme. Community liaison groups provide a regular forum for aviation industry interaction with residents by ensuring that environmental performance of the airport is reviewed and that information is properly disseminated.

ANSPs have a crucial role to play in the community liaison process. Transparent communications promote understanding on issues such as why aircrafts follow particular flight paths and why route changes may be required. Only the ANSP has the technical expertise and authority to speak on air transport management. In Australia, the national ANSP, Air Services, fields and responds to the public’s noise complaints. In the US, the FAA must conduct public consultation on airspaces changes. Aircraft noise is expected to continue to be the major environmental challenge facing airports and the aviation industry. ANSPs need to continue working with airports and other stakeholders to reduce the impact of noise and grow community acceptance of aviation in light of the many social and economic benefits that it delivers.

ANSPs need to continue working with airports and other stakeholders to reduce the impact of noise and grow community acceptance of aviation in light of the many social and economic benefits that it delivers.


Certification of the Wide Area Multilateration (WAM) system in Namibia in late 2011 established the first nationwide deployment of WAM as the sole means of surveillance in en route airspace.

The Namibia Directorate of Civil Aviation (NDCA) included WAM as a component of their overall surveillance program as a cost effective means to provide broad coverage. The new surveillance system has enabled the country to move from procedural control to radar-like separation standards with ICAO approval.

Work began in 2009 when ERA was awarded the contract to install a network of 36 strategically placed ground stations to provide mixed mode surveillance based on Automatic Dependent Surveillance – Broadcast (ADS-B) and Multilateration.

The ground stations track all ADS-B equipped aircraft as well receiving Mode A/C and Mode S signals, achieving more frequent update rates than conventional radar.

The location for each ground station was carefully selected to take account of Namibia’s mountainous terrain and remote infrastructure, and designed to withstand the country’s harsh climate. ERA completed deployment in late 2010 to cover a country spanning more than 825,000 square kilometres, making this the largest WAM installation to date.

In 2011, the NDCA commissioned support from Austro Control to prepare the Safety Case which demonstrates the new surveillance system provides the same functional and performance characteristics as radar services. This enables Namibia’s air traffic controllers are able to use 10 nm separation rules for all aircraft across the country.

NDCA plans to extend the network with the addition of a further 19 ground stations to include Walvis Bay, Caprivi, Eros and Hosea Kutako. The Directorate also says neighbouring states could benefit in the future through extensions to the network across country borders.

Prime contract Thales was responsible for the new control centre and terminal area radar system at Windhoek, inaugurated by His Excellency Dr. Hifikepunye Pohamba, President of the Republic of Namibia, in December 2011. The Thales Eurocat-X display fuses surveillance data from

TECHNOLOGy & OPERATIONS

Namibia sets new surveillance standardsNamibia approves the first national WAM network for sole-use surveillance

the WAM network, and integrates radar tracks from Thales’ primary and secondary radar in the terminal area. The system is capable of handling a reduced separation of 5 nm where radar coverage is available in the vicinity of Windhoek.

ATC operations are identical to conventional secondary radar surveillance procedures, with radio communications and procedural separation methods used if the system fails during operation. Namibian controllers have prepared for the new environment with a series of training courses.

In addition to attending courses at the Singapore Aviation Academy, they have gained instruction in new surveillance technology at the Air Traffic and Navigation Services Company (ATNS) training academy in South Africa.

Further training has been provided by ICAO, and Austro Control and Thales systems experts have also delivered practical sessions. The final training sessions were carried out using a simulator and live environment at Windhoek.Namibia has been followed by other states choosing WAM

Namibia’s WAM ground stations are strategically located across the country.


technology in place of conventional radar to provide en route surveillance. In June 2010, Tajikaeronavigation of the Republic of Tajikistan selected ERA to provide a nationwide surveillance system based on multilateration and ADS-B ground stations.

High mountain ranges, coupled with the cost of deploying secondary surveillance radars persuaded the ANSP to look to the new generation technology. WAM has also succeeded in the absence of conventional radar in the hostile waters of the North Sea and the Gulf of Mexico, where drilling platforms support the network of ground

stations that monitor helicopter traffic used by the offshore oil industry. In addition to ERA’s installation for LVNL in the Dutch North Sea, Saab Sensis Corporation has supplied a network of ground stations used by NATS UK to monitor offshore traffic of Scotland’s northern coast.

Nav Canada also chose Saab Sensis WAM solution to provide radar-like surveillance over Vancouver Harbour and approaches to Vancouver International Airport. Originally conceived as a means to supplement secondary radar, WAM demonstrates it has become a viable alternative.

FIND YOUR NEXT JOB IN ATM...

civil air navigation services organisatio n

TRANSFORMINGGLOBAL ATM PERFORMANCE

FIND YOUR NEXT JOB IN ATM...

www.canso.org/atmjobs

CANSO’s ATM Jobs Board is a new search tool dedicated to job opportunities in Air Traffic Management. Features include:• Global search facility• For job seekers, no time-consuming registration• Open to all organisations with ATM related vacancies• Special advertising rates for CANSO Members

...WITH CANSO’S NEW ATM JOBS BOARD

Now FREE toAdvertise


fEATURE

ATM Transformation initiatives

There is no doubt that air transport is a key contributor to national GDPs and that the world economy heavily depends on seamless and efficient transportation of passengers and freight.

It is fair to say that, for a long time, the essential role and contribution of Air Traffic Management

(ATM) to safe and reliable air transportation has been underestimated, or even ignored.

This has often been true of policy-makers and governments across the world, which seems counter-intuitive knowing that the aerospace industry is one of the most visible and pervasive symbols of a society’s technological strengths. ATM may however lack visibility for outsiders, except when ATM safety concerns make the headlines in the general press, which has fortunately been a rare event since the advent of modern ATM.

The launch of two major ATM transformational initiatives in Europe (SESAR) and in the USA (NextGen) in the early 2000s have raised ATM’s public profile, at least in the mind of government policy-makers. In fact governments had to be convinced to allocate public funding to these programmes, knowing that it was aimed at achieving a drastic improvement in conventional ATM performance as seen by airspace users, and, ultimately, by the flying public.

ATM value chain

ATM transformation is a formidable challenge as it requires the whole ‘system’ to move to a much higher level of performance in four key areas, namely safety, capacity, environmental impact and cost efficiency.

Traditionally, the ‘system’ refers to the combination of people, procedures and equipment. As well as being the basis for

the ATM safety assessment, the system also provides the framework to define transformational tasks that must be implemented to meet new operational concepts and standards.

This transformation effort directly involves a number of stakeholders and contributors which form the ‘ATM value chain’. For the sake of simplicity, only those which have the most direct role to play to change the nature of the ATM system are quoted, namely Air Navigation Services Providers and their staff, government policy and safety regulators, aircraft operators and their staff, and the air and ground manufacturing industry.

Unprecedented collaborative work

Large scale initiatives such as SESAR and NextGen have been established to resolve the ATM transformational challenge, moving from low to medium automation levels to levels allowing drastic increase in performance while keeping the human being in the loop. New technologies, procedures and regulations are being developed and validated (and certified for the airborne component) before nationwide and regional deployment across the airport, approach, en-route, and oceanic, ATC domains.

Effective collaborative work within the ATM value chain has provided the recipe for the delivery of tangible outcomes, as evidenced by recent achievements in SESAR (initial 4D trajectory) or in NextGen (ADS-B deployment). A sustainable pace for ATM changes can be maintained, even if it is not as fast as initially expected, if this collaborative effort in Europe and in the US is preserved.

In addition Europe and the US must work together to ensure that full interoperability of air-ground ATM changes is achieved, despite initial differences in viewpoints for some key concepts such as trajectory management, potentially resulting in different implementations, procedures and regulations.

Global interoperability

SESAR and NextGen may be perceived as not addressing the needs of countries and regions outside Europe and the USA, where airspace complexity and density may have different characteristics. However, ATM system transformation once proven and achieved in highly complex and dense airspace will also provide significant benefits to other types of airspace.

The road to global ATM transformation and harmonisation Lionnel Wonneberger, Vice-President, Strategy and Marketing, ATM, Thales


One overwhelming reason for extending ATM transformation to the whole world is that it will provide increased ATM efficiency and safety benefits to aircraft operators in a globally consistent and repeatable way while maximising the use of airborne equipage available in new aircraft (forward fit) and new equipage purchased by airlines to meet national mandates (retro-fit).

In this respect, interoperability between different ATM systems and aircraft is a must, and that is where ICAO’s Aviation System Block Upgrades (ASBU) initiative is so essential for the future of our global ATM world.

Aviation System Block Upgrades (ASBUs)

ICAO and its member states have been working on globally interoperable operational concepts and technical standards for a long time, and a global consensus was reached at the last Air Navigation Conference in 2003.

Now, almost 10 years after the launch of this initiative, a new stage must be reached to enable global adoption of compatible and efficient ATM deployment standards (air and ground), in total harmony with all ATM pioneering projects in the world.

This will be the major stake at the next global Air Navigation Conference in November 2012 with the global adoption of ICAO’s ASBU roadmap.

This does not mean that the ASBU needs to become a one size fits all scheme, where countries are forced to take the

processes created by the pioneering projects and adopt them completely. The reality is that many countries will be able to benefit from the efficiencies created and tailor them to suit their needs, requirements and resources.

However those pioneering projects must realise that coordination has to be stepped up in order to make the whole process credible and efficient.

Towards global harmonisation

Very importantly, for airline pilots, no matter where they are in the world, the way they operate should vary only marginally. The ICAO ASBU proposals are a necessary step to the future global ATM system but will require pilots and ATM operators to change some of the ways they think and how they view their role in the air or on the ground.

Such paradigm shifts will be challenging enough without taking into consideration the fact that without true interoperability between ATM systems, pilots may have to change the way they operate depending on where they are and where they are flying to; such an outcome would be impractical, not economically viable and introduce a range of operational safety issues.

Initial deadlines for implementation are fast approaching (in Europe 2018 for the air-ground part)

The equipment manufacturers involved in SESAR and NextGen and who are responsible for producing equipment and systems which will make the ASBU a technical reality, are extremely supportive of global interoperability efforts through ICAO’s ASBU standardisation and direct SESAR-NextGen coordination.

No manufacturer wants to be caught between the proverbial “rock and a hard place” by having to fulfil local requirements that generate a set of discrepancies between what their global customers require and what their respective projects demand.

To quote the late John F.Kennedy, change is the law of life, and those who look only to the past or the present are certain to miss the future. ICAO’s ASBU is a truly global endeavour the likes of which is seldom seen.

This is one of those moments when all nations need to work together to harmonise their plans and decisions for seamless and efficient air transportation.

Change is the law of life, and those who look only to the past or the present are certain to miss the future. ICAO’s ASBU is a truly global endeavour the likes of which is seldom seen.


Priorities for African air transport

The air transport industry in the AFI Region has undergone rapid development in recent years, but the pattern of this development reveals regional disparities.

With the exception of very few airlines, many of the African airlines are small and undercapitalised. To this effect, their contribution for meeting the traffic demand is not achieved as desirable. This has given an opportunity for the airlines outside the continent to dominate the market share of air transport in the Africa Region. Likewise, the Africa Region is confronted with new development such as sectorisation of airspace, the provision of air traffic control along established ATS routes, the implementation of a CNS/ATM plan, and the transition of existing procedures to new procedures based on new technologies, quality assurance of services and training of personnel. Safety is also being considered as a great concern.

The attributions for these are regulatory, financial and organisational problems. To improve the continent’s air transport services to meet international, regional and national requirements, the policy challenges would be strengthening regulatory oversights, major upgrade of infrastructures both in airports and air navigation, close working relations with stakeholders and ICAO regional planning and implementation groups, and achieving full liberalisation of the Air transport sector.

Air traffic situation in Africa

Air transport is vital in Africa for socio-economic development, promotion of international trade, tourism and regional integration among others. Aviation growth is delivering benefits to Africa. Directly and indirectly, air transport creates about 470,000 jobs across various sectors and generates revenue of about USD 1.7 billion in Africa. A Report of the 6th Meeting of Africa-Indian Ocean Regional Traffic Forecast Group (AFI TFG)- (Seychelles 20-24 June 2011) indicates:

• Averageannualgrowthforaircraftmovementfor 2010 – 2030 is projected 6.7%; • Averageannualgrowthforpassengermovement for 2010 – 2030 is projected 7.1% • In2010,Africanairlinespassengertrafficgrewby 12.9% while cargo went up by 23.8% compared to 2009. In the first quarter of 2011, passenger traffic grew by 7.2%

Strong growth of African economies, a widening middle income class plus the influx of foreign investments are expected to continue to spur air transport growth in Africa – both the regional and intercontinental. IATA traffic forecast indicates that the top three highest traffic growth regions of the world over the next decade are the Middle East, Asia and Africa respectively. Market potential It is learnt from the presentation of the Secretary General to the Air Transport Market Trends in Africa Meeting in Nairobi (19-21 July, 2011). From the market capacity and potential perspective, intercontinental capacity to/from Africa by African airlines currently stands at 36.4% compared to 63.6% by non-African airlines mainly from Europe, the Middle East and lately North America and Asia. There are a total of about 660 regional and domestic city-pairs in Africa, more than half (51.4%) of which are served by less than five flights per week. In fact, 12.5% are served by just one flight per week. Only 3.2% of the city-pairs are served by 50 or more flights a week. Over the next 20 years, Africa traffic is forecasted to grow at an average of 5.4% annually.

Liberalisation of air transport in Africa

In 1988, the Yamoussoukro Declaration was formulated and the Declaration was further reinforced in November 1999 through the adoption of a decision related to the implementation of the Yamoussoukro Declaration and concerning the liberalisation of access to air transport markets in Africa. The Decision called “Yamoussoukro Decision” was ratified in 2000 by African Head of States. One of the

Mr Manuel Veterano, CEO of Aeroportos de Moçambique, E.P

COMMENT


major policies is gradual liberalisation of scheduled and non-scheduled intra African air services and free exchange of traffic rights including the third, fourth and fifth freedom among African states. The effective and rapid implementation of the YD has been faced with the following obstacles: lack of political will and internalisation; limited skilled manpower and infrastructure and safety concerns.

CNS/ATM in the AFI Region

As is stated above for air transport, the implementation of CNS/ATM in the AFI Region, there occur disparities amongst the AFI States. Few States with large and busy airspace are endeavoring to implement most of the elements of CNS/ATM while most of States with lesser air traffic movements are striving to implement CNS/ATM by using VHF for communications, GNSS for navigation and ADS for surveillance.

For effective implementation, each State needs to make an assessment of its needs and prepare a Master Plan. Implementation of CNS/ATM in the AFI Region is done under the guideline of the ICAO APIRG with the involvement of the Air Navigation Service Providers and the Stakeholders. The success for an effective CNS/ATM is therefore the response given to meet with the human factors, through implementation of programs that will give personnel within the system are acquired with a set of knowledge, values, attitudes and skills following which are prepared for specific tasks to be performed.

Other factors which are equally important are the implementation of safety management system, transition for PBN implementation, runway safety related risks etc. In the interest of harmonious implementation of the CNS/ATM, the task exceeds the scope of a single company and/or a

single nation. Collaborative approach by means of possible partnership, advices, training, and any other technical assistance would be the way forward.

CNS/ATM System upgrades by Aeroportos de Moçambique

The Aeroportos de Moçambique (ADM) is implementing a strategic plan to expand and modernise its infrastructures and the air navigation systems. The whole effort has a single objective: to ensure absolute safety in air operations. In the Communication field, the company has renovated completely its VHF system, composed by two extended range and nine remote extensions, to cover the whole continental airspace and part of the Oceanic airspace delegated to the Beira Flight Information Region.

To facilitate the link between all remote extensions and main hubs, ADM is implementing, in two phases, a domestic VSAT System full IP with the same number of remotes and hubs. The VSAT systems accommodate all internal communication, including hot lines, AFTN, AMHS, ADS B, and Intranet. A tender has been launched for the acquisition of a Digital HF System to cover the Oceanic airspace and to replace the existing one.

The actual AFTN System was implemented in 2008. The implementation of AMHS is underway for Maputo, Vilankulo and Inhambane airports. In the navigation field, GNSS Approach Procedures have been published and are being utilised in nine airports, namely Maputo, Beira, Tete, Pemba, Quelimane, Lichinga, Vilankulo, Inhambane and Chimoio.

ADM is exploring the possibility of implementing PBN procedures on all domestic and international routes. In the field of surveillance, the company is installing ADS-B in the southern region of the country, with the first station set to go operational in October, 2012. The implementation of ADS-B represents the first step in transiting from conventional to automated means.

The overall coverage of the airspace of Beira FIR through the use of ADS-B will be carried out under the ongoing regional project in partnership with Malawi, Zambia, Zimbabwe and Botswana. Improvement of the CNS Systems is being performed with the implementation of automated ATM, AIS, and SAR software solutions. These components will enable the air traffic controllers and AIS personnel to make decisions supported by modern Air Traffic Management systems. The implementation of the technologies mentioned above represents a challenge for ADM. Our company will need technical support from CANSO. ADM is open to all ANSPs of CANSO members or possible partnership, advices, training, and any other technical assistance.

Demand for air transport is growing all over Africa.


AIRSPACE PEOPLE

We all say it…safety is number one. That’s usually the first line, as it should be, of many presentations and papers that go on to discuss anything from capacity to business practices and everything in between.

But unless you’re at a conference specifically about safety, it’s often not the main attraction on an agenda, or if it is unfortunately it’s sometimes for events we seek to avoid. So why is that?

Perhaps it’s partly because safety performance is largely recognised as the foundation of our industry but it doesn’t come with the anticipation of say a new piece of technology that gets many aviation fanatics excited.

But still, those who confidently start off those presentations with the “Safety is number one” statement usually say it because they know there are vigilant safety professionals who live and breathe this stuff.

If you’re looking for those vigilant safety professionals the CANSO Safety Standing Committee is the place to find them.

Safety is number one Mark DeNicuolo, former CANSO Safety Manager

It’s been about four months since I left my seconded position as the SSC Program Manager, a position I held for 15 months. Looking back there are several areas that saw significant change over that time thanks to the efforts of the SSC members. As CANSO became more and more of a viable, accepted and important partner with other industry bodies the SSC forged strong relationships with ICAO, IATA, ACI, FSF, etc.

The results (aside from a lot of time in Montreal in February!) are ongoing, collaborative safety improvement initiatives such as the Runway Safety Regional seminars. Also the SSC published the CANSO Safety Management System Implementation Guide, a groundbreaking effort that I’ve written about in the past.

Using the IG as the basis the SSC was able to take SMS safety seminars to a new level by conducting seminars in different regions around the world. I had the pleasure to conduct several sessions in the Caribbean & Latin America and Asia-Pacific regions.

My successor carries on that tradition this month in the Middle East and later this year in Africa. Another significant change was seen in the area of safety metrics. Once again, led by the outstanding members of the SSC, safety data collection and analysis are reaching new levels.

The SSC is now collecting causal factor information associated with safety events. This expanded data set will enable the SSC to better identify specific areas were attention is required and provide the information needed to work with the Operations Standing Committee to develop mitigations to address those issues. These are just a few areas that come to mind upon reflection.

I’m often asked what my favorite part of the job was. Everyone assumes that visiting different countries is the best part. Don’t get me wrong, it’s definitely great to experience the wonderful culture and hospitality of our members, but you quickly learn that a conference room in Washington, DC looks amazingly similar to the ones almost anywhere else in the world.

The dedication, intelligence and professionalism of the SSC members made my 15 month tenure some of the most enjoyable time of my career.

I can only hope that some of those qualities rubbed off on me, that I can bring some of those qualities home to help the FAA and that I can be counted as someone who helps us confidently say: “Safety is number one”.


Bringing together...CEOs & INDUSTRY LEADERS | TECHNOLOGY & OPERATIONS EXPERTS

AIR TRAFFIC CONTROLLERS | BUYERSfrom...

AIR NAVIGATION SERVICE PROVIDERS | AIRLINES | AIRPORTS | MANUFACTURERS

www.worldatmcongress.org

For the industry, by the industry.

JOIN US IN

MADRID 2013FEBRUARY 12-14


TECHNOLOGy & OPERATIONS

A Nimbler Approach to NextGen’s R&D Opportunities

Under the Next Generation Air Transportation System (NextGen) initiative, the U.S. Federal Aviation Administration (FAA) has embarked on a major airspace modernisation program and a comprehensive effort to increase the safety and capacity of the National Airspace System (NAS).

One of the major components of NextGen is a contract called Systems Engineering 2020 (SE2020) that is designed to significantly enhance the FAA’s ability to quickly address research and development opportunities as they arise.

The contract allows the FAA to issue task orders to address critical problems facing the agency as it implements NextGen. Overcoming these hurdles is crucial to realising the benefits of NextGen which include a reduction in delays that will provide an estimated $24 billion in benefits through 2020, and a 14 million ton reduction in carbon emissions through 2020.

Under the terms of the SE2020 award, each of the four prime contractors – ITT Exelis, Boeing, General Dynamics and Metron – were assigned specific critical technologies for ground and avionics systems and risk reduction. Efficiency and safety are common performance parameters reflected in all work packages.

Three task orders currently being undertaken by Exelis are indicative of the type of tasks being done through the SE2020 contract that are laying the technical groundwork for future NextGen programs to enhance our airspace.

Third Party Required Navigation Performance (RNP) Procedures

Exelis and GE’s PBN Services were recently awarded a task order to develop advanced flight procedures in the U.S. Under the task order, the team will develop Required Navigation Performance (RNP) paths at five U.S. airports over the next two years.

The RNPs will be designed to provide more efficient descents and reduce the total miles flown, leading to lower fuel consumption and fewer CO2 emissions. By contracting third parties to design procedures for the NAS, the RNP task marks a significant change in FAA policy.

The benefits of RNP procedures have already been demonstrated by GE as part of the Green Skies Over Peru program. By merging the capabilities of GPS with modern aircraft technologies including flight management computers, multi-mode navigation receivers, inertial reference systems, advanced avionics displays and auto-flight systems, GE was able to create three-dimensional flight paths unconstrained by ground-based radio navigation aids.

The three-dimensional precision and predictability of the RNP allows the use of optimised profile descents. Using these descents, pilots are able to calculate the minimum thrust level required to fly from the top of descent, creating significant fuel and emissions savings.

In Peru, the use of RNP procedures cut 19 miles, 451 pounds of fuel and 1,420 pounds of CO2 emissions per flight between Lima and Cusco. The SE2020 contract will allow the FAA to bring similar benefits to the NAS.

Aeronautical Mobile Airport Communications System – AeroMACS

In addition to being used to fund the expansion of proven technologies, some tasks under SE2020 are designed to evaluate new technologies that could be incorporated into the NextGen program. For example, Exelis and its partners Rockwell Collins and BCI, Inc. are performing a three year SE2020 task order supporting the evaluation, development, and standardisation of the Aeronautical Mobile Airport Communications System (AeroMACS).

This includes ongoing support of RTCA/EUROCAE AeroMACS MOPS development/validation and development of ICAO Standards and Recommended Practices (SARPs).

AeroMACS is an important potential technology solution for the rapidly increasing VHF congestion problem, both in Europe and in the US, and the increased need for high bandwidth communications to support advanced NextGen operations.

Providing multiple 5 MHz channels in the aeronautical 5 GHz frequency band, AeroMACS can support high bandwidth (multiple megabits/sec), prioritised data communications for mobile users on the airport surface to complement VHF data and voice services and could significantly increase situational awareness, reduce congestion and delays and help prevent runway incursions.

AeroMACS aims to enhance collaborative decision making, ease updating of large databases, provide up-to-date weather graphics and aeronautical information, and enable aircraft access to System

A nimbler approach to NextGen’s R&D opportunities


Figure 1: Green skies over Peru

Wide Information Management services by delivering time-critical advisory information to the cockpit.This SE2020 task order utilises an AeroMACS prototype network jointly built and tested by Exelis and NASA’s Glenn Research Center at the Cleveland Hopkins International Airport. Completed task activities include performance testing and data communications application proof of concept demonstrations at Hopkins in cooperation with Boeing and with support from the FAA, NASA, United Airlines and the Cleveland Airport Authority. Validation of the AeroMACS SARPs is targeted for late 2013.

Integrated NAS Design and Procedures Planning (INDP)

Finally, the Integrated NAS Design and Procedures Planning (INDP) task order is an R&D effort designed to discover the benefits of leveraging NextGen avionics equipage, automation advance and optimised airspace design. The three year task order uses the NASA AMES-developed ACES simulation tool to quantify the possible benefits and to quantify the risks, costs and impacts to less equipped aircraft.

Atlanta’s Hartsfield-Jackson International Airport is being used as an example to test the benefits of advanced airspace design and equipage. The research focuses on mid-term capabilities, including interval management, precision-based navigation such as RNP Radius-to-Fix turns, required time of arrival, early data communications and collaborative decision making applications. The INDP team comprises commercial airlines, avionics manufacturers, air traffic control systems integrators, FAA air traffic control

Figure 2: NASA Glenn Research Center at the Cleveland Hopkins International Airport (CLE)

Figure 3: Atlanta’s Observed traffic vs. Simulated Traffic for six hours in September 2011. Red tracks are departures, white tracks are arrivals; Atlanta was operating in a west approach configuration during this time.

subject matter experts and operational researchers. Collectively the team will build future airspace scenarios where equipped aircraft are able to use advanced procedures supported by transformational air traffic systems.

Researchers are using to ACES tool to develop gate-to-gate simulation with interacting autonomous agents that represent individual behaviors of airspace participants. A full day’s traffic can be simulated assuming different aircraft types, varying levels of equipage or precision capabilities (i.e. VHF Omnidirectional Range navigation vs. Automatic Dependent Surveillance-Broadcast technology), en-route and terminal scheduling decisions, weather and wind impacts.

The simulation results will be used to create metrics such as fuel burn, average delay, air traffic control complexity, level-offs and noise impact. The intent is to show the differences between current and future capabilities.

The results will then be used by the FAA to guide investment and to aid operators in setting equipage investment strategies. The expected benefits are more efficient fuel burn, shorter flight time or distance, more efficient separation requirements, better schedule predictability and higher capacity.

Under these and other tasks, SE2020 is providing the FAA a broad, multi-disciplined contract vehicle to address critical NextGen challenges.

The results of these task orders and other studies will result in cost-effective, timely introduction of new capabilities to increase capacity in a safe and efficient manner.


fEATURE

CANSO has come a long way since its founding in 1996. No doubt delegates attending this year’s AGM in Rome will want to know more about the evolving role of the association and what it needs to do to continue driving the transformation of air traffic management (ATM) performance.

As CANSO Chairman Paul Riemens says, CANSO is now a “global aviation partner,” working with other key aviation bodies such as ICAO, IATA and ACI to optimise the efficiency of the ATM system. This is no less the case in the Asia-Pacific where we are working hard with our member Air Navigation Service Providers (ANSPs) and other stakeholders to transform ATM performance.

As the Global Voice of ATM, CANSO represents the best interests of the ATM community on issues of common interest. I am therefore pleased to report that CANSO is increasingly recognised and valued in the Asia-Pacific region. Our recent rapid membership acquisition clearly demonstrates this point. Last year at the CANSO Asia-Pacific Conference in Bangkok we welcomed four new members from the region.

At this year’s conference in the Maldives we welcomed another 3 new members - CAA Bangladesh, Angkasa Pura II (ANSP of Jakarta FIR), and Angkasa Pura I (ANSP of Unjung Pandang FIR). At the same conference the Japan Civil Aviation Bureau (JCAB) announced its intention to join CANSO this year. Coming from the most culturally and politically diverse region in the world, with ANSPs that are a mix of government, private and corporatised entities, this surge in membership is very encouraging indeed. We now have thirteen ANSPs in the region that are Full Members of CANSO with more in the pipeline.

One of the recurring priorities we hear from many of our members is the need to put air traffic management on the political agenda. CANSO needs to draw politicians’ attention to the challenges ANSPs face, so that ATM gets the attention and support it deserves at the highest level.

The continued growth of air transport is vital to the well being of the global economy and indeed the very survival of nations dependent on the free flow of trade, investment and tourism. This is something CANSO is beginning to address more effectively with the creation of a global Policy Standing Committee. And one of the prime opportunities for CANSO to promote the priorities of the ATM community at the global stage is at the coming ICAO 12th Air Navigation Conference in Montreal later this year. CANSO is an organisation that thinks globally and acts regionally. This affords us the flexibility to address regional issues in a more focused way, while benefitting from the strength of CANSO’s

global expertise. With our regional membership attaining critical mass, CANSO has reached a turning point in the Asia-Pacific.

Regional Influence

At the beginning of May this year, CANSO welcomed His Excellency Dr Mohamed Waheed, President of the Republic of Maldives and more than 100 ATM leaders from over 45 organisations to the CANSO Asia-Pacific Conference.

As well as focusing on region-specific issues and introducing the region to our new members, we asked speakers to share their thoughts on how the growth of air transport in the Asia-Pacific region can better be managed in a sustainable manner. In his keynote address, President Waheed recognised the important role of aviation and commended CANSO’s vision for transforming air traffic management performance. This, he said, “is very important for the sake of

Asia-Pacific Spotlight:Putting ATM safety and efficiency on the political agenda

CANSO’s Asia-Pacific Conference was the association’s first to welcome a Head of State.


our environment, our future and our survival.”

For small island states like the Maldives, this is no understatement. The highest point of the 1,100 small islands which make up the Maldves is around 1.5m, so any rise in sea level poses a serious threat. His Excellency explained that while the country is doing everything it can to reduce its carbon footprint, it was also looking to industry to contribute to the effort.

“Air travel is almost synonymous with modern life. It is the fastest growing means of transportation where total passenger traffic is doubling every 15 years,” he said before suggesting that aviation can contribute to a clean environment through more efficient aircraft, the use of biofuels, new air traffic management technologies and procedures, and improved airspace design. “Institutions like CANSO, just like governments, can bring about changes to redress environmental damage and neglect, and improve the situation,” he added.

CANSO, like its partners across the industry, takes its environmental responsibilities very seriously. Indeed, the global aviation community has committed to carbon neutral growth by 2020 and a 50% reduction by 2050. CANSO estimates that the global ATM system is already 92-94% fuel efficient. However CANSO’s goal is for the airspace to be 95-98% efficient by 2050, in effect recovering all the inefficiencies not subject to inter-dependencies such as safety, weather and noise. The effort that will be required of the ATM community is much greater than what these figures suggest because ATM efficiency will decrease significantly with increased congestion due to traffic growth unless there is a corresponding increase in airport and airspace capacity. Therefore to deliver 4% airspace efficiency improvement, ATM will need to deliver much higher efficiency gains. For ANSPs in the Asia-Pacific, this means taking advantage of lessons learnt and best practices developed elsewhere. It also means working together with our stakeholders

to provide ATM solutions tailored to the region through innovation and closer collaboration. As Mohamed Ibrahim, CEO & MD of the Maldives Airports Co. Ltd said: “The challenge is managing substantial aviation growth as efficiently as possible,” noting that airspace users are looking to ANSPs to help them save fuel and cut CO2 emissions through air traffic management efficiency improvements.

Current Initiatives

Encouragingly, there are already several concrete examples of where new systems and procedures are being implemented across the region and we heard about many of these during the conference.

V. Somasundaram, Member ANS, Airports Authority of India discussed the implementation of seamless upper airspace in India; an important project given that by 2050 AAI expects 450 million passengers travelling through Indian airspace, thus making it the third largest aviation market in the world.

Rosly Saad, Chief Air Traffic Control Officer, CAAS and Piyawut Tantimekabut, Executive Officer, Systems Engineering (Airspace Management Centre), AEROTHAI shared their experiences of developing Collaborative Decision Making (CDM) best practices on the Bangkok-Singapore city pair. A joint endeavour of the CANSO Asia Pacific Office and the CANSO Operations Standing Committee (OSC), the CDM project is a first in the region involving a major city pair and an excellent practical example of ANSPs working collaboratively among themselves and with their aviation partners.

The pilot project for flights between Singapore’s Changi Airport and Bangkok’s Suvarnabhumi Airport will demonstrate improvements in flight efficiency and predictability through the integration of airport and en-route CDM and will establish best practices for other city pairs in the region. Many speakers highlighted the need for enhanced civil-military collaboration and we were delighted to hear Air Vice Marshal Mahmud Hussain, Chairman

of the CAA of Bangladesh share his views on the subject. Given his military background, it was interesting to learn that Air Vice Marshal Hussain shares the view that airspace is a natural resource and an international asset and we need to work together to optimise its use.

Regional Collaboration

Delegates also widely agreed that further progress relies on increased regional collaboration and a regional approach to managing Asia’s skies. We were delighted to be joined once again by Takeshi Imagome, Director Air Traffic International Affairs Office, JCAB who shared his experience working on CARATS which includes the Flexible Use of Airspace, RNP AR, CDOs and CCOs as key elements.

Mr Imagome concluded that harmonisation demands that no organisation is left behind, noting that “CANSO can connect the fast and the slow movers.” Ed Sims, CEO, Airways New Zealand gave the region’s ATM leaders food for thought with a number of provocative questions, such as “why does the world need 192 ANSPs?” and “Since when is it a good idea to learn from NextGen and SESAR?” The presentation from Eugene Hoeven, CANSO Director ICAO Affairs, on the Aviation System Block Upgrades (ASBUs) was also well received as ANSPs in the region look to align their activities with this important global ATM modernisation framework.

The Will to Act

Looking ahead, CANSO will continue to support its members and help tailor solutions to regional challenges. But perhaps just as important is the political will and leadership needed for concerted action to overcome these challenges. This is critical to our mission to transform ATM performance for the sustainable growth of aviation and to turn our vision of a seamless sky into reality. As President Waheed said: “This issue requires the will to act, the will to take decisive steps and the will to take leadership.”


Strengthening relationships to improve Middle East ATM

The Middle East has had its fair share of crises and shocks over the past four years. Political unrest, decline in revenues and rising oil prices represent serious challenges for the region’s aviation community. Despite these challenges however, air traffic in the region is continuing to grow.

Last year CANSO Member Air Navigation Service Providers (ANSPs) controlled significantly more Instrument Flight Rules (IFR) movements compared to the previous year (GCAA: 7.6% GACA: 5.6%). Meanwhile, the latest figures from IATA point to 23.4% Revenue Passenger Kilometre (RPK) growth in the period February 2012 vs. February 2011, a figure that is second only to Africa.

This increase in traffic volume is pushing the region’s airspace capacity to its limits; a fact that is further complicated by a restrictive regulatory environment in many countries. Without immediate collaborative action, the region will be unable to capitalise on the social and economic benefits that a growing aviation industry has to offer. Airlines, ANSPs and other Middle East stakeholders need to work together to address their common challenges and ensure the sustainable growth of aviation in this important region.

Enhancing regional airspace efficiency has long been top of the region’s aviation priorities list. In 2008 CANSO organised its first Middle East Conference in Jeddah to bring together Middle East governments and ANSPs to discuss the way forward. This was a landmark event, signalling the start of a new era of collaboration across the region.

CANSO subsequently created its Middle East Regional Office to ensure that discussions and activities continued throughout the year.

fEATURE

Since then, CANSO and its partners in the region have focused on enhancing flight efficiency through collaborative action; specifically this has included improving route networks, improving airspace utilisation and route network availability, more efficient TMAs design and utilisation, and optimising airport operations.. The region agreed a ‘RED SEA’ Vision to ‘Realise, Enhance and Develop Seamless Efficient Airspace’ and a Middle East Strategic Coordination Committee was created to oversee the implementation of a seven pillar strategy:

•SafetyEnhancement

•AirspaceManagement

•CNS/ATMImprovements

•RegionalHumanResource Development

•InstitutionalTransformation

•RegionalCustomerCollaboration

•Performance-basedANSP

Partnership and Teamwork

Civil aviation is a globally interdependent industry; a nationalistic approach is neither

helpful nor constructive. Bottlenecks that exist outside national borders have detrimental effects on overall system efficiency, even if significant progress enhancing ATM efficiency has been made within those borders.

Bilateral coordination and cooperation between all parties is therefore essential for the transformation of ATM and a platform to bring together all ATM stakeholders to address their common challenges is a necessity for driving progress.At a meeting in November 2010, the region’s ATM community participants agreed to establish a robust platform and mechanism for stakeholder engagement and cooperation in the Middle East. The platform was called the Middle East Airspace User and Stakeholder Engagement Group (MEAUSE).

In its short existence the MEAUSE has already played an important role in bringing the region’s aviation community together.

The second MEAUSE conference was held in November 2011, giving the region’s ATM stakeholders the opportunity to discuss the agreed deliverables of the MEAUSE initiative, including the working structure, the results of stakeholder surveys, and the planned activities for 2012.

CANSO’s MEAUSE conference is an ideal opportunity for ATM stakeholders to share experiences and discuss solutions to common challenges


Successful and effective examples of collaboration were also shared between delegates, and “wish lists” for quick wins were drawn up. A third MEAUSE conference will be held this year in Amman, Jordan on 15-16 July.

Customer Relationship Management

As Ruby Sayyed, Assistant Director of Safety, Operations and Infrastructure at IATA puts it, the MEAUSE has “helped IATA, ICAO, CANSO, states, airlines and other stakeholders come together to share priorities and work together to develop solutions.”Since the MEAUSE was established, it has recognised that an effective relationship between ANSPs and their civil and military customers is a crucial driver for ATM transformation and performance improvement.

The MEAUSE members therefore agreed to jointly develop the ‘IATA-CANSO Middle East Guide to Customer Relationship Management’ as their first deliverable, to be complemented by ‘IATA-CANSO CRM workshops and seminars. The Guide is intended to serve as a reference document for all regional stakeholders who wish to embrace the CRM principles, and wish to apply the Middle East Customer Relationship Process and tools.

The objective of the Guide is not to prescribe how ANSPs should engage with their customer, but to offer options for successful CRM. Several of CANSO’s Global CRM guidelines are adopted for the Guide, including:

1. The Philosophy of Customer Relationship Management 2. The principles of Customer Relationship Management

3. The basic structure of a CRM Survey

When developing the Guide, the MEAUSE members recognised that ANSPs in the Middle East—as in any other region—are diverse, with some just beginning to establish engagement processes with their customers while others already have mature CRM models in place. Therefore CANSO Middle East and IATA MENA members tailored the global document to meet the specific needs of the region. The Middle East Guide to CRM therefore includes sections on:

•CreatingawarenessofthebenefitsofCRM

•DescribingaMiddleEastCRMProcess,the evolution of CRM and guidelines for enhancing the relationship

•A‘tool-section’,e.g.methodology/ examples to conduct coordinated surveys to better align future plans, familiarisation programme, consultation processes, customer satisfaction, etc.

•LatestCANSOmethodologies, such as the Fitness Check

•ShowcasingMiddleEastbestpracticeexamples

•Templates

The Middle East Guide to Customer Relationship Management will be launched at the third MEAUSE Conference in Amman, Jordan on 15-16 July, which will be followed by a joint ‘CRM Seminar’ in Amman on 17 July.

All regional stakeholders are invited to attend these important events. Members of the MEAUSE initiative:

• IATA MENA• CANSO ME• CARC of Jordan• GACA of KSA• GCAA of UAE• Airways NZ• DFS Deutsche

Flugsicherung GmbH• NANSC of Egypt• Serco ME• Abu Dhabi Airport

Company (ADAD)• Dubai Airports• Jordanian Air Force• Emirates Airlines• Etihad• Royal Jordanian Airlines• Saudia Airlines• Air Arabia

• Airbus

Living the values of true CRM, the Guide includes input from all stakeholders, including the military. As Brigadier General Atta Al-Abaddi, Director of air operations of Royal Jordanian Air Force Amman, Jordan says: “the fundamental cornerstone of our success is our managemen attitude based on partnership and teamwork.

That’s why civil and military aviation leaders play such a key role in advancing the cooperation and developing regional strategies.”

Establish Customer Focus

Identifying Customer

requirements, needs and

expectations

Meeting Customer

requirements

Establishing excellent

relationships between ANSP and

the Customer

• Customer Focus in Corporate Vision and Strategy• Customer segmentation• Leadership Training• Define and implement CRM Process• Fam. Programmes

• Customised Surveys• Interviews• Joint workshops• Analyses surveys / develop and agree recommendations• Complaints Mgt.

• React timely to changing needs• Implement required changes• Customer satisfaction index

• Regular meetings• Exchange of best practice• Allign and harmonise plans• lmplement monitoring process


fEATURE

An Environmental Winner: Rome to Milan Shuttle Project

Air traffic management plays an important role in helping to reduce airline operating costs and mitigate aviation’s impact on the environment. ENAV S.p.A., the Italian air navigation service provider, has a long history of studying and developing solutions that contribute to the safety and efficiency of flight, through optimising air traffic management and reducing flight time. In early 2009 ENAV published its first “Flight Efficiency Plan” (ENAV FEP) drawing inspiration from international guidelines developed by CANSO, IATA and EUROCONTROL.

The plan aimed at meeting the needs of the international aviation community by streamlining ATM, through close collaboration between all relevant stakeholders.

The ENAV plan, which is published annually, has already improved the network and contributed to the reduction of greenhouse gas emissions.

Focusing on a City Pair

The air link between Rome Fiumicino and Milan Linate is one of the busiest city pair on the continent, with around 50 flights operating between the two airports every day.

This adds enormous pressure on an airspace that is already in high demand from other national and international flights at peak times. Recognising safety and operational constraints, the airspace along the route connecting the two airports underwent “flight level capping” - an ATFM procedure designed to ensure

a proper balance between available capacity in ATC sectors and high traffic demand.

A restricted area further complicated efforts towards efficient flight planning and as of 2008, the maximum flight levels available were FL240 northbound and FL290 southbound.

The demand for increased efficiency, combined with an increased awareness of environmental issues related to air traffic management, led ENAV to research and introduce

operational measures that would enhance the availability of higher flight levels and shorter paths on the route linking these two cities.

Immediate Impact

From July 2008 the implementation of such measures allowed the pilots of aircraft travelling between Linate and Fiumicino plan a shorter path and fly 2,000 ft higher than the maximum flight level in the past.

For aircraft arriving to Linate from Fiumicino, it was only possible to

ENAV S.p.A. is the first ANSP to win a CANSO Environment Workgroup Award for its collaborative approach.


increase the maximum flight level available at FL260, but nevertheless,over a period of one year, these changes helped prevent the emissions of approximately 2,000,000 kg of CO2.

Building on the success of these first results, ENAV went on to apply additional measures envisaged in the FEP within the airspace design and network availability domains.

These measures, which have been implemented over the past three years, have created the necessary conditions to allow for the further enhancement of the vertical profile of “shuttle” flights.

As a result of sector reconfiguration of the Rome and Milan ACCs, changes in the vertical limits of UQ704 and UQ703 routes and further elevation of flight level capping for the northbound routes on specific times and on weekends were made possible on a trial basis.

This trial was conducted in cooperation with the airlines, in order to assess capacity and workload while delivering significant environmental benefits.

An average of 35 flights have benefited from this new measure, each of them saving around 22kg of fuel.

The trial suggested that the change of time slots affected by the improvement has led to an increase in the time availability allowing further efficiency gains. This new improvement came into effect on 17 November 2011.

Later, in April 2012, as a result of the experience gained, it was possible

to completely remove the restriction contained in the Route Availability Document (RAD).

This also produced an additional benefit, as it is now possible to plan the higher route (at FL280) not only in specific time periods but all day long.

From a statistical point of view, the number of flights that can now schedule FL280 has nearly tripled, which can lead to major savings in fuel consumption and CO2 emissions.

From 2010, the procedures for the departing traffic from Fiumicino were reorganised, allowing shuttle flights to take advantage of shorter dedicated SIDs.

Achievement through collaboration

The project was such a success that it attracted international attention when it was presented to the CANSO Environment Workgroup.

Facing stiff competition from a number of other projects, ENAV was duly recognised for its collaborative efforts and became the first-ever recipient of the CANSO Environment Workgroup Award.

The Environment Award was introduced by to acknowledge an Environment Workgroup member organisation that may have collaborated across industry, academia and with communities to strive for an exceptional environmental improvement.

The award, which was donated by Hungarocontrol, takes the form of the Gömböc, a three-dimensional body of uniform material which only has one stable and one unstable point of equilibrium when placed on a flat surface.

The Gömböc was only discovered as the result of close collaboration between Hungarian mathematicians Professor Gábor Domokos and Péter Várkonyi.

It was therefore chosen as a symbol of exceptional achievement through collaboration.


The Netherlands Antilles Air Traffic Control (NAATC) was incorporated on February 9th 2005 and began its journey on 1 April 2006 with many daunting challenges, interesting developments and significant accomplishments.

On April 1st 2006, the NAATC started with just 3 employees. Three months later, the Air Traffic Controllers became part of the NAATC, and the workforce of the entity grew to 37. Today, the entity is an established ANSP with a total workforce of 78.

The NAATC has been aligning its activities with the evolving environment by making significant investments in Communication, Navigation and Surveillance equipment and in the latest technologies in the field of Aeronautical Information Provision.

In terms of Human Resources, the personnel received necessary training and with the Training Center in place, the NAATC invested in required equipment and has recruited and trained several students who are now licensed Air Traffic Controllers. The NAATC has also put a lot of emphasis on strong program control procedures to further institutionalise processes and has performed a thorough assessment of the processes in place to ensure safe and efficient operational practices.

Furthermore, the NAATC has continued to strengthen its cooperation and collaboration ties with local, regional and international organisations in the aviation industry to keep up with the changing developments and to establish a global platform with emphasis on the provision of

INSIDE CANSO

safe, efficient and cost effective Air Navigation Service.

In September 2010, The Netherlands Antilles, the Netherlands and Aruba signed a landmark agreement which completed the constitutional reform of the Netherlands Antilles.

On 10 October 2010, the Netherlands Antilles (consisted of Curaçao, Bonaire, the Dutch part of St. Martin, Saba and St. Eustatius) was dissolved.

The islands of Curaçao and St. Martin became separate autonomous countries within the Kingdom, whereas the BES-islands (Bonaire, St. Eustatius and Saba) were incorporated in the Netherlands as extraordinary municipalities. Prior to the constitutional reform, the Government of the Netherlands Antilles was 100% shareholder of the NAATC. The shares of the NAATC have been divided in accordance with the decision of the Council of Ministers under the legal successors of the Netherlands Antilles. Consequently, the NAATC has three shareholders.

They are the public entity of Curaçao, the public entity of St. Martin and the Netherlands. As of 10 October 2010,

the Netherlands laid down in the BES-legislation that the NAATC will continue to provide air traffic services for Bonaire (BES-island) on behalf of the Netherlands.

Another consequence of this constitutional reform is that the name of the NAATC (Netherlands Antilles Air Traffic Control) became obsolete.

After all necessary preparations, the NAATC has officially changed its company name into Dutch Caribbean Air Navigation Service Provider (DC-ANSP) on 23 May 2012, when the new articles of association were signed. The new company name and logo were unveiled on 31 May 2012 through an official ceremony.

DC-ANSP has also launched its brand new website, www.dc-ansp.org, which contains information about e.g. the company’s mission, services and traffic statistics.While the company name has changed, DC-ANSP will continue with its mission to:

•Investcontinuouslyinupgradingand development of its personnel;

•Createastableworkingenvironment where creativity and innovation is stimulated;

Focus on: Dutch Caribbean Air Navigation Service Provider (DC-ANSP)


•Keeptrackoftechnological developments;

• Investinnew,ifany,state-of-the-art equipment;

•Strengthennetworksand/or joint efforts on regional and international level.

DC-ANSP guarantees to all its stakeholders, locally, regionally and internationally, that it will continue to maintain high quality of safety and efficiency and continuously improve this along with service performance,

human resources and organisational development with the ultimate aim to transform ATM performance.

DC-ANSP will continue to do what it does best under its new name and logo…

DC ANSP is implementing a wide scale rebranding pprocess across its facilities.

•Keeptrackoftechnological developments;

• Investinnew,ifany,state-of-the-art equipment;

•Strengthennetworksand/or joint efforts on regional and international level.

DC-ANSP guarantees to all its stakeholders, locally, regionally and internationally, that it will continue to maintain high quality of safety and efficiency and continuously improve this along with service performance,

Throughout the years, the NAATC worked continuously on quality of safety, efficiency, service performance, human resources and organisational development. These are also the strategic objectives the entity has defined in order to realise its vision:

• To be the autonomous and professional air navigation service provider, which guarantees quality of safety and efficiency in the assigned airspace.


CANSO Members

Full Members – 73

•AeronauticalRadioofThailand(AEROTHAI)•AeroportosdeMoçambique•AirNavigationandWeatherServices,CAA(ANWS)•AirNavigationServicesoftheCzechRepublic(ANS

Czech Republic) •AirTraffic&NavigationServices(ATNS)•AirportsandAviationServicesLimited(AASL)•AirportsAuthorityofIndia(AAI)•AirservicesAustralia•AirwaysNewZealand•AngkasaPuraI•AustroControl•AvinorAS•AZANSAzerbaijan•Belgocontrol•BulgarianAirTrafficServicesAuthority(BULATSA)•CAAUganda•CivilAviationAuthorityofBangladesh(CAAB)•CivilAviationAuthorityofSingapore(CAAS)•CivilAviationRegulatoryCommission(CARC)•DepartmentofAirspaceControl(DECEA)•DepartmentofCivilAviation,RepublicofCyprus•DFSDeutscheFlugsicherungGmbH(DFS)•DirecciónGeneraldeControldeTránsitoAéreo

(DGCTA) •DSNAFrance•ENAVS.p.A:SocietàNazionaleperl’AssistenzaalVolo•EntidadPúblicaAeropuertosEspañolesy

Navegación Aérea (Aena) •EstonianAirNavigationServices(EANS)•FederalAviationAdministration(FAA)•FinaviaCorporation•GCAAUnitedArabEmirates•GeneralAuthorityofCivilAviation(GACA)•HellenicCivilAviationAuthority(HCAA)•HungaroControlPte.Ltd.Co.•IsraelAirportsAuthority(IAA)•IrishAviationAuthority(IAA)•ISAVIALtd•Kazaeronavigatsia•KenyaCivilAviationAuthority(KCAA)•LatvijasGaisaSatiksme(LGS)•LetovéprevádzkovéSlužbySlovenskejRepubliky,

Štátny Podnik •LuchtverkeersleidingNederland(LVNL)•LuxembourgANA•MaldivesAirportsCompanyLimited(MACL)•MaltaAirTrafficServices(MATS)•NATAAlbania•NationalAirportsCorporationLtd.•NationalAirNavigationServicesCompany(NANSC)•NATSUK

•NAVCANADA•NAVPortugal•Naviair•DutchCaribbeanAirNavigationServiceProvider

(DC-ANSP) •NigerianAirspaceManagementAgency(NAMA)•Officedel’AviationCivileetdesAeroports(OACA)•ORONAVIGACIJA,Lithuania•PNGAirServicesLimited(PNGASL)•PolishAirNavigationServicesAgency(PANSA)•PrishtinaInternationalAirportJSC•PTAngkasaPuraII(Persero)•ROMATSA•SakaeronavigatsiaLtd•S.E.MoldATSA•SENEAM•SerbiaandMontenegroAirTrafficServicesAgency

(SMATSA) •Serco•skyguide•SloveniaControl•StateAirportsAuthority&ANSP(DHMI)•StateATMCorporation•TanzaniaCivilAviationAuthority•TheLFVGroup•UkrainianAirTrafficServiceEnterprise(UkSATSE)•U.S.DoDPolicyBoardonFederalAviation

Gold Associate Members – 13

•AbuDhabiAirportsCompany•AirbusProSky•Boeing•BTPlc•FREQUENTISAG•GroupEADEuropeS.L.•ITTExelis•LockheedMartin•MetronAviation•Raytheon•SELEXSistemiIntegratiS.p.A.•TelephonicsCorporation,ESD•Thales

Silver Associate Members – 61

•AdacelInc.•ARINC•ATCA–Japan•ATECHNegóciosemTecnologiaS/A•AviationAdvocacySarl•AvibitDataProcessingGmbH•AvitechAG•AZIMUTJSC•BarcoOrthogonGmbH

•BoozAllenHamilton,Inc.•Brüel&KjaerEMS•ComsoftGmbH•AbuDhabiDepartmentofTransport•DubaiAirports•EADSCassidian•EIZOTechnologiesGmbH•EuropeanSatelliteServicesProvider(ESSPSAS)•Emirates•EntryPointNorth•EraCorporation•EtihadAirways•FokkerServicesB.V.•GEAviation’sPBNServices•Guntermann&DrunckGmbH•HarrisCorporation•Helios•HITTTraffic•HoneywellInternationalInc./Aerospace•IDS–IngegneriaDeiSistemiS.p.A.•IndraNaviaAS•IndraSistemas•INECO•InmarsatGlobalLimited•IntegraA/S•IntelcanTechnosystemsInc.•InternationalAeronavigationSystems(IANS)•IridiumCommunicationsInc.•Jeppesen•LAICAktiengesellschaft•LEMZR&PCorporation•LFVAviationConsultingAB•MicroNavLtd•TheMITRECorporation–CAASD•MovingDot•NewMexicoStateUniversityPhysicalScienceLab•NLR•NorthropGrumman•NTTDataCorporation•ProjectBoost•Quintiq•RockwellCollins,Inc.•Rohde&SchwarzGmbH&Co.KG•SaabAB•SaabSensisCorporation•SaudiArabianAirlines•SENASA•SITA•STR-SpeechTechLtd.•TetraTechAMT•WashingtonConsultingGroup•WIDE

Light area illustrates airspace controlled by CANSO members

CANSO – The Civil Air Navigation ServicesOrganisation – is the global voice of thecompanies that provide air traffic control, and represents the interests of Air Navigation Services Providers worldwide.

CANSO members are responsiblefor supporting over 85% of world airtraffic, and through our Workgroups,members share information and developnew policies, with the ultimate aim ofimproving air navigation services onthe ground and in the air. CANSO alsorepresents its members’ views in majorregulatory and industry forums, including at ICAO, where we have official Observer status.

For more information on joining CANSO,visit www.canso.org/joiningcanso.


ATM. Better decisions deliver better outcomes.

Safer skies?Increasing air traffic efficiencymakes new solutions essential

Long-termsupport?Offering a complete rangeof extended services

Cyber security?Ensuring data integrity protectionagainst cyber threats is vital

Optimising controller workloads?Providing integrated technology enablescontrollers to focus on their primary roles

Greener ATM?Optimising flight profiles with reducedholding patterns, cuts carbon emissionand fuel consumption

Growing aircraft numbers make Air Traffic Management morecomplex. Thales TopSky-ATM Solutions help to make the skiessafer, greener and more efficient. Our industry-leading initiatives,components, systems and services are integral to the SESARprogramme in Europe and NextGen in the US. Thales is trusted

by key ATM decision makers across 180 nations and an impressive 2 out ofevery 3 planes around the world land and take-off with the help of Thales.

To learn more about our TopSky-ATM Solutions, scan the QR code or visit thalesgroup.com

C30440.004_Thales_CANSOdir_2012_297x210_v1_ATM 15/02/2012 14:25 Page 1

tomorrow’s sky,today.

www.metronaviation.com | www.quovadisway.com | www.atrics.com

imagine the future of ATM

fewer delays,better performance,

lower emissions.

www.AirbusProSky.com

Airbus ProSky is committed to shaping the

future of global Air Traffic Management,

working side-by-side with ANSPs, airports

and airlines to build a truly collaborative

system with greater capacity, efficiency and

sustainability for all stakeholders. Together,

with our portfolio of intelligent ATM solutions,

air traffic flow management, performance-

based navigation, surface management and

groundbreaking research and development

capabilities, that future begins today.

Airbus-ProSky-1-Pager-Ad-Final-A4.indd 1 1/26/12 10:11 AM

airspace 17

Documents

copyright canso

opinions of canso

asiapacific atm

marketing atm

latest atm news

atm summit agm

canso members head

strong supporter of