airspace 8

AIRSPACE QUARTER 1 2010 1

journal of the civil air navigation services organisation ISSUE 08 QUARTER 1 2010

WAYPOINT 2013CANSO Faces the Future

CANSO SSC – Setting the safety agenda

PLUS: Is Europe ready for SESAR? What next for the Environment after Copenhagen? Air Chief Marshal Somchai Thean-anant, and news and comment from the world of ATM.

The ADS-B revolution:Hank Krakowski’s Letter from AmericaWide Area Multilateration in Canada

“Let me be candid”: Tim Clark, Emirates President, on what his airline needs from Air Traffic Management


CONTENTS

civil air navigation services organisation

Airspace No. 8ISSN number 1877 2196Published by CANSO, the Civil Air Navigation Services Organisation

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© Copyright CANSO 2010

COMMENT

5 EDITOR’S NOTE CANSO heads for ‘Waypoint 2013’.

8 THE CEO COLUMN Air Chief Marshal Somchai Thean-anant – AEROTHAI, Achieving Continuous Improvement.

9 THE CANSO COLUMN Howard Goldberg – The Future of Global Benchmarking.

10-11 LETTER FROM AMERICA Hank Krakowski – NextGen is no longer just a promise – it’s happening now.

ATM NEWS

6-7 THE LATEST INFORMATION ON CANSO’s Waypoint 2013 Proposals, the CANSO Middle East Declaration and its

implications for ATM in the region, and moves by ICAO to strengthen aviation’s environmental commitments.

FEATURES

12-14 CANSO SAFETY STANDING COMMITTEE: SETTING THE STRATEGIC AGENDA Safety experts increasingly agree that new approaches are needed to deliver improved

safety against a backdrop of competing ATM priorities.

22-23 CANSO STRATEGIC REVIEW – TOWARDS ‘WAYPOINT 2013’ A look at some of the key components of the Waypoint 2013 strategy, designed to take

the Association forward for the next three years and beyond.

AIRSPACE PEOPLE

16-18 TIM CLARK The President of Emirates Airline on capacity constraints, ATM coordination,

technological change, ANSP reform, and quick wins for CANSO in the Middle East.

26-27 TIM REES AND PHIL STOLLERY – ENVIRONMENT VIRTUAL ROUND TABLE CANSO’s new environment manager and the Chairman of its Global Environment

Committee discuss the aftermath of Copenhagen and the future of CANSO’s environment work.

TECHNOLOGY & OPERATIONS

20-21 SES II – IS EUROPE READY FOR THE DEPLOYMENT PHASE OF SESAR? With the European Commission turning from definition and development to

deployment and implementation of SESAR, the focus in increasingly on whether the political reality of SES II is ready for the implications of the project.

24-25 WAM VS SSR: THE BENEFITS OF WIDE AREA MULTILATERATION As ANSPs begin investing in a new generation of surveillance equipment, attention is

falling on alternatives to the classic Secondary Surveillance Radar solution.

28-29 FOCUS ON….RAISING ATM PERFORMANCE IN THE MIDDLE EAST The CANSO Middle East High Level Meeting and ANSP Conference, held in Dubai, March, saw a number of significant developments for ATM in the region.

INSIDE CANSO


EDITOR’S NOTE

Another year, and another edition of Airspace. This is the beginning of the

magazine’s third year of publication, and I think it has established itself as a key

element in CANSO’s communications reach, bringing the message of ATM

transformation to a wide audience. Essentially, Airspace’s mission is for the

aviation world to understand how ANSPs are leading or reacting to the changes

in our industry, and how CANSO is helping them to do so.

And it is CANSO’s role that is in the spotlight in this edition. As we reported

in the last issue of Airspace, CANSO’s policy and structural review has been

gathering pace since last June, and much of the strategic framework, under

the name ‘Waypoint 2013’ is now in place. As Airspace was going to press, the

programme for the March CEO Conference was being finalised, an event which

will focus exclusively on ‘Waypoint 2013’. CEOs and their senior management

will be debating the key elements of CANSO’s work programme for the next

three years – a period in which CANSO must move from being not just ‘the

Global Voice of ATM’ to an organisation capable of ‘Transforming Global

ATM Performance’.

So in this issue, we preview some of Graham Lake’s presentation to the CEOs

in March, and we look at some of the preparations for Waypoint 2013 underway

in the Safety Standing Committee, as well as future developments in such areas

as Global Benchmarking, the Environment, and the Middle East region. This all

forms a backdrop to the detail being put together between now and June, when

the Waypoint 2013 strategy will be formally put to the CANSO Membership

for approval.

It’s a tremendously exciting time for the industry, and at CANSO we want to

harness that energy to drive real performance transformation in the coming years.

If you are at ATC Global this year, please come and visit us at Stand D400 to hear

more about our plans. We look forward to seeing you.

Chris Goater

6 QUARTER 1 2010 AIRSPACE

ATM NEWS CANSO news

CANSO CEOs DEBATE FUTURE STRATEGYAs Airspace went to print, final touches were being made to the ‘Waypoint 2013’ proposals being put to senior CANSO leaders at the March CEO Conference. ‘Waypoint 2013’ is the successor programme to ‘Imagine 2010’, which will produce its final reports in June. “Waypoint 2013 marks the next stage in CANSO’s evolution” explained CANSO Director General Graham Lake. “It’s the start of our aim to be ‘transforming global ATM performance’, and it will focus our efforts on implementation, collaboration, and communication.”

The CANSO ‘Imagine 2010’ programme was unanimously agreed by the membership at an Extraordinary General Meeting in March 2008, but Lake is clear that there are differences between the two strategies. “Imagine 2010 involved a re-shaping of the organisation, whereas Waypoint 2013 is more about evolution than revolution. The structure of the Association will remain the same, and have the same ends: we pride ourselves on being the Global Voice of ATM, and we can only justify that tag by continuing to build strong regional programmes and increase our membership. In these tough economic times we recognise that there is no question of increasing member fees to achieve our plans – instead, we will look to raise commercial revenue and deliver more through leveraging partnerships, attracting international development funds, and inviting the aviation industry to send us their best and brightest to work with us.”

The Waypoint 2013 strategy also outlines a number of new projects, including training and implementation, and operational efficiency (see article on page 22) which will help CANSO to realise its aim of ‘transforming global ATM performance.

The CANSO Executive Committee strategy meeting in January took crucial decisions on CANSO’s future direction.

The Middle East Declaration is available to view at www.canso.org/middleeast

MIDDLE EAST DECLARATION MARKS TURNING POINT FOR ATM IN THE REGION

CANSO’s second Middle East Conference, held in Dubai, January, marked a turning point for ATM in the region. The ‘Middle East Declaration’released by a range of ANSPs and industry stakeholders, specificallyendorsed CANSO’s REDSEA vision and the pillars and work programmedesigned to support it (see story on page 28 for more details).

The Declaration (left) attracted considerable media interest in theregion. A press conference attended by CANSO Chairman Ashley Smout,Director General Graham Lake, GACA Saudi Arabia President and MiddleEast CANSO CEO Committee Chairman H.E. Abdullah Al-Rehaimi, and Captain Alan Stealey of Emirates Airline, confirmed that the REDSEA vision would be crucial in tackling ATM challenges in the region.

“The Middle East Declaration reinforces the will of all the aviationsectors in the region to deliver improved air navigation services,”commented His Excellency, while Captain Stealey said, “We are pleasedthat the ANSPs have demonstrated this collective leadership to workcooperatively for the benefit of all.”

The March CANSO CEO Conference will give senior ATM leaders a change to debate the Waypoint 2013 proposals.


Environment

AVIATION ENVIRONMENT PLANS UNAFFECTED BY COPENHAGEN

In the aftermath of the COP15 talks in Copenhagen, which were criticised for not delivering a binding treaty on greenhouse gas reductions, the global aviation community has re-emphasised its commitment to reducing emissions.

In addition to the industry’s own target of reducing emissions to 50% of 2005 levels by 2050, in February ICAO’s CAEP (Committee on Aviation Environmental Protection) announced its own package of targets, including a timetable for the development of a CO2 Standard for commercial aircraft by 2013, a milestone that would establish the first global fuel-efficiency standard for any industry sector. Other elements of the agreement included a 2% annual improvement in fuel efficiency globally until the year 2050; a framework for market-based measures in international aviation; measures to assist developing States and to facilitate access to financial resources, technology transfer and capacity-building; and the development and implementation of alternative fuels for aviation worldwide,

which could lead to aviation being the first sector to use sustainable alternative fuels on a global basis.

CANSO’s representative at CAEP, Ian Jopson, argues that the Copenhagen difficulties are a “fabulous opportunity” for ICAO. “ICAO has a chance to show that it can mobilise political will, and deliver a programme of work to reduce aviation’s impacts on global climate,” he says. “Over the next three years CAEP will seek to identify long term operational goals for the global ATM system and ways of tracking progress towards those goals. The environmental experts within the CANSO membership will be at the heart of that process, making sure that ATM can play its part the sustainable development of the industry. But importantly too, CANSO’s participation at CAEP will ensure that future environmental performance expectations are challenging but importantly, achievable.”

For more on ATM and environment see the ‘Virtual Roundtable Interview’ on page 26.

COMMENT

The CEO ColumnAchieving Continuous Improvement

Air Chief Marshal Somchai Thean-anant AEROTHAI President At the 2009 Asia-Pacific ANSP Conference in Singapore I shared my views with CANSO members and fellow ANSPs that AEROTHAI, like other organisations, has faced many challenges in recent years. Internal political turmoil, the world economic crisis, and the H1N1 epidemic have had tremendous impact resulting in a decline in our aviation industry.

Despite these hardships, AEROTHAI continues to strive to deliver the optimum level of service and the highest standards of safety, and work on ways to achieve greater savings. Now that we are aware of the relationship between the aviation industry and the environment, and the commitment to reduce CO2 emissions, there are even more factors to consider. I would argue that working together is the best way to cope with all the challenges we are facing today, and the three key words for all aviation stakeholders in this situation are collaboration, coordination and cooperation.

In 2009, we initiated the ‘Seamless ASEAN Sky’ concept as a sub-regional cooperation project, which will improve the present traffic flow and allow more airspace capacity for future traffic in the region. The project is designed to achieve not only bilateral and multilateral cooperation but also operational implementation among ASEAN countries, who are our highly valued neighbours. The goal is for all of us to convert the economic crisis into an opportunity to work together.

Furthermore, we have implemented a Performance Based Navigation (PBN) system at Suvarnabhumi Airport, resulting in increased precision of flights, maximising the efficient use of airspace, and reducing delays. The benefits of the transition to PBN for the airlines also include a reduction in fuel costs and CO2 emissions. The next step is for us to work more closely with the Meteorology Department to do more to help airlines deal with weather changes resulting from global warming.

It has always been my vision to lead AEROTHAI forward through “Benchmarking and Partnering for Success.” In respect of Benchmarking, AEROTHAI has advanced our participation in the CANSO Global Benchmarking Workgroup by reviewing data collection process and started participation in the quality of service benchmarking process. In addition, we have also reviewed our internal process for using benchmarking results to enhance our operations. It is my hope that ANSP operations enhancement based on benchmarking results will contribute to harmonised quality of service among ANSPs. This in turn will enable enhanced ‘Partnering for Success’.

Under the theme ‘Partnering for Success’, AEROTHAI has signed a number of Memorandum of Cooperation and Business Agreements with ANSPs in the region, such as the Air Transportation Office (ATO) of the Philippines, the Civil Aviation Authority of Nepal and the Department of Civil Aviation of Bhutan, while discussing the scope of cooperation with Airservices Australia, Japan Civil Aviation Bureau and the FAA, who are our long time friends.

In a few years from now, AEROTHAI is expected to have a new Air Traffic Management Centre in operation, with state-of-the-art technology. We have proposed to the Government an Infrastructure Improvement Project that would be harmonised with our neighbours and bring about the seamless service provision in the region. The hosting of numerous ICAO and CANSO meetings this year, including the CANSO AGM in 2011 will support the regional collaboration in the CNS/MET/ATM systems, which bring about mutual success and sustainable growth.

Internally, we are now promoting a corporate culture of being ‘SMART’ which stands for Safety, Morality, Accountability, Recognition and Teamwork. This will ensure that both our old and new generations of people share the same corporate values that will keep AEROTHAI in a loop of continuous improvement.


COMMENT

The Future of Global Benchmarking

With the release of the Global Benchmarking Fifth report in December 2009, CANSO is marking a transition to a new phase in its collection and communication of ANSP data. The new Chairman of the Global Benchmarking Workgroup, Howard Goldberg of NAVCANADA, explains how future reports will be different.

CANSO’s Global Benchmarking Report is a key output of the Organisation and I am proud to have been elected Chairman of the Workgroup responsible for putting it together. Work of

this kind is the most obvious ‘added value’ of an Association; bringing together numerous members to compare and contrast their data, providing us with a view of the performance of the whole industry, across the world.

Over the years the Report has grown in size as the number of participants and the range of data has increased. But one aspect has remained constant – the current Report is for contributors’ eyes only. This has been a necessary step, giving confidence to ANSPs that the CANSO process dealt fairly with their information. Outside of Europe, where ANSPs have been reporting data though the Eurocontrol PRU, many ANSPs were at a stage where they were not comfortable reporting of performance data in a public way. Additionally, the CANSO Global Benchmarking Report has the issue that it allows direct comparison between ANSPs.

But CANSO has always recognised that keeping the Benchmarking Report confidential is the least best option. Ideally, we want to be able to use the data in a public forum, to show that as an industry we are proud of the work we have done. ANSPs can point to continued, sustained improvement across a range of cost effectiveness and productivity metrics, and as an industry we have reached a stage of maturity where it is appropriate to increase the transparency of our performance.

The GBWG now has more than 10 members from outside Europe, which is significant. With each new participant, the range of our knowledge of global ANSP performance increases, examples of best practice multiply, and more information becomes potentially available to our customers. But the Report is always careful to put ANSP data in context; it is not a ‘dashboard’. We always ensure the correct analysis of the information is in place so that readers will not misinterpret the narrative or the lessons to be drawn.

So my hope is that the next Global Benchmarking Report – the sixth – will be a public document. We will also shorten it to make it more accessible, and it will be designed to sit alongside data which will be published by our Safety and Environment groups, so that all ATM stakeholders will gain a full understanding of Air Traffic Management performance.

The executive summary of the ‘deidentified’ version of the Fifth Report is available at www.canso.org. For more information on joining the GBWG please contact the CANSO Secretariat.

The CANSO ColumnHoward Goldberg


COMMENT

The promised transformation of aviation in the United States through the Next Generation Air Transportation System is no longer just a promise – it’s happening now. NextGen produced exciting results in a number of areas last year, and the Federal Aviation Administration intends to build on that momentum in 2010.

In tandem with the broader aviation community, the FAA is developing and aggressively deploying 21st century technologies and techniques to make transportation more convenient and dependable while ensuring flights are as safe, secure and hassle-free as possible. The result will be nothing less than a dramatic change in communications, navigation, surveillance and air traffic management services in the United States that will complement similar efforts now under way internationally.

A notable example of the impact of NextGen technology was the successful deployment in December of a new satellite-based aircraft tracking system in the Gulf of Mexico, where aircraft have no radar coverage. Before Automatic Dependent Surveillance – Broadcast (ADS-B) began operating, helicopters flying to and from oil platforms in the Gulf of Mexico were isolated in 400-square-mile safety buffers and commercial flights high above them had to be 100 miles

away from one another. Now, controllers at Houston Center in Texas use ADS-B to track air traffic more precisely, while allowing suitably equipped aircraft to be separated safely at a new standard distance of five miles.

Air traffic controllers also are using ADS-B in Louisville, Kentucky, and the technology soon will be available in Juneau, Alaska, and Philadelphia, providing pilots of properly equipped aircraft access to unprecedented traffic and weather information. ADS-B will be rolled out nationwide by 2013.

Last year, we published nearly 200 Area Navigation and Required Navigation Performance procedures and routes intended to reduce delays, fuel use and emissions. We also published more than 500 Localiser Performance with Vertical guidance procedures that provide precision runway approaches without the need for ground-based navigation at smaller airports.

In addition, we demonstrated that surface surveillance and data-sharing technologies and procedures can improve taxi-out time, and that oceanic trajectory optimisation and customised arrival procedures can yield reductions in time, fuel, carbon and noise.

This year, our commitment to delivering these kinds of enhanced capabilities has only grown stronger.

A significant development last year was the report issued in September by the RTCA NextGen Mid-Term Implementation Task Force, a 300-member group created to achieve consensus on NextGen operational improvements between now and 2018. The task force included representatives from commercial airlines, general aviation, the military, manufacturers and airports.

The task force’s findings supported the FAA’s incremental approach to NextGen development and deployment, and reiterated the need to maximise the benefits that can be achieved today — capitalising on the capabilities already available on many aircraft — while continuing to strengthen longer-term capabilities.

This January, the FAA issued an action plan detailing how we intend to implement the task force’s recommendations. Our response also will be incorporated in the 2010 NextGen Implementation Plan and we will build on the collaborative atmosphere established by the task force to maintain transparency and accountability with all our stakeholders.

Letter from AmericaHank Krakowski, Chief Operating Officer, FAA ATO


Of course, the impact of new aviation technology and procedures reaches far beyond America’s borders. That is why the FAA is committed to international harmonisation of NextGen technologies, procedures and standards through continuing collaboration with international aviation organisations such as CANSO, EUROCONTROL and the International Civil Aviation Organization.

Indeed, the FAA and the SESAR (Single European Sky Air Traffic Management Research) Joint Undertaking are collaborating to link SESAR and NextGen so that aircraft operating globally are equipped with technology that can function in both the United States and Europe to produce maximum operational benefits.

The FAA also is a key player in two international partnerships that are using data communications capabilities and other techniques to reduce fuel consumption and emissions during transoceanic flights. Although the Atlantic Interoperability Initiative to Reduce Emissions (AIRE) and the Asia and Pacific Initiative to Reduce Emissions (ASPIRE) are continuing to conduct operational demonstrations with European and Pacific Rim operators and air traffic service providers, many aspects are operational.

In the coming year, we will expand on those initiatives as we continue to streamline the overall development and introduction of new technology, procedures and equipage. The RTCA task force’s report made it clear that the U.S. aviation community is committed to moving forward together with the FAA to fully realise the benefits of the Next Generation Air Transportation System. The FAA’s collaboration with our international partners is an important part of that effort.

I invite you to learn more about NextGen’s progress by viewing the FAA’s Response to Recommendations of the RTCA NextGen Mid-Term Term Implementation Task Force online at www.faa.gov/nextgen. The full 2010 NextGen Implementation Plan also will be available online after its expected release later this month.


Investment in ADS-B in the Gulf of Mexico has enabled separation distances to be brought down from 100 miles to just five miles.


FEATURE

In many respects, this shift is an acknowledgment of the success of ANSPs in handling safety issues. Safety is never taken for granted, but it is understood that the procedures and technology in place are effective, and the public certainly seem to be happy with the safety of air traffic control, at least in most of the developed world.

As ANSPs have matured, the quest to continually improve safety now has to be considered alongside the need to tackle capacity restraints, reduce emissions, increase efficiency and prevent delays, all against a background of continuing technological, institutional and political upheaval. These additional priorities challenge ANSPs to ensure that the system’s hard-won reliability is not undermined. In addition, airlines, particularly in a period when they are suffering heavy financial losses, are reluctant to pay for further investment without being sure of the business case. Finally, safety experts increasingly agree that traditional approaches to improving safety are coming up against the law of diminishing returns, so more innovative methods need to be found.

CANSO is in the forefront of developing solutions to these challenges, through its Safety Standing Committee (SSC). The Committee, which consists of Safety leaders from ANSPs and invited participants, meets annually for a week-

Safety is always the first priority of an ANSP, but increasingly there has been a shift in recent years away from safety as the sole concern of an ANSP. Airlines are focusing more on efficiency – both on the ground and in the air – and even safety itself is coming under the scrutiny of cost/benefit analysis.

CANSO Safety Standing Committee– setting the strategic safety agenda to 2013 and beyond

long seminar, as well as organising smaller workshops and contributing to other CANSO events. Brendan Booth is CANSO’s Safety Manager, seconded on a 50% basis by NATS:

Safety experts increasingly agree that traditional approaches to improving safety are coming up against the law of diminishing returns

“The CANSO SSC is a forum for safety experts to tackle problems in a collective, cooperative way” he says. “Our aim is to identify and reduce risks to the safe operation of the aviation system.” For the last three years, the CANSO Safety programme has been part of the Organisation’s ‘Imagine 2010’ strategy, and it has focused on delivering results in areas such as Safety Management and harmonised

metrics. Now CANSO is developing a new strategy and work programme to take the association through to 2013 and beyond, and Safety will be a key component of that.

“As a group we are defining the best way to build on the successes of the Imagine 2010 Safety goals” says Gretchen Burrett, the current Chair of the SSC who steps down at the end of March to take up a position with the UK CAA. “We certainly made some progress, particularly on Safety Management Systems, Unstabilised Approaches, and on Safety Information Exchange (see side bar p.13) but we need to take it further. It is increasingly clear that the best way to improve levels of safety will be to encourage benchmarking and comparison across our industry, and CANSO is the obvious forum to do that.

Gretchen Burrett: “It is increasingly clear that the best way to improve levels of safety will be to encourage benchmarking.”

For example, we need to take the work that has been done on metrics and apply that in a consistent way, across issues that really affect our customers, like runway excursion and controlled flight into terrain.”

The greater involvement of industry partners will also be a key change in the approach of the SSC over the next few years, comments Booth. “Previously you could say that ANSPs have had a slightly insular approach to safety. Probably rightly, they felt that they needed to set up systems and procedures free from diverse inputs from stakeholders. But now, we accept this approach needs to evolve. We are faced with a new set of parameters which requires a more collaborative outlook and which recognises the interdependencies of what we do. We need the airlines to understand the rationale behind any changes – especially if they have implications for capacity, punctuality, and airspace efficiency. For our part, we understand the increasing need for Safety to work alongside these priorities, not see itself as somehow above these issues.” But the key thrust of the new strategic goals for Safety will be continuity and evolution. For example the group is expected to continue developing the Safety Management System Standard of Excellence (see Airspace No.6, Q3 2009) strengthening it with a guidance and implementation programme, and a metric

Brendan Booth: “We are faced with a new set of parameters which requires a more collaborative outlook and recognises interdependencies.”


Imagine 2010 acheivements, 2009 seminar in Poland

In September 2009 the CANSO Safety Standing Committee met for its annual Seminar, hosted by PANSA, the Polish ANSP. The event was an opportunity to celebrate the achievements of the past Imagine 2010 programme, such as the Safety Management Systems ‘Standard of Excellence’, guidance material on unstabilised approaches, and the further development of the SIEP (Safety Information Exchange Programme) which has grown to 37 members. The first metrics on Runway Safety have also been developed. But the group also acknowledged that it was nearing the end of the Imagine 2010 programme, and that it was time to look forward to the next set of strategic waypoints. These deliberations were greatly assisted by the input by representatives from IATA, ICAO, ACI and IFATCA. The group agreed that the principles of greater openness and collaboration were vitally important, and that future Seminars would see more invitations and participation by airspace users and regulatory bodies.

to support the five-stage maturity pathway outlined in the Standard.

Hand in hand with the new strategic Safety goals and the stronger collaborative approach will be a greater focus on regional implementation. As a global organisation, CANSO has a tremendous reach into some of the fastest-growing aviation regions in the world, where all the interdependent issues are at their most acute. “Our regional work programmes in Europe, Asia-Pacific and the Middle East already have their own distinct objectives and way of working, and ultimately I expect we will see similar outreach in Africa and Latin America as well” says Booth. “CANSO is always sensitive to local cultural differences. We know that we are all working towards the same goals, but the journeys we make to get there will take us all along different paths.” In Europe, for example, EASA is taking the lead in aviation safety, marking a shift in the balance away from national regulators. A massive process of uniting European safety regulations under one roof is occupying ANSP thoughts in the region. In Asia-Pacific, the priorities are different, as was recently debated at the CANSO Asia-Pacific Safety Seminar in Singapore (see box p.14).

Greater involvement of industry partners will be a key change in the approach of the SSC over the next few years

In the Middle East, CANSO’s newest regional work programme has just got underway. Following a successful meeting in January, safety experts from Middle East ANSPs and industry stakeholders agreed to work towards SMS Implementation (in line with ICAO

Delegates at the 2009 SSC Annual Seminar debated Imagine 2010 achievements and next steps

FEATURE


Tackling Runway Excursion

Through CANSO’s engagement with industry partners and stakeholders, such as the IATA Safety Group, the SSC has identified Runway Excursion as a key risk factor for airlines. The group will therefore concentrate on this issue over the coming years – but how will CANSO make a difference? Hank Krakowski, COO of the FAA ATO and CANSO Executive Committee Champion for Safety, explains how the process will work:

“Tackling runway excursion is a great example of how the full range of the CANSO SSC work programmes will work together to make a significant difference. Our teams looking at metrics will expand on the work already underway to come up with a harmonised set of runway excursion metrics which are applicable across the world. Over time CANSO members will progressively benchmark themselves against these metrics so that ANSPs and their customers will be able to identify key causal trends that can be jointly tackled around the world.

Building on the work undertaken as part of the ‘Safety Management Systems Implementation Guide’ a set of requirements will be drawn up to represent and codify best practice in preventing Runway Excursion. CANSO Members will be encouraged to adopt these measures, adapting them where appropriate to local conditions.

A training course may well be created which will have the CANSO seal of approval and be made available to professional training academies – ANSPs whose safety managers successfully complete the course and implement the correct procedures will be officially certified as having adopted a ‘Standard of Excellence’ in preventing runway excursions. Airlines can then be confident that the ANSP has raised its performance in this area, to a level they are comfortable with.

requirements) as well as actively supporting operational performance improvements such as reduced separation in procedural airspace, and increased civil-military cooperation.

A final crucial element of the CANSO Safety work going forward will be the development of new policies on Just Culture. The spread of more aggressive litigation on safety issues has the potential to damage the principles of Just Culture – whereby mistakes are reported in an open, non-prejudiced manner – which have been carefully established over time. CANSO will be working closely with staff associations such as IFATCA, with our industry partners and customers, and with comparable sectors such as medical practitioners, to encourage and entrench just culture principals. As a first step, CANSO will be submitting a paper on Just Culture principles to the ICAO High Level Safety Meeting at the end of March. “Working with industry partners is all about recognising the interdependent nature of the ANS system,” comments Booth. “It is clear that collaboration, harmonisation and convergence is the long term vision and we are excited about setting ourselves along the way with our Waypoints to 2013.”

Regional Approaches, Europe, Asia Pacific and the Middle East

CANSO is careful to refrain from imposing a ‘one size fits all’ structure on its regional operations and this is seen most clearly in its responses to ATM Safety challenges in Europe and the Asia-Pacific. In Europe EASA (European Aviation Safety Agency) is in the process of taking full control of aviation safety regulations in EU member states. It is amalgamating accumulated safety regulations and law from over 30 countries and through CANSO, ANSPs are heavily represented on the rulemaking groups – for example NATS is contributing the equivalent of one FTE through till June. The CANSO representatives meet prior to the key discussions to align positions, which places a further burden on time and resources.

By contrast, collective action on ATM safety is a new process in the Asia- Pacific. The first meeting of Safety Directors in the region took place under the CANSO banner in Singapore in November 2009. It is expected that such meetings will become more frequent as the confidence of the new group increases, and the pressures of

increasing air traffic encourage a more strategic approach to ANS in the area. Stephen Angus of Airservices Australia, who will take over as Chairman of the SSC in April, believes that Asia-Pacific ANSPs are on the verge of a breakthrough in regional cooperation. “The November Seminar was a significant success,” he comments. “And the regional Safety Directors have agreed to meet again in April. The group is working on sharing SMS implementation and safety culture case studies. The ANSP Conference in Thailand in April will be an excellent opportunity to generate further momentum for this group.”

In the Middle East, CANSO’s newest regional work programme has just got underway. Following a successful meeting in January, safety experts from Middle East ANSPs and industry stakeholders agreed to work towards SMS Implementation (in line with ICAO requirements) as well as actively supporting operational performance improvements such as reduced separation in procedural airspace, and increased civil-military cooperation.

Boardroom View Tim Clark

Emirates is increasing its capacity substantially in the coming years as it seeks to serve passenger demand through its Dubai hub. What implications does this have for Air Traffic Management in the Middle East, and what are your main priorities for an improved ATM service across the region as a whole?

Emirates enjoyed capacity increases of 14% for 2009/10, whilst Dubai airport passenger numbers continue to grow with 40.9 million travellers handled in 2009. The Middle East witnessed overall passenger growth of 11.2% in 2009. Unless there is an urgent review and overhaul of the Air Traffic Management in the region the growth of Emirates and other Middle East carriers will be restricted by the airspace.

One of my main priorities would be the implementation across the region of the flexible use of airspace concept which requires the coordination between all States, their ATC provider and their military. This is not a new concept and has proved very successful in other areas of the world.

With the in-flight entertainment on all seatbacks and the Airshow allowing passengers to see the route the aircraft fly how do you explain to a passenger

that to get to West Africa or South America first you fly nearly 300nm north before turning west? Opening up military airspace, even at certain times of the day or at certain flight levels would provide more efficiency. That will require better coordination, collaboration and sharing of data, (radar, ADS-B, or other data) between the respective ANSPs and the States.

We are already seeing flow control measures being used by a number of ANSPs to protect over capacity in their airspace and sectors. Flow control measures should be a very last resort and only used when all other options have been exhausted. If you look at an aeronautical chart of the Middle East you will see that much of the available airspace is military and restricted. The airway structure is channelled into small areas creating capacity issues and hotspots.

Other considerations would be better communications and surveillance in areas such as the Saudi Arabian Empty Quarter, in Iraq, Syria and other areas where procedural separation is used. ADS-B or ADS-C could provide the means to increase capacity. We also require the ANSPs to adapt and use aircraft automation available to ensure a safe and efficient airspace.

How well would you say the Middle Eastern ANSPs are planning for future growth and what steps do they need to take to improve cooperation?

It is difficult to say how Middle East ANSPs are planning for future growth as there is no transparency of their plans, nor is there any measureable collaboration with the users.

As an airline we realise that our customer has a choice. If we do not provide the service they require then they will choose another airline. However we as an airline do not always have a choice in the route or the ATC provider.

We use a sophisticated flight planning system to optimise the routes we fly and the final choice is governed by overflight costs, fuel costs and the requirement to meet the schedule. Many countries of the world have large FIRs which cannot be avoided but the fixed airway structure means that we are very limited in the track over the ground that we can fly.

I would like to see more consultation between all users of the airspace and the ATC providers. This is not new and many ANSPs already consult their users on all aspects of their service,

AIRSPACE PEOPLE

Tim Clark is the President, previously Chief Director, of Emirates Airline which now serves over 101 cities in 62 countries with a fleet of 142 wide bodied aircraft. As a result of Emirates’ acquisition of a major stake in SriLankan Airlines he also served as Managing Director of that airline, between April 1998 and March 2008. Mr. Clark is Chairman of the Emirates Airline Foundation which he was instrumental in founding. The Foundation strives to improve the welfare of disadvantaged children of the world. Mr. Clark is an Economics graduate from London University and a Fellow of the Royal Aeronautical Society. In November 2009 he was conferred an “Officier de la Legion d’Honneur” by the French government for services to transport and aviation and holds the 2009 Gold Award from the Royal Aeronautical Society for contribution to civil aerospace.


whether that be charges, investment plans, new ATC procedures, and new route proposals. An example of this is UK NATS, a member of CANSO.

In certain areas of the world this consultation can be in the form of an informal group of the States feeding back into the ICAO framework. This concept worked very well at improving operations in the South and later in the North Pacific oceanic airspaces. I am not looking to reinvent the wheel but to put into place in the Middle East established practices that have been seen to work well elsewhere.

President Obama pledged $1.1 billion to the NextGen project. I have no idea what each of the Middle East States is budgeting for aviation next year, the year after or the next five years. Whilst I have to make decisions on what avionics I put on my aircraft well in advance to cater for the airspace infrastructure, I have no idea on future plans for the region and whether my investments will pay off.

What kind of technological changes do you envisage in the coming decade with regard to aircraft navigation and safety? How might this affect the future of airspace regulation and ANSP management?

Safety is and will remain the first priority of Emirates. Some may say we are fortunate as the aircraft in which we invest our future have the latest technology. We review and analyse the cost benefit prior to making that investment in the technology and it is frustrating that in many cases it cannot be used to its full potential. You only have to look at the investment made by airlines in the 90s in FANS 1/A and the fact that nearly 20 years later the use of datalink is still spasmodic and not providing the efficiencies we were led to believe it would.

Emirates is already reviewing the specifications for the A350 which will be delivered between 2014 and 2019. Our last A380 will be delivered in 2015.

NextGen and SESAR have plans out to 2020 and we have already reviewed those. However harmonisation of requirements needs to be assured not only the USA and Europe but between all countries as we cannot keep retrofitting avionics to satisfy one provider. Do I commit to GLS, ‘ADS-B in’ for the future knowing that there is a possibility that many countries may not adopt the philosophy?

I expect ICAO, the airports and ANSPs to keep abreast of developments.

In the future Air Traffic Control must really become Air Traffic Management and the vectoring, speed control presently employed to control aircraft should become a thing of the past. PBN is a different way of thinking as we use the aircraft capability and manage, not control, the airspace. P in PBN in my mind stands for predictability whereby ATC and the pilot know exactly what is expected, what will happen and where the aircraft will be any given time.

In the Middle East will we see an Arab Control as we now have Eurocontrol? If so, it is incumbent that we take the best of the European experience and leave the bad parts behind.

Emirates’ network has a comprehensive global reach – how well do ANSPs meet your global needs and what changes and reforms would you like to see to air navigation services across the world, particularly with reference to any institutional or political changes required?

Emirates is indeed a global airline. We operate ultra long range flights to many destinations including Los Angeles, San Francisco, Sao Paolo and Australia with some flight times in excess of 16 hours. Our pilot workforce fly worldwide and it is important for them that standards

Emirates expects the last of its A380s to be delivered in 2015 – but will its technological capabilities be exploited by the ATM system?



AIRSPACE PEOPLE

are the same wherever they operate, whether that be the USA, Africa, Australia or Europe.

Environmental issues now dominate the way in which we operate. With the European Trading Scheme coming into effect from 2012, airlines will face additional costs. The environment is important to Emirates and for future generations, however as a global airline we cannot agree to a European solution, a North American solution or a Far East solution to the environment. This should be standard across the globe and transparency in how the revenues collected are reinvested.

In December 2008 we celebrated the use of 5 years of flexible tracks – AUSOTS – between Dubai and Australia and the Far East and Australia. These provided a saving of 9.6 million litres of fuel, and 26,644 tonnes of CO2. We continue to fly the flexi tracks and make savings. This initiative only came about by working with Airservices Australia, the Maldives and Sri Lankan CAAs and others.

In January 2010 we celebrated one year of operating on W112 airway in China. Over the year this has conservatively saved 11,400 tonnes of fuel and 36,000 tonnes of CO2 and we thank the Chinese ATMB for working together and the effort that they have made in making this happen.

I could continue by mentioning the collaboration with the Russian FANA, Yemeni CAMA, Pakistan, Seychelles, Syrian, and Maldives CAA to produce not only route shortening and their savings but also, RNAV / RNP approaches in the terminal areas. Suffice it to say, Emirates takes environmental issues very seriously. However, I have to ask are the ANSPs reciprocating when I see prolonged holding, radar vectoring and excessive track miles still a feature of many of the routes and destinations?

After fuel the next largest expense is our overflight bill. This is payment for services rendered. I would like to be assured that the revenues obtained by the countries we overfly are reinvested in the aviation infrastructure. By the same token it must be incumbent on the ANSPs to be realistic and transparent in

their charges, and be prepared to have a Service Level Agreement with the users.

In the Middle East the responsibility for Regulation and Service needs to be split within the respective State organisation. We see a number of States where this is not happening and in order for the system to function efficiently you cannot have the Regulator and the Service Provider the same.

CANSO is increasing its presence in the Middle East, where in January our members agreed the ‘Middle East Declaration’ and agreed to work closely with IATA for improved customer relations. What short-term ‘quick wins’ would you like to see with regard to improving customer relations with ANSPs in the region and beyond, and how can CANSO help to achieve them?

Let me be candid. CANSO is fairly new into the Middle East. We have already seen initiatives from IATA, AACO, ACAC and other organisations coming with plans. All these need

to be integrated into one workable, achievable and meaningful plan shared with all airspace users. I hope CANSO can achieve that.

As far as quick wins for customer relations are concerned I would like to see dialogue between the various users of the airspace. Civil and military organisations reviewing the flexible use of airspace; operators and ATC units reviewing their expansion plans for the future and investment in technology. Do we need reinvestment in secondary radars if ADS-B, at a fraction of the cost, will serve the same purpose? By the same token, those operators who are equipped with the latest avionic fitment should get credit and priority in certain airspace for the investment that they have made in their fleet.

In short, dialogue and representation from all airspace users, military and civilian operators alike is required to plan the future. Whether CANSO has the political muscle to achieve this when it is possible that only when governments get involved will anything happen I wait to see.

Middle East air passenger traffic is growing at 11% a year, leading to major investment on the ground such as the new Terminal 3 at Dubai International. But it is political investment that is needed to overcome airspace bottlenecks in the region.



2010 is an important year for Europe’s modernisation programme SESAR. The development phase of the programme is gathering pace with more than 300 projects underway, and the European Commission (EC) is now turning its attention to implementation. A task force is due to report back to the EC by the end of the year with a proposal that will outline how the deployment phase will be managed from 2013. SESAR implementation is timed to match the maturity of research projects underway, supported by cost benefit and safety cases, and in line with the European ATM Master Plan agreed in the SESAR definition phase.

On a practical level, the programme is on track. Europe’s research activities are working towards a common goal, and are developing the technical answers to SESAR targets. These include trajectory-based operations with better flight profiles and lower fuel consumption for airspace users; a rolling network operation plan that takes account of events including weather and traffic demand; an air traffic management intranet to share information in real-time; integration of airport and airspace activities in the management process; and safer operations.

Some programmes are already delivering results, as shown by hundreds of flight trials in 2009 which made use of existing technology and introduced new operational procedures. For example, arrivals into Stockholm saved on average 100-150 kg of fuel per flight as a result of optimised descent profiles, while oceanic flights flown as close as possible to their preferred trajectory over the North Atlantic achieved two per cent fuel savings under the Atlantic Initiative to Reduce Emissions (AIRE). A new concept called Point Merge is due to begin operating in Oslo from 2011, followed by Dublin and Rome, that applies controlled time of arrival in the context of SESAR. Simulations carried out by Eurocontrol Experimental Centre and DSNA of France

revealed safety and capacity benefits alongside reductions in workload and voice communications.

SESAR targets also support the appointment by Eurocontrol of SITA as its network provider for the Pan European Network Service (PENS). This IP-based regional communications backbone service will enable navigation service providers in 38 countries to exchange operational voice and data communications across a common network for the first time. Eurocontrol Director General David McMillan said: “PENS will be the physical communications layer of the future. It is the culmination of 15 years of discussion and reflects the vision of a pan-European network” It forms the basis of the SESAR system wide information management (SWIM). In addition to information exchange between air navigation service providers (ANSPs), PENS will replace the individual services that feed centralised applications such as the Central Flow Management Unit (CFMU) and European Aeronautical Information Service Database (EAD) to deliver further economies of scale.

So SESAR can deliver the technical solutions, but the political and institutional framework to support them is still taking shape. There is a real need to reduce fragmentation of Europe’s airspace, which IATA says costs the airline industry USD1 billion a year – almost 10 per cent of navigation fees. European airspace is managed by 58 separate area control centres, compared with only 21 in the US for a similar volume of traffic. The EC’s Single European Sky programme includes in-depth reform of ATM organisation and performance in Europe, while SESAR represents the technical contribution.

SESAR development projects fall under the management of the SESAR Joint Undertaking (SJU). The SJU is a public-private partnership created in 2007 by the EC and Eurocontrol to

coordinate Europe’s research efforts. Both organisations pledged E700 million, with a further E700 million contribution-in-kind from stakeholder partners who joined in 2009. SJU Executive Director Patrick Ky told the European Parliament transport committee in January 2010: “Already today, some 1,200 highly skilled experts work on SESAR across Europe. This figure is expected to grow to 3,000 amongst the partner organisations by 2011. In this partnership, all the production work is performed by the members. Airbus leads the work on aircraft development, Indra leads the work on airport systems, NATS leads the work on approach control.”

The SESAR process has brought about the acceptance and buy-in of all parties concerned. “So far, innovation in this field happened on an ad-hoc basis. To overcome capacity issues, efforts have been rather put into airspace management and the recruitment of addition human actors instead of renewing the system as such. It does not make sense any more to modernise air traffic control systems on a local or national basis,” explains Ky. The results of the SESAR technical programme will be supported by EU legislation, through the mandating of common standards in European airspace and airports.

CANSO Director of European Affairs Guenter Martis agrees: “This is the big plus of SESAR. We could probably

SES II: Is Europe ready for the deployment phase of SESAR?

Guenter Martis: ANSP ground infrastructure has to become standardised.

achieve research and development results in a shorter time frame, and less cost. But the issue is: we would not have the understanding and participation for all parties.” Martis believes in the long term SESAR will reduce operating costs. “Aircraft equipment is already very standardised. ANSP ground infrastructure has to become standardised. We are just at the beginning of this process and EC implementing rules and community specifications are the way to get there.”In mid-2009 the SJU launched 16 work packages covering all operational activities for en route, terminal and airports; system development including aircraft systems and ATM network design; SWIM; and transversal activities. The work packages represent E1.9 billion investment between 2009 and 2016 and cover the operational and technical elements (including specifications, procedures, prototypes and validation reports) needed to progressively deploy Europe’s new ATM system. The 16 partners in the SJU head up consortiums that involve more than 70 companies in work programmes.

Thales is leading three work packages and secured projects worth almost E240 million in June 2009 – double the next closest industry partner, Indra. The biggest programme is the E13 million platform development of the SWIM network, followed by the CNS Work Package 15, led jointly by Thales and SELEX, which examines the application of satellite-based navigation systems and new surveillance technology. The third Work Package 10 includes trajectory management and gate-to-gate operations, and is led jointly by Thales and Indra. SESAR work accounts for most of the company’s current research activity, with a strong interest in also serving markets outside Europe.

Thales Programme Director for the research & development phase of SESAR Luc Lallouette explains: “Thales has been a key player from the instigation of the programme. Even before the definition phase, Thales was active in promoting the concept. We are the biggest industrial investor and the second biggest overall after Eurocontrol, so for us, synergies are a must. SWIM and trajectory management have the highest priority for us and we want to make sure that SESAR investments

are in line with what we believe the market is expecting worldwide.”

Thales draws on its own development work for some projects. In the case of the network operations package WP7, Thales has proposed a prototype regional flow management system that is based on its integrated flow management system installed and operating in South Africa since November 2009. The system integrates all airspace and airport users in one process to optimise the flight efficiency, taking account of traffic demand, airport capacity and adverse weather.

Lalouette says a pathway and timeframe for the deployment phase of SESAR is key to the programme, and identifies shortcomings in a process that involves so many participants and actors. “Maintaining tight coordination between all projects and all actors is a real challenge and insufficient coordination is one of the main risks.”

Martis shares these concerns, and believes coordination between the various work packages is not optimum. “With so many work packages, there needs to be overall coordination so they all work in the same direction to achieve a common goal, which is the future ATM system. There needs to be a connection from one work package to another. Some should work together, yet they seem to develop somehow in isolation.”

In order to ensure the SJU work stays aligned with the goals and objectives

of the whole programme, a further Work Package B has been created. The aim is to integrate the results of individual programmes such as SWIM, operational and network systems into a consistent architecture on a high level. Work Package B provides a refined and consistent target concept, and ensures the architecture meets the SESAR performance objectives.

The EC is also putting in place a regulatory framework to ensure stakeholders comply with SESAR targets. The remit of the European Aviation Safety Agency (EASA) has been extended to ATM and airports, and the checks and balances applied at national level are being driven by a wider European perspective. Binding targets, including performance and charging regulations, are being drawn up for release at the end 2010 that will ensure Single Sky legislation is an effective means to implement change.

The Single Sky second package which came into force at end of 2009 is driving this change. It introduces a performance improvement scheme in the four key areas of cost efficiency, flight efficiency, safety and capacity. With the introduction of targets at European level, the focus has to move from national to regional goals. However, as Martis warns, “You cannot wipe away in a few years what has been a principle over decades. In some people, fragmentation is in the genes. Across the industry, including manufacturers, you have to rethink processes and how to do business.”

Lead partners in SESAR projects launched in June 2009

Project leader Number of projects

Value (Emillion)

Airbus 51 79.4

Alenia 30 32.1

Frequentis 30 26.3

Honeywell 24 39.7

Indra 99 119.3

NATMIG 29 35.3

SELEX 64 77.3

Thales 128 237.3


FEATURE


Results of the Work Programme Questionnaire

The survey carried out in the fourth quarter of 2009 by the CANSO Secretariat was designed to engage the Members on the key work programmes of the Association, with particular reference to the Imagine 2010 priorities and the longer-term ‘Global Vision on the Future of ANS’. Some interesting patterns emerged from the results, which have gone forward to the planning for ‘Waypoint 2013’.

Members were asked to categorise the work programmes under each of the 10 pillars of the Global Vision, on a scale of 0-5 (with 0 indicating ‘No Value’ and 5 being ‘Extremely Valuable’).

The graph indicates the percentage of votes for categories 4 and 5 (‘very’ or ‘extremely valuable’) out of the total marks given to each Global Vision category. The figures indicate that the core ‘Imagine 2010’ issues – Safety (1) Environment (2) Business approach (3) are all among the most important facing members today. Customer focus (7) is also seen as very important. Less important issues were Civil-Military Cooperation (5) Optimised ATM Systems (9) and Security (10). Seamless ANS (4), People (6) and Appropriate Regulation (8) also attracted support.

The CANSO strategic review, designed to find a successor to the Imagine 2010 programme which concludes in June, is now more than half way to completion.

Following the appointment of Graham Lake as CANSO Director General, and the Executive Committee meeting in January, the outline of the strategy has now taken shape. The details now being worked out will build on further consultation with CANSO Members, including feedback at the CEO Conference on March 8th and the results of the Work Programmes Questionnaire (see Airspace 7, Q4 2009, and box below). The final strategy and work programme will be presented for approval at the June AGM.

Transforming Global ATM

CANSO’s aim is to be ‘the global voice of ATM’, and since the beginning of the Imagine 2010 strategy it has fulfilled that objective. New members have joined from every region of the globe. A dedicated regional work programme for the Middle East has been created, to join

the existing European and Asia-Pacific offices. CANSO’s reach and influence in different regions, and at ICAO has been bolstered by successful conferences and events, and improved communications. Global Membership has grown to 108 Members.

Most importantly, the output of the CANSO Workgroups has been focused and strongly developed, to help lead ANSPs and raise the performance of ANS. The lead Imagine 2010 programmes of Safety, Environment, and Business Transformation have developed best practice, metrics and targets across a whole range of ATM issues. Guidance material now exists which is relevant to ANSPs wherever they are in the world and whatever stage of maturity they have reached. A new Operations Committee has been established and participants in the Global Benchmarking group have increased.

The aim now is to help ANSPs implement best practice and achieve a step-change in ATM performance. To symbolise this new aim, CANSO itself will be positioned not just as ‘the global

voice of ATM’ but as an organisation dedicated to ‘Transforming Global ATM Performance’.

Waypoint 2013

“In order for CANSO to be effective in transforming global ATM performance, our new strategic programme will be focused on implementation through working together and improving together” explains Graham Lake. “In an era of scarce resources, CANSO must look at innovative ways of developing its guidance material and raising ANSP performance. Our new strategic plan, called ‘Waypoint 2013’ introduces a number of concepts which aim to achieve that requirement.” Lake is keen to point out that the current planning is only a part of a longer term vision for ATM: “A Waypoint is a maker along the way. We want the industry to understand that Waypoint 2013 will be just the first of a number of staging posts on our journey to our Global Vision. At each stage, I foresee CANSO playing an ever-more important role in delivering change and improvement to the aviation system.”

CANSO Strategic Review Towards ‘Waypoint 2013’

0

60

50

40

30

20

10

% Extremely or very valuable

1 2 3 4 5 6 7 8 9 10

All questions % value to organisation


The CANSO Training-Accreditation-Implementation Cycle

The CANSO Training-Accreditation-Implementation cycle is a new concept designed to help CANSO Members implement best practice and be acknowledged as having done so. Customers of an ANSP which is engaged in the process will have confidence that the ANSP is optimising its safety, efficiency, and operations, in line with or exceeding ICAO requirements.

The cycle begins with an approach from a reputable training academy to take a CANSO Standard of Excellence or piece of guidance material – for example Safety Management System

Implementation – and work with the CANSO Workgroup responsible to turn it into a training course. This Course gets a seal of approval from CANSO and is then offered to the world ATM community. ANSPs that send their managers on the Course will then be able to award themselves a CANSO accreditation mark indicating that they have achieved a CANSO Standard of Excellence.

The process does not stop there though. The managers who attended the course will be encouraged to ‘buddy’ with the developers of the original Standard of Excellence.

This will strengthen the links between ANSPs around the world, as well as allow KPI data to be exchanged and improvements or evolution of the material to be made.

The final strand of the concept involves the use of development funding from international sources such as the aid agencies, to give ANSPs in developing countries the funds to join the CANSO training-accreditation-implementation cycle. In this way, global ATM accelerates the improvement and harmonisation of the ANS system.

Workgroup Implementation Guides

civil air navigation services organisation

$Funding

TrainingOrganisations

KPIsANSPs

In addition to the 2013 objectives for CANSO’s current Workgroups, Waypoint 2013 has four major elements:

A new focus for CANSO as an organisation dedicated to transforming global ATM performance

A training-accreditation-implementation cycle to support ANSPs in the implementation of best practice (see box above)

TRANSPIRE: Transforming Performance Initiative for Reducing Emissions. A new project embracing CANSO’s Operations, Environment, Safety, and Performance workstreams, aimed at delivering optimised city pair routes using the latest technology and techniques. Building on existing projects such

as the ASPIRE project in the Asia Pacific, CANSO’s aim is to drive operational and environmental benefits for customers.

Collaboration and global connection. Further engagement at regional level and with industry stakeholders – including a strengthened commitment to communications both within the industry and to outside parties.

The CANSO CEO Conference in March marks the next stage of the Strategic Review, giving CEOs the first chance to hear the proposals, and give their initial reactions. The next three months will give Members a chance to input more fully into the process, particularly with thoughts on the objectives of the various Workgroups as they debate their milestones up to ‘Waypoint 2013’.

The aim, says CANSO Director of Communications Chris Goater, is for “total buy in” from the CANSO Membership. “It is important that CANSO sets the strategic direction,” he comments, “and our Members would expect this. But equally, Members need to feel that they have had the right opportunities to interrogate the proposals and make any required adjustments.”

“CANSO will stand or fall on how it adapts and remains relevant to its Members needs, during a period of incredible change in our industry,” agrees Lake. “But equally, ANSPs increasingly look to CANSO to equip them with the tools to service a more demanding aviation system. Waypoint 2013 will be the programme that enables us to do just that.”



Secondary Surveillance Radar (SSR), and more recent Monopulse Secondary Surveillance Radar (MSSR), have been providing effective cooperative radar surveillance for decades. Used around the world, these radars provide air traffic controllers the location and identification of aircraft in the terminal and en route phases of flight – and with the adoption of MSSR, controllers have had the accuracy to reduce separation to three nautical miles.

However, as Air Navigation Service Providers plan for their future surveillance needs, a number of factors are pointing to less investment in SSR – chiefly lifecycle cost, line-of-sight performance limitations, and compatibility with “next generation” air traffic control technologies.

With these factors in mind, ANSPs are beginning to adopt an emerging technological solution that addresses these factors: multilateration.

Multilateration – the calculation of an aircraft or vehicle position based on the time difference that a transponder signal (Mode S, Mode A/C) and Automatic Dependent Surveillance – Broadcast (ADS-B) is received by sensors – is a proven surveillance technology that provides precise, high update rate aircraft identification and location information.

Initially deployed for airport surface surveillance, multilateration is now being used for applications off the airport, or “wide area” applications. Known as Wide Area Multilateration (WAM), this broad category uses a dispersed network of sensors to address surveillance needs in the terminal and en route airspace over hundreds of thousands of square miles.

While these applications are traditionally handled by SSR, there are circumstances that SSR cannot address due to performance limitations. Additionally,

WAM vs. SSRThe Benefits of Wide Area Multilateration over Secondary Surveillance Radar

Multilateration Ground Station, Whistler, Canada

for many applications, SSR is too costly to deploy – these include mountainous terrain, remote locations and inclement environments. WAM is also providing surveillance to the Special Use Airspace (SUA) applications where access to military airspace is strictly controlled for security and safety.

WAM as an SSR Replacement

WAM has a number of advantages over traditional SSR. WAM is more accurate and can provide a higher update rate once per second versus SSR’s 4.5 seconds in terminal areas and 12 seconds in en route airspace).

WAM, with its multiple non-rotating sensors, is significantly less affected by terrain or weather. This allows for consistent, highly available surveillance. The lightweight, low-maintenance, low power sensors, which have the ability to leverage multiple power sources, including solar power, are also less costly to deploy and maintain.“Additionally, the flexibility of WAM to

detect transponder and ADS-B-Out signals makes the technology an ideal solution for enhanced surveillance today while building a bridge to ADS-B in the future,” said John Jarrell, vice president and general manager of Sensis Air Traffic Systems. Further, WAM can serve as an independent integrity check on ADS-B position reports as well as a back-up to ADS-B in the event of a system failure. WAM also addresses the high lifecycle costs associated with SSR. According to Eurocontrol’s September 2005 report on Secondary Surveillance Radar vs. Wide Area Multilateration, “With the wide scale introduction of WAM, it is expected to reduce the life-cycle-cost of ground based acquisition infrastructure systems by about 20-35% or more.”

“Today, WAM is being used as an alternative to SSR in a number of instances. At an airport, WAM systems can scale up from the surface to terminal airspace to provide added surveillance surrounding an airport. This seamless coverage around the airport fills in coverage gaps that terrain and other obstacles create for SSR,” said Jarrell.En route WAM applications provide surveillance coverage to the most remote and challenging areas with higher update

John Jarrell: WAM sensors provide “more precise tracking of aircraft.”


rates and greater accuracy than traditional en route surveillance. This includes mountain and valley areas where SSR offers only limited coverage and is costly or impractical to deploy.

Using SSR poses unique challenges in SUA. The combination of remote, rugged environments, high-speed, highly-maneuverable aircraft and live ammunition makes rotating radar impractical. “WAM’s sensors provide the high update rate needed to provide accurate surveillance for safer training and more precise tracking of both military and commercial aircraft,” said Jarrell.

NAV CANADA WAM Strategy and Applications

NAV CANADA, Canada’s civil air navigation services provider, has embraced WAM as a replacement for SSR in difficult environments. “By demonstrating to Transport Canada that multilateration performed to the same standards as radar, NAV CANADA received regulatory approval to use multilateration for all SSR applications, enabling our controllers to apply the same separation standards to WAM airspace as radar airspace,” said Rudy Kellar, vice president, operations at NAV CANADA. The result is the ability to cost-effectively enhance safety and efficiency in key areas:

Fort St. John, British Columbia – Installed around North Peace Regional Airport, this WAM system provides enhanced terminal surveillance in a 40-mile radius of the airport up to 8,000 feet Above Sea Level (ASL). The coverage overlaps from the high level SSR with continuity of surveillance to the airport surface.

Whistler, British Columbia – For the 2010 Vancouver Winter Olympics, NAV CANADA added a WAM system in the “Sea-to-Sky Corridor,” a narrow, 92-mile flight path from Bowen Island at the southern tip to Pemberton at the northern end. WAM is providing surveillance of flights from Vancouver to Whistler, a key alpine event site. Thirty-two sensors were installed in this remote mountainous area, enabling controllers at the Vancouver Area Control Center (ACC) to provide pilots with decision support and visual flight rules information in this area.

Vancouver Harbour, British Columbia – A WAM system installed in the Vancouver Harbour area will provide gap filler radar coverage to allow controllers at the Vancouver ACC and Vancouver Harbour Tower to better position the complex mix of commercial and recreational aircraft operating at low

altitudes. SSR would be impractical as the Harbour is surrounded by mountains on one side and large buildings on the other.

The Future of WAM

At their 2009 WAM workshop, Eurocontrol noted that “WAM is a cornerstone in the European surveillance strategy and will play a major role in meeting the current and future surveillance needs of Air Navigation Service Providers.”

“The technology has demonstrated that WAM delivers higher accuracy and update rate surveillance with fewer terrain and weather conflicts than SSR. WAM is also a lower deployment and life-cycle cost option,” said Kellar. “As aviation surveillance moves to ADS-B, WAM offers forward compatibility with ADS-B and a back-up system to ADS-B with the ability to perform integrity checks on ADS-B position reports,” said Jarrell. With these inherent benefits, WAM will be taking a greater role in ANSPs’ surveillance strategy.

Whistler Wide Area Multilateration coverage.

Rudy Kellar: “WAM delivers higher accuracy.”


AIRSPACE PEOPLE

In the aftermath of the controversial Copenhagen Summit last year, and with CANSO looking for new environmental objectives as part of its Waypoint 2013 programme, ‘Airspace’ asked Tim Rees, CANSO’s new Environmental Manager seconded from Airservices Australia, and Phil Stollery of Lochard and Chairman of the CANSO Environment Workgroup, what they think of the state of the aviation environment debate, and the way forward for ATM.

The aviation industry has set a collective goal of halving CO2 emissions by 2050, based on 2005 levels. Do you think this is a realistic target, and what key step-changes are going to be needed to reach it?

Tim Rees: Having targets that are 40 years away are good and bad. What is good is that we do not know what advancements we will have in technology that will make this possible. If we take a moment to consider the advances in technology and fuel that we have had in last 40 years, we have come such a long way – with the pressure on in all areas of the industry, I think we will achieve it before 2050 – we will have to.

Phil Stollery: I think it is realistic. In 2008 all parts of the industry got together including airlines, airports, air traffic management and aircraft manufacturers and spent a lot of time determining how to reduce CO2 emissions despite the predicted global increase in demand for air traffic. A 50% cut is going to be tough particularly

when you consider traffic is going to increase four fold. Much is going to count on alternative fuels to drive the bulk of those cuts.

What part can Air Traffic Management play in reaching the goal, and do you think our industry partners share our perspective on what ATM can practically achieve, given the competing priorities in the system?

Tim Rees: I certainly think that our customers don’t understand some of the internal interdependencies that ANSPs have to deal with. Balancing competing requirements on safety, capacity, noise, emissions and politics means that a pure focus on CO2 emissions is never going to be possible. Having said that, ANSPs should be turning the spotlight on themselves and ask if they are doing all they can. Most of the major ANSPs have a commercial focus and are applying a business-like approach to the ATC business – this will bring strategic planning, intense stakeholder consultation and a focus on service delivery. So I think that our industry partners need to understand this and appreciate that we are only now beginning a commercial ATM focus, and we will need some time to catch up to support their progressive business approach.

Phil Stollery: ATM has a clear part to play. Managing the traffic to fly routes in the most efficient way is not simply a matter of flying the shortest path. For many years ATM has been deliberately routing traffic to take longer routes where more favourable wind conditions

lead to a more fuel efficient flight, or where slowing aircraft on arrival eliminates or reduces holding around the airport – thereby saving fuel. The work that CANSO has done and continues to do to assess and reduce ATMs contribution to CO2 emissions has definitely improved understanding throughout the industry. CANSO set the goal to achieve a 4% improvement in fuel efficiency to 2050. That might not sound like much, but it’s half of the available inefficiencies, the rest being inherent in the ATM system due to safety and other factors. Furthermore that improvement comes on top of the growth in air traffic and the need to reduce the potential congestion from that. Do you think the failure of the Copenhagen summit will have an effect on aviation environmental policies?

Tim Rees: Obviously COP15 failed in terms of not reaching a consensus on a plan to globally address emissions under a single framework, but I don’t think the whole process has failed. Several of the big players need more time before committing to cuts, and I think it may take another year of UN/ICAO process and more information sharing on a global sectoral approach for this to come around. Cancun would be a great place for this to start, and bearing in mind the effort put in to lobbying at Copenhagen I think its important that the industry stays engaged and works to persuade those counties opposed to change. But I don’t think the Copenhagen

Phil Stollery and Tim Rees

Frontline

Environment virtual round table


outcome has made a major difference to out plans as an industry. And while I don’t necessarily think Europe developing an ETS for aviation in isolation is a global solution, I also commend them for not standing by why the world tries to reach consensus. They are doing what they need to do to reach their goals. This is bold and ambitious but shows dedication to the task at hand.

Phil Stollery: I agree, I don’t think aviation’s goals will be affected by Copenhagen. It certainly hasn’t helped the perspective of climate sceptics out there, but the aviation industry remains committed to reducing its emissions and COP15 hasn’t changed anything there. As long as aviation continues to tackle the issues globally and stays united we can continue to work towards the stated goals. Environment was one of the three main priorities of the CANSO ‘Imagine 2010’ programme, which concludes in June. Do you think the Imagine 2010 environmental objectives have been met, and would you like to have seen more progress over the last two years?

Tim Rees: As the new environment manager for CANSO, I have looked at the current work programme and I can say that the Imagine 2010 objectives will be met. But the real question is, did it make a difference? Was it just talk and good intentions, or did change something in the ATM-environment, whether it be thinking, process, awareness, or behaviour? I think the latter in this case. Every member of the

working group that I have spoken to is a leader in environmental management in their organisation, whether this is directly through the environmental programs of their companies, or through product development or ATC practice. Every member has contributed, but more importantly taken something away to challenge their thinking and to drive for collective change. Phil Stollery: Yes, not only have we met our objectives but I think we succeeded in raising awareness of environment issues throughout ATM. A lot of attention has been around the CO2 emissions reductions work, but we have also developed guidance on measures to reduce noise and local air quality, implementation of Environmental Management Systems and a controller training programme to build understanding throughout the ANSP organisation. I would always like to see more progress but when you look at where ATM was on Environment issues three years ago, and where CANSO has helped to take it the workgroup should be proud of its achievements.

CANSO is focusing on planning its policy and workgroup output for the next three years as part of its new ‘Waypoint 2013’ strategy. What three key priorities do you think the Organisation should focus on in terms of environmental issues?

Tim Rees: The Metric work is nearing completion and has been a significant task in the group. This work needs to find where it fits out there in ATM wonderland, with all the other work that

has been done, it needs to be put in practice and shown to drive change and improvement. Hard metrics which prove how much ATM is contributing to reducing airlines emissions and their fuel bills will also aid our communications efforts.

We need to improve our stakeholder engagement. We have started this with CAEP but we need to support this work even further and to work with ICAO both in Montreal and through the regional offices to drive change. We have the expertise in the group, and the passion and the drive – we just need to find our voice and let it be heard.

Collaboration is the buzz word of the ATM world, and we need to find where it is working and why, document it, study it, and find ways to promote it.

We must begin to work on closely with the newly formed Operations Standing Committee. We have a real opportunity to take what we have developed and push for operational change. This is a key connection we need to develop.

Phil Stollery: For me Imagine 2010 was about policy, guidance and gaining momentum. Waypoint 2013 then is about implementing that policy and driving uptake in the ANSP community. So the three keywords I would pick are Implementation, Uptake, and Benefit. We need to implement best practice, we need to measure the extent of uptake, and we need to measure and communicate the environmental benefit of the initiatives.

Phil Stollery, Chairman CANSO Environment Workgroup.

Tim Rees, CANSO Environment Manager.

INSIDE CANSO

Focus on… Raising ATM Performance in the Middle East

ANSP Conference: Bringing together Middle East Aviation

The Middle East aviation community was well represented at the CANSO Conference, with contributions from Ahmed Said Abdalla (NANSC Egypt) H.E. Abdullah M.N. Al-Rehaimi (GACA Saudi Arabia) Dr. Wafik Hasan (CAA Syria) Mohammed Amin Ahmoud Al Mustafa (CARC Jordan) and Ahmed Namet Ali (Bahrain CAA) and David McMillan (Eurocontrol). Several other leading ANSPs, IATA, ICAO, and IFATCA also participated in the conference proceedings.

In his opening address, CANSO Chairman Ashley Smout congratulated participants for agreeing on a shared vision and a high level strategy. “For the first time,” he said, “the aviation industry in the Middle East is working together to increase airspace efficiency, help airlines cut fuel use, reduce carbon emissions and save on costs, and ultimately improve safety for all users”. Reminding delegates of the scale of the challenge they face, Mohamed R.M. Khonji, Regional Director of ICAO’s Middle East Office observed that Middle East aviation is predicted to grow at an annual average rate of 8.2%, while Gunnar Emausson, Acting Director Safety, Operations & Infrastructure, IATA Middle East pointed to a ASK growth rate of 15.9% for November 2009 vs. November 2008. Against this backdrop, Conference Sessions and Workshops focused on discussing priority issues as agreed by regional stakeholders at the Association’s first Middle East

Since the establishment of the CANSO Middle East Region in June 2009 (see Airspace 6 Q3 2009) the Association has been focused on creating a vision, strategy and programme for tackling ANSP concerns in the region. Aviation stakeholders were given the first sight of this work at CANSO’s 2nd Middle East ANSP Conference in Dubai, January 25-27, created to help aviation leaders in the region identify common solutions to regional challenges.

The Middle East CANSO CEO Committee (MEC3) has formulated a Vision and Strategy for the region.


The Conference was preceded by a High Level Meeting of senior industry representatives. This meeting endorsed the REDSEA (Realise, Enhance and Develop Seamless Efficient Airspace) vision and work programme of the Middle East CANSO CEO Committee (MEC3). In the CANSO ‘Middle East Declaration’ (see news page 4), HLM representatives committed to work together to achieve REDSEA through a package of work programmes designed to provide direction and structure to the region’s collaborative efforts.

Commenting on the release of the Declaration, CANSO’s Director Business Transformation Gudrun Held was clear on its importance for aviation in the region; “With a clear vision and a strategy for achieving it in place,

Middle East aviation stakeholders can look forward to making real progress in improving ATM in their region” she said. A press conference on 26th January, held to promote the Declaration, attracted significant Middle East media interest, with MEC3 Chairman H.E. Al-Rehaimi, CANSO Chairman Ashley Smout, Director General Graham Lake, and Captain Alan Stealey of Emirates giving their views.

Asked why the Middle East Declaration and the CANSO work programme was so important, His Excellency M.N. Al-Rehaimi argued “It is imperative that the Middle East is on a par with other regions for greater global connectivity,” and added that “The ultimate goal is to activate a single sky policy in the region.”


Conference in 2009: institutional transformation, performance-based ANSP management and operational cooperation, and workshops on Safety, Airspace and CNS/ATM Infrastructure. The key points will be taken forward and used as a basis for future discussion and the development of Work Programmes for each of the four Middle East Workgroups, which will focus on one or more of the seven pillars outlined in the High Level Strategy (see diagram).

Safety

Participants identified several requirements for improving safety in the Middle East. Among them, Greater Civil-Military collaboration, the uptake of ‘Just Culture’, Voluntary Reporting, Safety Management Systems, a relationship between QMS/SMS, Internal Oversight of safety management, setting safety targets, and Lesson Learning. Recognising that CANSO’s Global Safety Workgroup is working on addressing many of these areas, participants agreed that taking part in CANSO’s Safety activities could help promote safety in the region. They also noted the importance of involving of IATA, ACAC, ICAO, Eurocontrol and the FAA in safety-related activities.

Airspace Planning

With its fast growing markets and ambitious vision for economic growth, the Middle East needs a high capacity transport infrastructure. However, participants widely acknowledged that current capacity limitations are restricting growth and Captain Alan Stealey, Div. Senior Vice President of Emirates, presenting the airline perspective, shared this view. Recognising the need to increase capacity while maintaining a high level of safety, participants outlined clear objectives for improving airspace planning, while maintaining the provision of safety. They suggested that regional capacity could be increased through greater civil-military cooperation, the harmonisation of existing operations and implementation processes, enhanced collaborative information exchange between ATM Stakeholders, and better coordination between regional projects and a global

strategy. They also noted two initiatives for optimising the current airspace structure: IATA’s Route Efficiency Project over the gulf and north of the Arabian peninsula, and KSA & UAE Empty Quarter Routes. During the Airspace planning Workshop participants suggested short-term ‘quick-win’ aims which could be achieved before the end of 2012, such as the completion of a regional airspace study, the implementation of Flexible Use of Airspace, and improved civil-military coordination. Looking further, the group suggested that by 2015 radar spacing between FIRs should be reduced to 20nm.

CNS/ATM Infrastructure

On the subject of CNS/ATM Infrastructure, it was suggested that an ACAC CNS/ATM Study or inventory of CNS/ATM systems from Members would be a useful starting point or baseline, an this could feed into the implementation of a robust Air Navigation Plan (CNS/ATM strategy). The importance of aeronautical information was also highlighted, and several suggested that additional work is needed to provide clarity for supporting activities or projects on the transition from AIS to AIM.

Strategic Cooperation

The benefits of separating regulation from service provision was widely understood and agreed. Participants noted that under such circumstances,

states are more able to focus on their role as regulator, owner and supervisor, while ANSPs are better able to concentrate on the provision of safe, efficient and cost effective services. His Excellency M.N. Al-Rehaimi shared this view. Speaking to local media, he explained that the improvement of ATM relies heavily on the separation of service provision and regulation: “Greater corporatisation in the region’s aviation industry is imperative. Performances can’t be measured in government departments due to a lack of transparency and regional bodies are not known to be too flexible” he noted.

CANSO’s Role in the Middle EastThroughout the conference discussions, speakers acknowledged CANSO’s role in bringing together leaders and experts to exchange their views, knowledge and experience in a neutral environment, and the value of a shared industry vision. Closing the Conference, Graham Lake said: “Middle East aviation stakeholders are determined to overcome common challenges and the Vision and Strategy marks a new era in regional collaboration. With the support of the CANSO Middle East Regional Office and future events, I am convinced we will see significant progress within three years.” CANSO will hold its 3rd Middle East Conference in January 2011.

Safety Enhancement ME Safety Workgroup

Airspace ManagementME Airspace PlanningCoordination Workgroup

CNS/ATM Improvement ME CNS / ATM InfrastructureImprovement Workgroup

ME Strategic Cooperation Committee

Regional HR Development

Performance-based ANS

Customer Consultation

Institutional Transformation

How the High-Level Strategy Pillars feed into the Middle East Workgroups


INSIDE CANSO

CANSO – The Civil Air Navigation Services Organisation – is the global voice of the companies that provide air traffic control, and represents the interests of Air Navigation Services Providers worldwide. CANSO members are responsible for supporting over 85% of world air traffic, and through our Workgroups, members share information and develop new policies, with the ultimate aim of improving air navigation services on the ground and in the air. CANSO also represents its members’ views in major regulatory and industry forums, including at ICAO, where we have official Observer status.

JOINING CANSOThe membership of CANSO is drawn from a wide range of ANSPs and companies involved with the delivery of air traffic services. Membership offers them the chance to network formally and informally, exchange best practice, and

Who We Are and What We Do

Aena – SpainAEROTHAI – ThailandAirports Authority of IndiaAirservices AustraliaAirways New ZealandANS of the Czech Republic ATNS – South AfricaBULATSA – BulgariaAustro Control – AustriaAvinor – NorwayAZANS – Azerbaijan Belgocontrol – BelgiumCAA – UgandaCAAS – SingaporeDFS – GermanyDHMI – TurkeyDSNA – FranceEANS – EstoniaENAV SpA – ItalyFAA – USAFinavia – FinlandGACA – Kingdom of Saudi ArabiaGCAA – United Arab EmiratesHellenic Civil Aviation Authority HungaroControlIrish Aviation AuthorityISAVIA – IcelandKazaeronavigatsia – Kazakhstan

LFV – SwedenLGS – LatviaLPS Slovak RepublicLuxembourg ANALVNL – the NetherlandsMATS – MaltaNAATC – Netherlands Antilles NAMA – NigeriaNANSC – EgyptNATA – AlbaniaNATS – UKNAV CANADANAV PortugalNaviair – DenmarkOACA – TunisiaOro Navigacija – LithuaniaPANSA – PolandPristina International Airport J.S.C.ROMATSA – RomaniaSakaeronavigatsia Ltd – GeorgiaSENEAM – MexicoSercoskyguide – SwitzerlandSlovenia ControlSMATSA – SerbiaState ATM Corporation – Russia UkSATSE – Ukraine

contribute to CANSO Workgroups, delivering the standards and policies that will drive the future development of Air Navigation Services.

Full (ANSP) Membership is open to all ANSPs, regardless of whether or not they are autonomous of their government. Associate members can apply for either Gold or Silver status, which brings differing levels of access to CANSO Workgroups and event and advertising discounts. All members get a free listing in the CANSO Yearbook, and have access to the Global ATM Net, an extranet that is the hub of CANSO’s activities, and home to an extensive member database.

For further information on joining CANSO, please contact Marc-Peter Pijper on +31 (0)23 568 5380 or email [email protected]

Full Members Associate MembersGold MembersBoeingEra CorporationFREQUENTIS AGGroupEAD Europe S.L.ITT CorporationLockheed MartinMetron AviationRaytheonSELEX Sistemi Integrati S.p.A.Sensis CorporationThales

Silver MembersAdacel Inc.AirbusARINCATC Global (UBM Information Ltd)ATCA – JapanAviation Advocacy SarlAvitech AGBarco Orthogon GmbH Booz Allen HamiltonComsoft GmbHEADS Defence & SecurityEIZO Technologies GmbHEntry Point North

Fokker Services B.V.Globecomm Systems Inc.GM Merc A/SHarris CorporationHeliosHITT TrafficIDS – Ingegneria Dei Sistemi S.p.A.Indra SistemasIntegra A/SIntelcan Technosystems Inc.JeppesenL-3 Communications ESSCO Lochard EMSThe MITRE Corporation – CAASDM.L.S. International CollegeNaverus, Inc.Northrop Grumman – Park Air SystemsPA Consulting Group A/SQinetiQQuintiqSaab ABSELEX Systems Integration Inc. SITASwedavia ABTerma A/SUbitech Systems Inc.U.S. DoD Policy Board on Federal AviationWIDE

Light area illustrates airspace controlled by CANSO members

airspace 8

Documents

opinions of canso

canso heads

canso strategic review

cansos waypoint

canso middle east declaration

canso column howard

global environment committee

atm coordination