airspace 9

AIRSPACE QUARTER 2 2010 1

journal of the civil air navigation services organisation ISSUE 09 QUARTER 2 2010

Eyes on the prize Celebrating Imagine 2010 Traffic Management at the World Cup

PLUS: Knut Skaar, the NEAP group, Steve James, Hank Krakowski on the AIRE Demonstration flights, and the latest news and comment from the world of ATM.

A-CDM – THE MISSING LINK in the environmental chain

THE BIG INTERVIEW:

GIOVANNI BISIGNANI“ANSPs cannot remain in self-denial”

Wider Perspective – The CANSO response to IATA User Requirements for Air Traffic Services

How good is your aeronautical data and does it matter?


CONTENTS


journal of the civil air navigation services organisation ISSUE 09 QUARTER 2 2010

Eyes on the prize Celebrating Imagine 2010 Traffic Management at the World Cup

PLUS: Knut Skaar, the NEAP group, Steve James, Hank Krakowski on the AIRE Demonstration flights, and the latest news and comment from the world of ATM.

A-CDM – THE MISSING LINK in the environmental chain

THE BIG INTERVIEW:

GIOVANNI BISIGNANI“ANSPs cannot remain in self-denial”

Wider Perspective – The CANSO response to IATA User Requirements for Air Traffic Services

How good is your aeronautical data and does it matter?

civil air navigation services organisation

Airspace No. 9ISSN number 1877 2196Published by CANSO, the Civil Air Navigation Services Organisation

Transpolis Schiphol AirportPolaris Avenue 85e2132 JH HoofddorpThe Netherlands

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

Editor: Chris Goater [email protected]

Advertisement Manager: Gill Thompson [email protected]: +44 (0)1273 771020

Design: i-KOSTelephone: +44 (0)1322 277255Web: www.i-kos.com

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

© Copyright CANSO 2010

COMMENT

5 EDITOR’S NOTE Endings and beginnings – Imagine 2010 and Waypoint 2013

8 THE CANSO COLUMN Hai Eng Chiang updates us on ADS-B rollout in the South China Sea

9 THE CEO COLUMN Knut Skaar – It’s a beautiful life, and so is business

10-11 LETTER FROM AMERICA Hank Krakowski on the success of the AIRE demonstration flights

ATM NEWS

6-7 THE LATEST INFORMATION ON The aftermath of the Volcanic Ash Cloud, new arrivals in the CANSO family, and Jane’s

and Eagle Awards for CANSO Members

FEATURES

12-14 CELEBRATING IMAGINE 2010 With the June AGM marking the end of CANSO’s Imagine 2010 programme,

we celebrate the success of the project and look at where CANSO goes next

21-22 WHY AERONAUTICAL DATA QUALITY MATTERS How reliable is your data? The CANSO AIM Workgroup has taken a closer look at data

quality and safety requirements

AIRSPACE PEOPLE

16-18 GIOVANNI BISIGNANI The Director General and CEO of IATA on navigation charges, the financial impact

of the ash cloud, operational priorities for ANSPs, and the future of NextGen and the Single European Sky

23 STEVE JAMES NATS’ Head of International Relations, who retires in June, talks about the changes

he has seen during his 38 years in the industry

TECHNOLOGY & OPERATIONS

19-20 AIRPORTS – ADDING THE MISSING LINK Without efficiency improvements on the ground as well as in the air, the SESAR

environmental targets cannot be met. Airport Collaborative Decision Making is showing how airports can play their part in reducing environmental impact

24-25 EYES ON THE PRIZE ATNS has introduced its award-winning Air Traffic Flow Management tool, just in time

for the world cup

26-27 BRINGING THE WIDE PERSPECTIVE The CANSO Operations Standing Committee has published its response to IATA’s

User Requirements for Air Traffic Services

28-29 FOCUS ON… Northern European Airspace Providers As the CANSO Membership descends on Oslo for its Global ATM Summit and AGM,

we look at the NEAP members who are hosting the Association in June

INSIDE CANSO

From takeoff to touchdown and everything in between. The aviation world looks to Thales for its ATM systems, navigation aids and airport solutions. Managing the airspace of 170 countries, we providea complete range of solutions and services that span the entire flight planand security chain. From design and integration through to installation and maintenance, Thales offers seamless gate-to-gate coverage through providing world-leading intelligent systems that excel from start to finish.www.thalesgroup.com

Intelligent ATM Systems START WITH THALES

THA-Capability-ATM-MASTER-A4-uk 17/06/09 9:47 Page 1


EDITOR’S NOTE

This issue of Airspace is all about endings and beginnings. CANSO has reached the end

of its ‘Imagine 2010’ programme, and is about to launch its new ‘Waypoint 2013’ strategic

plan. It’s the end of the phase of CANSO seeking to be just ‘the global voice of ATM’

and the start of CANSO being an organisation dedicated to ‘Transforming Global ATM

Performance’.

In this issue, we celebrate the Imagine 2010 project, which has done so much to shape

CANSO into the organisation it is today – immeasurably stronger and more focused than

ever before, and the genuine global voice of ATM on key issues of Safety, Environment,

Business Transformation, and Operations.

The transition from Imagine to Waypoint will occur during the CANSO Global ATM Summit

and AGM in Oslo in June, and I’m pleased that Avinor CEO Knut Skaar, as a joint host of

the event, has written an insightful CEO Column for this issue. Of course, for football fans

there’s no getting away from the fact that June marks the start of the World Cup. With

perhaps a tripling of aircraft movements in South African airspace expected during the

month of the competition, ATNS has been making careful preparations. Possibly the most

significant is the flow management tool it has developed with Thales and Metron – see

pages 24 and 25 for more details.

Finally, I shouldn’t let this editorial go without mentioning the disruption caused by

the Icelandic Volcano. The closing of much of Europe’s airspace, previously seen as an

emergency step in times of terrorist threat, suddenly became the norm as uncertainty over

the effects of ash clouds on aircraft became an issue of public concern. The ramifications for

the future of programmes such as the Single European Sky are potentially very significant,

and Giovanni Bisignani fires a warning shot of his own on this issue in a typically forthright

and challenging interview on page 16.

The Volcano is just one of the issues that will be discussed and debated with vigour at our

Oslo Summit. I hope to see many of you there, celebrating our past and welcoming our

future.

Chris Goater

CANSO RECOMMENDATIONS ON VOLCANIC ASH

1. Based on lessons learned, improved collaborative decision-making processes and contingency planning is urgently needed. Region-specific contingency plans and arrangements need to be reviewed and/or modified for improved institutional and inter-State coordination and decision-making that is supported by the available information and relevant expertise. Roles and responsibilities for decision-making need to be more clearly defined, and it is essential that all stakeholders are involved.

2. Consensus needs to be reached on what is an acceptable level of ash concentration for safe aircraft operation. A way to measure particle size and density also needs to be determined. Further, better and more accurate methods for monitoring ash clouds, their spread and concentration need to be investigated that are real-time based as opposed to theoretical modeling. A more dynamic method of ash cloud monitoring may make it possible to keep more airports open and re-route aircraft and change flight profiles.

3. In the short-term, States and industry should be encouraged to make use of all available data, including real-time engine monitoring, making this data/information readily available and allowing for better risk assessment.

4. In the medium/long-term, ICAO may need to develop new regulatory provisions on operations certification and procedures for the closure of airspace, contingencies and re-routing.

6 QUARTER 2 2010 AIRSPACE

ATM NEWS

Following the eruption of the Icelandic volcano Eyjafjallajökull in April 2010, much of European airspace was closed for a week due to the threat of volcanic ash on the safety of aircraft. The effects of the closedown were considerable: 10 million passengers were unable to fly, at a cost of around $1.7bn to the airlines and $5bn to the wider economy. CANSO estimated that ANSPs were losing EUR 25million per day at the height of the crisis. Periodic airspace closures have continued across Northern Europe since then as the volcano continued erupting and weather conditions create denser clouds of ash near to certain airports.

After an initial period where airspace users supported a ‘safety-first’ attitude to airspace closures, and were prepared to follow ICAO ash cloud guidelines, the severe economic consequences created significant political and business pressure to resume flights as soon as safely possible. CANSO, which was the first aviation organization to warn of an extended airspace closure, and was also the first to announce that airspace restrictions would be lifted, was present in the emergency European-wide conference call which preceded the decision to begin lifting the flight ban.

On 23rd April CANSO released a statement with four main recommendations for preventing a similar region-wide shutdown in the future.

Since the lifting of restrictions, CANSO Members and European Aviation officials, along with individual States, have been working hard to respond to the recommendations. On May 4th the European Council of Transport Ministers announced it was setting up a European Aviation Crisis Coordination Cell (EACCC) and would look to accelerate the implementation of the Single European Sky, specifically the Network Manager role, the Performance Scheme, the FAB Coordinator and the SESAR deployment. CANSO gave a cautious welcome to these measures and has since been granted four representatives in the EACCC.

Meanwhile, ICAO has begun parallel action, looking at Volcanic Ash contingency plans at global and regional level.

CANSO Director General Graham Lake commented:

“CANSO Members responded to this unprecedented event with calmness and professionalism. It was ANSPs that helped to break the deadlock with the offer to facilitate investigation flights to prove that the ash was at a safe level. It was ANSPs that had to respond to extremely changeable legal, meteorological and operational advice, and did so in a totally safe and responsible manner, and I feel that ANSPs have not been given enough credit for the way they handled the situation.

Clearly however, there are lessons to be learnt on all sides to prevent a reoccurrence. CANSO’s European members have met several times to discuss an appropriate response, and at our Global ATM Summit in June, CANSO’s worldwide membership will debate the Volcanic Ash scenario in detail – the first internationally-representative conference to look at the issue.”

The ash cloud being blown out by the volcanic eruption at Eyjafjallajökull in Iceland.

ASH CLOUD CAUSES EUROPEAN AIRSPACE CHAOS


EVENT TIMELINE: VOLCANIC ASH CLOUD

14 April: 28,087 flights Eyjafjoell volcano, situated under the Eyjafjallajokull glacier in southern Iceland, starts spewing a cloud of ash, which rises to an altitude of 9,000 metres (30,000 feet) in the air.

15 April: 20,842 flights Several air navigation service providers issue notifications to airlines requiring the temporary suspension of air traffic. 5,000 to 6,000 flights are cancelled.

16 April: 11,659 flights CANSO warns knock-on effect of volcanic ash plume over Northern Europe could disrupt European airspace for several days.

18 April: 5,204 flights CANSO stresses its members are eager to help with a resumption of flights across Europe as soon as possible.

19 April: 9,330 flights CANSO reports Air Traffic Control Sector is sector is losing up to 25 million Euros each day from the closure of European airspace. CANSO welcomes decision by European air traffic control organisations to recommend resuming flights. First to predict the resumption of operations the following day.

20 April: 13,101 flights Ash cloud significantly diminishes, but eruptions continue as the volcano spews lava.Flights resume progressively, picking up in the evening. CANSO praises European Air Traffic Control organisations for “swift, sensible and safe” approach to opening up European airspace.

22 April: 27,284 flights Number of flights returns to normal.

23 April CANSO releases a statement on volcanic ash effects, listing several recommendations to states and calling for a meeting of European air traffic control experts in May to discuss future action.

NEW MEMBERS JOIN CANSO

CANSO MEMBERS WIN AWARDS

CANSO has announced that four new Associate Members have joined the Organisation over the last quarter. Telephonics Corporation ESD, a worldwide leader in integrated information and communications systems technology, joined as a Gold Member in April, while Micronav, a leading supplier of ATC and Fighter Control simulators joined as a Silver Member in March. Two Middle East airlines, Etihad, and Emirates, joined in May and June respectively, also as Silver Members, in a boost to CANSO’s growing work programme in the region.

Several CANSO Members have been recognized with industry awards over the last few months. At the Jane’s ATC Awards in March, ATNS (with partners Metron Aviation and Thales) DFS, NAV CANADA (partnered with Sensis) and LFV (with partner Saab) were all winners. FLV and Saab won an industry award for their development of the remotely operated tower, while NAV CANADA’s award was for the environmental benefits of their ADS-B rollout in the Hudson Bay. DFS won a service provision award for its AMAN tool at Munich (see also the A-CDM article on page 19 of this magazine). ATNS was presented with an Enabling Technology award for its ATFM tool which will be used extensively at the world cup (see page 24 for more).

At the IATA Eagle Awards in June, NAV CANADA was named ‘Best ANSP’, singled out for its successful investments and its record of freezing air navigation charges. LVNL and ISAVIA were jointly named ‘Most Improved ANSP’ commended for tough cost reductions and reviewing North Atlantic charges respectively. There was also an ‘Honourable Mention’ for the IAA for its customer care campaign and cost control measures.

Commenting on the awards, CANSO Director General Graham Lake said:

“ Congratulations to all the CANSO Members who have been recognised for their industry leadership. Even in times of economic hardship, ANSPs and industry suppliers across the world are investing in new techniques and equipment that will raise ATM performance.”

COMMENT

CANSO ColumnADS-B In The South China Sea

Hai Eng Chiang, Director Asia Pacific Affairs

Last year CANSO presented the results of its Cost Benefit study for an ADS-B project over the South China Sea involving the ANSPs of Indonesia, Vietnam and Singapore. The study results published in June 2009 showed annual savings of nearly 3m pounds of fuel burnt and the reduction of 10m pounds of carbon emissions. Coupled with increased airspace capacity and reduction in flight delays, the study estimated a total annual economic savings of over US$4m.

This is a significant result as the study essentially covered only two trunk routes based on the deployment of 4 ADS-B stations by the three ANSPs - two in Indonesia (Matak and Natunas), one in Singapore and one in Vietnam (Con Son). Since then, CAAS has announced that it had installed and commissioned an ADS-B station and an ADS-B data processor in Singapore on 7 December 2009. The installation will complement the surveillance coverage of its Long Range Radar, allow operational trial using ADS-B data and complement the coverage of Indonesia and Vietnam through data sharing.

The Singapore ADS-B ground station is supplied by Comsoft GmbH and has a coverage of about 290 NM. The processing system is able to fuse ADS-B data from various sources although currently only data from the ADS-B station is being used for technical evaluation. Evaluation of fused data will take place upon receipt of data from other stations. Data sharing with Vietnam and Indonesia is expected in the later part of 2010. The ADS-B Stations at Matak and Natunas were commissioned by Indonesia earlier.

There are several key tasks which have to be accomplished by the ANSPs concerned before they can deliver the operational efficiency and economic benefits identified in the study. Apart from equipment installation and commissioning, important milestones include: agreements among the ANSPs for the sharing of ADS-B data and VHF communications, safety assessment, issuance of aircraft equipment mandate, operational trials and final implementation.

The three ANSPs are working on the milestone dates and a proposal with input from CANSO and IATA has been presented and discussed at an ADS-B working group meeting in Jakarta earlier this year. The aim is to complete most of these key milestones by next year so that the ADS-B monitoring and operational trials can commence. IATA has stressed the need for a need for a 3-4 year lead time from the issuance of aircraft equipage mandate to the full implementation of ADS-B operations in exclusive airspace.

The ADS-B project is complex not so much because of the technology but the need for cross-border cooperation among multiple ANSPs. But a successful outcome will clearly demonstrate that strong regional collaboration can transform ATM performance and serve as a catalyst for similar initiatives. For this reason, the project has the full support and endorsement of CANSO and IATA.


COMMENT

The CEO ColumnIt’s A Beautiful Life – And So Is Business

Knut Skaar, CEO ANS – Avinor “The most critical crisis ever experienced”. “The entire value chain is affected by the crisis”. “ANSPs are also affected by this crisis, because their revenues are coming from charges paid by airspace users and so directly depending on the volume of traffic.”

Where have I taken these headlines from? Not the mass media, not from recently published CANSO press releases, but from a CANSO European members communication – in April 2009. Anyone remember what that was about? Was is the financial crisis? Or was it the H1N1 virus? Or was that the year before? Or was it the other way around? Counting the years back to 9/11, the road seems littered with one crisis after another. SARS, dotcom bubble, skyhigh oil prices, the list continues.

In the good old days crises repeated themselves with a certain biblical predictability. Every 10-15 years a downturn in the capitalistic world appeared. The ever rising curve of the gross domestic product (GDP) in many countries came to a halt. And then turned its nose downward. But not for long. In between these cycles, the gross product continued to rise. And with it, the volume of air traffic. Passenger and cargo. For us who have made this business a living, it is a fact of life. The wealth of a nation, the growth of the economy, the curve of GDP, the volume of air traffic. They all are interconnected. And proportional.

In the course of, and hopefully in the wake of, the carpet of volcanic ash that covered a large part of Europe for a long week, more people came to realise this. The EU Transport commissioner, Siim Kallas, claimed that if not anything else, this event demonstrated that aviation is critical in achieving the goals of the European community. Growth in the economy and the freedom of movement (of people and labour), naming two of them. And not only for the EU, but the rest of Europe too. And for that matter the whole wide world. On BBC news we heard about ”Hundreds of thousands of Kenyans working in agriculture, the country’s largest export sector, face economic uncertainty because of the flight bans.”

There is the global community for you. And perhaps that buzzword, ‘globalisation’, has something to do with the increasing frequency of global and regional crises? This could be seen from two angles.

One is when you look at the consequences. Would any of our parents have thought for a second that an eruption, which happens at irregular intervals, in Iceland should lead to anguish over their families economy for farmers in Kenya? And not because of volcanic ash. But because international trade have made themselves dependent on a functional aviation system. And not only trade. But also the economic, technological, sociocultural, political, and biological factors. The term globalisation can also refer to the transnational circulation of ideas, languages, or popular culture. That leads to my second point. The increasing speed of how we move around the globe. By the web, yes for sure. But also how we move ourselves and how we move goods. And I believe we have only seen the beginning. Today’s generation and future generations will travel across continents as easily as taking the tube. So we might have a bright future after all. We, the professionals of the aviation industry, know what to do. We have to accommodate the demand from the society. And by we, I mean the whole value chain in aviation. During the most recent crisis, the eruption of Eyjafjellajökull, I saw a lot of recriminations in the media. If we think that make us look good in the eyes of the public, think again. When you read this, CANSO will once again be meeting at its annual conference. This time in Oslo, hosted by LFV, Naviair and Avinor. Let us use this opportunity to reassure the public and convince the decision makers that we are ready for the future challenge. And let us appeal to our partners in the aviation value chain that the best we can do is, sorry for using another buzzword, working together.


COMMENT

Two recent transatlantic flights from Paris to Miami did more than showcase the significant environmental benefits of advanced air traffic technologies and procedures to conserve fuel from a flight’s start to its finish. They also illustrated how international cooperation can make aviation more efficient and responsive while maintaining and enhancing safety.

The Atlantic Interoperability Initiative to Reduce Emissions (AIRE) demonstration flights underscore the coordination between the Federal Aviation Administration and its international partners. The flights of an Air France Boeing 747-400ER on April 6 and an American Airlines Boeing 767-300 on April 7 were the most comprehensive AIRE

demonstrations to date. The fuel-saving procedures included reduced taxi-times at both Paris-Charles de Gaulle and Miami International airports, taxiing with one or two engines off, more efficient continuous climb departures, optimised oceanic flight paths and tailored arrivals into Miami.

They were supported by the FAA, the European Commission, the Single European Sky Air Traffic Management Research (SESAR) Joint Undertaking, the United Kingdom’s NATS, Nav Portugal, Nav Canada, the French Civil Aviation Authority and the Paris Airports Authority, as well as by American Airlines and Air France.

Air France estimated that its demonstration flight reduced carbon dioxide emissions by six to nine metric tons and saved two to three metric tons of fuel. Air France says the potential for all their long-haul North American flights to operate in this manner would yield a reduction of carbon-dioxide emissions by 135,000 metric tons a year and fuel consumption by 43,000 metric tons a year.

The FAA and European Commission, which jointly established AIRE in 2007, are currently working to identify additional opportunities to implement common, interoperable, performance-based air traffic management. The FAA is also cooperating with China, Japan, Canada and Mexico on global harmonisation efforts.

The international aviation community has committed to cutting emissions. The International Civil Aviation Organization (ICAO) took a number of positive actions last October, including setting an aspirational goal of a 2 percent annual improvement in fuel efficiency globally through the year 2050. The FAA fully supports these efforts, which represented the first time any industry had adopted a global approach to carbon emissions. We look forward to further progress at the ICAO Assembly later this year.

AIRE’s gate-to-gate demonstrations also support the goal of CANSO’s Madeira Statement, which in 2008 called on air navigation service providers to help airlines find ways to save money by improving fuel efficiency. Besides taking a lead role in AIRE, the FAA is a key partner in ASPIRE, the Asia and Pacific Initiative to Reduce Emissions. ASPIRE’s demonstration flights testing optimised techniques over

Letter from AmericaHank Krakowski, Chief Operating Officer, FAA ATO


the Pacific also have produced noteworthy reductions in fuel burn. ASPIRE was launched in 2008 by the United States, Australia and New Zealand and has since been joined by Japan and, most recently, Singapore. Our goal is that some day virtually all long-haul flights will use these optimised procedures, and thanks to efforts like the AIRE and ASPIRE demonstrations, that day is coming sooner.

Unfortunately, some of this year’s ASPIRE efforts were pre-empted by natural disasters, with the earthquake in Haiti and Volcanic eruption in Iceland. With those issues generally behind us, we can now focus on resuming a more aggressive schedule of demonstration flights, with the ultimate goal of having some routes and flights operate with these efficiencies in daily service. The FAA stands ready to work with the airlines and all our international partners to make these demonstration flights a standard and repeatable way of doing business.


Air France has suggested the AIRE Demonstration flights indicate potential savings of 135,000 metric tonnes of CO2 per year from their North American flights

New YorkOceanic

Santa MariaOceanic

MIA

Optimised mach speed blockDuring en route transit

Departure optimisation withCruise-climb to altitude

Taxi to runway with1 or 2 engines off

Coordinated departure fromgate to reduce taxi time

Optimised oceanicprocedures

within the New York FIR

Coordinated transfer fromNAV Portugal to FAA control

in the Santa Maria FIR

Transition to an optimised arrival procedure into MIA

Perform Tailored Arrival orOptimised Profile Descent

AIREAll phases put

together

CDG

MIA

Optimised mach speed blockDuring en route transit

Departure optimisation withCruise-climb to altitude

Taxi to runway with1 or 2 engines off

Coordinated departure fromgate to reduce taxi time

Optimised oceanicprocedures

within the New York FIR

Coordinated transfer fromNAV Portugal to FAA control

in the Santa Maria FIR

Transition to an optimised arrival procedure into MIA

Perform Tailored Arrival orOptimised Profile Descent

AIREGate-to-GateGreen Flight

DemonstrationApril 2010

FAA AIRE SESAR Joint Undertaking

FAA

FAA FAA

DSNA/Nav Portugal

Aéroports de ParisAéroports de Paris

DSNA

FAA/Nav Portugal

CDG


FEATURE

“Imagine 2010 was all about making CANSO the ‘Global Voice of ATM’, in particular in three key subjects; Safety, Environment, and Business Transformation,” explains Ashley Smout, Chairman of the CANSO Executive Committee. “In 2007 CANSO was at a crossroads. We needed some focus and a strategic direction, and we needed to strengthen our brand. When the ExCom sat down to plan the way ahead for CANSO, we felt that we needed to create a step-change in how the organisation was funded, how it focused its work programmes, and how it interacted with its industry partners and regulators. We wanted to create a future for the organisation that was exciting and compelling; a future which would see CANSO speak authoritatively on key subjects. With Imagine 2010 we have achieved that.”

The Imagine 2010 objectives as originally set out in 2007, envisaged membership growing by 50%, from 45 Full Members to 65, and 35 Associate Members to 55. The ambitious target for Full Members has not been reached (Full Members stand at 55), but CANSO Director General Graham Lake believes that there are good reasons for this.

“To reach the target – especially the Full Member target – was always going to be difficult, and I think in the economic crisis that the industry has faced over the last two years, it was inevitable that some expenditure decisions would be postponed. This has meant our membership target is probably about 18 months behind. But I think we still have an incredibly positive story to tell. Our Associate Member target has been met, and in Full Members we have added some very strong ANSPs such as State

The 2010 CANSO Global ATM Summit and AGM marks the conclusion of the Association’s ‘Imagine 2010’ programme, conceived by the CANSO Executive Committee in 2007, and unanimously endorsed by the Association’s membership in March 2008.

ATM Corporation Russia, SENEAM of Mexico, GACA of Saudi Arabia and GCAA United Arab Emirates. These are strategically important members, increasing our geographical reach, which is a crucial part of becoming ‘the global voice of ATM’.”

Another important part of the Imagine 2010 story was the creation of dedicated regional offices and programmes. The original aim was to set up three more regions (in addition to Europe), and this target has almost been met. The Asia Pacific Office in Singapore opened in 2008, with the Middle East Office in Jeddah following in 2009. An office for the Americas is in the planning stages. “Our regional offices are an absolutely key development for CANSO in its aim to be the Global Voice” continues Lake. “Prior to 2007 CANSO was viewed primarily as a Euro-centric organisation, albeit with important representation in North America, the Asia Pacific and South Africa. But Imagine 2010 has truly moved us towards becoming a genuinely global organisation. And I expect that trend to continue.”

Proof of CANSO’s growing international status was secured in 2007 with the granting of Observer Status at ICAO, placing CANSO alongside its partners IATA and ACI. Eugene Hoeven was appointed to represent CANSO at ICAO, and he has noticed a perceptible shift in the attitude of Assembly members towards the Association. “When I first arrived at ICAO I had to repeat myself a many times, describing what CANSO is and its mission, but we’ve definitely moved beyond that now” he says. “Thanks to the output of the Workgroups, the strong engagement with industry partners, and effective promotion of CANSO through articles, sponsorship and events here in Montreal, CANSO is now a well-known and respected partner. We like to describe ourselves as the ‘how’ to ICAO’s ‘what’, and I think that senior ICAO figures appreciate that difference and complementary fit.”

Workgroup output has been absolutely central to the success of the Imagine 2010 project. CANSO clearly set out to make itself the Global Voice on key, leading issues of vital importance to the aviation industry. “We realised that CANSO could not focus its energy on everything at once, and so the ExCom understood the need to prioritise resources and efforts where they would be most influential” explains Smout. “We identified Safety, Environment, and Business Transformation as the three most important areas to focus on.”

Safety of course is the raison d’etre of air navigation services, and was naturally the first key element on the list. Although the safety record of CANSO Members is excellent, there was a recognition that safety cannot only be viewed in national terms– it is the safety of the

Celebrating

CANSO Chairman Ashley Smout: “In 2007… we needed some focus and strategic direction.”

entire global system that is important. CANSO is the only forum where safety experts from ANSPs around the globe can sit down together and find solutions to key questions, as well as share best practice and raise safety performance. The Safety Standing Committee is a bedrock of CANSO activity, and it was recognised that to build on this, CANSO should appoint its first dedicated Safety Manager.

“Finding the resources to fund new managers for the lead Imagine 2010 programmes was always going to be a significant challenge,” says CANSO Director of Industry Affairs Samantha Sharif. “The ExCom found an imaginative solution by asking the members to ‘Second’, or lend, their brightest and best to help CANSO deliver the work that was needed.” Without the Secondees driving the Safety, Environment and Business Transformation Programmes, important products such as the guide


to Safety Management Systems, the Environmental Efficiency Targets, and the ANSP Fitness Check, would not have happened (see box below). For the other key programmes, Environment and Business Transformation, the Secondees were arguably even more important. Environment issues, while increasingly important, were not necessarily a big concern for ANSPs in 2007, and Business Transformation was an entirely new concept which had to defined and developed from scratch by CANSO’s Director of Business Transformation, Gudrun Held.

“I’ve found working at CANSO a hugely challenging and rewarding experience. Working in a trade association is completely different from working in a large organisation like DFS. It has an entirely different dynamic” she says. “Business Transformation was not a concept which was universally understood by all CANSO Members.

But over time, we have got to a point where guidance material on issues like separation, on future HR issues, or AIS-AIM, has shown CANSO members what can be achieved when we work together. These issues are too important to be ignored or worked on in isolation – and I’m proud that the Business Transformation Work programme tackled them. Most of all, our ANSP Fitness Check gives our Members a chance to benchmark themselves against our Global Vision for the Future of ANS. It really gives them a fantastic tool to maximise their strengths and tackle their weaknesses.”

In 2009 CANSO added a very important lead programme to Imagine 2010 – ANSP Operations. The role of the Operations Standing Committee is to be a global platform for ANSPs to join together and exchange operational best practice, as well as develop practical measures to improve performance and harmonisation in the

In Safety, NATS Seconded first Richard Schofield, and then Brendan Booth, each on a 50% basis, to be the CANSO Safety Manager. Richard and Brendan were clear and passionate about the need for an organisation like CANSO to help lift global safety

standards, and also recognised that ANSPs need to be more open and transparent about safety performance and the need to share information.

Key development: Safety Management Systems Standard of Excellence

Environment was a crucial CANSO work programme during a period of increasing scrutiny of aviation’s environmental performance. Airservices Australia seconded first Adam J. Phelan and then Tim Rees on a 100% basis to lead the Environment Workgroup output.

Working closely with Workgroup Chairman Phil Stollery, Adam and Tim coordinated the CANSO input into the pan-aviation industry response to the COP15 environment summit in Copenhagen, and on environmental guidance, management and awareness.

Key development: Airspace Efficiency Targets for 2050

ANSPs are evolving as many are separated from government departments, the military, or their airport business partners. As the need for performance improvements becomes more acute, ANSPs need access to the latest business management, process and benchmarking tools. DFS Seconded Gudrun Held on a

100% basis to lead CANSO’s Business Transformation programme.

Key Development: ANSP Fitness Check

The need for a CANSO Operations Standing Committee, to mirror its counterpart in IATA, was recognised by the CANSO membership for many years. However, only with the launch of the Imagine 2010 programme, and the seconding of Dan Smiley by the FAA on a 100% basis, was the Committee able

to be started. In less than a year, the Committee held its first Global Operations Summit, and has established key links with IATA and ICAO as it looks to raise global ATM performance.

Key Development: Response to IATA User Requirements for Air Traffic Services

CANSO, making use of the Brightest and BestA significant roll call of ANSP talent worked on the Imagine 2010 Programmes as official CANSO Managers.


FEATURE

system. With the FAA putting up a full-time Secondee to lead the new Operations Standing Committee, CANSO had created a powerful resource in its journey to becoming the global voice of ATM.

In terms of partnerships within the aviation industry, the Imagine 2010 programme called on CANSO to seek opportunities to work more closely with organisations such as IATA. This was achieved through bi-lateral projects such as the ‘Crisis Management Guide’ which looked at how ANSPs and Airlines should cooperate in difficult economic times, as well as through collaborative organisations and forums such as ICAO, and ATAG. The industry position on climate change and emissions reductions, delivered in time for the Copenhagen COP15 Environment meeting, was an example of genuine cooperation

from all areas of industry, with CANSO playing an important role. The work of the Environment Workgroup in benchmarking current airspace efficiency, and setting out targets for the future, was a vital piece of the aviation emissions jigsaw, which led to a fundamental reappraisal of the way airspace efficiency must be tackled in the future.

But Imagine 2010 did not just look at the Association’s output or its membership. It also focused on providing CANSO with a more diversified funding base, to allow it to maximise its effectiveness.

“We realised that for CANSO to achieve all it was setting out to do, we could not rely solely on membership fees” explains Smout. “We set an ambitious target of increasing commercial revenues to 20% of total revenue, which

has actually been exceeded. Along with the Seconded resources, the increased membership base, the growing strength of our regional conferences, and the increased advertising opportunities on our new website and in our publications, CANSO is now on the firmest financial footing it has ever had.” Graham Lake is similarly impressed with the strides CANSO has made towards becoming a more independent organisation. “Imagine 2010 envisaged new products and services being offered to Members, and the seeds of this work will be harvested in the next few years. We’re seeking a three-legged stool of membership fees, commercial revenues and leveraging Member resources, to help us deliver industry transformation, and I think Imagine 2010 has taken us a long way towards that.”

But setting aside the individual achievements of the projects, Imagine 2010 set out with one distinct purpose. It was to make CANSO ‘The Global Voice of ATM’ – but what does being the ‘global voice’ mean?

“Being the Global Voice means being able to speak with authority and respect on the issues that matter,” says Smout. “Only an organisation bringing the best out of its members, seen to be responding to their needs, and representing them effectively will be a respected voice on the global stage. This is a period of revolutionary change in air traffic management and ANSPs need a strong voice. Imagine 2010 has given us a powerful platform from which to speak.”

With the end of Imagine 2010, CANSO is introducing a new strategic plan. ‘Waypoint 2013’ marks CANSO’s transition from ‘the Global Voice of ATM’ to an organisation dedicated to ‘Transforming Global ATM Performance’. It marks the end of an important era for CANSO, one where it became more confident, more global, and more connected both within itself and with its global partners and stakeholders. But with issues such as environmental efficiency, delays, capacity, costs and new technology becoming increasingly important, CANSO needs to do more. The challenge of the Waypoint programme will be to turn CANSO into an organisation genuinely capable of transforming global ATM performance. It seems that the global voice will need to speak louder than ever in the years to come.

Table created in 2007 by the CANSO Executive Committee to benchmark reality against expected achievement in 2010. Most of these targets have been reached with the main exception of the Full Member target, which was affected by the global downturn.

TODAY 2007 AGM 2010

Global membershipFull Members: 45 Full Members: 65

Associate Members: 35 Associate Members: 55

Regional office: 1 Regional offices: 4

Diversified fundingFees: 93% Fees: 80%

Other/services: 7% Other/services: 20%

Global voice on subjectsNot consistent ad hoc Recognised as global authority

Relationships IATA-ICAONot well recognised Seen as credible and influential

Knowledge libraryDispersed and incomplete In place

ServicesSmall and reactive Key part of CANSO offer

Imagine 2010 established a new slogan for CANSO, and four lead programmes – Safety, Environment, Business Transformation, and Operations.

Giovanni Bisignani

Why does IATA continue to focus attention on ANSP charges which represent only 2-3% of airline operating costs?

ANSPs cannot remain in self-denial of the problem of delivering efficiency on the false justification that they are only a small proportion of airline costs. Every cost counts – including what we pay to our ANSP partners. In fact, ANSP charges remain higher in percentage terms than the return on capital earned by airlines. ANSP charges have a very direct impact on airline profitability.

We have worked together with CANSO and our ANSP partners to make significant progress. There is no doubt that we are flying our planes more efficiently today than we did a decade ago. But even if the low hanging fruit has been picked, it does not rule out incremental change that can contribute to a sustainably profitable airline industry.

All ANSPs are not performing equally. Benchmarking shows huge variances in the cost efficiency and performance. There remains considerable scope for improvements, including cost reduction.

Harmonisation can also reduce costs. We are disappointed in the lack of harmonisation between ANSPs, which would help our members become more efficient. This is where CANSO can play an important role.

To put all of this into perspective, keep in mind that the airline industry is fragile. We are emerging from our worst decade in history, with accumulated losses of $47 billion. As the global economy recovers, our passengers are coming back. But with poor profitability, every shock becomes a struggle for survival. The six-day shutdown of Europe’s airspace in April as a result of the Icelandic volcano cost airlines $1.7 billion in lost revenues. As we cannot control the shocks and crises, we need to ensure efficiency in the costs that we can influence.

How does IATA reconcile lower charges with the airlines requirements for more capacity and greater operational efficiency?

Let’s not confuse the issue. We need to reduce costs with efficiency. We must find solutions to achieve efficiency in a growing industry. If we need to invest to accommodate growing demand, we must make sure that those investments

have a measurable return. Consultation and harmonisation are critical. There is an important role for CANSO in facilitating global thinking and global best practice.

Apart from costs, what are the other priorities that IATA and airlines wish to see addressed by ANSPs? And what should be the focus in the short term in order to secure some real benefits?

After safety, the traditional focus is on ANSP charges because it immediately hits the bottom line. But we all need to focus on overall ATM performance because it can also impact the operational costs of airlines. The industry has worked well together on route-shortening to produce significant financial and environmental benefits. We now need to work together to standardise the introduction of new technologies.

We know what to do and how to do it. The focus now should be on commitment and urgency to make it happen. This change requires a performance-driven culture and framework, not the existing cost-recovery mechanisms.

AIRSPACE PEOPLE

Giovanni Bisignani joined the International Air Transport Association as Director General & CEO in June 2002. Since that time Mr. Bisignani has completely re-shaped and re-focused the organisation to better serve its global membership of 230 airlines with a mission to represent, lead and serve the air transport industry. Concurrent with his responsibilities at IATA, Mr. Bisignani is a Board member of NATS Holdings Limited, the air traffic services provider of the United Kingdom.

Mr. Bisignani’s career prior to joining IATA spans several industries. He launched the European travel portal Opodo and spent five years as CEO and Managing Director of Alitalia. He has been a Member of Pratt & Whitney Advisory Board and Chairman of Galileo International.


You were involved in the start of the Single European Sky many years ago. What is your view now of progress under the Single European Sky Package II and what do you see as the outstanding challenges?

After decades of discussion, it remains another European mess. Yes we have made progress. The SESII package was a big step forward with FABs, a performance framework and a network manager. Hopefully soon the new Charging Regulation will be ready. The reform of Eurocontrol is also moving in the right direction.

I have two concerns. First, I don’t see any sense of urgency to progress these component parts. In fact, I see far too many examples of progress being slowed by short-sighted protectionism, particularly on the FABs. Second, what

we need is bigger than this incremental approach can deliver.

The April Ash Crisis was another reminder of Europe’s lack of leadership on this issue. Ten million people stranded with a $5 billion cost to the economy, and the best that we could get was some tiny commitments to accelerate a decades long process by a couple of months. We need the European heads of government to set a date to achieve the EUR 5 billion that a fully implemented SES can deliver.

Similarly, what are your views on SESAR and NextGen and how they can be better integrated?

The vision is clear. We are a global industry. We need global interoperability and seamless airspace.

The reality is that aviation has grown organically and the result is a fragmented airspace with very limited harmonisation and lots of inefficiency. In many ways, it is a nonsense that the US and Europe have different projects to address the future ATM requirements. Politics and self-interests are likely to be the biggest constraints.

Both projects need a common vision and strategy to get the right balance between delivery of technology and performance in the short to medium term and global interoperability in the longer term. But it starts with the right leadership to ensure that each and every element of SESAR and NextGen are stepping-stones to efficiency, not the foundations for further constraints.

Airlines have accumulated losses of $47bn over the past decade. Bisignani argues that “every cost counts... in fact, ANSP charges remain higher in percentageterms than return on capital.”



AIRSPACE PEOPLE

The aviation industry has worked well together to produce a shared vision on environmental targets. Do you think this model of cooperation can be extended to other areas of the aviation business, and if so, where would be the first place to start?

Our approach to climate change is a model of cooperation and results that was commended by UN Secretary-General Ban Ki-moon. We can be proud that we are ahead of regulators with a strategy and targets to reduce our carbon emissions agreed by all the value chain. No other global industry is as advanced.

We have used a similar model with IATA’s Simplifying the Business program. A common requirement to improve service and cut costs with a clear vision and defined deliverables and timescales has already achieved annual cost savings of $4 billion. And we are targeting another $12.8 billion.

Both these example show that partners in the value chain can work together with trust and maturity. And I am convinced that we can find other areas to take the same approach – including the big ATM issues of the SES, SESAR and NextGen. CANSO is finalising its ‘Waypoint 2013’ strategy, with a new workplan for the next three years. What key priorities would you like to see CANSO working on, and what do you think the Association needs to do to ‘transform global ATM performance?’

CANSO is a critical industry partner for IATA and our members. We have recognised and supported an increased leadership role for CANSO to provide increased leadership with respect to its members, industry peers and other stakeholders. It is now time for CANSO move faster and more aggressively to transform ATM globally and in specific regions. CANSO must ramp up its

capabilities and credibility so that, like IATA, it can represent, lead and serve its members from a position of strength.

In line with developing this new leadership role, we welcome the recent establishment of the CANSO Operations Committee. We hope that it can achieve a similar level of industry collaboration and co-operation as the IATA Operations Committee with positions, policies and priorities on operational matters. It is vital that the two Committees work closely together on key projects.

IATA would like CANSO to focus on reducing operating costs, shortening routes and improving efficiencies. There is a lot of work to be done on improved approach and departure procedures that would save fuel, reduce flying time and cut CO2 emissions. IATA looks forward to working with CANSO on building a more efficient future for our industry.



The Single European Sky refers to more than just the airspace above us. It also includes arrival and departure routes, and the operations in and around airports. Some of the efficiency targets included in SESAR depend upon airport participation in the modernisation programme, and ground operators have become a key component of the Single Sky.

The Airport Collaborative Decision Making (A-CDM) programme is a prime example of how more efficient airport operations can lead to benefits across the network as a whole. The challenge is to get sufficient airports involved in the programme – Eurocontrol estimates at least 16 – to see results translated in improved traffic flow management.

Munich was the first airport to introduce A-CDM in mid-2007, and several other German airports have launched

similar programmes based on Munich’s experience. In the first year of operation, Munich cut average taxi times by 10 per cent and reduced fuel consumption and emissions for the airlines. Munich then started sending messages to the Central Flow Management Unit (CFMU) in Brussels detailing aircraft departure times. This data is considerably more accurate than previous departure estimates, and supports more precise route planning by the unit.

By the third quarter of 2010, Brussels Airport also expects to start filing Airport Departure Planning Information (A-DPI) messages to the CFMU, the second airport to comply with this part of Europe’s A-CDM programme. Later this year, several more airports will start trial information exchange with the CFMU, including Frankfurt, Prague, Vienna, Schiphol Amsterdam and London Heathrow. These airports hope

to be fully operational sometime in 2011, marking the first tentative steps towards the SESAR goal of improving coordination between air traffic flow and capacity management (ATFCM) and airport operations.

Eurocontrol Airport Operations Programme Manager Eric Miart says 16 airports are implementing or have partially implemented A-CDM locally, out of a target set by Eurocontrol of 30 by 2011. A further 15 have commenced A-CDM activities, fewer than the agency would choose at this stage. “An agency study shows that a minimum of 16 airports sending DPI messages to the CFMU is necessary to start measuring benefits of A-CDM to the ATM network. The maximum benefits are obtained after 100 airports or more are sending DPI benefits.” This is calculated to achieve 10 percent reduction in environmental impact.

Airports – adding the missing link

Munich Airport has reduced runway waiting time from over 4 minutes to less than 3 mins since the introduction of A-CDM. Eurocontrol estimates that 100 Airports sending Departure Planning Information to the CFMU would achieve a 10 percent reduction in environmental impact.



Not surprisingly then, A-CDM is among operational improvements highlighted in the SESAR baseline capability, known as IP1. The EC launched a steering group to speed up implementation of IP1 at the start of 2010, and Eurocontrol is keen to see progress in this area. “The EC is taking very seriously the delays in implementing the operational improvement steps from the SESAR IP1 baseline, to which A-CDM belongs,” says Miart.

There are also local benefits to be gained from A-CDM implementation. Once A-CDM is implemented at an airport, all the partners stand to gain from more efficient operations. For example, an airline performing shuttle flights between Paris and Toulouse has a potential gain in efficiency of an additional flight a day through reducing turn-round time and better airport operations. Furthermore, this does not add to crews and/or airport staff total working hours.

However, coordination with the CFMU can only take place once a CDM airport has achieved sufficient information sharing to be able to accurately calculate aircraft departure times. To reach this stage, the airport and its partners need to have a robust CDM process in place.

The A-DPI message is based on the Target Off-Block Time (TOBT) – the time the aircraft leaves the stand – agreed by A-CDM partners. It enables air traffic services to provide a Target Start-up Approval Time (TSAT) to the flight crew, which along with an estimated taxi time provides a Target Take-off Time (TTOT). The CFMU says TTOT is closer to actual take-off time since Munich began releasing A-DPI messages, and the airport also reports a fall in AFTM delays ranging from 1-6 minutes.

The Eurocontrol A-CDM manual is the main tool that details the concept elements, provides guidance for implementation, risk mitigation, and performance measurement. A-CDM is an integral part of the modernisation programmes DMEAN and SESAR, as well as the IATA Flight Efficiency Plan agreed with stakeholders. The EC is preparing an A-CDM Specification for publication in the Official Journal in September 2010.

Information sharing is the core element of A-CDM and requires participation by the airport operator, airlines, handling agents, ground handlers, ANSP and the CFMU. An information-sharing platform, along with a willingness to cooperate by all partners, is fundamental to the process. The IT infrastructure may already be available to support this process, or as in the case of London Heathrow, the airport operator invested in an IT upgrade including a web-based portal that provides a situational awareness map for all the local partners.

The second element is the need for partners to monitor flights from initial flight plan through to take-off. This is called the milestone approach and can include activities such as arrival, landing, taxi-in, turn-round, taxi-out, and departure. There are 16 milestones in the A-CDM manual. Sharing updates enables each partner to react in real-time between milestones to improve on-time performance and provide more accurate data for the TOBT.

The third element is accurate taxi times. Instead of using a standard default taxi time, taxi times can be calculated using historic data and operational experience to provide more realistic individual times. In the case of London-Heathrow, a standard taxi time of 20 minutes can be cut by two minutes or more when accurate take-off times are available. NATS says in some cases flights can be held on stand and still save up to eight minutes taxi time. This overlaps with pre-departure sequencing activities, the fourth element in the A-CDM process.

Pre-departure sequencing may involve the use of departure manager (DMAN) or arrival manager (AMAN) software, as well as surface movement guidance (A-SMGCS) systems. This concept element uses information from earlier processes and relies on up-to-date data for off-block times and handling requirements to be made available as early as possible. It also demands coordination between target landing times and target take-off times that take account of runway availability.

Most airports have procedures in place to deal with adverse conditions, but these are not necessarily shared by all parties. The fifth A-CDM element addresses changes arising from events

such as bad weather, construction work or industrial action. Collaboration becomes doubly important in these circumstances, and can help mitigate the consequences of adverse conditions.

The final A-CDM element is provided by flight updates messages (FUM) which are exchanged between A-CDM airports and the CFMU. From a network point of view, there is a gap between the accuracy of the take-off time estimate provided by the aircraft operator, and the actual take-off time provide by ATC. By providing CFMU with precise TTOT information, along with any changes, airports can influence the accuracy of traffic prediction. The process involves sending DPI messages from the airport as well as FUM from the CFMU to the airports concerned. This element closes the loop between en route and arrival constraints and departure planning.

Collaborative management of flight updates is the A-CDM contribution to ATFCM, and promises to bring significant benefits in terms of network management. This also opens the door to a more collaborative approach to traffic management between the network level and local operations. It moves closer to the gate-to-gate approach, that considers not only ATC constraints but the airport constraints for an improved service.

Those airports that have embarked on A-CDM implementation continue to post good results. Munich achieved a reduction in waiting time at the runway from over four minutes to less than three minutes, and saw further reductions in taxi times during 2009. Other benefits included a reduction in the impact of arrival delays on departure delays, improved adherence to slot schedules and fewer flights with duplicate flight plans. Meanwhile, London Heathrow introduced a departures element to its software and increased the efficiency of stand availability.

These, and results from other airports, show the positive outcome of A-CDM work. The concept, however, remains very challenging, and relies as much upon cultural change among the airport partners as it does upon technology. As Miart points out, it is up to stakeholders to “share common sense” to see the benefits of A-CDM.


FEATURE

But what about today’s distributed AIS information, mainly the Aeronautical Information Publication (AIP) and NOTAM?

Each year more than half a million NOTAM are published worldwide. Following ISO standards a random sample was surveyed and it was found out that more than 10% of the published NOTAM contain remarkable errors. To get a complete picture GroupEAD (CANSO Member involved in AIM WG activities) had a look at all available AIPs worldwide.

In this investigation 168 AIPs were evaluated and classified into four different compliance categories:

• fully compliant with international regulations

• partly compliant due to some discrepancies (e.g. in format, structure), which were not regarded as critical

• critical as a safety impact could be assumed, for instance because there has not been any update in ten years or the AIP only exists in the local language but not in English etc.

• unknown, since it was impossible to obtain an AIP.

The aim of the investigation was to generate a brief overview of worldwide aeronautical information quality. Table 1 shows the result split into global regions and different categories. In short, half of the AIPs worldwide are good, a quarter need some improvement and another quarter need immediate action. But how does aeronautical data contribute to the safety and efficiency of ATM?

In principle, aeronautical data of poor or insufficient quality may compromise

the safety of air traffic operations through a hazardous data event which, in turn, may lead to a potential ATM Hazard or an Airspace User Hazard resulting in an incident or accident.

It is important to note that aeronautical information increasingly supports a wide and diverse variety of applications and operations, covering: aerodrome mapping, aircraft equipage requirements, approach/departure procedures, emergency ATC or Search and Rescue procedures, CNS arrangements, and so on.

The risk to safety from aeronautical data errors depends on the severity of the consequence of the error, the likelihood of the error and the probability that the error will not be mitigated. In many cases aeronautical data errors result in nothing more than workload issues for controllers and pilots (hereby reducing the efficiency) and may also be safety-related, but for critical aeronautical data the consequences could be catastrophic.

The criticality of such errors must be considered in the light of the reliance placed upon data. By placing integrity values on some data items of 1x 10-8,

ICAO has indicated that the intended flight operations are reliant upon accurate and correct data. This is further reinforced by safety cases, such as that for Precision Area Navigation (PRNAV), which have indicated that the required level of integrity should match that stipulated by ICAO. Furthermore, these safety cases have passed flight operations on the assumption that the aeronautical data quality requirements specified, including integrity, are being met today. In light of the fact that the providers of aeronautical information are facing new challenges in having to serve ever more prevalent computer-based navigation applications and decision support tools, all of which are data reliant, the CANSO AIM WG concludes that more attention should be given to the importance of the aeronautical data quality to mitigate a substantial portion of identified risks.

Why are aeronautical data requirements not being met today?Without a doubt the reasons are complex and manifold. When looking at the different cases one quickly realises that each case has its own

General Quality

Continent Compliant Partly Compliant Critical UnknownEurope 49 2 1 0

Africa 4 14 16 1

Asia-Pacific 14 15 5 2

Middle East 5 6 2 0North & Central America + Caribbean 5 3 9 3

South America 0 4 8 0

Total 77 44 41 6

Table 1 AIP compliance with international standards. Source: Groupead Europe S.L.

Why aeronautical data quality mattersand how it contributes to the Safety and Efficiency of ATM

Do you think that aeronautical information is always correct? How much of the worldwide aeronautical information is compliant with international regulations? Do you have a feeling how much safety and efficiency impact this may have in ATM operations? The CANSO AIM Workgroup (AIM WG) have taken a closer look at tomorrow’s aeronautical data quality and thus safety requirements.

FEATURE


story. However, they can be grouped: lack of initial as well as a refresher staff training, lack of a system or intelligent system support, integrated or island solutions, lack of an effective quality management system and last but not least insufficient funding which of course has some interdependencies with the other causes.

Can money buy quality?

Just to call for more funding would be too short-sighted and too easy and would insufficiently address this complex topic. There is a definite requirement for aeronautical data of higher quality. The only way to achieve this is by using as little manual intervention as possible from source to the intended use. That in turn can only be achieved by sophisticated system support.

Current AIS Systems will need to be modified and upgraded to fulfil future AIM requirements. Future AIM systems should be based on common AIXM-Standards to allow an easy exchange of aeronautical information. A modular and flexible system design will allow full interoperability with other systems, aeronautical databases and applications. If standardised and open AIM systems are available, the cooperation between data providers and data users will be supported, a sharing of investments and development efforts between cooperation partners will be possible up to the point of a common use and operation of integrated AIM system solutions.

On the other hand, automation does not only foster data quality but will also increase efficiency. The main efficiency gains arise from the fact that data in an AIM context has to be captured and verified only once since it is then suitable for all applications. In other words: there is the need for initial investments but that investment does pay off.

Does the CANSO AIM WG provide support for this undertaking?

In the 2010 spring meeting the Workgroup started to investigate possibilities to benchmark the AIS activities of the CANSO Members.

The excellent work done by the CANSO Benchmarking Workgroup which concentrates on air traffic control activities, was used as guidance. A small CANSO AIM WG Task Force is now working on a methodology in close cooperation with the CANSO Benchmarking Workgroup. It will be presented to the whole AIM WG at the meeting in autumn 2010. The aim is to detect areas of excellence and of improvement for each individual organisation. The sharing of best practices will enable each individual organisation to draw their own conclusions and to consider remedies for shortcomings.

To investigate the financial implications of the business transformation from AIS to AIM the CANSO AIM WG is developing a generic AIM business model. This undertaking aims to showcase the ramifications of higher aeronautical data quality, process automation and integration, improved efficiency and interoperability in terms of a cost/benefit analysis. Preliminary results of this project will be presented and discussed at the CANSO global ATM Summit and AGM 2010.

The CANSO AIM WG has a representative in ICAO´s AIS-AIM Study Group. This study group develops necessary changes to ICAO´s aeronautical information related annexes, documents and standards. One such guidance document is the ICAO AIS to AIM Roadmap. This roadmap has been developed to expand upon the direction given in the ICAO Global Air Navigation Plan (Doc 9750) for the future development of aeronautical information. The expectations are that the transition to AIM will not require many changes in terms of the scope of aeronautical information to be distributed. The major change will be the introduction of new products and services and an increased emphasis on better data distribution in terms of quality and timeliness in order to meet user requirements and contribute to improved safety, increased efficiency and greater cost-effectiveness of the air navigation system.

It outlines three phases of AIM implementation: Initiatives to improve aeronautical data quality form the foundation of the development towards AIM and are considered as Phase 1. Phase 2 is the introduction of database-

driven processes to improve the value of current products by improving their quality and availability for their users. In Phase 3 new AIM products and services will be developed and implemented. This will have consequences for current AIS staff, systems, processes and ATM in general.

What qualifications will AIM staff need in the future?Again, the CANSO AIM WG has set up a dedicated Task Force which is working heavily on this topic. In general, AIM staff will need to manage information on top of processing data. Although processing data and managing information sound very much alike, there is a huge difference. Data only becomes information if it is accurate, timely and at the right place. This implies that at any given time staff need to be able to report the quality of the data processed and will have to master the entire data chain. The industry will see a merging of static and dynamic data to an actual online aeronautical database. For staff this means that their role changes from being an operator to being a verifier or manager of information which will lead to additional qualification needs not only in IT but even more in the whole aeronautical concept.

What does the business transformation from AIS to AIM mean for ATM?

With the transformation from AIS to AIM, AIM is becoming a part of ATM. The basis of what ATCOs see on their screens is a radar map generated from aeronautical data. The idea for the future is that this data comes from a single but verified source. In other words: it can only be assumed that data is correct if the same source is used for AIP generation and ATM applications.

Quality assured aeronautical data is a cornerstone of ICAO’s ATM Operational Concept (Doc 9854). It is the pre-requisite for a data-driven future ATM system that includes trajectory based operations and a multitude of collaborative decision-making applications. So improving aeronautical data quality may only be a small albeit very important step in the implementation of the future ATM concept.


AIRSPACE PEOPLE

What has been the biggest change you have noticed in the industry over your career?

I think the biggest change has been on an institutional level. We talk and consult with each other far more, at all levels, than we used to. It’s not just about operational issues and traffic flows. A lot of this is down to the Single European Sky and the European Commission, but the pace of change is still pretty slow. This is down to politics – most States are not drivers for change and I think that has been a missed opportunity. States should give ANSPs more freedom.

There have also been significant technological changes of course. When I started there was no secondary radar at my unit! I think the massively increased power of computers has clearly been beneficial. Things like Mode S, TCAS, and conflict detection have all improved safety. Training of ATCOs has also improved – we’re much better at learning from mistakes, although there are still some states that don’t ‘get’ just culture, which is a shame. Generally, ATCOs are much more open to change these days. Hearing Marc Baumgartner at ATC Global give quite a visionary speech was encouraging. But of course if consolidation happens on a national or international basis then the reactions become hard to predict.

Has CANSO made a difference to the industry and what does it need to become more effective?

I would say that CANSO has definitely been effective. At European level

CANSO has had two specific advantages. Firstly it enabled service providers to talk to the Commission with one voice. There are also lots of committees, for example at EASA, where it isn’t practical for the ANSPs to each be present. CANSO nominees can speak for them there. And this leads to the second advantage: CANSO has enabled ANSPs to talk much more to each other. You can see that for example at the ICB, the ANSPs are able to agree on positions far more easily than the different Airline groups.

On a global level, I’m pleased to see CANSO continuing to expand. ANSPs can share global problems and see that the solutions are often similar. They can also learn from past mistakes. But of course this is not easy, and it takes resources. I hope that the membership give CANSO and its new Waypoint programme the resources it needs to deliver the increased activity it is planning.

What future trend do you think poses the greatest challenge to the aviation industry and ANSPs?

To the industry as a whole, it is definitely the environment. We can see that getting new runways and airport capacity is going to be very difficult. CO2 reductions are to be expected. I think that growth in aviation is going to continue, albeit more modestly than before, so these pressures are not going to go away. For ANSPs in Europe I think the biggest challenge is certainly going to be consolidation. As long as there are so many centres then we will be accused of inefficiency. I’ve never understood why we have so many boundaries in the air, when borders on the

ground have been abolished across much of Europe. But sharing or reducing centres will be a difficult political and social step.

Does the SES timetable seem realistic and what changes need to be made by politicians and ANSPs to make it work?

You have to say that the speed of SES II compared to SES I has been like lightning. The Commission has set a very aggressive timetable, pushing through things like the performance scheme, and the charges directive in months where before they would have taken years. We need to be careful that this new haste does not lead to bad legislation. I think things are moving as fast as realistically possible now, and a further acceleration because we had the ash cloud would not be very desirable. The next big thing to sort out will be the Network Manager, and of course in the next 12 months SESAR needs to start to deliver. I am a little concerned that the endgame for SESAR is not clear. We need to have more work on the final vision and then track backwards to see what is required.

In terms of the link between SESAR and NextGen, I think the two programmes are broadly similar and the political will to make them fit seems to be there. In North America there is a big focus on ADS-B, which is less relevant in Europe, and also both schemes need to be very carefully monitored. You can easily lose a year or two on R&D projects – engineers and scientists tend to be perfectionists, and although I understand the psyche, we mustn’t allow them to be sidetracked. SESAR and NextGen have to be delivered on time.

Steve James has had a 38 year career for NATS and its predecessors in the UK, and has served as Vice Chair of the European Commission Industry Consultation Body since December 2008. Having been nominated to the position by the European ANSP Chief Executive Officers. Steve has also been closely involved with the Global and European committees of CANSO for the past 3 years, including the Executive Committee, Legal and Policy Committee, European CEOs’ Consultative Committee and the CEO European Co-ordinating Meeting. Steve will retire from NATS in June.

Steve JamesHead of International Relations, NATS



Along with the Olympics, the FIFA World Cup is arguably the world’s biggest sporting event and poses an extraordinary logistical challenge for the host nation. Along with the undoubted kudos of being the focus of international attention and the influx of tourist cash into the economy, the host nation must contend with transporting millions of visitors, the threat of terrorist activity, potential health and safety hazards, and potential for crime. For South Africa, the 2010 World Cup hosts, the challenge starts even before the fans arrive: the Government estimates that an extra 350,000 people will visit the country during the month of the tournament itself, and have allocated 28 billion Rand (2.5 billion Euros) to upgrade facilities to cope.

Arguably the biggest logistical test is faced by ATNS, the South African ANSP. It estimates that the number of movements per day will at least double and possibly triple during the course of the event, creating a significant challenge to safety, capacity and punctuality. Fortunately, ATNS has spent the last 10 years developing a unique Air Traffic Flow Management (ATFM) tool to maximise airspace efficiency. Created in partnership with Thales and Metron Aviation, and completed in time for use in the World Cup, the CAMU (Central Airspace Management Unit) ATFM provides a system-wide view for managing the entire region, which amounts to approximately ten percent of global airspace. The solution utilises end-to-end Collaborative Decision Making (CDM) to increase capacity utilisation and enables airlines to optimise operations by dynamically managing their allocated slots.

“The CAMU ATFM was created in response to a need identified in the South African National Master Plan about 10 years ago” explains Sandile Maphanga, acting manager at the CAMU. “And in 2007 contracts were exchanged with Thales and Metron

Eyes on the prize Efficient flow management at the World Cup

aviation to build the flow management system. So this was always a long-term vision. Having said that, the ATFM system will be particularly helpful at the World Cup, during which the number of aircraft movements is estimated to at least double from the present 1600 movements per day. This system will enable us to predict traffic flows up to several hours in advance.”

Thales believes that the ATFM is the first example of such a system being deployed outside of Europe and the US, and although both Thales and Metron had experience of building similar systems in Europe and the US, South Africa has a number of specific characteristics which make the creation of a bespoke system necessary. “The mix of traffic at South African airports is notable” says Maphanga. “With scheduled, charter, GA and BizJet movements all operating from the same airports, the control of flow, maximising efficiency while remaining in line with ICAO guidelines, is crucial. South Africa also has certain weather patterns which can cause complications. In the summer months the stormy season can

last between November–April, while in winter the fog, particularly around Johannesburg and the Cape, can be a significant problem.” To combat this the system takes advantage of a direct link with the meteorological office to model and predict weather patterns up to 20 minutes in advance.

“The system allows for the integration of real-time weather events, and runs prediction scenarios” explains Lionel Wonneberger of Thales. “The system also enables ATNS to derive the maximum benefit from its world-leading civil-military cooperation arrangements.” Civil and Military control is centralized and South Africa is the first country to fully adopt Flexible Use of Airspace, with no restricted airspace above FL200. So the system is able to adopt the most efficient routings without having to plot around large amounts of restricted military airspace. Although the system clearly offers benefits in tackling delays, improving airspace efficiency, and improving safety, ATNS nevertheless developed a full business case and cost-benefit analysis, to approve the investment and

ATNS faces a doubling of daily movements during the World Cup


able to offer leadership and assistance to other ANSPs in the region. Sandile Maphanga is keen to promote harmonisation and convergence but is aware of political difficulties “And of course, the other ANSPs will need to meet us half-way” he says. “Nevertheless, ATNS is hopeful that political difficulties can be surmounted because the prize of a safer, more efficient and effective African airspace system is too good to lose.” Certainly, while the world’s eyes will be on the football, the ATM world will be looking for positive results of a very different kind from South Africa this summer.

ensure the airlines and airports were on board. (See box below). Savings are expected to be in the millions of Rand.

Thales accepts that although the application in ATNS is bespoke, the system is generic, and could be adapted and deployed anywhere in the world, provided the ANSP has a mature enough operational system. “It is not a one-off” says Wonneberger. “For example, although the close civil-military coordination in ATNS drives maximum benefit from the system, even states with a more rigid civil-military airspace allocation can derive significant benefits from the system.”

Looking to the future, Thales and Metron will continue to support the system, and enhancements are potentially available. An obvious upgrade would be to add a CPDLC to enable real-time instructions to be relayed to aircraft in the air. ATNS already operates this in Oceanic airspace so bringing it in across the country is a logical next step. “The cooperation between all the players in the system has been very good” agrees Remi Gille, Managing Director for Thales Air Traffic Management business. “In particular, the complementary skills of Metron, in the strategic pre-tactical flow management phase, and Thales in the

tactical real-time phase, have helped to develop a really comprehensive system. There’s a good working relationship between us and there’s no reason why it won’t continue, certainly in a support position with ATNS, and possibly with other applications of the system elsewhere in the world.”

ATNS, Thales and Metron have been recognised for the quality of the ATFM with a 2010 Jane’s Airport Review Enabling Technology Award for contribution to enhanced capacity and safety. ATNS knows that through applications such as this, it is potentially

THE BUSINESS CASE FOR ATFMThis information is derived from the business case study for the ATFM system. (At the current exchange rate 100 Rand is worth about 12.8 Dollars, or 10.7 Euros.)

One minute saving at Runway Hold (Johannesburg)

Cost A1 “jet fuel burn” saving per annum R9,487,521-36

50% Reduction in Airborne Hold due to Weather Disruption (Johannesburg)

Cost A1 “jet fuel burn” saving per annum, reduction in en-route holding due to weather R5,236,718-85

Reduction of 2% of Flights not reaching Optimum Flight Levels

Fuel burn cost saving if 2% reduction in flights not reaching optimum level per annum for Johannesburg-Cape Town City Pair R1,134,405.30

Fuel burn cost saving if 2% reduction in flights not reaching optimum level per annum for Johannesburg-Durban City Pair R439,599.44

Fuel burn cost saving if 2% reduction in flights not reaching optimum level per annum for Durban-Cape Town City Pair R1,134,405.30

Total Fuel Burn Saving R2,708,410.04


The CANSO Operations Standing Committee was created in 2009 with the express purpose of coordinating ANSP positions on global issues, and liaising closely with industry partners to further the harmonisation and interoperability of a fragmented air traffic management system. One of the Committee’s first tasks was to agree a response to the IATA User Requirements for Air Traffic Services paper. This consultation was focused on Communications, Navigation and Surveillance (CNS) issues, in particular, the type of equipment expected to be required by aircraft, airports and ANSPs in the future, and the need for airspace users to pay for this.

CANSO Programme Manager, ATM Operations Dan Smiley is clear about the opportunity this consultation presented to ANSPs. “CANSO actively encourages global harmonisation of CNS infrastructure, but we know that local requirements may dictate specific local solutions” he explains. “Our response to this IATA initiative has enabled us to take a clear view on some of the technological changes on the horizon, and to demonstrate where

we, the service providers, may differ from some of the regulatory or IATA’s expectations. Without the Operations Committee being able to take the lead on this, it is doubtful the ANSPs would have been able to reach a consolidated position – and the risk of further fragmentation resulting in less efficient operations would remain.”

At its core, the views of CANSO and IATA are closely aligned in the vast majority of CNS areas. CANSO recognises the SESAR ATM Master Plan as the European vision for CNS infrastructure, and supports that plan, while accepting there may be are some differences between the IATA requirements and those of SESAR. In the spirit of acknowledging that some regional variances are inevitable, CANSO’s view is that these differences are relatively minor and in Europe any changes considered for the Master Plan (if at all) will not be on a grand scale.

Nevertheless, there are some notable areas where the CANSO view differs from that of IATA. In the case of Satellite Based Augmentation Systems (SBAS) and Primary Surveillance Radar

(PSR), the differences are significant, while there are minor but important differences on a number of other systems (see box below).

“While it is vital to stress the commonality and the shared vision across the vast majority of CNS issues between the Users and the Providers, it is important to understand where and why there are differences” continues Smiley. “On the two big issues of SBAS and PSR in particular, the ANSP position is different enough to need special highlighting and attention.”

SBAS – The Case For

Satellite Based Augmentation Systems are systems that augment Global Navigation Satellite Systems to improve the accuracy and integrity of the positioning signal. The user may require avionics changes to be capable of using the system, but SBAS could provide an alternate upgrade path for airports that do not currently operate an Instrument Landing System. Many airline fleets are equipped with a Baro-VNAV capability, one means of supporting Approach with Vertical Guidance (APV). Additionally airline manufacturers are now offering RNP 0.3- 0.1 functionality and therefore not providing options for SBAS avionics. IATA does not support this GNSS augmentation system for airlines. However, other airspace users such as General Aviation do not, and could not, easily equip to provide a Baro-VNAV capability. SBAS, the other means of supporting APV, provides an effective means of equipage to gain the advantages of APV for these airspace users.

CANSO supports the use of SBAS at airfields where there are Non-Directional Beacon/VORs used as part of an approach procedure, as SBAS could provide an alternative approach and facilitate the removal of these legacy NAVAIDs. However, it recognises


Bringing the wide perspective:CANSO operations committee response to IATA user requirements for air traffic services

Areas Where CANSO Position Differs Significantly From IATA View

• Satellite Based Augmentation System (SBAS)

• Primary Surveillance Radar (PSR)

Systems/Services Where CANSO View Differs Partially From IATA View

• ATS Interfacility Data Communication (AIDC)

• VHF Omni-Directional Range (VOR)

• Ground Based Augmentation System (GBAS)

• Automated Weather Observing System (AWOS)

• Aircraft Based Augmentation System (ABAS)


that those responsible for the provision of landing services at airports have to consider the requirement of their customers and base their decision on what final approach aid to provide on a sound business case.

PSR – The Case For

In its submission, IATA states ‘Currently there is no airline requirement for using this technology’ and that ‘Multilateration will be a superior replacement for PSR in terminal airspace.’ CANSO’s view is that Multilateration, ADS-B and Mode S Secondary Surveillance Radar (SSR) are replacements for ‘traditional SSR’ and not a replacement for PSR. There is still a requirement for independent non-cooperative surveillance in many TMAs in order to detect aircraft which are not equipped with Mode S transponders or who have suffered a transponder failure. For example, General Aviation VFR aircraft periodically infringe upon controlled airspace, and many of these aircraft are not equipped with transponders as carriage is not a mandatory requirement. Therefore, in an environment with no PSR it would not be possible for these aircraft to be detected by controllers, which could lead to potentially serious consequences. PSR remains a requirement as long as unacceptable risks exist from aircraft operating without transponders.

However, by way of compromise, Multi-Static PSR is a technology CANSO supports. It could fulfil the requirements that are currently achieved using PSR but in a more cost-effective manner.

Next Steps

While acknowledging that IATA members do not support either SBAS or PSR, and are unwilling to pay for their implementation and maintenance, Dan

Smiley hopes that the arguments CANSO has put forward for the use of these two systems will be seen to represent the needs of the wider aviation community.

“We can see that the differences expressed by CANSO reflect the different perspective of IATA, which naturally represents its constituency of sophisticated high-end airspace users. By contrast, CANSO members provide services to the whole range of airspace users, from large commercial carriers to small business and general aviation flyers, whose needs and resources differ considerably. It is this wider perspective that CANSO brings to the table as the future operational and technological requirements of the airspace system are decided” he says. “I hope that as we move forward in the process, that this wider perspective becomes the consolidated vision of the industry, and that CANSO will continue to play a vital role in our move towards interoperability and harmonisation.”

The CANSO Operations Steering Committee. Dan Smiley (second from right) believes that CANSO brings a “wider perspective” to CNS deliberations.

The CANSO Response document is available online at www.canso.org/operations

INSIDE CANSO

Focus on… NEAP cooperation to seek improvements for customers

manager and he works primarily with the NEAP Master Plan and with SESAR activities.

“Above all, NEAP can gain more efficiency from the collaboration. The results of NEAP will be beneficial for the entire air transport sector. The challenges for NEAP are, amongst other issues, to overcome cultural differences, to avoid conflicts regarding staff resources and to guide authorities to work in the same vein we do,” says Per-Inge Hoffman.

By 2010 Functional Airspace Blocks (FABs) will be in place in Europe as a

NEAP – the Northern European Airspace Providers group – is a collaboration between nine ANSPs: Denmark (Naviair), UK (NATS), Estonia (EANS), Finland (Finavia), Iceland (ISAVIA), Ireland (IAA), Lithuania (LGS), Norway (Avinor) and Sweden (LFV). Formed three years ago, it aims to provide seamless, cost-effective services to customers across their respective airspace, in line with the Single European Sky project.


The members of NEAP have a total airspace of more than 13 million square kilometres and more than five million flights a year. The region reflects the variety of types of airspace that exist globally, such as areas of high and low traffic density as well as large oceanic areas. NEAP’s central focus is on safety, efficiency and the environment by seeking common solutions to improve service. The group will align its activities around the North Atlantic interface, as well as with the rest of Europe. NEAP operates through a Strategy Committee and a Coordinating Committee, and has a Program Office to coordinate activity on a day-to-day basis.

NEAP operates through a Strategy Committee and a Coordinating Committee, and has a Program Office to coordinate activity on a day-to-day basis.

“It is internationally unique that the ANSPs of nine countries collaborate in this concrete manner. The biggest challenge will be to overview all our projects and processes in a systematic way, and to keep the staff in all the member organisations informed about what we are working with in NEAP. It is

important to achieve acceptance for our results internally as well as externally,” says Matts-Anders Nyberg, NEAP Program Office Manager. NEAP is a strategic project that aims to deliver results over time. Safety, quality, environment and cost factors comprise the main focus of the project.

“Our geographical area is becoming more and more important. Intercontinental flights between Europe, the USA and Asia pass through the area of NEAP. Within Europe we are more of a feeder area,” says Mats-Anders Nyberg.

Per-Inge Hoffman is the deputy project

NEAP is now covering the work area of nine different ANSPs.


The signing ceremony at the ATC Global Exhibition in March 2010 when NATS joined NEAP.

step closer to the realisation of a Single European Sky. The North European airspace block is operated in a separate project called NEFAB. This project is managed by Anders Saetre at Avinor, and Zoltan Gati at Naviair.

The air navigation authorities in the concerned countries decide about establishing airspace blocks, which means that they are also engaged in the project. Ireland and the UK are not a part of NEFAB since they share their own FAB.

The Feasibility Study of the NEFAB project is also of current interest as it develops constantly. The project’s internal distribution of the work between the partial projects has been updated to do cost analyses for example. A CEO conference regarding NEFAB was arranged in May 2010 in Sweden

to allow top management among the ANSPs within NEFAB to discuss and come to agreements about possible solutions. The managers discussed different sub-areas on the basis of both the SES law and the possibilities of ANS business development in northern Europe.

The result of the collaboration so far is, amongst other factors, joint applications to the EU that have provided economic support for ongoing activities. A total of 0.78 million Euros has been received by the NEAP for developing NEFAB. The mutual proposal to the government from ANS is to be delivered by the end of 2010.

NEAP has also been given 9.2 million Euros to implement new technology during the period 2009-2011. These funds aim to guarantee the investments

and the planned improvement within the infrastructure of the ANS.

To participate in the European development program in SESAR, NORACON has been established by the northern European countries together with AustroControl in Austria.“We are acknowledged as a large and vital cooperation partner by both the EU commission and Eurocontrol. Since January we have established an NEAP representation in Brussels,” says Matts-Anders Nyberg.

NEAP will update its North European ATM Master Plan in order to be synchronised with the developments in Europe (EUR ATM Master Plan), aligned also with Northern European priorities. These implementation projects will result in better customer service as well as a lower cost structure for NEAP customers.


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

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

Who We Are and What We Do

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

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

EtihadFokker 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 EMSMicro Nav LtdThe 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

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]

Light area illustrates airspace controlled by CANSO members

airspace 9

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