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AIRSPACE QUARTER 4 2010 1

journal of the civil air navigation services organisation ISSUE 11 QUARTER 4 2010

CLIMBING HIGH:Middle East rises to the ATM challenge

PLUS: Implementing performance-based navigation, a new strategy for environment, breaking down language barriers, and leading news and comment from the world of ATM.

ETIHAD SPELLS OUT ATM NEEDS:“There are options for improvement”

CRISIS MANAGEMENTHow Airways New Zealand survived the Christchurch earthquake


CONTENTS

civil air navigation services organisation

Airspace No. 11ISSN number 1877 2196Published by CANSO, the Civil Air Navigation Services Organisation

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© Copyright CANSO 2010

COMMENT

5 EDITOR’S NOTE The Middle East is setting an example in cross-industry cooperation.

8 THE ANSP COLUMN His Excellency Mohammed Amin Mahmoud Al-Quran, Air Navigation Services

Commissioner, CARC Jordan supports harmonised air navigation services.

9 THE CANSO COLUMN Gudrun Held, CANSO Director of Business Transformation, talks about programme

success and latest regional initiatives.

10-11 LETTER FROM AMERICA Hank Krakowski, Chief Operating Officer, FAA ATO, describes steady growth in

performance-based navigation procedures across the US.

ATM NEWS

6-7 THE LATEST INFORMATION ON ICAO’s safety information exchange, new Middle East Workgroup, Europe

accelerates A-CDM deployment, FABEC agreement, and Ashley Smout steps down as Airways CEO.

FEATURES

12-14 EXPECTING THE UNEXPECTED Airways’ crisis response procedures were put to the test in September when the South

Island was rocked by an earthquake greater in magnitude than the Haiti quake.

21-22 ENVIRONMENT Reducing carbon emissions calls for a new industry strategy. Manager of CANSO’s

Environment programme, Tim Rees examines new modeling techniques under development in Australia.

AIRSPACE PEOPLE

17 ETIHAD AIRWAYS Christian Albrecht, Vice-President Operations Logistics Etihad Airways, says the biggest

progress in the air navigation industry over the coming years will be the increased use of technology to improve efficiency and centralise systems and data across areas and regions.

27 EVER MOLINA CARILLO Ever Molina Carillo, Director General of Servicios a la Navegación en el Espacio Aéreo

Mexicano (SENEAM), calls for regional collaborative decision making.

TECHNOLOGY & OPERATIONS

18-20 PERFORMANCE-BASED OPERATIONS ICAO is ramping up its PBN programme in 2011 to support PBN implementation with

direct support to states, new educational activities and additional guidance material.

24-26 BREAKING DOWN LANGUAGE BARRIERS March 2011 signals the end of the three-year transition period established by ICAO for

the post-2008 implementation of its revised language proficiency requirements. Is the industry compliant?

28-29 RAISING GLOBAL SAFETY STANDARDS The world’s ATM safety directors gathered in Singapore from 7-12 November at the

CANSO Annual Safety Conference.

30 WHO WE ARE AND WHAT WE DO

INSIDE CANSO


EDITOR’S NOTE

I have the pleasure of standing in as temporary editor of Airspace while CANSO selects

a new Communications and Marketing Director. The new appointment comes as the

organisation gets started on its Waypoint 2013 strategy, a new agenda that aims to improve

performance across the whole air navigation service system. A large part of this strategy

involves promoting and implementing the best practices that CANSO has identified through

its workgroups and international forums and the following pages report on several of the

topics that make up this strategy.

First of these is ICAO’s performance-based navigation (PBN) implementation programme.

Initiated by a small team in Montreal three years ago, PBN has drawn support from the

FAA, Eurocontrol, IATA and CANSO. PBN supports more efficient flight paths and forms

a central part of modernisation programmes like NextGen and SESAR. The programme is

beginning to see its first results as ANSPs and airspace users put in place more efficient

flight procedures. The process is being helped by ICAO-led regional support teams that can

offer hands-on experience on issues such as operational approval, and CANSO is leading

the call for an international baseline of current PBN implementation.

The coming year will see more focus on environmental issues, and CANSO’s Environment

Workgroup is looking at how ANSPs should approach environmental planning in the future.

The environment calls for more than operational changes, and the use of market-based

measures and scientific modelling will play a part in optimising fuel burn and emissions.

Finally, the establishment of the Middle East ANSP, airspace user and stakeholder

engagement group reflects growing collaboration and stronger partnership across the

different sectors of the industry. The group includes representatives from ANSPs, CAAs,

airlines, airports, aircraft manufacturers, industry suppliers, the military and IATA, and will

play a prominent role in the CANSO Middle East conference that takes place in Abu Dhabi

in January 2011.

The themes of partnership and improved performance that feature in this issue are relevant

to all industry players. Many of the programmes and activities rely on closer cooperation

between different sectors, and while Waypoint 2013 makes the case for ANSPs to pursue

these goals, there are messages here for all those involved in airspace management.

Thanks for reading

Jenny Beechener

6 QUARTER 4 2010 AIRSPACE

ATM NEWS ATM news

MIDDLE EAST PARTNERS COLLABORATECANSO established a Middle East ANSP, Airspace User and Stakeholder Engagement (MEAUSE) Workgroup in October 2010. The Workgroup provides a platform to discuss priority issues at both regional and national level, and to work together to implement best practice in the region. CANSO Director General Graham Lake said: “Recent traffic growth combined with airspace capacity constraints has left the region’s aviation industry facing unprecedented challenges. And with more than 400 new aircraft to be delivered to Gulf-based airlines alone over the next five years, there is a clear need for greater airspace capacity.” The group will present a work plan at the third CANSO Middle East conference in Abu Dhabi in January 2011.

Front Row: Ruby Sayyed, IATA Middle East; Helen Woodrow, Dubai Airports; Sylvie Sureda Perez, Airbus; Saleem Mohamed Hasan, Bahrain CAA; Back row: Juma Harib, GCAA UAE; Maali Zaki, CARC Jordan; Azmi Al-Almaireh, Royal Jordanian Airforce; Bob Everest, Emirates; Mohammed Howsawi, Saudi Arabian Airlines; Gudrun Held CANSO.

CANSO news

AIRWAYS CEO ASHLEY SMOUT STANDS DOWN, BUT REMAINS CANSO CHAIRMAN

CANSO Chairman Ashley Smout will step down from his role as CEO of Airways New Zealand in February 2011, following his decision to take up a post outside the industry. Ashley Smout will, however, continue in his capacity as CANSO chairman until the Association’s upcoming AGM in June 2011. “I am passionate about CANSO,” he said, “and after five years as chairman of the executive committee I know first-hand the importance – and impact – of the association’s work.

For these reasons, and as part of my commitment to the members, it is my intention to remain as chairman until AGM 2011, and continue our work in developing the Waypoint 2013 Strategy.”Ashley Smout joined Airways New Zealand in 1999 and was appointed CEO in 2002. He has served as chairman of the CANSO executive committee since 2005.

Ashley Smout, CANSO chairman.

ATM news

EASA AND SESAR SIGN SAFETY AGREEMENTThe Executive Directors of the SESAR Joint Undertaking (JU) and the European Aviation Safety Agency (EASA), Patrick Ky and Patrick Goudou, and Eurocontrol Director General David McMillan signed cooperation agreements in November 2010 to secure EASA’s support in implementing the SESAR work programme.

Under the agreement, EASA will provide impact analysis of new concepts, certification oversight and advice on methodologies for the elaboration of safety deliverables. The agency will participate in SESAR work packages as well as updating the ATM Master Plan and the regulatory and standardisation roadmaps.

EASA says it will build on the best available industrial practices and experience available, in particular from Eurocontrol, in order to assist certification of future SESAR systems.

EASA is the latest organisation to join the SESAR JU family, with 13 new associate partners joining in mid-2010 including non-European companies such as Boeing, Thales Australia and the Moroccan Airports Authority.

Other new associate partners include Avtech Sweden, Consortium LVNL, Lockheed Martin UK, NATS Services, Nav Portugal, Polish Air Navigation Services Agency, SEA Aeroporti di Milano, skyguide, and Thales Raytheon Systems.


SIX STATES SIGN FABEC AGREEMENTMembers of the Functional Airspace Block Europe Central (FABEC) signed an agreement in early December 2010 to establish a common functional block of airspace. The six states of Belgium, France, Germany, Luxembourg, the Netherlands and Switzerland will put in place a framework in place for air navigation service providers to improve their performance in terms of safety, environmental impact, capacity, cost effectiveness, shorter routes and military mission effectiveness.

FABEC, which will handle about 55 percent of all flights in Europe and covers the most complex traffic areas between the busiest airports, is a major step towards the Single European Sky programme (SES) which is being put in place by the European Commission. The states agreement is expected to be ratified by 2012.

By signing the FABEC agreement the contracting states commit to take the appropriate measures in the domains of airspace, harmonisation of rules and procedures, provision of air navigation services, civil-military cooperation, charging, supervision, performance and governance. To govern this broad scope of responsibilities,

ICAO signed a memorandum of understanding with the European Union, the US Department of Transportation and IATA to establish a global safety information exchange (GSIE) at the 37th General Assembly in Montreal in September 2010. ICAO is responsible for the coordinating the collection, analysis and exchange of safety information among members of the exchange and says it will protect any data held by confidentiality legislation. The safety database is part of a more proactive safety strategy by ICAO to share critical safety information among governments and industry stakeholders. ICAO hopes the information exchange will help members to analyse and predict safety risks, and take action before issues result in accidents.

The Assembly also adopted a resolution to reduce the impact of aviation emissions on climate change. Targets include a global goal of two per cent annual fuel efficiency improvement up to the year 2050, a global framework for the development and deployment of sustainable alternative fuels, and a target of 2013 for a carbon dioxide standard for aircraft engines. Some states expressed reservations over the targets.

CANSO Director General Graham Lake said: “The results of the ICAO Assembly are good news for air navigation and ultimately good news for air passengers. Making progress on issues around Just Culture, endorsing our Safety Management Systems Standard of Excellence, and accepting our call for state action to improve capacity, show that together, ICAO and CANSO can transform global air traffic management performance.”

a FABEC Council composed of civilian and military representatives with clearly defined decision-making powers will be set up. Based on its decisions, the contracting states will establish the necessary national rules and procedures. As a first step, FABEC States are preparing a common FABEC performance plan to set concrete targets for the years 2012-2014 in the areas of safety, finance, environmental impact, capacity and military mission effectiveness.

In November 2010, FABEC members announced the introduction of shorter night time routes, saving an estimated 800,000 nautical miles, or 4,800 tonnes of fuel and 16,000 tonnes of carbon dioxide per year with 115 shorter cross-border connections. The shorter routes are available night due to reduced traffic levels and less military airspace activity.

Meanwhile, DFS of Germany joined with DSNA of France to introduce a more direct route between Paris and Munich. A trial phase between November 2009 and July 2010 reduced the overall distance by 34 nautical miles one way, increasing fuel efficiency and lowering environmental impact.

ATM news

ICAO STARTS SAFETY DATA EXCHANGE

Joe Sultana, Eurocontrol; Graham Lake, CANSO; and Olivier Jankovec, ACI Europe.

EUROPE SPEEDS A-CDMAt the 5th ACI Europe Airport Exchange in October 2010, a partnership between CANSO, ACI Europe and Eurocontrol agreed to the accelerate Airport Collaborative Decision Making (A-CDM) programme. The partners aim to have A-CDM fully implemented at 10 airports by the end of 2011 in order to combat airport congestion and reduce fuel burn and carbon emissions. The programme is part of the Flight Efficiency Plan drawn up by CANSO, IATA and Eurocontrol (supported by ACI Europe) in 2008 which calls for the procedures to be adopted by up to 50 airports. Potential savings are estimated to reach EUR30 million a year if 10 airports followed the example set by Munich when implementation of CDM in 2007 reduced taxi times by 10 per cent. Further roll-out of the programme will continue with ACI Europe, Eurocontrol and CANSO all actively encouraging new participants through promotion of the benefits gained early pioneers of the programme.


COMMENT

The ANSP ColumnMiddle East looks to seamless traffic flow

His Excellency Mohammed Amin Mahmoud Al-Quran, Air Navigation Services Commissioner, CARC JordanJordan’s Civil Aviation Regulatory Commission (CARC) supports harmonised air navigation services across the Middle East.

The civil aviation sector in the Middle East is growing and developing rapidly. As a result, there are a number of necessary measures and actions that need to be taken to manage this expansion. Hand in hand with the increase in capacity requirements, the region has to ensure safety, security, efficiency and protection of the environment. This calls for the adoption of state-of-the-art technologies. It also requires qualified, professional and well-trained staff. Just as important is the need for the region to focus on establishing a seamless flow of air traffic management.

Harmonised, integrated and efficient air navigation services in the Middle East region is of high priority if we are to achieve the above mentioned requirements. CANSO is taking a leading role to harmonise air navigation services across the region. The cooperation extends to civil aviation authorities, the Arab Civil Aviation Commission (ACAC), the International Air Transport Association (IATA), the International Federation of Air Traffic Controllers (IFATCA), the International Civil Aviation Organization (ICAO), airport management and airspace users.

There are a number of key areas where these organisations can work together to provide harmonised services and deliver efficient airspace management. Collaboration is needed most in the following priority areas:

• Harmonisation of future plans• Seamless airspace structure • Performance-based navigation (PBN), optimising RNAV and GNSS operations• Flow management• Civil-Military coordination• Standardised and unified training institutes• Unified upper IFR for the Middle East• Integrated surveillance systems• Automated handover technologies• Data Bank for aviation information• Unified regulations• Aeronautical Information System Management• Mature contingency plans• Search and rescue coordination• More frequent and open dialogues in the region• Middle East functional airspace block (FAB)• Exchange of experience and adoption of best practices

Finally we have to work very hard to encourage other Middle East countries to join CANSO and be effective members to achieve the optimised outcome for all participants. Jordan’s Civil Aviation Regulatory Commission (CARC) is committed to supporting and actively participating in all these activities that help in achieving a harmonised, safe, secure and efficient air navigation system in the Middle East and globally.


COMMENT

The CANSO ColumnIt has been an amazing journey

Gudrun Held, CANSO director of Business Transformation

Business Transformation is defined as a journey towards a joint vision of providing seamless, safe, environmentally-sustainable and efficient air navigation services. CANSO supports ANSPs with guidance and tools developed by the industry for the industry, tailored to meet regional and individual needs. The programme concentrates on institutional transformation and on developing the guidance material and tools to support ANSPs in their journey to become performance-based organisations. It complements three other CANSO programmes which focus on safety, the environment, and operations.

Examples of work to support this journey include CANSO’s Standard of Excellence: A Fitness Check for ANSPs developed by the Quality Management Workgroup, the Guide to Separation developed by the Business Performance Workgroup, and CANSO’s benchmarking activities. These activities will continue and have been further strengthened by the addition of best practice business transformation workshops and seminars in support of CANSO’s next strategic goal, Waypoint 2013.

An important early milestone was the first CANSO Middle East conference in Jeddah in January 2009, where four main work programmes started and ANSPs agreed to establish a CEO Committee for the whole region. At the sixth meeting since then, hosted by CARC Jordan in November, presentations at the ANSP, Airspace User and Stakeholder Conference all shared the same theme: “Aviation is a crucial contributor to the economic growth of the region; we are on the right track. Let’s continue to work together to create tangible and measurable benefits for all.”

CANSO holds its third 3rd Middle East ANSP Conference in January 2011. A highlight will be the discussion of the action plan of the Middle East ANSP, Airspace Users and Stakeholder Engagement (MEAUSE) Workgroup, the first regional joint initiative of ANSPs, airspace users, IATA, airports and industry partners to align future plans and implement a continuous stakeholder engagement mechanism in the region.

Another key milestone occurred in November 2009 when CANSO held its first Latin American and Caribbean conference in Curacao. One year later, the development of this new CANSO region is well under way, particularly with the establishment of the Americas Liaison Office in Mexico. More than 150 delegates attended the second regional conference in early December 2010.

I encountered two other Workgroups on my journey: Quality Management (QM); Aeronautical Information Services to Aeronautical Information Management (AIS to AIM). Quality Management is one of several management systems that leaders and decision makers can use to successfully steer, measure and improve performance within their organisation. Others include the safety, environment, human resources, financial, and risk management systems. One of the dimensions of CANSO’s global vision is a ‘business-like’ approach, and Quality Management systems are one way to achieve this. This does not imply that safety loses its importance. It only suggests that other areas have to be taken in due consideration as well.

AIM is often called a crucial enabler of the future ATM system. The CANSO AIM Workgroup is looking at the different dimensions of the transition from AIS to AIM. In collaboration with partners, it develops policies and guidance material to help ANSPs to meet the requirements of the ICAO roadmap from AIS to AIM.

Transformation is not easy. It doesn’t happen overnight. It must be well managed and it has to be understood as a means to an end. Above all transformation processes or projects will not be successful in the long-term without transparent and honest people involvement.

I want to thank all the great colleagues I have met in the last two years for all the memories that I will take with me to my next job. Finally, my last thank you, also on behalf of CANSO, goes to Dieter Kaden, CEO of DFS, for seconding me.


COMMENT

Performance-based navigation routes and procedures are key ingredients in the ongoing transformation of the way the world flies, both globally and in the United States through the Next Generation Air Transportation System.

They move aircraft in and out of airports quicker. They create better use of airspace. They enable aircraft to burn less fuel and emit fewer greenhouse gases, reducing aviation’s environmental impact. Most importantly, they provide these and other improvements while maintaining and enhancing safety.

The people of the Federal Aviation Administration are leaders in the development and the early adoption of performance-based navigation (PBN) technology, routes and procedures. So I was pleased to see at the Global PBN Summit held in October 2010 in Seattle, Washington, that air navigation service providers throughout the world are eager to provide the advantages of PBN to the international aviation community as well.

The improvements made possible by PBN affects all segments of the aviation community – from airlines and airports to general aviation and business aviation. In the United States, these benefits are being realised by all the users of the National Airspace System.

Airlines are encountering fewer delays with Area Navigation (RNAV) departures. They are also curbing fuel burn and carbon emissions. Airports are increasing throughput. The FAA has implemented more than 250 RNAV routes and almost 400 RNAV standard arrival and departure procedures and has authorised more than 250 Required Navigation Performance (RNP) procedures at 79 airports.

General aviation and business aviation communities are also realising the benefits of PBN through the growing availability of RNAV Localiser Performance with Vertical Guidance (LPV) approach procedures. LPV procedures are the most economical way to provide pilots with vertically guided approaches to runways that lack ground-based instrument landing systems (ILS). The availability of an LPV approach can make the difference between a pilot being able to land as planned and being forced to divert to an alternate airport. The United States has published more than 2,300 LPVs, with over 900 LPVs published at more than 500 non-ILS airports.

The benefits of PBN to aircraft flying oceanic routes can be seen in the use of procedures that improve efficiency by safely reducing separation standards within the FAA’s Oceanic Flight Information Regions. PBN also allows users to plan optimum routes based on individual airframes and permits aircraft to be rerouted when winds indicate a more fuel-efficient path is available.

Demonstration oceanic flights conducted by regional partnerships such as the Atlantic Interoperability Initiative to Reduce Emissions (AIRE) and the Asia and Pacific Initiative to Reduce Emissions (ASPIRE) have illustrated the ability of PBN to cut fuel use and emissions through the use of procedures such as Oceanic Tailored Arrivals. We are pushing to do daily flights in 2011.

Because air transportation traverses national boundaries, we must ensure that a seamless PBN network is available world-wide. The FAA has worked closely with its international partners to harmonise PBN technology and procedures as outlined in the PBN Manual. But the need remains for more information on the status of PBN progress throughout the world. We support CANSO’s call at the Seattle summit for an international baseline to benchmark current PBN implementation in order to consolidate best practices.

Letter from AmericaHank Krakowski, Chief Operating Officer, FAA ATO


To be sure, many operators are taking advantage of the opportunities afforded by PBN routes and procedures. Virtually all US air carriers, for example, are equipped for some level of RNAV. However, additional work must be done to accelerate higher performing equipage both in the United States and globally.

In the coming years, the FAA plans to concentrate its PBN efforts on helping to decongest the skies over busy US metropolitan areas that have multiple airports. These areas, called metroplexes, will benefit from less congestion and fewer tarmac delays at major metropolitan airports and increased efficiencies at satellite airports. Route conflicts between airports will be reduced.

Study teams started work in September at two metroplex prototype sites – North Texas and Washington, D.C. The study teams will be followed by design and implementation teams. We plan to deploy additional teams to other areas until all metroplexes identified by the RTCA NextGen Mid-Term Implementation Task Force have been addressed. Airlines, business aviation and general aviation all will gain from the FAA’s geographic focus on PBN initiatives.

The various programmes that comprise performance-based navigation offer significant benefits to the flying public and to the aviation industry. The FAA is pleased to join with CANSO, the International Civil Aviation Organization and other concerned organisations to champion their widespread and harmonised use throughout the world.

The FAA is accelerating PBN implementation and has approved more than 250 RNAV routes and 400 RNAV standard arrival and departure procedures.


The earthquake that hit Christchurch in September 2010 was the second largest in the country’s history.

FEATURE

It was the day the earth did not stand still – Saturday September 4, 2010. At 4.35am the residents of Christchurch, New Zealand’s second-largest city, were rudely awakened by a massive 7.1 magnitude earthquake – the 2nd largest quake in the country’s history. The ensuing 45 seconds of terror cut power and communications across the region and caused billions of dollars worth of damage to homes, buildings and infrastructure. Aftershocks rocked the city and rattled nerves and now, two months after the main event, they continue to rattle the city, disrupt power and fray nerves.

Expecting the unexpected Airways’ crisis response procedures were put to the test in September when the South Island was rocked by an earthquake greater in magnitude than the Haiti quake of January 2010.

Christchurch is home to around 350 Airways staff, who work in the control tower at Christchurch International Airport, the ATC and technical training centre and Airways New Zealand’s operations centre, which provides en route services for the majority of New Zealand domestic airspace. The centre provides flight information, National Briefing Office, and NOTAM Office services, as well as technical support services for navigation infrastructure. It is also the site of the South Island’s only primary surveillance radar and one of two secondary surveillance radars.

So what was the effect of the earthquake on civil aviation in New Zealand? Given New Zealand’s nickname as ‘the shaky isles’, most New Zealanders are educated and trained about what to do when an earthquake strikes. Providing an essential service, Airways staff members are rigorously trained in emergency management and contingency operations. Within minutes of the September 4 quake, staff in both Christchurch and the contingency site in Auckland implemented contingency plans to ensure minimal disruption to services.


“Airways services were suspended for approximately 40 minutes while the tower and operations centre were evacuated and contingency procedures were implemented. All flights operating in New Zealand airspace at the time of the emergency were provided with traffic information by controllers at the Auckland Oceanic Control Centre and landed without incident or significant delay,” said Airways CEO, Ashley Smout.

Airways emergency response was two-pronged: Team leaders and line managers focused on the tactical aspects of providing ATC and technical services, while the executive and safety team worked on strategic issues. These included what would happen in the event of a significant aftershock; the emotional impact of the earthquake and aftershocks, and how these would affect the staff’s ability to continue working safely.

“It is vitally important, as an international business, that Airways was able to demonstrate strength and integrity; that despite the magnitude of the disaster, our systems, facilities, technology and, ultimately our people, stood up to what will likely be the biggest test they will face in their life time. It is with thanks to the professionalism of Airways staff, who by enacting their emergency procedures so quickly and efficiently, ensured that aviation safety and security was never compromised” said Ashley Smout.

Inspecting the damage

The three Airways buildings on the Christchurch campus only suffered minor damage. Despite electricity supply being cut for almost five hours, essential services were not interrupted thanks to a UPS and diesel powered generator.

The professionalism of Airways’ staff ensured that aviation safety and security was never compromised

Network router connections to the Cass Peak Radar were broken and antennae alignment moved 0.05 degrees. This service was unavailable for 4 hours and 45 minutes while the network connections were restored and the azimuth alignment was corrected.


FEATURE

A flight inspection of the runway and PAPI lights at Christchurch International Airport was completed within hours of the earthquake, allowing the airport to re-open in the early afternoon. Training flight restrictions remained in place for 10 days, largely to allow staff greater latitude in managing their workload whilst continuing aftershocks impacted staff member capacity and threatened short-term evacuations.

While Airways has now reverted back to ‘business as usual’, staff members have participated in a Serious Event Debrief process; the findings from which will guide future emergency responses.

“Our emergency response was guided by the principles of being swift, sensible and safe. We were perhaps lucky in that our buildings remained structurally intact and that we had a workforce willing to get services back up and running, despite many of them having

to leave traumatised family members to come into work,” said Ashley Smout. “That doesn’t mean our response was without fault however. Because the quake hit where our main operations are situated, the staff most affected by it were also those responsible for managing the response. Often they were operating in a vacuum of information – people outside Christchurch had more information on the scale of the disaster than those within Christchurch. Communicating with staff, customers and stakeholders was haphazard initially and we struggled with managing the unknown – what to do in the event of a significant aftershock; would we be able to transfer Christchurch staff to Auckland to man the contingency site if the circumstances warranted?

“Overall we coped extremely well given that the Canterbury earthquake was the second largest natural disaster ever to

All flights operating in New Zealand airspace at the time of the emergency were provided with traffic information by controllers at Auckland centre

have occurred in New Zealand’s history. Once the initial operational response had been implemented, we made a conscious decision to focus on the welfare of our staff and their families a nd in hindsight that was the right thing to do.”

Tower of strength

Christchurch tower was officially opened on September 10, 2009, almost one year to the day when it was shaken to its very core during the 7.1 magnitude earthquake. Standing 45 metres high, it is the tallest control tower in New Zealand and is based on the design of ‘The Chalice’ sculpture in Christchurch’s town centre, Cathedral Square.

The cab is circular in shape and measures 12m across. It is fitted with 12 sheets of glass, each 28mm thick and weighing in at 500kg each. The three columns supporting the roof are asymmetrically positioned to afford the best view for the controllers of the aerodrome and surrounding airspace.

The tower was built as an essential services building, importance level 4, and as such will withstand a major earthquake and be able to continue operations. The foundation has

460 tons of concrete underground to provide a stable base, and the structure is built on a ‘rocking foundation’ that is designed to absorb the accelerations generated by an earthquake. It is built on very stable ground yet still received accelerations of 0.25 the force of

gravity, much greater accelerations were experienced in other areas in Christchurch.

The main earthquake on September 4, 2010 was well below the level at which any significant damage was expected to occur. During the quake, the tower moved 250mm either side of centre and oscillated back and forth every 1.5 seconds. The only departure from normal functionality after the earthquake was that the mains power was cut for several hours. All essential equipment was kept running on the tower’s own emergency power supply.

The tower was opened by Prime Minister John Key in September 2009. The concrete and glass structure has become an iconic landmark for the city and provides a spectacular first impression for visitors flying into the region.

Christchurch control tower is built to withstand earthquakes of greater magnitude than the September quake.


COMMENT

The airline columnEtihad Airways

Christian Albrecht, Vice-President Operations Logistics Etihad Airways, says there are many opportunities to improve air traffic services. The airline launched eight new routes to three different continents in 2010, and added 10 new aircraft to its fleet. Experiencing double digit growth despite the recession, the airline is keen to maximise efficiency across the whole network.

What needs to be done to realise more efficient air traffic services, and how can this benefit airlines and air navigation service providers going forward?

Etihad Airways is fortunate to work with the General Civil Aviation Authority (GCAA) the air navigation service provider, using the latest systems and technologies to manage the airspace over the Emirates and our home base of Abu Dhabi. Like all industries, there are options for improvement in air traffic services across the world. Among these, the implementation of “user preferred trajectories” will see airspace management evolving from the current airspace route structures. This would enable a more flexible use of civil and military airspace. Etihad is confident that the biggest progress in the air navigation industry over the coming years will be the increased use of technology to improve efficiency and centralise systems and data across areas and regions. For example, we expect to see communications move from voice communications towards data communications over the coming years. Coupled with this, we are confident that we will see more space-based navigation aids, instead of the current ground-based aids. The effective use of technology will aid the globalisation of airspace navigation and the development of borderless route structures.

What activities are already underway to introduce more efficient routes? for example: cooperation with military interests to access more direct routes; completion of the region’s RVSM programme; implementation of the region’s vision to Realise, Enhance and Develop Seamless Efficient Airspace (RED SEA)? How is Etihad participating in these initiatives?

Etihad works closely with the air navigation service providers in the region to help determine the most efficient routes for servicing its 66 destinations across the Middle East, Europe, Africa, Asia, North America and Australia. In addition, Etihad Airways is an active member of ICAO and IATA meetings that are focused on developing airspace policies and systems for airspace users. Etihad participates in these forums to support the development of airspace across the world allowing for increased safety, capacity, environmental benefits and cost savings. CANSO established a Middle East ANSP, airspace user and stakeholder engagement work group (MEAUSE) in the last quarter of 2010. How can this group improve airspace management in the region and what are the priorities in the short term?

Etihad Airways applauds the creation of the CANSO MEAUSE and is confident that it will offer a valuable forum for discussion. The short-term priorities for the group are to effectively manage

the existing airspace in a way that manages the large increase in demand from airlines operating in the region. On a longer term basis this group is expected to assist and escalate business transformations that allow for enhancements in air traffic safety and efficiency. With CANSO representing different regions globally, the opportunity to provide seamless airspace between regions is an achievable goal and should be treated as a priority. What technological changes is Etihad preparing for to enhance air navigation and safety, and how might this benefit operations in the Middle East?

At just seven years old, Etihad operates one of the youngest and most modern fleets in the world with more than 105 aircraft on order, to meet our capacity needs over the coming 15 years. The balanced fleet includes narrow and wide-body aircraft from Boeing and Airbus with exceptional product and service capability. A key requirement in the future fleet was that all new aircraft must have the communication and navigational capabilities to take advantage of airspace redesign into the future. Etihad welcomes navigation and communication procedures that allows for better utilisation of airspace from push-back to arrival at destination.



Performance-based navigationThe implementation challenge

ICAO is ramping up its PBN programme in 2011 to encourage PBN implementation with direct support to states, new educational activities, additional guidance material and stronger regional initiatives. The industry is looking for efficiency, safety and capacity gains to meet its green targets.

PBN represents a shift from conventional navigation. Where conventional navigation uses ground-based navigation aids emitting signals to aircraft receivers which tie air routes to ground-based navaids, PBN relies on the use of on-board area navigation (RNAV) systems. These systems make it possible to place air routes in the most convenient place by integrating multi-source space and ground-based position information received by the aircraft. This flexibility in route placement enables aircraft to fly shorter, more direct routes and to carry out more efficient take-offs and landings. PBN is one of the main initiatives of the ICAO Global Air Navigation Plan and is also included as one of the cornerstone activities in modernisation programmes such as NextGen in the US and SESAR in Europe which target improved flight efficiency and reduced emissions. It also offers safer navigation procedures in challenging terrain where ground based navaids are restricted by surrounding mountains and low visibility.

ICAO rolled out the PBN Concept in the PBN Manual in 2008, supported by ICAO PBN seminars in each ICAO region. Simultaneously, an ICAO Global task force was launched to help member states adopt the concepts and procedures necessary to implement PBN. ICAO members agreed to develop a national PBN implementation plan and IATA began working with ICAO to deliver training at regional level. “One of our priorities for 2011 is for the remaining states

to complete their implementation plans,” says Erwin Lassooij, ICAO PBN programme manager. “Between 60-70 per cent have done so, and we want to see the plans put into practice.”

The ICAO Global PBN task force is expanding an initiative started in 2010 called Go-Teams. These bring together experts from ICAO, IATA and industry to help individual states with PBN implementation. The teams identify what action is needed before offering guidance and information. “We completed our first Go Team visit to Thailand in August, and the next one takes place in the UAE in January 2011,” says Erwin Lassooij. “The objective is not only to enhance the capability of individual states, but to develop expertise in a particular region so the more advanced states become the example and can help out other states.” This way, ICAO has a chance of reaching all 192 member states with its limited resources. Erwin Lassooij wants a Go-Team to visit to each ICAO region in 2011. There are incentives for industry partners too, as participating international organisations and companies like IFALPA, GE Aviation subsidiary Naverus, Jeppesen and Airbus subsidiary Quovadis offer their expertise on the Go-Team.

Meanwhile, CANSO has committed to assist in five PBN deployments over the coming year as part of the work of the CANSO Operations Standing Committee. CANSO is also looking at participating in the Go-Teams. “PBN will become a working activity within CANSO,” explains CANSO Director General Graham Lake. “We need a global baseline of where PBN is today. Then we can move towards best practice for implementation. PBN is a key enabler for capacity growth and efficiency in ATM. Without question it will deliver environmental benefits and capacity improvements. It ought to also deliver lower costs.”

A common goal

One of the biggest challenges facing PBN is how to assemble several separate areas of expertise that together make up PBN. Franca Pavlicevic’, manager of Eurocontrol’s Navigation Unit, explains: “In order to implement PBN, you need the right navigation capability onboard the aircraft, matching airspace and procedure design, and the involvement and buy-in of operators and stakeholders. This is quite a challenge, but the only way forward.”

Europe was among the first regions to adopt PBN when it mandated the use of Basic Area Navigation (B-RNAV) in the late 1990s. Since then, Precision Area Navigation (P-RNAV) procedures have been adopted in several terminal environments, offering more fuel efficient, greener operations. Among high profile examples, Stockholm Arlanda’s green approach path saves up to 150kg of fuel, corresponding to 450kg of carbon dioxide emissions, per arrival. The procedure, introduced by LFV in partnership with the airport and airlines in 2006, is expected to be used by 80 per cent of Stockholm Arlanda arrivals by 2012. A similar approach procedure was introduced at Helsinki Vantaa in 2008, and today more than half the planes landing at the airport follow continuous descent approach paths saving about 100 kilos of fuel for each approach.

“Much of the current effort is being concentrated on the final approach segment with a view to replacing non-precision approaches,” says Pavlicevic’. “The intention is to provide GNSS based procedures with vertical guidance using barometric altimetry or space-based augmentation system (SBAS) either as a back up to the existing precision approaches or in areas where only non-precision approaches exist.”


Green arrivals at Stockholm Arlanda made possible through PBN save 150kg of fuel per flight

ICAO runs courses on airspace design in conjunction with Eurocontrol and the Federal Aviation Administration (FAA). “These are interactive workshops,” says Erwin Lassooij. “We involve all stakeholders in the process, the controllers, the airspace designers, the regulators and the airlines. You hear the requirements from all sides and people really start to grasp the concept. It is not a like a seminar. We have run a lot of successful workshops over the past year, and there are more to follow in 2011.” Based on the Eurocontrol-developed airspace design handbook, ICAO will publish an airspace design course guidance in early 2011 and plans to turn the interactive workshop into an ICAO course in 2011. The first ‘train the trainer’ workshop is due to start at the beginning of the year and will include the core elements of airspace design, and continuous descent operations (CDO). CDOs are probably the most successful in ICAO’s PBN programme to date. The organisation has published a CDO manual

that provides detailed guidance on how to implement a CDO, and there are numerous examples of their adoption at airports around the world. Los Angeles and Honolulu are the latest US airports to begin CDO trials, following successful introduction at San Francisco and Miami. The FAA reports savings of 1,000lbs of fuel per approach per aircraft at Honolulu. Tests are also being carried out at Orlando, Daytona Beach and New York area airports.

CDO operations offer significant efficiency gains in the terminal airspace. The procedure reduces controller workload and can shorten track miles. “If you do CDOs efficiently the aircraft need to be sequenced from the top of descent so there is less radar vectoring and controller intervention. The vertical guidance that PBN provides also adds to safety approach,” says Erwin Lassooij. The procedure is being used successful by ATNS in South Africa, Airservices in Australia, and at airports in the Middle East.

Priorities for 2011

ICAO hopes to obtain resources to focus on other areas of PBN implementation in 2011. Among these, the organisation is developing a course and a manual to assist airlines with operational approvals. The idea is to take the course around the world to provide guidance for airline operations inspectors. The airline has to demonstrate to the regulator it has the navigation capability and crew training to meet navigation performance specifications.

In March 2010, a dedicated Flight Procedure Programme (FPP) office opened in Beijing to accelerate implementation of PBN in the Asia Pacific region. The office enables experts from the region to assist states in their implementation activities with a work programme that includes training, quality assurance, and help with procedure design. China, already actively introducing PBN operations at several locations, is hosting the programme with direct financial contributions from states of the region. A similar initiative is being considered in the ICAO African region.

The global programme took another step forward during the ICAO Assembly in September 2010 with a revised resolution that relaxes the requirement for Approach with Vertical Guidance (APV) from earlier documents. Acknowledging that not all aircraft are equipped for APV procedures, the revised resolution requires aerodromes that do not have any aircraft equipped for APV, to publish at least lateral navigation (LNAV) procedures. This bolsters the resolution, as under the previous one, some states were simply keeping their NDB and circling approach procedures. With LNAV, the pilot can fly the final approach lateral course but does not receive vertical guidance and descends to a minimum altitude using the barometric altimeter. Typical LNAV procedures achieve a minimum descent altitude of 400ft above the runway. The addition of vertical guidance, via SBAS receiver for example, enables aircraft to descend to 200ft above the runway. The revision means aerodromes are encouraged to develop LNAV procedures rather than rely on ground-based navaids.

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specifications. Examples include RNP 0.3 (mainly for rotorcraft) and Advanced RNP (for high density continental operations in en route and terminal areas). “The Advanced RNP is of particular interest in Europe,” says Pavlicevic’. “This navigation specification is being targeted for the 2018-2020 time frame for Europe-wide application and foresees having both the RF and FRT functionality included.”

ICAO has also started a measurement programme that will provide a detailed assessment of ATM operational improvements. PBN is one of several ATM operations to be addressed under an ICAO performance measurement scheme that Montreal headquarters wants to have up and running by mid-2011. The initiative will record progress made around the world, for example measuring the number of new PBN approaches which reached a total of 2,534 between January 2008 and January 2010.

It is this initiative that promises to move PBN into the fast lane by providing a baseline by which to measure progress. While the programme had started behind the curve, namely to globalise existing regional standards, it is now heading for the next phase, to set the standard for the future. Establishing


The PBN study group is also addressing the need for a more demanding navigation functionality that will tighten navigation performance on the turns. Implementation of this functionality, known as Radius to Fixed legs (RF legs), will result in repeatable and predictable turn performance thereby allowing precise paths in the terminal airspace, with capacity and environmental benefits. The revised PBN Manual will include an RF attachment. “Currently, the RF turn is only associated with RNP Approaches requiring special authorisation,” explains Erwin Lassooij. “These cost a lot of money and are not widely implemented. With the addition of RF attachment to the manual, the FR turn will useable for various RNP specifications, thereby opening up the market for all aircraft without special authorisation.”

Pavlicevic’ adds: “Europe has an interest in the RF functionality, and its en route equivalent, the Fixed Radius Transition or FRT. Not only will these functionalities make it possible to meet environmental requirements near airports, but predictable turn performance with both RF and FRT can provide route spacing benefits in congested airspace.” The next update to the PBN Manual, due in Q4 2011, will include several navigation

targets, such as the European push for Advanced RNP requirements and 4D functionalities, will help to achieve the global PBN implementation strategy for the 2020-2030 timeframe for all aviation stakeholders.


Global PBN implementation

The 37th ICAO General Assembly in October 2010 approved the following resolution A37-11 on PBN, which supersedes A36-23:

a) States complete a PBN implementation plan as a matter of urgency to achieve:

Implementation of RNAV and RNP operations (where required) for en route and terminal areas according to established timelines and intermediate milestones.

Implementation of approach procedures with vertical guidance (APV) (Baro-VNAV and/or augmented GNSS), including LNAV only minima, for all instrument runway ends, either as the primary approach or as a back-up for precision approaches by 2016 with intermediate milestones as follows: 30 per cent by 2010, 70 per cent by 2014.

Implementation of straight-in LNAV only procedures, as an exception to the second point above, for instrument runways at aerodromes where there is no local altimeter setting available and where there are no aircraft suitably equipped for APV operations with a maximum certificated take-off mass of 5,700kg or more.

b) ICAO develop a coordinated action plan to assist states in the implementation of PBN and to ensure the development and maintenance of globally harmonised SARPs, Procedures for Air Navigation Services (PANS) and guidance material including a global harmonised safety assessment methodology to keep pace with operational demand.

2GE Aviation10/29/2010

ATM technology has not kept pace with aircraft-based technology...

These milestones represent individual technology improvements

AIRCRAFT TECHNOLOGY

AIR TRAFFICMANAGEMENT(ATM) TECHNOLOGY

1900 1920 1940 1960 2000

Aviation’s technology timeline

2020

Safety•Non-precision approaches•High track VarianceEconomic•No return on capital investment•High Fuel Burn•Increased Equipment utilizationEnvironment•Increased emissions•Increased noise

The challenge for PBN implementation is to match the airspace and procedure design with the navigation capability onboard the aircraft.


FEATURE

Aviation’s contribution to climate change is relatively low when compared to other industry sectors, and the role of air traffic control is even smaller. This does not however excuse the air traffic management industry from dissolving its responsibility for the growing share of total global emissions and nor does it want to. In recent years we have seen ANSPs unite with their airline and airport partners to looks for ways to reduce aviation’s impact on the environment.

The challenge for many ANSPs however has been their approach towards creating successful environmental strategies that move beyond conventional operational initiatives that save track miles or allow aircraft on single routes to fly more efficient trajectories.

Words such as carbon leakage, carbon offset, carbon trading system, global warming potential, are not common phraseology within air traffic control operations.

ANSPs generally appreciate what aircraft fuel burn means and have an in-depth understanding of how inefficient air traffic management practices can impact their airline customers. For any organisation whose focus it is to separate aircraft on a second by second basis, it is often difficult to understand its role in a carbon-controlled future.

The airline industry is no stranger to change. Operators are already beginning to adopt new strategies to manage the cost of carbon. When the oil price hit record highs in 2008, airline behaviour changed. Operators

forced their pilots to fly slower, made changes to the cost index and changed their response to departure delay.

By 2012, airlines in Europe will all be required to report fuel usage and manage their resulting carbon allocation. They will need to work out how to respond to the added cost of an emissions trading system and balance volatile fuel prices.

These carbon developments mean that ANSPs will also have to change. Their airline customers will be looking for greater industry collaboration. ANSPs need to change their approach to strategic environmental planning. They need to examine how they invest in technology that improves airspace efficiency and supports the aviation industry meet the targets of the future.

EnvironmentReducing carbon emissions calls for a new industry strategy

ANSPs are uniting with their airline and airport partners to look for ways to reduce aviation’s impact on the environment.

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FEATURE


Cutting the carbon footprint

A key challenge for industry in the future is how to achieve targets around carbon dioxide emissions. Part of achieving an aviation-related carbon dioxide target may involve the use of Market Based Measures (MBM). The resolution from the 37th ICAO Assembly is a significant milestone for aviation and will result in a global system underpinned by principles that will allow for growth, provide support for developing states, be equitable and assist the industry to meet targets of carbon dioxide reduction.

In developing a future strategy, armed with detailed knowledge of carbon dioxide emissions, and the importance

of reducing fuel burn, it is the portion that ANSPs is not only responsible for, but can influence, that is important. There is a global message around what improvements ATM can deliver and how it can be achieved. There is a lot of work to be done to understand the modelling of fuel burn and emissions, and to assess current and future operations in order to identify opportunities to reduce them.

Modelling one flight, free of constraints will not tell the complete story. Any measurement needs to consider the effect on capacity, throughput, differing weather conditions, response times to tactical changes as well as controller workload. All these factors require detailed modelling and simulation

In order to be able to measure the impact of ATC operations on the environment, Airservices Australia has established a strategic alliance with the University of New South Wales. The University has the capability to model scenarios that look at many components other than just environmental efficiency. It is taking operational expertise and operational scenarios and combining these with environmental science to determine the potential benefits. As a result, Airservices hopes to refine its internal targets and to develop accurate strategies to improve fuel burn, all while concentrating on maximising throughput, capacity and safety.

The Air Traffic Management Research Team at the University of New South Wales, Australian Defence Force Academy Campus (UNSW@ ADFA), Canberra has multiple research programmes including safety and security, ATM civil military architectures, modelling and optimisation of trajectories, flight plans, sectors and airspace structures, airport modelling, and environmental modelling. The group has two major IT systems known as Air Traffic Operations & Management Simulator (ATOMS) and Trajectory Optimisation & Prediction for Live Air Traffic (TOP-LAT). The first, ATOMS, is a gate-to-gate high fidelity ATM simulation environment that can run both in real-time and fast mode. It can run with scripts and/or human-in-the-loop. The TOP-LAT environment is a live fully-distributed system that gets a real-time data feed from Airservices Australia.

TOP-LAT visualises and tracks all traffic in the two Australian flight information regions (FIRs), monitor environmental impact, sector load and complexity, safety and security measures, as well as providing real-time trajectory management and optimisation, sector load-balance optimisation and dynamic sectorisation. In the area of ATM impact on the environment, the ATM team established a ground-based capability for real-time estimation of fuel burn by all traffic in the two Australian FIRs. The capability calculates pollutants such as nitrogen oxide, carbon oxides, hydrogen carbons and sulphur oxides. From fuel, pollutants and contrails to noise, the team built the capability to monitor and assess the existing airspace as well as optimising and evaluating a future technology.

A second major component of research that intersects across different programmes in the group is a military technology developed by Prof. Abbass that has been successfully implemented in the ATM programme known as Computational Red Teaming (CRT). The CRT technology is a computational environment for running what-if scenarios against any proposed change, technology or concept in the ATM domain. CRT has been applied successfully across different ATM programmes with the latest application being in the design of environmentally friendly dynamic STAR for a Eurocontrol funded project. The resulting paper by group leader Dr. Sameer Alam obtained two best paper awards at the IEEE/AIAA Digital Avionics Systems Conference in Salt Lake City in October 2010.

with supporting principles and greater industry collaboration. CANSO Manager of the Environment Workgroup Tim Rees supports the use of target setting as the way to drive organisation behaviour in this domain. He warns, however, against setting targets before the extent of the problem is clearly understood. “The capability to measure and determine an ANSP’s (in)efficiency pool and the best path to improvement needs both science (data collection, modelling and analysis) and operations (concept development and simulation). The science will determine fuel burn optimisation and the operations will determine how they can work both now and in the future ATM environment. Together this is a very powerful environmental combination.”

A model approach

(from left to right) Tim Rees, CANSO Environment Programme Manager, Professor Hussein Abbass, Professor and Chair of Information Technology, School of Engineering & IT, UNSW@ADFA, Dave Knorr, FAA/ATO Liaison to DFS and co-Chairman CANSO Environment Work Group, Dr Sameer Alam, Research Fellow, School of Engineering & IT, UNSW@ADFA.

On the instruction of the ICAO Council, the Air Navigation Commission initiated the development of revised language provisions in Annexes 1, 6, 10 and 11 which were adopted by the Council on March 5, 2003. As a result of these amendments, applicable from March 5 2008, pilots and air traffic controllers would be required to speak and understand the language used for radiotelephony to an acceptable minimum standard as assessed against the criteria contained in the ICAO Language Proficiency Rating Scale (Attachment to Annex 1) and those contained in the ICAO Holistic Descriptors of operational language proficiency (Appendix to Annex 1). Additionally, as of November 2003, Annex 10 would require the availability of English language spoken to the same acceptable minimum standard at all stations on the ground serving designated airports and routes used by international air services.

Between the adoption date in 2003 and the applicability date in 2008 ICAO did much to support states in their implementation of the revised

requirements. Two Aviation Language Symposiums were held at ICAO headquarters in Montreal, in September 2004 and in May 2007, and numerous workshops were organised through the Regional Offices. In 2004 the organisation also published the Manual on the Implementation of ICAO Language Proficiency Requirements (Document 9835), which remains today one of the key implementation guidance documents. In 2006 ICAO published Language Proficiency Requirements – Rated Speech Samples (AUD001), which, again, remains one of the key language assessor training and standardisation resources.

Despite this support, as March 2008 approached, it became increasingly apparent that, for a variety of reasons – not least the difficulties encountered in the establishment of language training and testing capabilities – many states would not be compliant in their implementation of the requirements by their applicability date.

Addressing non-compliance

ICAO debated the potential political, economic, financial and professional consequences of non-compliance at the ICAO Council meeting in June 2007, including the impact on multilateral recognition of pilots’ licences provided for under Article 33 of the Convention on International Civil Aviation (Doc 7300). The following September the ICAO Assembly then voted to maintain the March 2008 applicability date, thereby establishing a milestone that would encourage states to retain the focus required for the implementation of the requirements as soon as was practicable.

ICAO also adopted Resolution A36-11 on proficiency in the English language used for radiotelephony communications, a


March 2011 signals the end of the three-year transition period established by ICAO for the post-2008 implementation of its revised language proficiency requirements. However, this does not mean the work stops for the regulatory authorities of ICAO contracting states, their operators and pilots, their ANS providers and ATC specialists, or for language training and assessment service providers seeking to assist stakeholders in achieving compliance.

ICAO annexes and documents have previously and consistently made clear the requirement for adequate pilot and air traffic controller language proficiency. But the decision to fundamentally review the language proficiency requirements of radiotelephony communications and strengthen its provisions was made by the 32nd session of the Assembly in September 1998. This was a direct response to an accident that cost the lives of 349 people, as well as to other previous fatal accidents where the lack of proficiency in English was cited as a causal factor.

Breaking down language barriersICAO is calling for a flexible approach towards states that have

yet to meet the new ICAO language proficiency requirements

which come into force in March 2011.


measure which urged contracting states not in a position to comply with the requirements by the applicability date to develop and publish language proficiency implementation plans. Such plans need to indicate not only the extent of implementation of the 2008 requirements, but also the method by which full implementation would be achieved during a further so-called transition or grace period of three years. States that would be in a position to comply by March 2008 were to advise ICAO of their position and were not required to prepare an implementation plan. ICAO would post any implementation plans it received on the Flight Information Exchange Website (FSIX www.icao.int/fsix/lp.cfm) so that states could check each others’ level of compliance and make informed decisions.

Additionally and independently of the implementation plans, all non-compliant states were to notify ICAO of differences to the language proficiency standards and recommended practices, and, publish differences to the language proficiency requirements in relation to

the provision of air navigation services in their aeronautical information publications.

At the same time as urging non-compliant states to take the above actions, Resolution A36-11 also urged all contracting states to follow additional procedures. These include waiving the permission requirement under Article 40 of the Convention in the airspace under their jurisdiction for pilots who did not yet meet the requirements until March 2011, and not to restrict operators from entering the airspace where controllers did not yet meet the requirements for the same period. With minimal disruption caused to international civil aviation, empirical evidence suggests that states in large part took due note of the resolution and the three year transition period from March 2008 to March 2011 was established.

Adding new resources

As of July 2010 a total of 147 states had posted either statements of compliance

or implementation plans, leaving 42 that have not provided either. Through this website and other data collection methods a total of 106 states, including audited states, have indicated that they are compliant with the language provisions or that they would be compliant by March 2011.

In addition to the guidelines published and the creation in October 2007 of the FSIX dedicated web page, ICAO has undertaken a variety of activities supporting the implementation of its language proficiency requirements. These include a series of regional workshops intended to assist states with the development of their implementation plans; the development and publication of “Language Testing Criteria for Global Harmonization” (Circular 318), intended to assist states in the development or selection of English for aviation language testing services through the establishment of globally harmonised testing criteria; and the publication of “Guidelines for Aviation English Training Programmes” (Circular


The large majority of ICAO states comply with the new language proficiency requirements which enter into force in March 2011.



323) intended to assist states in the development or selection of efficient and effective English for aviation language training programmes.

Currently ICAO is collaborating with a number of other organisations and associations, including CANSO, on a further two related projects: a new edition of the training aid “ICAO Language Proficiency Requirements – Rated Speech Samples” and the establishment of a new endorsement process for aviation language proficiency tests. ICAO tentatively hopes for the public launch of both before the end of 2010.

Regulation at national level

Beyond the requirement to establish a regulatory framework appropriate to the revised language proficiency standards and recommended practices, ICAO has charged National Aviation Authorities (NAAs) with responsibility for the oversight of language proficiency assessments when issuing licenses or rendering valid licenses issued in other states.

While ICAO Annexes 6 and 11 stipulate service provider or airline oversight of the operational language competence of their personnel on a day-to-day basis, it remains the responsibility of NAAs to ensure that language assessment required for licensing purposes is conducted in a manner that provides valid and reliable results. In addition to this, all NAAs are required to have a nominated staff member as a state focal point for matters relating to the implementation of the requirements.

The data gathered by ICAO indicates that significant progress has been achieved in the level of implementation of the language provisions since 2008 and the majority of states are likely to be compliant by March 2011. Consequently the most recent ICAO Assembly held in Sept-Oct 2010 proposed that Resolution A36-11 be superseded by resolution reflecting an update of actions undertaken since 2007.

In the discussion of the Agenda Item, however, despite ICAO’s data to the contrary, there were clear indications given that a significant portion of both the pilot and air traffic controller populations worldwide will not in fact have achieved the required level of language proficiency by March 2011. Some states argued for a further three-year extension of the grace period to March 2014 on the grounds of the difficulties encountered in achieving full compliance, while others pushed for full implementation on the deadline date on the grounds of safety. The ICAO solution is Resolution A37-10.

Resolution A37-10 is a re-working of Resolution A36-11 with an important modification. It maintains the March 2011 deadline, the importance of using standard ICAO phraseology wherever possible and the obligation of states to make regularly updated implementation plans available. But in addition, it urges all to adopt a flexible approach towards other, not yet compliant states for the period after 5 March 2011.

ICAO does not define the nature of this flexible approach other than to state

that decisions concerning operations be made on a non-discriminatory basis and not for the purpose of gaining economic advantage; neither does it illustrate exactly how it might work in practice. However, the effect appears to be that for those states for which difficulties in implementing the requirements remain, although the transition period may officially be over, some degree of leeway is provided.

So, with ICAO on the one hand urging states to comply in full and on the other urging them to make allowances for non-compliant states, the adoption of A37-10 has raised a number of wider issues. Many stakeholders who made the effort to be compliant by March 2011 now have difficulty in reconciling concerns for safety with regional or national variations in the application of the standards. ICAO risks giving the impression that it is prepared to discard a universal standard and leave the implementation of the requirements to the discretion of individual member states.

There are broader issues: Would the adoption from the outset of a more gradual implementation process been a more effective way of raising language proficiency levels in the industry? Was it ever, in fact, feasible to achieve an undertaking such as that demanded by the ICAO language proficiency requirements within the time-frame allowed?

However, close to eight years after ICAO’s adoption of the revised language standards one thing is apparent; although there appears yet some way to go before the global industry will be in a position to declare full compliance with the requirements, their objectives remain unchanged and unchallenged by the aviation community. The ultimate goal remains clear: Greater language proficiency is unquestionably leading to greater safety in the skies.

Written by Simon Cook, director of education and training, MLS International College, UK.


AIRSPACE PEOPLE

Ever Molina Carillo Director General of Servicios a la Navegación en el Espacio Aéreo Mexicano (SENEAM) SENEAM provides air navigation services for Mexican airspace, including air traffic control, meteorology, navaids and telecommunications networks. SENEAM operates four area control centres located in Mexico City, Monterrey, Mazatlan and Merida.

How is SENEAM working with neighbouring air navigation service providers to harmonise ATM services?

SENEAM has always maintained a close and continuous coordination with the ICAO Regional Office and all its neighbouring countries towards the improvement of services and harmonisation in all issues regarding past, present and future development. An example and proof of this is the Tri-National Committee (Canada/USA/Mexico) that meets annually.

Mexico is committed to all harmonisation efforts promoted in the Regional Navigation Plans, in the establishing of international routes, optimising procedures, sharing technology for advanced navigation, and many other projects that will eventually lead towards a seamless airspace. As a result of the agreements of this committee we have been able to establish automatic coordination between the air traffic control centres of Houston and Los Angeles with air traffic control centres located in Mazatlan, Merida and Monterrey.

Nonetheless there is always room for improvement through, for example, broader participation together with our neighbouring ANSPs. This includes

different international forums like the ICAO regional committees, as well as working with other international organisations such as CANSO and promoting air traffic controller attendance at IFATCA conferences and similar events. Is SENEAM looking to introduce NextGen concepts to enhance air traffic services?

Yes, with our recent implementation of the new flight plan and radar processing system, we are able to follow the path through the NextGen concepts.SENEAM is able to incorporate the next stages for advanced navigation within our airspace. Together with the FAA we are working to enhance surveillance in the Gulf of Mexico oceanic airspace through the implementation of ADS-B technology in the GOMEX project. This will allow all traffic across the border to fly optimised route structures within a performance-based navigation framework, for which SENEAM has worked closely with the regulator.

The GNSS navigation is one of our primary objectives for the coming years, as an example, next year we plan to complete the installation of the first GBAS system at Monterrey. We also expect to introduce

the use of digital communication to implement pre-departure clearance (PDC) and digital automated information service (D-ATIS) at Mexico City Benito Juarez International Airport. Is there a role for greater collaboration among Latin and South American states?

As I mentioned before, we work closely with ICAO Regional Office for Latin America and the Caribbean through the different subgroups of GREPECAS. Aviation continues to experience steady growth and needs to be supported by a high level of coordination and integration with leader and neighbouring countries. CANSO can provide precisely this umbrella of opportunities for the regional ANSPs to standardise our activities and best practices. What does SENEAM see as the key priorities for the region going forward?

We can see the entire region must go forward in the same way, harmonised and coordinated through a synergy that will provide room for regional collaborative decision making; and thus establishing short, medium and long term projects.


INSIDE CANSO

Focus on… Raising global safety standards

While there are many achievements to celebrate, we are especially proud of the recently published Safety Management Systems (SMS) Implementation Guide. This collection of best practices is the first of its kind to provide a roadmap for successful SMS implementation, and I am certain it will become an invaluable document for our members. We have also recently developed a Safety Management System Global Maturity Metric, which will become a powerful safety indicator as we push forward under Waypoint 2013.”

The conference also included the second Asia-Pacific Safety Workshop, giving members of the SSC the opportunity to meet Asia-Pacific ANSP representatives to discuss topics such as Just Culture, SMS Evolution, Executive Level Support and Safety Measurement. “It was a busy week, very productive and rewarding as well,” added Mark DeNicuolo. “I am looking forward to working together with my fellow safety colleagues, and continuing to improve ATM safety around the world.”

The world’s ATM safety directors gathered in Singapore from 7-12 November at the CANSO Annual Safety conference to review recent work, and set out future plans under Waypoint 2013.

The conference, hosted by the Civil Aviation Administration of Singapore (CAAS), began with a powerful address from Mr Yap Ong Heng, Director General of CAAS, which emphasised the importance of safety and the need for greater collaboration. “Safety is serious business and is foremost in all we do,” he said. “There is much we can learn from each other by the sharing of knowledge, expertise and experiences.” The speech captured the spirit of the conference, while the sentiment that ‘sharing begins with collaboration’ was echoed by the leading industry figures present.

Hank Krakowski, Chief Operating Officer of the FAA ATO commented: “Thanks to the work of the Safety Standing Committee, we are continuing to move closer to a seamless global airspace system where we’ll be able to assess and effectively manage safety risk.” The conference, which was attended by Nancy Graham, ICAO Air Navigation Bureau Director; Bill Voss, Flight Safety Foundation President and

CEO; and Tony Houston, IATA Assistant Director, went on to discuss the future of the CANSO Safety Programme and culminated in the development of a Safety Roadmap to guide the development of initiatives over the next three years. While these initiatives will be fleshed out over the coming months, the SSC agreed plans to restructure its Safety Workgroups to focus on four core areas:

• SMS Capability• Safety of Operations• Safety Performance Measurement• Future Safety Development

The Safety Standing Committee also took the opportunity to look back at achievements and thank those who have contributed to the programme so far. “Significant progress has been made under Imagine 2010,” explained Mark DeNicuolo, CANSO Safety Programme Manager. “We have brought together the world’s leading safety experts in a neutral forum, and we have developed of a range of best practice guidance and documents to help improve ATM safety.

Mark DeNicuolo Safety Programme Manager

Mark DeNicuolo was seconded to CANSO as Safety Program Manager in November of 2010 to lead the delivery of the CANSO Safety Programme goals and initiatives. Mark is the Manager of the Office of Independent Safety Assessment in the Federal Aviation Administration (FAA) Air Traffic Organization (ATO). He is responsible for the conduct of safety and operational readiness assessments for new and existing air traffic control system acquisitions as well as fielded processes, procedures, and systems. His office is also responsible for various safety assurance functions such as Safety Management System (SMS) audits as well as SMS performance data analysis.


Awards ceremony: outstanding contributions to safety

An “Outstanding Contribution to Safety” Awards Ceremony and dinner was held to recognise the work of key contributors to the SSC’s initiatives. Mark DeNicuolo said 18 safety experts were thanked for their contributions to improving ATM safety. Addressing the Global Safety Conference the day after the awards dinner, Greg Russell said: “I was taken by the evident dedication to safety, willingness to work collaboratively and the trust amongst the members of the Safety Standing Committee. It’s really extraordinary and I’m glad I was able to be there to see it.”

Award recipients:Significant achievement in safety: John Onyegiri, NAMA

SMS Implementation Guide: Claire Marrison, Airservices Australia; Roger Dillon, UK NATS; Huan Nguyen, FAA ATO; Doug Chapman, Nav Canada; Graham Wadeson, UK NATS; Maria Romstedt, FAA ATO (Sentel); Brooke Prokopchak, FAA ATO (Sentel); Mark DeNicuolo, FAA ATO; Joan Devine, FAA ATO; Heather Henderson, Nav Canada.

SMS Maturity Metric: Dermot Cronin, IAA

Safety Metrics: Doug Chapman, Nav Canada Hans-Jurgen Morscheck, DFS

Safety Information Exchange Programme: Paul Engelen, LVNL

Safety Culture: Joan Devine, FAA ATO; Heather Henderson, Navcanada; Billy Josefsson, LFV

Operational Safety: Graham Wadeson, UK NATS; Richard Schofield, UK NATS

Safety Leadership: Claire Marrison, Airservices Australia; Richard Schofield, UK NATS

Programme Management: Brendan Booth, UK NATS

The CANSO Safety Awards were presented by the SSC Chairman Stephen Angus of Airservices Australia and former CANSO Safety Programme Manager Brendan Booth of UK NATS. Hank Krakowski, COO of the FAA ATO and the CANSO Executive Committee Safety Champion presented the awards and Greg Russell, CEO of Airservices Australia and ExCom Member was on hand as well.

The Latin America Civil Aviation Commission (LACAC) held its biennial Assembly in Punta Cana, Dominican Republic, in early November. The commission represents 22 states in Latin America and provides the aviation authorities of the region with an appropriate structure within which all the necessary measures for cooperation and coordination of the civil aviation activities can be discussed and planned. Participating in the assembly for the first time, CANSO Liaison Officer Javier

Latin American states support regional collaborationVanegas presented the CANSO work plan for the region to the LACAC executive committee. CANSO established a Latin America and Caribbean Project Group (LACPG) CEO Committee in June 2010 to encourage closer collaboration between ANSPs, ICAO and other stakeholders for the benefit of states in Latin and Central America. The project group is starting to develop a work plan to address the region’s needs. In particular, CANSO supports closer cooperation and coordination between LACAC and CANSO members. “Understanding the regions’ requirements is a key activity so that the work plan is able reach a wider audience and deliver even greater improvements to individual organisations,” said Javier Vanegas.

CANSO held its second Latin American and Caribbean (LAC) Conference in early December 2010 in Curacao, where attendees were able to exchange experiences and share best practices. The meeting supported regional collaboration in order to deliver a safer and more efficient airspace system.


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

Aena – SpainAEROTHAI – ThailandAirports Authority of IndiaAirservices AustraliaAirways New ZealandANS of the Czech RepublicATNS – South AfricaBULATSA – BulgariaAustro Control – AustriaAvinor – NorwayAZANS – Azerbaijan Belgocontrol – BelgiumCAA – UgandaCAAS – SingaporeCARC – JordanDECEA – BrazilDFS – GermanyDHMI – TurkeyDSNA – FranceEANS – EstoniaENAV SpA – ItalyFAA – USAFinavia Corporation – FinlandGACA – Kingdom of Saudi ArabiaGCAA – United Arab EmiratesHellenic Civil Aviation AuthorityHungaroControlIrish Aviation AuthorityISAVIA – Iceland

Kazaeronavigatsia – KazakhstanLFV – SwedenLGS – LatviaLPS Slovak RepublicLuxembourg ANALVNL – the NetherlandsMATS – MaltaNAATC – Netherlands AntillesNAMA – 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 – RussiaUkSATSE – Ukraine

Who We Are and What We Do

Full Members Associate Members

Gold MembersAbu Dhabi Airports CompanyBoeing ATMEra CorporationFREQUENTIS AGGroupEAD Europe S.L.ITT CorporationLockheed MartinMetron AviationRaytheonSELEX Sistemi Integrati S.p.A.Sensis CorporationTelephonics Corporation, ESDThalesSilver MembersAdacel Inc.AirbusARINCATC Global (UBM Information Ltd)ATC NetworkATCA – JapanAviation Advocacy SarlAvitech AGBarco N.V.Booz Allen HamiltonBrüel & Kjaer EMSComsoft GmbHDubai AirportsEADS CassidianEIZO Technologies GmbHEmiratesEntry Point NorthEtihad Airways

Fokker Services B.V.Globecomm Systems Inc.GM Merc A/SGE Aviation’s PBN ServicesHarris CorporationHeliosHITT TrafficHoneywell International Inc./AerospaceIDS – Ingegneria Dei Sistemi S.p.A.Indra SistemasIntegra A/SIntelcan Technosystems Inc.JeppesenL-3 Communications ESSCOLFV Aviation Consulting ABLochard EMSMicro Nav LtdThe MITRE Corporation – CAASDM.L.S. International CollegeNaverus, Inc.Nokia Siemens NetworksNorthrop Grumman – Park Air SystemsPA Consulting Group A/SQinetiQQuintiqSaab ABSITASELEX Systems Integration Inc.Terma A/SUbitech Systems, Inc.U.S. DoD Policy Board on Federal AviationWIDE

formally and informally, exchange best practice, and 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 visitwww.canso.org/joiningcanso

Light area illustrates airspace controlled by CANSO members

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