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journal of the civil air navigation services organisation ISSUE 25 QUARTER 2 2014

EMBRACING THE FUTURE:

PLUS: The future of ANSPs, the challenge of unmanned flight, dealing with cyber threats, how to manage the big event, and ATM news round-up.

Partnering to protect the environmentThe workforce of the future

CANSO Global ATM Summit & 18th AGM

Transforming the air traffic management (ATM) system is essential for

improving safety, efficiency and the environment around the globe.

Boeing is fully committed and uniquely qualified to help make ATM

transformation a reality. It’s the right time and Boeing is the right partner.

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AIRSPACE QUARTER 2 2014 3

CONTENTSjournal of the civil air navigation services organisation ISSUE 25 QUARTER 2 2014

EMBRACING THE FUTURE:

PLUS: The future of ANSPs, the challenge of unmanned flight, dealing with

cyber threats, how to manage the big event, and ATM news round-up.

Partnering to protect the environment

The workforce of the future

CANSO Global ATM Summit

& 18th AGM

civil air navigation services organisation

Airspace No. 25ISSN 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

Editorial content: Quentin Browell [email protected] Manager: Gill Thompson [email protected]: +44 (0)1273 771020

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

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

© Copyright CANSO 2014

IN THIS ISSUE

DIRECTOR GENERAL

5 ATM is at a crossroads and the industry’s future direction will be a key debate at the CANSO Global ATM Summit.

WELCOME TO DUBLIN

6 Innovation and value for money are key themes for the Irish Aviation Authority.

INDUSTRY OUTLOOK

8 David McMillan, Chairman of the Flight Safety Foundation and former Director General of EUROCONTROL, believes ANSPs must take command of their future.

FUTURE OF ATM

12 A fascinating debate at World ATM Congress asked what approach will best serve the industry’s attempts to deliver the future?

ENvIRONMENT

14 Michael Gill, Executive Director, Air Transport Action Group, says partnership will deliver environmental responsibility and aviation’s many benefits.

ENvIRONMENT

16 The ecoDemonstrator houses several progressive environmental technologies.

COMMENT

18 Managing the big event is a challenge made easier by an efficient planning process, according to FAA.

EFFICIENT ATM

20 Interval management holds the key to more efficient approaches at Amsterdam Schiphol.

REMOTELY PILOTED AIRCRAFT

22 Effectively integrating unmanned flights into the ATM system is a hot topic for regulators.

CYBER SECURITY

24 With increasing automation comes an increasing need to protect the systems from harm.

HEALTH

26 Health and safety experts must understand how the work environment is changing, says Dr. John Roberts, NATS.

TRAINING

28 Catherine-Crocoll Bichara, skyguide, explains how the CANSO Training and Competencies Task Force is helping deliver the next generation of talent.

ATM NEWS

31 The latest news from CANSO Members.

100 YEARS OF AvIATION

33 Andrew Charlton explains the crucial decisions pre-1939 that made today’s ATM system possible.

Front cover: Dublin Air Traffic Control Centre on St. Patrick’s Weekend 2014© Irish Aviation Authority

Massimo Garbini Member at Large and Director General, ENAV S.p.A.

The CANSO Executive Committee

Paul Riemens Chairman and Chief Executive Officer, LVNL

Micilia Albertus-Verboom Chair, LAC3 Director General, DC-ANSP

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

Maurice Georges Chair, EC3, and Chief Executive Officer, DSNA

APC3: Asia-Pacific CANSO CEO Committee EC3: European CANSO CEO Committee MEC3: Middle East CANSO CEO Committee

LAC3: Latin America and Caribbean CANSO CEO Committee AFC3: Africa CANSO CEO Committee

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

Thabani Mthiyane Chair AFC3, Chief Executive Officer, ATNS

Richard Deakin Member at Large and Chief Executive Officer, NATS

Ed Sims Member at Large and Chief Executive Officer, Airways New Zealand

Teri BristolMember at Large and Chief Operating Officer, FAA-ATO

Yap Ong Heng Vice Chairman and Chair APC3 and Director General, CAAS

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FRQ_ATM_airspace_210x297_3mm_2014_rz.indd 1 11.02.14 09:44

FROM THE DIRECTOR GENERAL

In this 100th year of commercial flight, the aviation industry is reflecting on its extraordinary achievements over the past century. To celebrate this period, Airspace is publishing a series of articles on the development of air traffic control/management. In this issue (page 33), we look at the years between the two World Wars, when rudimentary air traffic control was first established. We have come a long way since those early days when flags were used to clear landing and take-off and beacons were lit to guide aircraft at night.

The marking of a centenary often causes us to ponder the future as well. What technologies will we see, what will ATM look like or indeed will there be a need for ATM as we know it? These were some of the issues discussed at the “Delivering the Future” panel at World ATM Congress in March (see report on page 12). The CANSO Global ATM Summit on 29 June in Dublin will build on that discussion under the theme of “Embracing the Future”.

Planning for the future means identifying future technologies and the role they might play in air traffic management. It also means assessing the threats that rapid technological advances might present. In May, news that eBay’s computer systems had been hacked and they were not aware of it until a few months later highlights one of the growing problems for our connected world and the very particular problems that the cyber threat poses for air traffic management.

The ATM industry is increasingly reliant on information and communication technology. We are seeing the spread of network-based technologies and integrated approaches where different parts of the industry are connected to provide a seamless flow of information. The planned introduction of system-wide information management (SWIM) will see an even greater exchange of information with the various systems becoming more closely integrated. This interconnectivity and reliance on information and communication technology means that our systems are potentially vulnerable to cyber attack unless we have the right defences in place. On page 24 we look at the issues surrounding cyber security in ATM and whether the industry is sufficiently well prepared to meet these threats robustly. CANSO has just published a comprehensive CANSO Cyber Security and Risk Assessment Guide, which lays out the nature of the threats and some of the solutions for addressing them in more detail.

In this issue of Airspace, we also focus on the environment. On page 14, Michael Gill, the newly appointed Director of the cross-industry Air Transport Action Group (ATAG), talks about the role that aviation plays in sustainable development and what the industry is doing to reduce emissions. ATM is making an important contribution to improving environmental performance. Virtually everything we do to improve operational performance has an environmental benefit yet this is not always well communicated in the environmental debate. I want to ensure our industry partners and our wider audiences understand the important role ATM plays in improving efficiency, saving fuel and reducing emissions.

The growth in traffic puts ever increasing pressure on air traffic controllers, who also have to adapt to new technologies and procedures and the increasing use of automation in ATM. What is the industry doing to help ATCOs adapt to these changes and what is it doing to train the next generation of ATCOs who will require different skills and competencies? Two articles shed some light on these important personnel issues facing our industry. On page 26 NATS’s Dr. John Roberts argues that the medical framework needs to adapt to accommodate the changes in air traffic controller workload; and on page 28 skyguide’s Catherine Crocoll Bichara looks at the role CANSO is playing to move the training of ATCOs away from a prescriptive set of rules to competency-based training as part of ICAO’s Next Generation Aviation Professionals Initiative.

Finally, I look forward to seeing many CANSO Members in Dublin at the CANSO Global ATM Summit and 18th AGM’. As our host Eamonn Brennan, Chief Executive of the Irish Aviation Authority, says on page 6, “I believe that our industry is at an important juncture. ATM is making a generational shift and this year’s Summit will involve some key discussions about where we all collectively want to go”.

Jeff Poole CANSO Director General



6 QUARTER 2 2014 AIRSPACE

I am truly delighted with the opportunity to showcase Ireland with its unique culture and history during this year’s CANSO Global ATM Summit and 18th AGM from 28th June to 1st July 2014.

Dublin (from the Irish Gaelic words ‘An Dubh Linn’, meaning ‘the black pool’) is widely acknowledged as one of Europe’s loveliest and liveliest capital cities. Dating back over 1,000 years, Dublin is now a bustling metropolis with a population of over 1.7 million. Dublin has a genuinely cosmopolitan feel and yet retains its own distinct culture, which is expressed in a love of literature, drama and traditional music.

The air transport industry is a major contributor to the Irish domestic economy with over 26,000 people directly employed across the sector. Furthermore, Ireland is a significant exporter of aviation related services, especially in relation to the air finance and leasing industry. For example, did you know that over a third of the world’s entire global fleet (approximately 4,300 aircraft with an asset value of $100 billion) is leased by companies with operations in Ireland, based in Dublin and Shannon?

Did you know that Ireland is the home of the International Registry of Mobile Assets (which implements the ICAO Cape Town Convention), facilitating the international mortgaging of aircraft and aircraft engines?

You probably did know that Ireland is also the home of Europe’s largest low cost carrier, Ryanair, with over 300 Boeing 737 aircraft under the regulatory supervision of the IAA (and a further 175 on order). In its drive to reduce costs and make air travel more affordable and more accessible to the wider public, Ryanair has been key to revolutionising the entire make-up of Europe’s air transport industry. Already carrying

Welcome to DublinEamonn Brennan Chief Executive, Irish Aviation Authority

IAA HOSTS CANSO IN IRELAND

over 80 million passengers per annum, Ryanair has helped change the requirements and location for both airport and air navigation services across Europe.

Ryanair has already stretched into Northern Africa and its business model has become a global phenomenon, especially in the Asia-Pacific region. It is truly fitting that Mr. Michael O’Leary, CEO of Ryanair will speak at the forthcoming Conference to discuss the ever-growing needs of airlines from our ATM sector.

We also are very proud to showcase Aer Lingus and Norwegian Airlines International.

With an eye on the future, the IAA prides itself on safety, cost efficiency and innovation and we are dedicated to being a world leading air navigation service provider. The airspace in which the IAA provides air navigation services forms a crucial gateway between Europe and North America. On any given day up to 90% of all North Atlantic traffic is safely and efficiently managed by the IAA through this airspace, which equate to over 1,500 flights during the busy summer months.

I am really looking forward to the CANSO Global ATM Summit and focusing on the future challenges to our industry. The dreadful loss of MH370 is very fresh in our minds and that event alone is having significant implications on how we manage and conduct surveillance through space-based Automatic Dependent Surveillance - Broadcast (ADS-B) tracking. There have already been clear indications from IATA and the airlines that space-based ADS-B will be part of the solution to address events such as MH370. ICAO is now gearing up to progress developments for the regulatory requirements and the technical implementation of space based ADS-B.

The IAA has already taken a big step forward in this area and in early 2014 we became a partner in the revolutionary Aireon LLC, along with NAV CANADA, Iridium, Naviair and ENAV, which we


believe represents the future of air traffic surveillance. As well as real-time tracking of aircraft, Aireon is a technological step change that will offer airlines significant fuel savings and fuel efficiencies in the order of €100 million on the North Atlantic alone. The Aireon ADS-B system will constitute the first truly global air transport traffic management and surveillance system and should be operational in 2018.

This supports the IAA’s focus to deliver safe, innovative and cost-effective air navigation services to our customers on a global scale. Providing airlines with the most optimal trajectories and ensuring that they fly safely through our skies is paramount to our mission as a world class air navigation service provider. Don Thoma, CEO of Aireon will be participating in the CANSO Global ATM Summit and I am sure he will help lead a very informative debate.

Our airline customers deserve value for money. Regardless of geographical location, the challenge for us all is to provide the safest and most cost-efficient service that’s possible. Key to that from the IAA’s perspective is ‘innovation’ and we have consistently strived to be at the forefront of technical, operational and airspace developments, many of which are delivered on a partnership basis. Aireon is but one example. Another great example is COOPANS. We were a founding member of COOPANS, which involves the co-operative procurement of a harmonised ATM system. The COOPANS ATM system is developed in partnership with Thales, Naviair, LFV, Austro Control and Croatia Control. First deployed in 2011 at Shannon, during 2014 a completely harmonised version of the system should be operational in all seven ACCs across our five member ANSPs.

Through economies of scale and tight governance, COOPANS has saved the IAA and our COOPANS partners millions of Euros in heavy ATM system investment costs (in the region of 30%). It is (and will be) fully compliant with SESAR and its cutting edge functionalities make COOPANS the leading ATM

system in Europe and the IAA is very proud of its success to-date. For us, COOPANS is a cornerstone in our efforts to help achieve many of the aspirations of the Single European Sky, i.e. a fully interoperable ATM system that is deployed and managed at a lower cost, which further enhances ATM safety.

Other examples of our innovation include:• The implementation of Point Merge at Dublin in 2012, which

has proved to be an incredible success, saving customers an average of 20% in fuel and CO2 emissions during the arrival portion of the flight.

• In January 2014, through the UK-Ireland Functional Airspace Block (FAB), along with NATS, we commenced the ground breaking Dynamic Sectorisation Operational Trial (DSOT), which involves the temporary delegation of a portion of UK airspace (Rathlin West) from NATS to the IAA in order to successfully demonstrate the SESAR concept of dynamic sectorisation.

• Looking to the future of ATS training provision, the IAA became a partner of Entry Point North in December 2013, joining the Scandinavian ATM providers LFV, Naviair and Avinor. In the face of EU ATM training regulations placing a heavy burden on many States, this partnership brings many benefits, including lowering capital investment through centralised and shared investments and development costs. The harmonisation of training standards and delivery for COOPANS members will also increase the efficiency and quality of training delivery.

ATM technology is making a generational shift and the IAA is planning on being a part of the future. In that context, I believe that this year’s CANSO Global ATM Summit and AGM will involve some key discussions about where we all collectively want to go.

Finally, I believe that you will all have a wonderful time during your stay in Dublin. Try spending a few more days here while you can and get further afield. You won’t be disappointed!


I started out my career as a diplomat, working for the British Diplomatic Service. I eventually switched to the Department for Transport (DfT) and while there I led the process to separate NATS out from the Civil Aviation Authority and then to privatise the company. I chaired the Provisional Council of EUROCONTROL during that period and I participated in a European Commission High Level Group on the future of ATM regulation in Europe.

A couple of themes stand out for me from this time. Firstly, I strongly believe that ANSPs should not form part of a country’s aviation regulator or be too closely linked to government. In the UK, separating NATS from the CAA allowed both of those entities to focus on their core businesses. Thus, the NATS CEO was able to focus on delivering a great ATM service without worrying about his contribution to the CAA’s broader regulatory responsibilities. And the CAA could focus on the proper regulation of NATS – on economic matters, on safety matters and on airspace, without worrying about the fact that it was, in effect, regulating itself.

This allows both parties to focus on their core activities, achieving a degree of distance and independence that should generate better outcomes. Of course, there are always going to be different views. But it is better for this to be out in the open rather than resolved behind closed doors.

This concept of providing clarity of roles through separating the operator from the regulator was a key theme in European thinking. As a result, this is now largely the model in Europe, although I know it is still far from being the universal way of doing things.

But it can be done in North America. NAV CANADA is not a part of Transport Canada and operates well, to the satisfaction of most stakeholders. So, why is the Federal Aviation Administration different? The FAA is an integral part of the US Department of Transportation, subject to the same Congressional rules as the Department of Defense or the State Department. And, within the FAA, sits the Air Traffic Organization.

The US National Airspace System is one of the world’s most complex – and safest ATM systems. But could it not achieve even greater levels of performance if the ATO were to become a properly separated entity focussed on optimising the system and subject to rigorous regulation from a regulatory focussed FAA?

After all, that is how the FAA operates in relation to all other aspects of aviation. Nobody seriously suggests that US airlines should be part of the FAA. US carriers do a much better job of service delivery by acting as independent operators, subject to such regulation as is necessary. Why should air traffic management be different?

Giving the ATO a new status would enable it to escape some of the downsides that being part of the US Federal Government system entails – such as the risk of shut downs on account of political bickering over Federal budgets or having to maintain facilities in particular locations for essentially political reasons.

The P wordAnother theme from that time was privatisation. In a UK context, getting NATS into the private sector, with a set of appropriate safeguards to protect the public interest, was the right thing to do. That was the way to get NATS out from the then annual public expenditure reviews under which a NATS request for a new IT system would find itself competing with pressing needs in the healthcare or education systems.

It was the way to ensure that we could bring in world-class management – and pay the salaries necessary to recruit people of the right calibre. And it was the way to gain access to private capital markets to deliver the levels of investment that were needed to secure the future success of the enterprise.

I appreciate that other countries may find different ways of freeing management and giving ANSPs focus. But the added benefit of private sector investors looking for the efficient deployment of resources and for successful business partnerships with customers can, I believe, be particularly helpful in focussing attention on performance.

In your own handsDavid McMillan, Chairman of the Flight Safety Foundation and former Director General of EuROCONTROL, believes ANSPs must take command of their future

INDUSTRy OUTLOOk

David McMillan challenged delegates about ANSPs’ future at World ATM Congress


Airports, such as Gatwick, need to manage their part of the aviation network effectively

And another benefit of setting ANSPs up as share capital-based companies is that, in so doing, you not only create the opportunity to bring in new sources of finance and expertise, but you also facilitate long-term partnerships between ANSPs through share swaps. You also make possible merger and acquisition activity, provided national law permits.

That really would be one means of defragmenting the system.

Turning theory into realityIn theory, the EU Single European Sky initiative with its legislative underpinnings has already set out the path for the defragmentation of the European system. All governments are signed up to the package; regulators are equipped, up and running to deliver; and all ANSPs are enthusiastic supporters of all its aspects. ANSPs support the performance regime fully, they are enthusiastically and selflessly working to get the functional airspace blocks (FABs) to work, they are strong believers in the SESAR programme and they deliver all that the Network Manager asks of them.

At least, that’s the theory. As I recall, the reality wasn’t quite like that!

An unintended consequence of the separation of service provider from regulator in Europe has been to secure laser-like focus from the newly corporatised ANSPs on their national performance. That’s great and to be welcomed, but I sometimes found it rather difficult to secure universal attention to delivering regional or network optimisation and performance. This was particularly difficult if ANSPs perceived they would lose out locally – even if there was a greater network benefit.

Either through regulation, through political direction or, best of all, through a longer-term, mature approach to what self-interest looks like in the ANSP industry itself, we need to find a way of encouraging this network optimisation from the bottom up.

And it is here that the Performance Scheme could have a role to play. I know that airlines are deeply disappointed by how it is progressing. And I know that at least some of the ANSP community take a very different view. The regulator has probably concluded from all this that it has probably got it about right!

But my point is a different one. I think that the Performance Scheme could be used to change the nature of the incentives (positive and negative) on ANSPs to encourage them to work together, to agree to changes in traffic flows and patterns that benefit the network even if they are bad news for one or other company.

Again, I cannot help thinking that if a more genuine market in ATM services could somehow be established within the broader European airspace, the market freedoms – and disciplines – that would follow would prove that regulation is always a poor second to the market.

Regulatory attempts to defragment European airspace, such as the FABs, consume a huge volume of resource without a great deal to show for the effort. I believe that this is because they were essentially a design imposed by governments – brigading together neighbouring FIRs – rather than a response by industry players to come together to deal either with live traffic issues or on account of some other business logic.

At the moment, there are few incentives for European ANSPs to make FABs work and almost no penalties if they actively or passively frustrate their operation. As to how to deliver these market forces, I would suggest that one means worth investigation is to set up all ANSPs as share based companies with equity that can be traded. Governments could protect their legitimate national interests through regulation or by continuing to own shares, but the opportunities for cross-ownership and/or straightforward changes in ownership could get the market ball rolling.


INDUSTRy OUTLOOk

Safety firstAs Chairman of the Board of Governors of the Flight Safety Foundation, I see my role as a guardian against the complacency that can come from success, so I am pleased to see the continuing substantial effort that CANSO makes in this area, on such matters as runway incursions and excursions – still two of the most significant risk factors in aviation – and unstable approaches.

At a time of fewer safety resources across the industry – and perhaps particularly in regulators, I would suggest that this is an area where more joint working is essential – and the Foundation is certainly ready to partner with CANSO in this area. The value of partnership is certainly a lesson I draw from my European experience where I saw real value in joint work between organisations on safety issues.

But, if there is one issue on safety that has struck me as particularly important, and particularly difficult to deliver, it is that of a Just Culture inside organisations.

Improvement of our safety systems and approaches depends significantly on knowing what is going on in the system, so that we can learn from events and accident precursors and thus prevent them from turning into accidents. And that depends upon our workforces feeling comfortable with making and filing reports on what happens at work. They will not feel safe to make reports if they fear reprisals, either from their employers or, worse, from prosecution authorities. So we need to look to our own practices and our approach to incident reporting to make sure that we are creating the right atmosphere in which to learn from our mistakes and from incidents that we witness.

This is not a blank cheque for shoddy performance and it certainly does not excuse gross misconduct or inattention. But it is essential to ensure that our workforce remains a learning workforce that seeks to avoid doing things wrong more than once.

Most recently, I joined the Board of Gatwick Airport. As an airport, we are very conscious of the fact that we need to manage our part of the aviation network effectively. Too often, in the interaction between airports and ATC, ineffective airport operations act as capacity destroyers and centres of delay.

Both at Gatwick and at EUROCONTROL, I have been a passionate believer in airports being seen – and seeing themselves – as part of an aviation network and I believe that the focus on “gate to gate” operations that we have focussed on in the ATM world might, with the addition of more airport focus and expertise, be better if switched to a “cruise to cruise” focus.

Changing of the guardWe are on the cusp of a really significant change in world aviation. Asia is the coming power. This has real implications for the future, both in terms of the issues that the differing regions face and the de facto hegemony of the EU and the US on global regulatory issues. This will soon become a thing of the past. And not just in ATM.

This has important implications for the way in which new policies and standards will be set. With a larger number of major players around the table, the debate on global systems and standards will be increasingly complex. Unless someone can come up with a better alternative, we will all have to solve these issues at ICAO.

The future is best served by keeping these issues in ANSP hands. Adopt a mature approach now on how to handle these matters and they stand a better chance of long term success. An approach characterised by a local focus or protectionism will not work in the long run. Delivering a broader effective network can be in the interests of ANSPs, and governments, and regulators.

If the ATM industry can’t come up with solutions on these issues, there is a real risk of the industry being ignored as airframe and avionics manufacturers work with airlines to improve the ability of aircraft to self-separate – as happens already in some Oceanic environments or over Africa, for example.

ANSPs are already seen by some airlines as unnecessary and expensive intermediaries that they would like to do without. ANSPs must add value or risk finding themselves being reduced to Terminal Manoeuvring Area managers.

ANSPs would do much better to demonstrate that solutions may be better delivered by their own actions and, almost certainly, through small, incremental commercial agreements. I have in mind joint work between like-minded ANSPs to develop optimised routes and procedures between important city pairs; joint free flight projects in the upper airspace; joint procurements; and joint airspace redesigns.

I’m sure that all these – and no doubt many other ideas – will deliver more value than another five years of struggling to make FABs work in Europe.

Not everybody can be a winner in this bright new future. The bold, the innovative and the brave have the best chance of ending up on the positive side of this equation.

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How to deliver the future was a key theme at the successful 2014 World ATM Congress in Madrid. Panelists and conference delegates enjoyed a vibrant, interactive session that generated some crucial ideas and concepts for a sustainable future for ATM.

The discussion – expertly guided by Neil Planzer, Chairman Elect of ATCA and Vice President, Boeing ATM Solutions – revolved around the “Cortés solution”. In 1519, Spanish Conquistador, Hernán Cortés, scuttled his fleet off the coast of Veracruz to eliminate any notion of retreat. Should ANSPs adopt a similar strategy, embracing radical change rather than the incremental improvements that keep them rooted in the past?

Reasons for changeThe need for change is clear. Several examples of why this is the case were highlighted by the panel, including the fact that a pilot from the 1950s, in a 1950s aircraft, could be transported through time to the ATM system in operation across the North Atlantic today and not notice the difference. Flight patterns are similar, as is operational routine.

ADS-B technology has been available for more than 20 years and the changes proposed for a Single European Sky and NextGen have also been around for a similar length of time.

There was a general call for greater speed in technology development. ANSPs need to keep pace with aircraft, which are implementing yet another generation of avionics. Soon, aircraft will be able to self-separate and perform many of the functions carried out by an ANSP. In effect, they could manage their own traffic system.

If ANSPs don’t change, they may find themselves out of a job.

Edward Bolton, Assistant Administrator for NextGen, Federal Aviation Administration explained how he views the progress needed in the industry. “There is linear change where you can predict change from one year to next,” he said. “Or you can have exponential change where, each

The Cortés Solution

year, changes gets faster. This is Moore’s law, which means you will see more change in the next 20 years than you saw in the last 20 years. And then there is seismic change, an event that changes everything like 9/11.

“Experience tells us that we will have exponential change but there is probably a seismic event out there too,” he continued. “We need to be aggressive about leveraging what we have now because that will provide a buffer against seismic shock and the platform for future technology.”

Politically and socially acceptableThis sparked the major debate of the session. For Daniel Weder, CEO of skyguide, the easiest solution would be to work within the current framework. In Europe, for example, that means keeping the more than 60 ATCs in operation today.

That didn’t mean accepting the status quo, however. “Changing the way they work is essential,” he said. “They need to use the same applications so they can all cover for each other. We should centralise the data centres so that all ATCs use the one data centre. In Switzerland, we will be doing exactly that in 2016, when we will be able to switch between Geneva and Zurich for night operations.”

Weder said the big challenge was to implement change in a politically and socially acceptable way. And basing developments on the industry structure in place was the best method of achieving that aim. Without that buy-in, there would be no progress at all.

The danger, of course, is that such an approach could be a case of too little, too late. “We’ve got to do what Silicon Valley is doing,” noted Eamonn Brennan, Chief Executive of the Irish Aviation Authority. “We must have a generational jump. If we can’t agree on the improvements we are trying to implement today, perhaps it is time to move on. Let’s go to something a little different.”

A case study in air traffic control centres and towers illustrated the opportunities and challenges in wholesale change. Patrick Ky, Executive Director, European Aviation Safety Agency, pointed out that control centres were

What approach will best serve the industry’s attempts to deliver the future?

DELIvERING THE FUTURE


established where there were radars because it wasn’t possible to transmit data over long distances. Towers are near an airport as controllers needed to see an aircraft visually.

“This is the baggage we have,” he said. “But we could have an ATC centre anywhere in the world. And we can have virtual towers. There is no need to be near an airport.”

Such a radical set-up would need a completely different way of thinking. There would clearly be tremendous advantages in terms of service provision, efficiency and cost reduction. But challenges would include handling disruptive events and safety.

“If Ireland outsources its airspace to Switzerland and there is a problem, what happens?” asked Brennan. “Who makes decisions about Irish airspace? There is the public and government perception of such developments to consider.”

Workers of tomorrowAll agreed that preparing the ATM environment for the workers of tomorrow was critical. An approach along these lines could even be the perfect compromise between transformation and political and social acceptance. A new interpretation of the world forced by the next generation of ATC workers would promote the radical changes necessary.

National boundaries are a case in point. There is no sense in national boundaries from an ATM point of view. But merely mimicking national boundaries through larger – or smaller – constructs doesn’t achieve much either. The younger generation, the regulators and controllers of tomorrow, have no preconceptions, however. Thanks to the Internet they don’t think about national borders in the same way. They think in terms of connectivity. That is more than a desirable development to them, it is essential.

If the argument of preparing the ATM environment for the next generation wins favour, there is still the argument about how to do just that. Change has been hard-won to date.

Charles Keegan, Vice President Civil Aviation Solutions, Raytheon, accepted there was a cost involved in new technology but insisted that collaboration could take some of the financial pain away. Small ANSPs needed help but could follow the lead of the bigger players. Having harmonised solutions would decrease costs for all.

“Look at something like the Cloud that is making life so much easier,” he said. “We can break development down into its component parts. Get experts to put out best practice in each area and then adopt these “off the shelf” solutions. You won’t get global solutions if everybody does their own thing. We need to establish a different culture in the industry.”

It was also agreed that the business model needed to change to provide incentives for the adoption of new technologies. An Optimised Profile Descent (OPD) for the UK airports would need to begin in Irish airspace for flights coming across the North Atlantic, for example. OPDs are saving some airlines large amounts of money but there is not a convincing business case for the Irish in such a scenario.

Ultimately, the FAA’s Bolton called for a leap of faith. “If you get the right technology you can change behaviour,” he suggested. “The point is that new technologies and procedures will combine in new and exciting ways. We didn’t foresee the way we use the mobile phone when it first came out.”

All agreed that transformational technology is available. But there is a narrow window of opportunity to implement it and achieve a sustainable future. The longer change is delayed, the more difficult it will become.

Panelists provided a lively debate on delivering the future at World ATM Congress


ENvIRONMENT

When you look at the numbers, the commercial aviation industry runs a pretty impressive operation. Nearly 1,400 airlines operate services to around 4,000 airports with over 25,000 aircraft helped through the skies by 173 air navigation service providers. In 2013, we served over three billion passengers on 36 million flights and nearly 50,000 routes.

But going beyond the bare numbers, what is often overlooked are the benefits that rapid, safe and good value air travel brings to the wider economy and to society. When we are thinking about those benefits, it’s always useful to place them in the context of the three pillars of sustainable development. In other words, making sure the economic growth and social development we seek today does not impact on the environmental stability of future generations.

Our industry has taken a proactive and far-reaching approach to dealing with our climate change impact – more so than many other sectors. We have been transparent and honest and even courageous in owning up to the challenge that we face, taking charge of dealing with our 2% of global CO2 emissions – last year around 700 million tonnes.

Our targets remain some of the only sectoral goals in the world.

Plan to be greenAviation: Benefits Beyond Borders forecasts that, in 20 years’ time, the aviation industry will support over 103 million jobs and nearly $6 trillion in GDP.

On the other hand, at a global level, the analysis tells us that even just a one percent lower aviation growth rate could reduce the 2032 job count by 12.4 million jobs. We should avoid missing out on those jobs and that growth, while also taking care of our environmental responsibilities.

Governments must make sure that growth in aviation – like all sectors – is done with environmental considerations from the earliest planning stages. The aviation industry is being very proactive in this area and we are willing partners of governments to ensure that the positive aspects of growth are not overshadowed by avoidable negative issues.

There are several facets to this partnership between the industry and governments. To begin with, they need to recognise the importance of aviation, tourism and travel to

national economic growth and support them as a strategic priority. Tourism, when it is done well and with sustainable growth as a driver, has the ability to show long-term economic and social benefits, while replacing other more environmentally destructive industries.

One of the examples we use in the report is from the Pacific island of Palau where the country’s President, a former commercial fisherman, announced two months ago an end to commercial fishing in his country’s waters. A shark, he said, is worth a couple of hundred dollars dead in a trawler, or up to $1.9 million alive as a tourist attraction in the island’s reefs.

Aviation: Benefits Beyond BordersMichael Gill, Executive Director, Air Transport Action Group

Michael Gill, speaking at the 2014 Global Sustainable Aviation Summit in Geneva.


Airport developmentGovernments should support the development of airports too, responding to forecast demand, but maintaining proper land-use planning. We have so many examples in Europe of a lack of vision when it comes to proper long-term planning of infrastructure like airports, and that lack of long term vision lies mostly with local and national governments.

The fast-developing economies of the world are eager to take advantage of the benefits of air transport, but they must develop infrastructure with a careful view of 20, 30 or 40 years hence. If you are going to build airports, develop good master plans, surround them with light industrial and business zones and don’t allow noise-sensitive activities close by. It’s a mundane thing to be discussing local planning legislation and policy, but these aspects are vitally important to the future of the industry.

Infrastructure will get used as long as governments encourage freedom of transport for people and trade with open skies and easier border processing. While there is a certain romance to applying for visas waiting to have your passport stamped, those factors are truly a relic of the past.

By working in partnership, the industry and governments can provide secure borders at the same time as allowing freedom of movement for people and goods that are just going about their business.

Better fuel, better ATMAnother key ingredient in a sustainable future is the use of next-generation technologies and alternative fuels. Governments should foster their use through research partnerships and the prioritisation of aviation as a user of alternative fuels.

There have now been over 1,500 commercial alternative fuel flights and we are set to see new pathways for renewable energy generation come on stream in the next few months. By the end of the year, biofuels could be an everyday reality for at least one airline. Good progress is being made, but we need governments to help deliver what is truly possible in this area.

Governments must also reform ATM provision through institutional transformation. The rapid deployment of the Single European Sky and NextGen is essential as is supporting the ICAO ASBU process, which can ultimately reduce fuel burn and the noise impact on local communities.

Finally, we must embrace ICAO’s work on the climate change issue. We really are within touching distance of an historic agreement to implement a global scheme aimed at tackling the aviation industry’s emissions.

Let’s build on the momentum from the 2013 ICAO Assembly, let’s all play a positive role as the ICAO negotiations continue. ATAG will certainly play its part in that process – and I am sure all of the other industry associations, such as CANSO, will do likewise.

As an industry, we are used to partnership. We do it every day at airports the world over. It enables our passengers to board and our aircraft to fly safely through the sky.

Partnership is, in fact, what ATAG is all about – working together for the good of the industry. And partnership – with governments, industry and civil society working together – is key if the economies of the 2030s are going to be able to take full advantage of the benefits that aviation has delivered to the world over the last 100 years.


ENvIRONMENT

Preparations are underway for flight testing later this year for the ecoDemonstrator programme, Boeing’s flying test bed of environmentally progressive technologies.

A Boeing 787 will take to the skies later this summer with more than 30 technologies, methods and materials on board. And a Boeing 757 is slated for test flights and appearances in Europe in 2015.

This 757 will be used throughout 2015 to test new technologies focused on aerodynamic efficiencies and noise reduction, new materials to lower airplane weight, new in-flight procedures to reduce fuel/emissions, and more efficient ways to manufacture and maintain Boeing airplanes. As part of Boeing’s partnership with TUI Travel, the airplane will visit a number of European cities in 2015.

Collaborative platformBoeing’s ecoDemonstrator is a multi-year programme encompassing development projects across the entire airplane lifecycle. This includes design and manufacturing, in-service operations

and, finally, retirement – airplane recycling and reuse.

Importantly, the ecoDemonstrator programme provides a collaborative platform for participating airlines, suppliers and government agencies to use in the investigation of methods to improve the environmental performance of commercial aviation. The 787 test bed will be used to evaluate several technologies aimed at improving operational efficiency, reducing fuel use and quieter operation, for example. The number of technologies tested has increased from the 2012 ecoDemonstrator programme, when Boeing collaborated with American Airlines on a 737 test bed.

“We’ve grown the programme and increased the number of technologies since 2012,” says David Akiyama, ecoDemonstrator programme manager. “The flying test bed allows us to shortcut decades of testing and more quickly integrate environmental solutions.”

Reducing resources It will be crucial to measure the extent of the success of the ecoDemonstrator. As part of the programme’s commitment to

reducing emissions, the 787 airplane will be outfitted with monitoring equipment that will take samples of the atmosphere during flight. The atmospheric data will be analysed for carbon dioxide (CO2) content and other greenhouse gases.

“We’re installing new atmospheric-sensing equipment and automated reporting to ground services,” said Tim Rahmes, lead engineer and principal investigator for the atmospheric-sensing project. “We are including a wide variety of sensors and equipage for meteorology, greenhouse gas composition, turbulence and related parameters. These efforts will lead to improvements in weather forecasts, as well as improved climate models and data.”

Data gathered from the ecoDemonstrator’s flight testing will be submitted to the international project known as CONTRAIL (Comprehensive Observation Network for Trace gases by Airliners). CONTRAIL is a partnership between Japan Airlines; JAMCO, a supplier of aircraft interior products and services; Japan’s National Institute for Environmental Studies; and Japan’s Meteorological Research Institute. The project has been going on in Japan since 1993. Most of the atmospheric data

Boeing’s ecoDemonstrator programme puts environmental technologies to the test

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Boeing’s ecoDemonstrator programme puts environmental technologies to the test

has been gathered from Japan Airlines commercial airplanes, which were fitted with sensors and gathered greenhouse gas information while flying throughout the world.

“The CONTRAIL project has amassed 20 years of data and trends of where the concentrations of CO2 are resident in the troposphere,” said Jeanne Yu, director of Environmental Performance, Commercial Airplanes. “We will be honoured to evaluate new measurement prototype sensors on the ecoDemonstrator to enable a broader set of scientific data.”

Boeing is also one of five industry contractors participating in the Federal Aviation Administration’s Continuous Lower Energy, Emissions and Noise (CLEEN) program – a competitively bid, five-year, cost-share programme focused on speeding up the development of new materials, technologies and methods.

The CLEEN program is using Boeing’s ecoDemonstrator Flight Test Airplane for several activities. CLEEN is funded under the FAA’s Next Generation Air Transportation System development effort.

ATM improvementsThe ecoDemonstrator is one of Boeing’s investments in technologies that can help customers and the aviation industry meet long-term goals to reduce fuel consumption and carbon emissions, says Julie Felgar, managing director of Commercial Airplanes’ Environmental Strategy and Integration team.

“The aviation industry has committed to carbon-neutral growth from 2020, and Boeing plays an important role in helping the global fleet to reach that goal,” Felgar said. “On the ecoDemonstrator, we want to collaborate with customers, the FAA and others to reduce an airplane’s environmental impact throughout its

lifecycle, from design and manufacturing to in-service operation and retirement.”

While technology will continuously improve airplane performance to reduce fuel burn and carbon emissions, flying every flight as efficiently as possible through the world’s air traffic management (ATM) system will also help reduce fuel use. With that in mind, the Boeing ecoDemonstrator programme actively integrates new technology while demonstrating efficient flight procedures. In 2012, the 737 ecoDemonstrator conducted several “optimal” flights with the cooperation of FAA regional air traffic control centers highlighting highly efficient operations in normal day-to-day traffic. These flights included:

• Single engine taxi operations• Continuous climb out to optimal cruise

altitude • The lowest fuel use flight paths using

the latest wind information data-linked to the flight deck

• Continuous descents with no fuel wasting, intermediate level offs

• Advanced required navigation performance (RNP) landing approaches that shorten the distance flown at low altitude while also improving landing throughput and airport capacity

One flight demonstrated the capability of using mobile devices to observe local weather and modify a takeoff time slot and depart during a gap in thunderstorm activity, thereby saving the integrity of the original flight plan. Overall, these flights clearly highlighted the potential for improved ATM efficiency with current airplane capabilities.

These flights as well as those planned for the 787 ecoDemonstrator in 2014 and the 757 ecoDemonstrator in 2015 all take advantage of performance-based navigation (PBN) and advanced navigation and landing capabilities. Both of these are being implemented throughout the world

by ANSPs to improve flight efficiency. These flights will also demonstrate the feasibility of satellite-based approaches, which will allow easy access to runways without existing ILS systems in the future.

Other flights will demonstrate the benefits of onboard interval management during airplane arrivals and sequencing at busy airports. This will improve ATM operations by aligning arriving aircraft in a tightly managed sequence without gaps or undue controller vectoring. In addition, runway situational awareness tools will allow the flight crew to optimise their landing runway exit and taxi route to the gate to save taxi time and fuel use.

The advanced navigation and landing capabilities takes advantage of the highly accurate navigation performance permitted by satellite-based systems (such as the global positioning system) together with a ground-based augmentation system (GBAS) that enable high precision airport departures and arrivals. These arrival and departure procedures can be designed with curves to avoid local restrictions or local communities for noise management while being as efficient as possible for local traffic demands. Advanced landing procedures such as satellite-based augmentation system/localizer performance with vertical guidance will also allow landing approaches to fly ILS-like procedures without the ground infrastructure.

Boeing’s ecoDemonstrator programme has demonstrated quieter approaches with higher glideslopes, the feasibility of Category II approaches using a Category I GBAS and is in concert with international efforts to develop new standards and procedures. Boeing strongly supports CANSO’s objectives for increased flight operations efficiency and will work with TUI Travel and ANSPs to highlight ATM efficiency when the 757 ecoDemonstrator flies to Europe in 2015.


COMMENT

This June, the FIFA World Cup will be taking place in Rio de Janeiro, Brazil. This is the world’s largest football event (we call it soccer), expecting to attract an estimated 500,000 fans from around the globe. Of course, large scale events like these bring an unusually high level of air traffic, and heightened security as well.

In the United States, we have many events like these, including major sporting events, airshows, and national political conventions, all of which require the FAA’s Air Traffic Organization to ensure that the airspace is safe, efficient and secure. In this issue, I’d like to share a few examples of our work to support special air traffic events and discuss our efforts to share best practices with our international partners.

This past February, we were expecting 1,100 additional aircraft in the New York area for the Super Bowl (we call THIS football). The planning started eighteen months ago. The first step was to meet with co-workers who were involved with previous Super Bowl planning teams to learn how they went about it and what lessons they learned. Then the various planning teams continued to meet monthly as we approached game day. There was a great deal of coordination between the FAA’s Air Traffic Control System Command Center, New York Air Route Traffic Control Center, New York TRACON, many other air traffic facilities, and with local airport and fixed based operators (FBOs), including at Teterboro Airport and Morristown Municipal Airport. To ensure effective communication, we set up a “Hotline” between all parties.

On game day, we put in place a temporary flight restriction, (TFR) from noon to about 5pm for security purposes. It was one nautical mile around the stadium and 5,000 feet high. Before kickoff, we expanded it with an inner ring of eight nautical miles around the stadium, and an outer ring of 30 miles. When the game ended, we faced heavy departure demand for an 18-20 hour period. We made use of ground delay and airspace programs and routes normally employed to manage delays and bad weather.

The support of the airports and FBOs was essential, as they helped by efficiently managing their operations and their customers’ expectations about how soon they could depart after the game. The smoother their operation, the fewer traffic management initiatives the ATO had to deploy. The combined efforts of all parties involved helped to enable access for all aircraft, minimize delays, and ensure airspace security.

We’re going to be supporting another important event in June – The Special Olympics Airlift, sponsored by Cessna Aircraft. Like the Super Bowl, it will take place in New Jersey. We expect to support about 120 flights carrying about 800 athletes and coaches into and out of Trenton Mercer Airport. It’s going to be a tight operation. There are going to be a lot of press events to recognize these great athletes, and we’re going to help get them there on time.

For this event, we’re working with multiple air traffic facilities, including Philadelphia TRACON, so we can segregate the airlift traffic to and from Trenton, so it doesn’t interfere with commercial traffic to and from Philadelphia and Newark airports.

Because of proximity, the ATO also played a big role in the air traffic planning and execution of the Vancouver Winter Olympics in 2010. We saw an additional 3,000 flights in the area during the games. We worked with NAV CANADA on a traffic flow management plan, and set up a TFR outer ring of 30 nautical miles around the Olympic site, and a 10-mile inner ring with more stringent security. Adding to that, we established a 60-mile ring to monitor any aircraft for suspicious activity, including sudden changes in speed or direction.

Letter from AmericaManaging the big event

Teri Bristol, Chief Operating Officer, FAA Air Traffic Organization


We also worked with Canadian officials and the US Transportation Security Administration to establish an aircraft vetting plan. This includes checking flight crews against known terrorist watch lists and also making sure that cockpits are protected from unwarranted intrusion. We worked closely with the North American Aerospace Defense Command (NORAD) and local law enforcement to provide security to ensure a successful event.

Special operationsIt’s not just sporting events. The ATO plays a big role to ensure the success of events attended by the President and other high level dignitaries from the United States and around the world. This includes the 2012 national political conventions, which took place in Tampa, Florida and Charlotte, North Carolina. These events have the challenge of taking place over multiple days. And when the President attends, there’s more security involved.

Also in 2012, the ATO planned and conducted operations for flights carrying heads of state attending the G8 Summit at the President’s retreat at Camp David in northern Maryland, and two days later, for the NATO Summit held in Chicago. Because some dignitaries, including President Obama, were attending both events, this required us to complete multiple special operations in a compressed set of days. Events like these require us to coordinate with US Secret Service, and the US Federal Bureau of Investigation, along with state and local law enforcement officials.

These efforts can’t happen without the professionalism and teamwork of the ATO’s air traffic controllers, technicians, and airspace security teams. Our employees’ input is also essential as we work to improve our special event operations. Our most important concern is to ensure safe operations. Through the ATO’s voluntary safety reporting program known as the Air Traffic Safety Action Program (ATSAP), our controllers have raised safety concerns that are unique to special event operations.

Some concerns include the potential for equipment outages occurring during the event, greater operational workload, and the adequacy of TFR boundaries to contain the event. Consistent with our proactive safety approach, we’re in the process of taking steps to mitigate these risks. These steps will include conducting mandatory, standardized briefings for controllers and implementing new requirements for special event operations.

The ATO is eager to share our best practices in special event planning and security with our partners around the world. We hosted our counterparts from Beijing and London in preparation for their summer games in 2008 and 2012. Just before the Super Bowl in February, we were honoured to host our global partners, including our Brazilian colleagues, as they prepare for the World Cup and the Summer Games in 2016. We conducted a Special Traffic Flow Management Symposium, where we discussed strategies to be employed during the Super Bowl.

Special events like the World Cup, the Olympics, and international summits are an inspiration to many people around the world. The ATO is taking many steps to ensure that these events are safe, efficient and secure. We’re eager to work with our international colleagues in this effort.

Airspace restrictions for 2014 Super Bowl


OPERATIONS

Long standing co-operation between Boeing and the Dutch aviation sector got a new lease of life at World ATM Congress in March 2014 in Madrid.

Boeing signed an agreement with the Knowledge & Development Centre (KDC) – a joint foundation that includes KLM Royal Dutch Airlines, Amsterdam Airport Schiphol (AAS) and Air Traffic Control the Netherlands (LVNL) to develop solutions for the sustainable growth of aviation in the Netherlands. Environmentally-friendly operational concepts for Schiphol aim to reduce noise nuisance, air pollution, emissions and wasted fossil fuel.

“The cooperation with Boeing is a unique endeavor in which airport, ANSP, and hub carrier work together with the aircraft industry to make new technology available for operations,” says Jasper Daams, General Manager Strategy and Performance at LVNL and Chairman of the KDC Board.

The joint Boeing-KDC team already has an impressive track record in developing management solutions that make arrivals and departures at Schiphol more efficient. The new agreement will build on the knowledge gained so far.

A key technology under development is interval management, which enables spacing tasks to be delegated to the cockpit. Schiphol has introduced continuous descent approaches (CDAs) as a more efficient and environmentally-friendly tool for arrivals. But CDAs require a fixed lateral path that can affect capacity.

Under the agreement, interval management will be developed as a means to transition to a heavier use of CDAs while maintaining the capacity that the hub operation needs. “This new

Discovering airline intent

technology is one of the cornerstones of the SESAR concept and Schiphol is taking the lead to take advantage of it,” says Koos Noordeloos of Senior Manager Capacity Management at Schiphol airport and a member of the KDC Board.

Airline benefitsThe co-operation between Boeing and KDC has generated near-term benefits for the airlines as well.

The provision of accurate in-flight wind and temperature forecasts has always been part of the programme, for example. This element, in which the Dutch weather provider KNMI also plays a role, has laid the foundation for the Boeing InFlight Wind Updates service, available to every airline.

But the Boeing-KDC agreement will take on new challenges to improve airline operations and enhance the productivity of all stakeholders. One of the new programmes aims to provide airline intent information to the controllers.

Using the Boeing Trajectory Exchange, data about an aircraft’s speed will be

Interval management will provide benefits to airports and airlines.

provided to LVNL. This predictability will give the controller greater insight about the aircraft’s intent and will help the controller to further optimise the air traffic management process. Hans Peter Spies, Supervisor of the Air Control Centre at LVNL agrees this would be another element in helping airlines achieve optimised descent profiles.

The Ministry of Infrastructure and Environment of the Netherlands (DGB) is a strong promoter of the KDC and uses the foundation to streamline its support for Schiphol’s development. This will be important going forward as KDC looks to form a consortium to take part in the Very Large Demonstrations (VLDs) planned by SESAR in the 2018-2020 timeframe. The consortium will take shape over the second half of 2014 and it is hoped Boeing will be a leading player.

Boeing’s input would certainly help the United States and Europe to align their efforts. SESAR has a strong Airbus presence while NextGen has a strong Boeing presence. For both SESAR and NextGen it is important to fully involve both manufacturers.

Interval management could hold the key to more efficient approaches

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OPERATIONS

With the huge increase in the use of remotely piloted aircraft systems (RPAS), the ATM industry is focusing on how best to incorporate RPAS into the global civil air traffic management environment, seamlessly, efficiently and safely. CANSO is working with other stakeholders in the ICAO process to develop the international standards and recommended practices (SARPs) that will form the basis for the regulatory framework. As part of this effort, areas have been identified that will need to be addressed to safely accommodate RPAS, mainly in segregated airspace.

Accepting a large number of RPAS into the ATM system poses many challenges for ANSPs. Their speed, maneuverability, climb rate, and other performance characteristics, together with their avionic system equipage can differ substantially from conventional aircraft. Experience of RPAS operations and their interaction with the ATM system to date indicates that, currently, they are unable to comply with many standard, routine ATM procedures. While this has not prevented RPAS operations, it has limited their integration into the ATM system thus far.

Safety remains the industry’s number one priority. International regulations and standards require that any new

system, procedure or operation that has an impact on the safety of ATM operations must be subject to a risk assessment and mitigation process to support its safe introduction and operation. The safe integration of RPAS into the ATM system with other airspace users is subject to standard safety management system (SMS) principles. RPAS are classified as aircraft and therefore should comply with the rules for flying, certifying, and equipping aircraft. A key factor in safely integrating RPAS in non-segregated airspace is their ability to act and respond in an equivalent way to manned aircraft. Therefore, there must always be a pilot responsible for the RPAS operation.

States are fully engaged in defining the processes to integrate RPAS. In Europe, the SESAR Joint Undertaking is looking at the regulatory arrangements and R&D activities needed. It is looking at where there are synergies with manned aviation so that it does not develop specific solutions for RPAS. NextGen in the United States is in a similar position, in the definition phase.

This highlights the necessity for global standards early on in the process. To that end, CANSO actively participates in the work of the ICAO UAS Study Group – operating under the CANSO Collaborative Airspace Workgroup – and

is encouraged by ICAO’s announcement to elevate the Study Group to a Panel, in view of the all-encompassing nature of the technical provisions that need to be developed and promulgated. CANSO is represented by Doug Davis (Northrop Grumman Corporation) and Brian Guimond (NAV CANADA), providing input to the development of SARPs that will impact ANSPs.

The Study Group is making progress on a RPAS Manual, scheduled for release in 2015, that will include a focus on ATM integration. Though much work needs to be accomplished for specific areas such as airworthiness and flight crew licensing, it is recognised that there must be a balanced approach that considers the operational environment that encompasses the global ATM system.

Sense and avoidCritical to RPAS accommodation is maintaining the high level of safety the global ATM system has been able to achieve. Technical progress around the development of ‘sense and avoid’ systems is difficult to ascertain, while frequency spectrum availability remains a key challenge as RPAS require more spectrum in view of the command and control communication requirements between RPAS and the pilot. At the same time, the demand for RPAS access to civil airspace continues to increase.

Integrating RPASIntegrating unmanned flights into today’s ATM system is increasingly important.

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As a case in point, the RPAS may wish to complete a spiral climb from the aerodrome of departure or may remain airborne for more than 24 hours, both scenarios that would be difficult to define in a standard flight plan

• The accommodation of a RPAS by an FDPS may require special handling, such as the submission of multiple flight plans or the issue of revised secondary surveillance radar (SSR)/beacon codes

• RPAS flight plans may need to be updated more frequently than others during their flight, due to long mission duration and operational mission needs or changes requested. Such flight plans may require more inputs as it may involve entering many route elements, such as latitude/longitude points as opposed to navigational aids, fixes and routes.

• There is no global set of RPAS performance characteristics and such data would therefore not be available to the FDPS.

• The impact of RPAS operations on the FDPS may include software upgrades or adaptation, production of associated manuals, briefings and staff training, which will all have budgetary implications

To inform the debate about the incorporation of RPAS, CANSO recently published ANSP Considerations for RPAS Operations. This publication is designed to raise awareness, provide examples and raise some of the issues that ANSPs need to consider when integrating RPAS into airspace. It lists some of the challenges to be overcome and gives examples of how two CANSO Member ANSPs accomplished RPAS integration in Switzerland and the United States. While not exhaustive and with the expectation that this will be an evolutionary document, it provides a good understanding of some of the issues facing RPAS integration into the ATM system. It is an information document and is not intended as a guide to incorporating RPAS, nor does it seek to make recommendations.

As an example of what the Guide covers, Flight Data Processing Systems (FDPS) will be challenged with accommodating the changes that RPAS will bring:

• FDPS may have difficulty processing RPAS flight plans, due to elements such as the flight profile, duration of the flight, inability to specify zero persons on board and alerting requirements.

Accommodating RPAS into the ATM system is being dealt with in two sub-classes: small, hand-launched RPAS that weigh under 25 kgs and are operating by visual-line-of-sight (VLOS) procedures, and are not transponder equipped; and larger RPAS that are operating Beyond-VLOS (BVLOS), and are equipped and operated similar to manned aircraft.

CANSO is currently developing training materials for ANSPs that will provide a basic level of understanding of RPAS, and their performance characteristics. Specifically, CANSO is working on a draft ATC Training Syllabus for RPAS Operations and an ATC Integration Impact Library that catalogues the changes necessary to move from RPAS accommodation to integration.

Good progress has been made to address the challenges of incorporating RPAS safely into the global air traffic management environment, but a huge amount of work still needs to be done. CANSO will continue to play a leading role so that RPAS are fully incorporated into CANSO’s vision of a seamless global air traffic management system.

Progress has been made on integrating RPAS into today’s system but more needs to be done


SECURITy

ATM is changing rapidly. The industry already makes great use of information and communication technology but continuing innovation, the need for greater cost-efficiencies while improving safety and initiatives like SESAR and NextGen are promoting the spread of network-based technologies and integrated approaches.

The planned introduction of system-wide information management (SWIM) will see even greater exchange of data and information, with the various systems becoming more closely integrated. There are clear operational benefits to these developments but also risks in the form of greater security vulnerabilities. Cyber security threats range from simple acts of digital vandalism to major cyber attacks.

ATM must tackle cyber security by assessing the vulnerability of processes, assets and, particularly, IT infrastructure to criminal activities and attacks, whether these involve staff or outside parties. The wide range of potential cyber threats and the integrated nature of modern ATM demands a holistic approach and the involvement of all ATM stakeholders.

Challenges in cyber securityCANSO is actively engaged in cyber security issues affecting ATM. At the March meeting of the ICAO Aviation

Security Panel, CANSO argued successfully that risk assessments for ATM systems should take account not only of terrorist related attacks but also include attacks perpetrated by hackers to gain access to systems or cause disruption for non-terrorist purposes, or attacks carried out for espionage or commercial purposes or activities by State actors. These can be equally disruptive and compromise the safety, security and integrity of the aviation system. The Panel agreed and recommended that ICAO should develop best practices guidance for States and ANSPs against cyber attacks.

Barnabas Kis, Chief Technology Officer, HungaroControl – who took part in a panel discussion on the subject organised by Frequentis at World ATM Congress 2014 – believes cyber security has yet to become an established part of ATM culture. Unlike safety, cyber security has yet to become embedded into daily operations. “That has to change,” he insists. “Designers, developers, operators, decision-makers and regulators need to have a good understanding of the context of cyber security risks and how to mitigate them during everyday work.”

The industry and its customers have benefited enormously from the development of a safety culture: an awareness of safety issues and priorities

that pervade the thoughts and actions of all staff within an organisation. The industry needs to equally develop a security culture.

Cyber threats should not be seen as a new phenomenon that does not yet need a sophisticated defence, agrees Steve Daniels, Aviation Security Strategist at HP Enterprise Security Services. “Cyber security and information security are a spectrum, a continuum, demanding a more complete response,” he says.

Multiple actorsClarifying the role of regulation, including cross-border issues, and the potential for collaborative security policy approaches is equally crucial.

Promotion of cyber security requires work on a number of fronts including public awareness campaigns and strengthening cross-border cooperation and information exchange. For example, in 2013 the European Commission proposed a Network and Information Security (NIS) Directive to ensure a uniform level of cyber security across the EU, and has set up a permanent Computer Emergency Response Team (CERT-EU) for the EU institutions, agencies and bodies. And, some governments such as the UK have introduced critical national

Cyber security in ATM Advanced technology is having an impact on modern ATM in more ways than one

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infrastructure (CNI) legislation and regulations to protect infrastructure.

“Standards capture today’s best practice,” notes Daniels. “But they have often been watered down or undermined by governments and by procurement departments. We need more of them specified in programmes and true compliance and/or formal certification delivered following good ‘secure and privacy by design’ practices that take security and privacy into account as part of a systems engineering approach.

As cyber security represents a new area in ATM, Michael Standar, Chief Strategies and International Relations, SESAR Joint Undertaking, agrees that cyber security would probably need to be further regulated and standardised to harmonise appropriate skills, training and security management. He notes that policies and guidelines are available for joint cross-border operations in the functional airspace block context but the implementation of these guidelines offers an opportunity for further enhancement and harmonisation.

Multiple actors have a role to play in protecting and defending critical aviation systems against cyber security threats. It would be beneficial for aviation security regulators and stakeholders to establish clarity on

the areas where they could take on a leading role and responsibility for ensuring the cyber security of critical aviation systems. A joined up or “system of systems” approach to aviation security is needed, both to thoroughly understand the threats and to enable effective mitigation.

understanding the riskFor now, work continues on protecting the confidentiality, integrity and availability of ATM systems and services. “When we talk about cyber security we have to consider not only system-related perspectives but processes and human-related factors as well,” Kis says.

An obvious first step is analysing system-wide technical vulnerabilities and potential threats. This includes internal and external threat actors, sabotage, data theft, denial of services and natural hazards. Once the probability of a potential security incident is understood, it becomes possible to prioritise the necessary mitigating actions and develop risk-based proportional security safeguards.

Standar points to SESAR as a mechanism to understand and develop requirements and system solutions together. SESAR deployment will allow all stakeholders to understand the

requirements needed to handle cyber security threats to ATM in general.CANSO’s recently established ATM Security Workgroup (ASWG) has also taken on the task of developing guidance material to address the cyber threat. This will include development of industry policy positions based on lessons learned and recognised best practices; advocacy for risk-based regulations that will support information sharing; communications to raise awareness of cyber security; and collaborative approaches to sharing threat information, incidents and mitigation strategies across the industry. Through such a comprehensive strategy and collaborative approach, it is expected that the ANSP community will be well-positioned in dealing with the cyber threat in a proactive manner.

Cyber security demands continual attention. Protective mechanisms need developing, monitoring and adjusting, based on robust practical testing, and on awareness and assessment of relevant developments and threats. In the final analysis, there is a clear link between the security and safety of the aviation system.

Article Contributors: Michael Holzbauer, Director, European ATM Programmes, FREQUENTIS AG; Eugene Hoeven, CANSO.

From left to right: Barnabas Kis, Chief Technology Officer, HungaroControl; Michael Standar, Chief Strategies & International Relations, SESAR Joint Undertaking; Steve Daniels, Aviation Security Strategist; Michael Holzbauer, Director European ATM Programmes, FREQUENTIS AG; Sebastien Barbereau, NM IT Security Officer, EUROCONTROL

The recently published CANSO Cyber Security and Risk Assessment Guide provides air navigation service providers with an introduction to cyber security in air traffic management. It includes an analysis of the cyber threats and risks and motives of threat actors; some considerations for managing cyber risks; and suggestions for implementing a cyber security programme.


A relatively small number of people play a key role in maintaining the safety of our skies. They have to deal with a constantly changing and ever more complex industry. And given that the rate of change will only accelerate, we should revisit the medical guidelines that determines their capacity for work.

A quick look at ATC development illustrates the dramatic scale of change. The first recorded use of any form of air traffic control for commercial flights was in the 1920s in the UK. At Croydon airport flags and coloured lanterns were used to give planes clearance for take-off and landings.

By 2008, more than two million aircraft were using UK airspace alone. The global economic meltdown means numbers have reduced slightly since but NATS still handles approximately 7,000 aircraft a day. In Europe, there are some 26,000 flights a day.

Various tools have been developed to help with this fundamental shift in aviation numbers. Radar and radio communications are backed up by advanced computer systems while data links help with flight planning and prediction.

But the key component at the present time is still the Mark 1 Human Air Traffic Controller (ATCO).

The selection processATCOs are specially selected to handle the complex ATC environment that exists today. They are highly trained individuals

who are able to process all the various data inputs and are able to use their knowledge of aircraft types, performance characteristics, desired routing, and local weather to de-conflict the traffic by instructing aircraft to turn, climb or descend.

The task is no less complex when confined to the airport environment. Controllers here generally take aircraft when they are fully established on the approach and must ensure it is safe for aircraft to land and depart the airport as well as negotiating taxiing around the airport, avoiding other aircraft and ground vehicles.

NATS, as an example, typically has four new-entry courses per year. Typically, we would have 3,000 initial applicants per course. These go through an online sift and about 1,700 go on to the next phase of on-line assessments. About 600 come to face-to-face assessments and interviews and 120 to more detailed ATC assessments. From these some 25 are taken into training of which 20 will complete training and become valid. The whole process takes about three years or so.

A different lookAt the same time, ATC is changing fast. New technology has increased controllers’ capacity to handle busier traffic, but the controllers are still making the interventions. So, for many, it is time to call it a day on old systems and get something new.

So, whereas at present the majority of ATCO activity is in tactical controlling,

instructing aircraft to climb, descend or turn, the future will be different. Planning will take on greater importance, allowing for conflicts to be reduced at the early flight planning stage, possibly days before the flight takes off.

It is likely that ATCOs will no longer have sector but tool or system validations. In other words, the future role of controllers will look very different.

As these changes are in the near future, they will impact on current controllers who have been selected for their interventionist skills, which may not be the same as those required for a planning and monitoring role.

Change managementAviation medicine experts need to consider and be able to advise the operational managers and regulators on these changes. Areas of special concern are change management, fatigue, medical standards and demographics.

Controllers are conservative by nature. They like to be in control! But they are intelligent enough to accept changes that improve the work place.

Acceptance of new technology is far more desirable than having new technology imposed upon them. There is nothing worse than having new technology thrust upon them just because it’s new technology. This will lead to resentment, worry and increasing stress in the ATCO population, all of which impact on their capacity to work and hence safety. New programmes and technology should be introduced

An important diagnosis Dr. John Roberts, Chief Medical Officer, NATS Occupational Health Services and Aero-Medical Centre, examines how the medical framework needs to adapt to accommodate fundamental changes in air traffic controller workload

HEALTH AND SAFETy


sympathetically and involve the operational community early in the planning stage.

We must also look at personal adaptability. Some people can accept and embrace change more easily than others. There may well be a requirement to identify change-resistant individuals and to look at ways to address any specific issues that may impact their ability to cope with change. A supportive attitude from the employer will be far more successful than a confrontational one.

Finally in this area, we will need to look at the required skill sets for future controllers.

Fatigue and medical standardsFatigue is always a concern in air traffic management, and most ANSPs will have policies and educational programmes in place to give advice on the management of fatigue. With financial constraints possibly leading to a reduction in manpower there may be pressure on managers to get more from staff.

ATCOs are also subject to a virtually continuous stream of new work programmes and new technologies. It takes time to learn new procedures and this requires increased mental capacity, which is in itself fatiguing. Could all of this change and constant learning of new systems and methods of work produce chronic change fatigue which could impact on safety? More objective evidence is needed to attempt to quantify fatigue and identify safe working practices in view of potential future demands.

As for medical standards, currently ATCOs are regulated medically to standards very similar to commercial pilots. The logic is that the ATCOs should have an acceptably small risk of an incapacitating event that could impact on flight safety. Commonly understood as the 1% rule it was based on data from the flight deck back in the 1970s. It did not take into account the very different work environments of controllers, and has not taken into account the additional safeguards derived from technology.

Research undertaken by Dr Maged Girgis of NATS and Dr Stuart Mitchel of the CAA has shown that these standards are far too prescriptive and may lead to ATCOs being excluded from the workplace by medical standards that are no longer appropriate. The planned technology of the future may bring additional safety benefits making it imperative that medical regulators review standards and change them to reflect the risks involved in actual work practices. They may otherwise be guilty of discriminating against people unnecessarily.

Getting oldFinally, the ATCOs of the future may be older than previously. European legislation makes discrimination based on age illegal, and so we may need to look at the aging controller more than we have done in the past.

Younger controllers have the mental capacity to process huge amounts of information. But evidence suggests that cognitive decline for some tasks begins

in the early 30s. Older ATCOs freely admit that their processing capacity slows with age, but they rely on their experience to make up the shortfall.

That said, NATS does not yet have a single operational controller over 65. As our ATCOs are extremely high value individuals it is cost effective to try and keep them in the best physical and mental health to allow them to continue to function at a high level as long as possible.

Despite all our best efforts it is likely that the aging ATCO will eventually not have the processing capacity to continue in the role. Employing organisations will need to have policies and procedures in place to deal with this. There may be a temptation for employers to use the ageing process to retire ATCOs on medical grounds. This should be resisted and employers should look at other ways of dealing with this based on competency.

It may be necessary to look at changing working practices to reduce fatigue and pressure on older controllers so that they can continue to work in some form of operational capacity for as long as it is safe for them to do so.

The next 5-10 years will see dramatic changes in air traffic management and there is no doubt that the role of the ATCO will change significantly. It is vital that medical and human factors specialists are involved in research to inform and educate the future operators and ensure that medical regulation keeps pace with technological changes.

Dr. John Roberts, Chief Medical Officer, NATS Occupational Health Services and Aero-Medical Centre


In 2009, ICAO launched the Next Generation Aviation Professionals (NGAP) initiative to ensure that a sufficient number of qualified and competent aviation professionals are available to manage the future international aviation transport system.

In line with this approach, a group representing 29 stakeholders, including CANSO, has envisioned a long-term industry strategy to meet the needs of the aviation industry.

There are some 195,000 ATCOs belonging to over 170 ANSPs worldwide, a small number when compared with 31 million commercial flights annually and 2.2 million people employed by 1,200 airlines. Air traffic management (ATM), however, is exacting, stressful and emotionally charged, as hundreds of lives are bundled into the blips and dots as they flash continuously across an ATCO’s radar screen. The Air Traffic Safety Electronics Personnel (ATSEP) support the smooth functioning of the system. And it is vital for these professionals to liaise seamlessly with neighbouring ANSPs to ensure the safety of every flight, from departure to arrival.

At the same time, modernisation of the air navigation system continues, bringing automation and the need to rethink training and competencies. A move away from a prescriptive set of rules to training

Bridging the skills gapCatherine Crocoll-Bichara, skyguide, Chairperson of the CANSO Training and Competencies Task Force

designed around the desired competency for each individual will better meet the new requirements.

In view of CANSO’s Vision 2020 of seamless airspace globally, ATM training takes on even greater importance where harmonisation is key to commonality and cross border service delivery.

A natural fitRecognising that there were no formal training guidelines for ATCOs and ATSEPs, ICAO’s NGAP Task-force took the lead to build guiding principles on key global requirements – the deliverables being a revised PANS training with a competency framework and associated guidance material in the form of training manuals through the ATM sub-group.

When it became apparent that an ANSP perspective was needed, CANSO willingly stepped in. Meeting current and future ANSP needs within their distinct domains and linking these to a global context of harmonised training is a role that the CANSO Training and Competencies Task Force (TCTF) fell into naturally about a year ago.

The aims of the TCTF are to:• Develop the ANSPs’ perspective to

competency-based training for ATCOs and ATSEPs

• Support CANSO’s participation in the wider NGAP initiative, particularly the ATM sub group

• Propose areas of future work that require further development

• Identify other areas of concern with regards to ATM training

• Promote globally harmonised ATM training competency frameworks and practices amongst members

• Support ANSP cooperation in the field of best ATM training practices and requirements.

This task force is able to do this through developing, where possible, common views on training and competency elements and criteria matters and representing industry-led perspectives. Establishing and maintaining information exchange and flow among the ANSP community on ATM best practices and initiatives is equally vital. This flow also allows for better understanding of the various training needs and requirements across the globe. The TCTF is also responsible for reviewing and informing CANSO members of emerging trends in the ATM training environment as well as cooperating with other stakeholders and organisations. This work is particularly important as there are no global ICAO ATCO training programmes.

Starting off with a core group of experts seconded from their organisations, the author, Catherine Crocoll-Bichara (from skyguide, Switzerland) leads the TCTF, supported by Thomas Bierwagen (from DFS, Germany), as vice-chair for the ATSEP work stream. The TCTF has made good progress, such as ensuring industry-led applicability of the revised PANS training and global representation in the development of the guidance material in the training manuals that will be published soon. The aim is to ensure that these publications remain relevant to the needs of ANSPs, useful and easily implemented, as well as furthering best training practices globally

Competency-based approach The PANS training will be built on a competency framework which is the basis

TRAINING


for the training manual. This training manual will serve as guidance material to ANSPs in implementing a competency-based approach to training ATCOs and ATSEPs.

As each local environment and situation is different, the competency framework will be used as a ‘menu’ from which to choose the appropriate and necessary competencies to be trained, adapting to each local situation. Each component of the framework is also adapted to the phase of training; from initial training, through site-specific unit training and on to continuation and development training. In other words, this framework enables the training organisation to develop their training materials such as courses and syllabi which will raise the trainee’s competence to the required standards for the tasks and activities needed to perform their job autonomously. This framework will then maintain and further develops those aptitudes. The commonality of the competency framework brings harmonised training across the globe, thereby enhancing mutual recognition.

Harmonisation of initial training is a fairly easy task, conceptually, as the trainee is taught the fundamental skills of the profession, which are very similar in each location. The greater challenge, however, is the site-specific unit training. Local geography, topography, aerodrome layout, airspace, procedures, types of user and system specifics determine the requirements and will necessarily differ for every single unit, facility and geographical location. Consequently, harmonisation of training can only be achieved in the competency framework itself. Common competencies and standards will be recognised and

applied, but the way in which they need to be performed will vary greatly from one unit to the next.

Seeking a sound global foundationTo meet NGAP’s ambitious, but very necessary goals, a number of working groups have been established. CANSO has been particularly active in the NGAP ATM sub group, which is where the development of the competency based approach in the form of PANS training and training manuals are being drafted for both ATCOs and ATSEPs. “The competency-based frameworks were delivered by the ATM sub group to ICAO at the end of 2013,” says Farid Zizi, President of the Air Navigation Commission and patron to the ATM subgroup. “They are now entering the review and consultation phase in the ICAO development process. This will lead, for the first time, to the creation of a specific part of PANS training dedicated to ATM.”

“The ATM Subgroup has now entered into another phase, which is the development of training manuals for ATCOs and ATSEPs,” he informs. “Work is organised in two parallel groups and should lead to the publication of manuals in support of the implementation of the competency frameworks, after adoption of the PANS training provisions.”

Alex Bristol, COO skyguide, championed the set-up of the CANSO TCTF and he commented, “As the Chief Operating Officer of an ANSP, I have to be able to assure myself that I have a safe operation - always. I rely for this assurance on the competencies of

my ATCO workforce and that they are trained at the very formative stage in their careers. I am therefore pleased to see the progress of the CANSO NGAP ATM sub-group work. It delivers what our business needs to meet the future challenge of ATM modernisation. And this becomes especially true when we realise that the competencies required for the ATCO of the future are not the same as the human skills, qualifications and requirements for today’s ATCO. The change required can only come through well-constructed and well-targeted training schemes to ensure that the actual competencies required can adapt over time, even though the framework for that training should not need to. For me, the importance of this work cannot be under-estimated.”

Thomas Bierwagen who led the development of the ATSEP manual feels the development in this area after nearly 15 years of relative inertia is quite timely and will be essential in dealing with the new technologies required to support ATM modernisation and automation. “In regard to the ATM sub-group deliverables, the TCTF has made sure that industry best practice in the development of the competency framework and narratives are adopted, thereby ensuring implementation that will bring most benefit for least burden, taking the various global regions into account,” he says. “Currently, the TCTF is coordinating the development of a number of chapters in the training manuals with additional input from other organisations and SMEs in the ATM sub-group. Once these deliverables have been published, CANSO will also offer support to its member ANSPs for the implementation of the training in line with the ATM sub-group framework.”


ANGOLA’S ANSP PARTNERS WORk WITH SITA FOR SAFER SkIESThe Luanda flight information region (FIR) over Angola is set to support aircraft using future air navigation system (FANS) data link avionics with the deployment of the SITA FANS system communicating via the SITA AIRCOM data link service. The technology is being implemented by ENANA, the ANSP for Angola.

SINGAPORE’S ATM RESEARCH INSTITUTE TAkES SHAPESingapore’s first ATM Research Institute (ATMRI) is taking shape with the establishment of its Governing Council. Jointly established by CAAS and Nanyang Technological University (NTU), the ATMRI conducts research and development (R&D) to develop or adapt solutions to enhance ATM in Singapore and the Asia-Pacific region.

Uk-IRELAND FAB TRIAL ON NEW ATC PROCEDURESThe UK-Ireland Functional Airspace Block has launched the first-ever operational trial to test new ways of delivering ATC services to airlines and gather information on efficiencies that could be gained through the SESAR concept of ‘dynamic

BRAzIL UPGRADES AIR TRAFFIC TECHNOLOGy FOR WORLD CUP AND OLyMPICSSITA is working with CISCEA to upgrade ATM technology for DECEA, the Brazilian ANSP.

SITA provides Departure Clearance (DCL) and Digital-Automatic Terminal Information Service (D-ATIS) datalink services at Rio de Janeiro and São Paulo’s international airports and will eventually provide these services at a further 23 airports across Brazil.

sectorisation’ – the tactical switching of air traffic services between providers. This will be followed by two further phases to develop understanding of cross border dynamic sectorisation.

NATS TRIALS DATALINk AT LOWER ALTITUDESNATS is conducting research into the use and benefits of Datalink in lower airspace - below FL285 (28,500ft) – with over ten successful trial flights thus far.

Datalink - instructions passed between ATCOs and pilots using data rather than voice communications - is mandated in European airspace above FL285. This trial aims to prove its benefits at lower flight levels down to FL100 (10,000ft). This should enhance safety and reduce workload for controllers, leading to increased capacity, fewer delays and improved efficiency.

CROATIA CONTROL LAUNCHES STATE-OF-THE ART ATM SySTEMCroatia Control Ltd (CCL) has become the fifth COOPANS (Cooperation between ANSPs) ANSP joining Austro Control, Irish Aviation Authority, Naviair and LFV. COOPANS delivers a high level of standardisation of ATC operations in line with the Single European Sky (SES) objectives.

NEW ATC TECHNOLOGy IMPROvING SAFETyMore than 97% of domestic and international airline flights in Australian airspace above 29,000 feet are being conducted with ADS-B surveillance.

Australia has a network of 61 ADS-B ground stations which provides continent-wide air traffic control surveillance. Over the next three years Airservices will install a further 15 ADS-B ground stations to provide additional surveillance coverage at lower altitudes and extend higher level coverage offshore.

ATAG LAUNCHES NEW REPORT ON ECONOMIC AND SOCIAL BENEFITS OF AvIATIONThe air transport industry supports 58.1 million jobs and $2.4 trillion in global gross domestic product, according to a new study released by the Air Transport Action Group (ATAG). The report, Aviation: Benefits Beyond Borders looks at the economic and social benefits of the commercial aviation industry around the world and examines the sector’s environmental progress.

CANSO AND MITRE LAUNCH TRAINING TO IMPLEMENT AvIATION SySTEM BLOCk UPGRADESCANSO and The MITRE Corporation announced a worldwide, comprehensive training programme on the implementation of ICAO’s Aviation System Block Upgrades (ASBU).

The five-day training provides a common understanding of the ASBU methodology

and how best to implement the modules. It helps decision makers to select, prioritise and implement ASBU capabilities; to identify gaps between current ATM capabilities and ASBU capabilities; and to develop a business case to support investment decisions.

WORLD ATM CONGRESS BREAkS ATTENDEE RECORD IN SECOND yEARThe second World ATM Congress attracted over 1,000 more attendees than in 2014, with 6,265 attendee registrations. The conference and exhibition took place 4 - 6 March at IFEMA, Feria de Madrid, and is the largest global platform discussing the future of ATM. 128 countries were represented, up from 104 countries in attendance last year.

World ATM Congress officials signed an agreement with IFEMA Feria de Madrid to extend the event’s contract for three more years. The next World ATM Congress will take place 10 - 12 March 2015.

CANSO CHOOSES HELIOS TO BENCHMARk GLOBAL ANSPSHelios will be working with CANSO to deliver CANSO’s Global Air Navigation Services Performance Report 2014. The Report enables Members to compare performance in productivity, cost-effectiveness, pricing, revenue and profitability and also provides details of improvements in global ATM performance.

For more CANSO news and the latest speeches by CANSO Director General, Jeff Poole, go to canso.org

ATM NEWS


See You Next Year.

10-12 March 2015Madrid, Spain

IFEMA, Feria de Madrid

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100 yEARS OF AvIATION

When the total number of aircraft in the world was low, the need to separate them was also low. Aircraft flew only what we would now call vFR conditions.

World War I changed all that. After the war, Europe realised that it had developed a commercial aviation industry. Airframe manufacturers had geared up during the war to mass produce aircraft; flying schools were established to teach pilots, and airports, rather than airfields, were created. Fighter aircraft and bombers were available, along with pilots, engineers and ground staff.

Britain in particular had aircraft that could be converted from warplanes to cargo planes and that most British of institutions, the Royal Mail, took to the air. It was a perfect match – the post offices of the world needed speedy delivery and the loads were not too heavy for the aircraft. Air Mail was born.

It was only later that the idea of carrying significant numbers of passengers came into focus. Converted multi-engine bi-plane bombers were the first passenger aircraft.

ATC is bornIn 1916, Croydon Airport in London built a control tower, which then became the first ATC tower, and ATC service, in the world. Controllers gave aircraft a red or green light for take-off and acknowledged aircraft positions on the radio.

Six years later, just north of Paris, a Farman Goliath and a De Havilland DH-18 collided, killing seven people. That led to agreements between operators on the mutual exchange of weather information between airports and an agreement on separate tracks across the English Channel for inbound and outbound traffic.

While the first steps towards procedures were being taken in Europe, in the United States, the vast distances involved in mail flights put additional pressure on navigation. There was a need to push boundaries, including night flying.

‘Roads of the sky’, using huge arrows to point out directions, were set up and lit by bonfires at night. Towns and airports helped too, painting their name on the roofs of large buildings.

By 1927, the arrows were supplemented by beacons, which by the early 1930s had a directional function added to them. A stationary, north facing beacon and a rotating light were added, allowing pilots to assess how far from north they were heading. These beacons were maintained by the US Airways Division, the first civil aviation authority in the world.

The increasing use of radio also meant there was a need to standardise radio operations. The term ‘Mayday’ was agreed in 1923. By 1926, the role of a radio operator as part of the crew was recognised. Ground-to-air communications started to be codified and spectrum allocated by the International Telecommunications Union.

Airports join in Airports created the role of ‘runway coordinator’ to receive identification calls from in-coming aircraft, to radio wind and weather information to the pilot, and to signal, at first with flags, when it was clear to land and take off. Flags gave way to ALDIS lights by the mid-1930s and increasingly the co-ordinators were given their own building to work from, along the lines of the one at Croydon.

It is interesting to note that the services were being provided by the airlines and the airports themselves. There were no air navigation service providers, and the service was not provided by the government.

As traffic density increased at busy airports, it was apparent that there needed to be consistently applied procedures. In 1935, Earl Ward, a pilot with American Airlines was able to get TWA, United and Eastern Airlines to agree standard procedures and a means to exchange information between themselves through common radio calls.

Still, the responsibility in case of potential conflict lay with the pilot. Ward’s assistant, Glen Gilbert, insisted that there needed to be central, ground-based command. This included clearances, altitude and headings. The air traffic controller was born.

Ward’s rules form the basis of air traffic control to this day. He introduced the spacing of departing traffic, for example, as well as vertical separation and the 10 nautical mile airway width.

To ensure this private initiative was applied consistently across the United States, a national approach was required. In 1936, the Air Commerce Department, as the US Airways Department had become, took over responsibility for what the British Air Ministry first called air traffic control in 1939. Across the United States common radio and communications equipment, headsets and even paper flight strip boards were put in place.

Conditions were now right for the birth of ATC as we know it today.

The bedrock of successAndrew Charlton looks at ATM’s development during the crucial phase in growth before 1939 See You

Next Year.10-12 March 2015

Madrid, SpainIFEMA, Feria de Madrid

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More Information and Registrations at http://mai.mitrecaasd.org

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Aviation System Block Upgrade (ASBU)Methodology and Best Practices for ASBU Implementation

In association with

MITREcivil air navigation services organisation


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