journal of the civil air navigation services organisation
ISSUE 21 QUARTER 2 2013
THE CLOUD: Redefining business models, technology and fee collection
EUROPE: A new look at regulation CANSO AGM: Welcome to Curaçao
PLUS: Flightyield cost-effective billing service, modernisation in South America, FAA’s international strategic plan, Ireland streamlines arrivals, NATS adopts new a new way of working, ICAO takes a new approach, plus the latest ATM news and comment.
CONTENTS IN THIS ISSUE COMMENT
16 Focus on the cloud: A partnership between CANSO, Airways New Zealand and SITA is behind a new aeronautical billing service called Flightyield.
14 Focus on the cloud: Daniel Weder, CEO of skyguide, talks to Airspace about the evolution of ATM.
28 P erformance-Based Navigation benefits rise when deployed with collaborative decision making.
20 Teri Bristol, ATO Deputy Chief Operating Office details the FAA’s latest international strategic plan.
30 Christian Schleifer, President of the Air Navigation Commission of ICAO, describes the organisation’s latest work setting standards.
ATM NEWS 6 The latest ATM news and developments from around the world. PEOPLE
TECHNOLOGY/OPERATIONS
Airspace No. 21 ISSN number 1877 2196 Published by CANSO, the Civil Air Navigation Services Organisation
8 Micilia Albertus-Verboom, Director General DC-ANSP, welcomes delegates to the CANSO AGM in Madrid in Curaçao.
Transpolis Schiphol Airport Polaris Avenue 85e 2132 JH Hoofddorp The Netherlands
11 Ingeniero Claudio Arellano Rodriquez, Director General of SENEAM, is focused on safety and capacity.
24 T he new Point Merge system at Dublin Airport delivers operational and environmental benefits.
Telephone: +31 (0)23 568 5380 Fax: +31 (0)23 568 5389
22 Klaus-Dieter Scheurle, CEO of DFS, says regulation needs to be placed on the right track.
26 Next generation controller tools introduced by NATS raise capacity and reduce fuel burn.
FEATURES
INSIDE CANSO
12 Regional investment in the Latin America and Caribbean region include key projects by CORPAC in Peru.
33 Hai Eng Chiang, Director CANSO Asia-Pacific Affairs, reflects on the achievements of CANSO’s first five years in the Asia Pacific region.
Editorial content: Quentin Browell Quentin.browell@canso.org Advertisement Manager: Gill Thompson gill.thompson@canso.org Telephone: +44 (0)1273 771020 Design: i-KOS Telephone: +44 (0) 7928 2280 Web: 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.
18 Focus on the cloud: Cloud technology is behind efficiency improvements in air traffic management.
The CANSO Executive Committee APC3: Asia-Pacific CANSO CEO Committee
EC3: European CANSO CEO Committee
LAC3: Latin America and Caribbean CANSO CEO Committee
Paul Riemens
Massimo Garbini
Chairman and Chief Executive Officer, LVNL
Member at Large and Director General, ENAV S.p.A.
Yap Ong Heng
Teri Bristol
MEC3: Middle East CANSO CEO Committee
AFC3: Africa CANSO CEO Committee
Maurice Georges
Chair, EC3, and Chief Executive Officer, DSNA
Micilia AlbertusVerboom
Neil Planzer
Ed Sims
Thabani Mthiyane
Chair, LAC3 Director General, DC-ANSP
Associate Member Representative and Vice President ATM, Boeing Air Traffic Management
Capt. Mohammad Amin Al-Mustafa Chairman, MEC3 and Chief Commissioner CARC
© Copyright CANSO 2013
civil air navigation services organisation
Vice Chairman and Chair APC3 and Director General, CAAS
Member at Large and Deputy Chief Operating Officer, FAA-ATO
Richard Deakin Member at Large and Chief Executive Officer, NATS
Member at Large and Chief Executive Officer, Airways New Zealand
Interim Chair AFC3, acting CEO of ATNS
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FROM THE DIRECTOR GENERAL
civil air navigation services organisation
If there was ever doubt that ANSPs are part of a single, global, value chain, the present financial crisis makes the point very clearly. Struggling economies around the world make operating conditions difficult for many airlines. Traffic is down in many regions. That, in turn, puts real operational and financial pressures on many ANSPs. At World ATM Congress in Madrid in February, our airline partners, as well as airports and ICAO, made it very clear that the air traffic management industry cannot stand still. They are looking for our active engagement to be able to address key issues and drive the necessary changes to achieve significant performance improvements. World ATM Congress was an important and successful milestone. It established not only a world leading event for the industry that provides much needed revenues but also an important forum for engagement and discussion with our partners that directly influences the future of our industry. CANSO has since committed to a series of actions to respond to the constructive and helpful challenges and proposals of aviation leaders across a wide range of issues. I intend that CANSO will deliver on those commitments. Our next major gathering is in June at the CANSO Global ATM Summit and 17th AGM in Curaçao. That is another opportunity to take positive and deliberate steps to drive forward our vision for the future. Since the introduction of a draft strategic plan at the CANSO CEO Conference in Madrid, CANSO has been consulting its members though the three Standing Committees (Operations, Policy, Safety) and five Regional Committees on the detailed actions and commitments that are needed to achieve our key strategic objectives. The output of this exercise will be presented for approval in Curaçao. It will serve as a practical, managed framework within which we will be able to fulfil our commitments, including working closely with our partners along the aviation value chain. In the current financial crisis, we see many governments seeking ways to address real priorities, from reducing debt to rising unemployment. Speaking recently, the President of France, Francois Hollande, said that what his country needs is “credibility, sustainability and stability”. The same might be said for CANSO, and for all other industry trade associations. Our credibility comes from the important and impressive work of member representatives in our various CANSO Committees and Workgroups, producing relevant and value-adding standards, industry best practice guides and materials and other work that earns the respect of our industry partners. The preparations for recent ICAO Conferences and the results achieved is a good example of multi-disciplinary work and coordination within the CANSO family. CANSO will only be sustainable if it can fund the activities it needs to undertake on behalf of its members. That is why World ATM Congress is important, not only as an annual focus for the industry, but also as a generator of revenues for CANSO. The launch of Flightyield, our new revenue management system for ANSPs, is a further important step in this direction too. With sustainable funding, our activities can increase and our influence will broaden, further enhancing our credibility. But, we need to do all of that in a stable environment. That is why our strategy is important, why the discussions we will have at the AGM are important and why the Executive Committee and I are committed to ensuring that CANSO plays its rightful part in the aviation value chain. I look forward to seeing you in Curaçao.
Jeff Poole CANSO Director General
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ATM NEWS W orld ATM Congress attracts global audience The inaugural World ATM Congress attracted more than 5,000 attendees from over 100 countries to Madrid, Spain, in February 2013. The conference programme welcomed more than 350 delegates including CEOs, air traffic specialists and controllers, aviation manufacturers and suppliers, and technical students. The event, organised by CANSO in association with the Air Traffic Control Association (ATCA), was a success on multiple levels – an active 21,600 square metre Exhibition Hall, popular product launches and demonstrations, and a quality line-up of speakers in the conference programme. Roberto Kobeh González, President of the ICAO Council led the first panel consisting of Tony Tyler, Director General and CEO IATA; Angela Gittens, Director General, Airports Council International; Paul Riemens, CEO, LVNL; and Nicholas Callio, President and CEO, Airlines for America. The Honorable John D Porcari, Deputy Secretary, US Department of Transportation, presented the view on air traffic from the US perspective.
CANSO AGREES ACTIONS TO TRANSFORM ATM globally
Jeff Poole, CANSO Director General.
CANSO Director General, Jeff Poole, said: “CANSO was recognised as the global voice of air traffic management by all the air transport industry’s leaders who came to Madrid to convey to CANSO as a partner what they expect from the ATM industry. There was full and constructive debate in Madrid but we must now convert the talk, the requests and the proposals into actions and deliverables. At next year’s World ATM Congress, CANSO will be assessed against what we agreed to do this year. CANSO is well placed to be a major driver of change in the ATM industry and we are determined to deliver.”
CANSO has outlined a comprehensive series of actions to achieve seamless global airspace. The actions are CANSO’s response to requests and proposals from leaders of the air transport industry made at the World ATM Congress in Madrid in February 2013. CANSO has committed to take action in three broad areas: safety, operations and policy and to work with ICAO, States, regulators and industry partners to achieve them.
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CANSO welcomes new members Full Members Iran Airports Co. (IAC) Civil Aviation Authority of Botswana (CAAB) Japan Civil Aviation Bureau (JCAB) Associate Members JMA Solutions RTCA, Inc. TASC, Inc. Aeronav Inc.
Ana María Pastor Julián, Spain’s Minister for Public Works and Transport, opened the World ATM Congress in Madrid in February 2013.
Safety remains the industry’s number one priority. CANSO initiatives will lead to further improved safety to match expected traffic growth. On Operations, CANSO will cooperate with ICAO and its industry partners across a range of specific operational issues to drive improvements in ATM performance. On Policy issues, CANSO will work with politicians, regulators and industry partners to overcome institutional and regulatory barriers to the global harmonisation of airspace. CANSO will work with IATA/ airlines on issues including: the implementation of ICAO’s Aviation System Block Upgrades (ASBUs); roll-out of Performance Based Navigation (PBN); and the implementation of ADS-B globally based on common standards. It will collaborate with ACI/ airports on: promoting and implementing Airport Collaborative Decision Making; helping airport operators to minimise noise at airports; and improving runway safety at airports. And CANSO will cooperate with governments and their military so that civil traffic can make better use of
military airspace leading to more efficient routing, lower costs and reduced emissions.
CANSO and ICAO cooperate over safety Safety in air navigation services took a step forward with the agreement signed between ICAO and CANSO in February 2013. The Memorandum of Cooperation (MoC) creates a framework for enhanced air navigation safety dialogue, cooperation and information exchange between the two organisations.
Roberto Kobeh Gonzalez, ICAO President, and Jeff Poole, CANSO DG.
The partnership agreement confirms the increasing level of cooperation demonstrated by the two aviation organisations over recent years, notably in the area of runway safety. It also
supports the development of an aviation safety intelligence model – a shared safety data bank that brings together all aviation industry stakeholders in the collection, analysis and sharing of safety information. Improved safety data will result in a better allocation of resources based on need and safety risk assessment. CANSO has an active safety programme and has delivered a Standard of Excellence in safety management systems which is aligned with ICAO standards and recommended practices.
Slaying the sovereignty myth
CANSO called on States to help realise the vision of global seamless ATM by employing a more proactive use of sovereignty over their airspace. In a paper for the 6th ICAO Air Transport Conference in Montreal, CANSO demonstrated that States can legitimately delegate responsibility for the provision of air navigation services to another State or third party provider. Such delegation is a responsible use of sovereignty powers and would lead to much more effective, globally harmonised and cost-effective ATM. Some States have already exercised their sovereignty in this way to reap considerable benefits and CANSO urges others to follow their lead. CANSO Director General, Jeff Poole, said: “Air navigation services require a global, seamless, and performancebased approach to management of airspace, rather than one based on national borders. For too long States have misused the concept of airspace sovereignty as an ill-founded excuse to resist much-needed changes in ATM. Delegating responsibility for the provision of air navigation services does not mean that States give up their sovereignty or put national security at risk. We are simply asking States to join with other States to institute an air traffic management
system that is not hampered by rigid and unnecessary adherence to national borders.” The delivery of cross-border services is fully compatible with the sovereignty of the airspace of States. Under the 1944 Chicago Convention on International Civil Aviation, each State has complete and exclusive sovereignty over the airspace above its territory. It must provide air navigation facilities and services to facilitate international air navigation in its territory. However, this responsibility can be delegated - Article 28 of the Convention does not oblige States to provide air navigation services over their territory themselves. There are good examples of successful cross-border service provision across the world. There is mutual delegation between the USA and Canada; Tonga and Samoa delegate to New Zealand; there are various delegations in Europe from and to Finland, France, Norway, Sweden and Switzerland. Other States should look to these examples to see what can be achieved when artificial airspace boundaries are removed.
European CEOs cooperate
CANSO’s European ANSP CEOs met in April to discuss the latest developments of the Single European Sky (SES). They met with the acting Secretary General of the Association of European Airlines, Athar Hussain Khan, and Eurocontrol Director General, Frank Brenner. The Committee addressed the expectations of airspace users for the Performance Scheme Reference Period 2 by underlining its willingness to contribute as much as possible to the realisation of ATM efficiency improvements, despite the difficult economic environment and the decrease in traffic. To achieve this, a sound and realistic baseline is essential, in order to define the performance
New aviation qualification
Qualified ATNS staff at Wits. Centre: Brenda Mashika (Grey Suit), ATNS Senior Manager: Projects, Mpho Lecoge (White Suit), ATNS Executive: Human Capital, are flanked by ATNS Women Staff members, who include engineers, technicians, IT Specialists and Personal Assistants.
In the first qualification is the first of its kind in the African continent, the University of the Witwatersrand School for Economic and Business Sciences in South Africa, conferred the inaugural Aviation Management Development Programme (DP) Certificates to thirteen (13) Air Traffic and Navigation Services (ATNS) employees in March 2013. The ATNS Women’s Development Programme (WDP) aims to provide a platform for women employees – with no formal qualifications in aviation – to better their skills, knowledge and competencies. This Programme is part of the wider ATNS Leadership and Development Programme that has been tailored for all ATNS employees who exhibit special talents and who show clear growth potential in their areas of work. targets for the second reference period. Calls for unbundling ancillary services and rationalisation need to take account of the additional operational and social costs of transition, for which no allowance has been made previously and for which States have shown no willingness to bear in the current economic climate. The Committee generally welcomed the Eurocontrol idea of centralised services and underlined the need for more analysis of the presented services in terms of actual benefits for the network users, built on sound business cases. The Committee stressed that ANSPs must be closely involved in the further development of centralised services. All participants agreed the need for a more pragmatic approach to the implementation of the SES. This means working in partnership, creating common understanding and simplifying the overall ways to improve European ATM efficiency.
Africa members grow CANSO now has 12 members in the African continent: Aeroportos de Moçambique E.P ATNS (South Africa) Botswana CAA CAA Uganda ENANA-EP (Angola) Kenya CAA National Air Navigation Services Co (Egypt) National Airports Corp Ltd (Zambia) Nigerian Airspace Management Agency Office de l’Aviation Civile et des Aeroports (OACA) (Tunisia) Tanzania CAA Recent projects include the creation of an ADS-B group, which includes non-CANSO members, to provide a framework for co-operation to achieve a regional upper airspace solution based on implementing ADS-B collaboratively. These neighbouring states are: Botswana, Malawi, Mozambique, Zambia and Mozambique. The CANSO Africa regional office is supporting this initiative.
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CEO COLUMN
Micilia Albertus-Verboom Director General DC-ANSP I would like to cordially invite you to the upcoming CANSO Global ATM Summit and 17th AGM and the Latin America and Caribbean Conference which will be held in Curaçao, June 14-18, 2013. Curaçao is a place where hidden coves reveal an emerald-blue sea; arcs of golden sand stretch out beneath vibrant multi-coloured sunsets; rich historical heritage meets Caribbean vitality and where the only thing you need to worry about is deciding how to spend your stay.
This year, DC-ANSP will be hosting CANSO’s Global ATM Summit and 17th AGM on June 15-18, as well as the Latin America and Caribbean Conference on June 14, 2013. During CANSO’s Global ATM Summit, air traffic management and aviation leaders from around the world will gather to discuss the future of Air Traffic Management. During the 17th AGM, the focus will be on CANSO’s new direction. Creating value for members and industry stakeholders is the very reason that CANSO exists. And CANSO can only succeed if it is an efficient and effective organisation that works in strong partnerships with the other key stakeholders in ATM. The Latin America and Caribbean Conference is focused on the theme “Transforming ATM Performance through Regional Cooperation and Collaboration”.
Curaçao is also home to Dutch Caribbean Air Navigation Service Provider (DC-ANSP), a limited liability company first founded as Netherlands Antilles Air Traffic Control (NAATC). The main objective of DC-ANSP is to provide air traffic services in the Curaçao Flight Information Region (FIR) in a safe, efficient and orderly manner.
ANSPs from these regions are experiencing rapid air traffic growth in the region. The conference will encourage the importance of collaboration and cooperation to accelerate progress towards a safer, more efficient and cost-effective ATM system in the region. This forum is a unique opportunity for the ATM leaders of the Latin American and Caribbean region to discuss how ANSPs can work together to address the current challenges.
At present DC-ANSP is working diligently towards a seamless, globally coordinated system of air navigation services in order to cope with the traffic growth in the Latin America and Caribbean Region. In 2012, DC-ANSP has recorded a growth of 4.7% in aircraft movements compared to the previous year and handled daily more than 340 flights throughout the year.
Service provider, airline, airport, regulator as well as industry partners each have a stake in the future of our industry, and each bring unique knowledge and expertise. While our perspectives sometimes differ, we are proving that, on the big issues, we can come together in constructive dialogue to deliver tangible benefits for the entire sector.
DC-ANSP has made significant investments in Communication, Navigation and Surveillance equipment and in the latest technologies in the field of aeronautical information provision. With the Training Center in place, DC-ANSP has invested in equipment and has recruited and trained several students who are now licensed air traffic controllers. DC-ANSP places a lot of emphasis on strong programme control procedures to further institutionalise processes, and has performed a thorough assessment of the processes in place to ensure safe and efficient operational practices. Furthermore, DC-ANSP continues to strengthen cooperative and collaborative ties with local, regional and international organisations in the aviation industry. These alliances keep pace with change and help to establish a global platform with emphasis on the provision of safe, efficient and cost-effective air navigation services.
In conclusion, whether we are talking about aviation safety, efficiency, security, seamless skies, or any other aspect of international civil aviation, consistent and timely progress requires total and unfettered cooperation and collaboration. The global air transport system as we know it today was built on cooperation among Member States. In recent years, the emphasis has been on promoting partnerships and collaboration between States and regional bodies, whether political or economic, as well as with the industry, where much of the expertise resides. Always, the result is to provide users with the safest and most efficient mode of transportation possible.
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I look forward to meeting and welcoming you all in Curaçao. Bon Bini.
COMMENT
Mexico commits to safety Ingeniero Claudio Arellano Rodriquez, Director General of SENEAM aircraft operations take place, and will contribute to improved levels of safety and services. To support services in Mexico’s oceanic airspace, SENEAM will use ADS–Contract (ADS-C), together with controller pilot data link communications (CPDLC), to cover demand in such remote airspace, and at the same time make sure that those aircraft operating over the ocean are covered by a modern and safe system. In the same manner in which SENEAM has handled these projects, we have begun the transition to aeronautical information management (AIM) in a sustainable way, so as to comply with the Global Air Navigation Plan in four years. Servicios a la Navegación en el Espacio Aéreo Mexicano is the Federal Government institution responsible for providing air navigation services throughout Mexico. In 2012, SENEAM managed about two million movements comprised of overflights and domestic traffic. To manage this level of traffic, SENEAM employs about 2,400 personnel, ranging from controllers, telecommunications engineers, radar engineers, air navigation experts, meteorologists, administrative personnel and executives. Under the command of Ingeniero Claudio Arellano Rodriquez, the employees are exclusively devoted to accomplishing the organisation’s mission of providing navigation services for safe and efficient transportation in Mexican airspace.
Satellite navigation has become a reality in Mexico. We currently have 35 performance-based navigation (PBN) airways, from RNAV5 to RNAV10, main of which are in the Gulf of Mexico. In particular, the GOMEX project established in coordination with the FAA, allows a lateral separation reduction, thus increasing capacity and permitting a larger number of aircraft to fly at their optimum flight level. Meanwhile, PBN procedures have been introduced at several airports, placing Mexico alongside other major international air navigation services providers in terms of advanced service provision.
SENEAM has four area control centres which provide full control throughout the country’s upper airspace, in addition to the portion of oceanic airspace in the southern Pacific which comes under the responsibility of SENEAM control. The organisation is present in 58 airports across Mexico, where it operates state-of-the-art technology in communications, radar and flight plan processing. The operations achieve the highest safety margin in the region. Among environmental measures introduced in response to worldwide interest in protecting the environment, SENEAM has implemented Continuous Descent Profile procedures, first at Benito Juarez International in Mexico City in 2007, and subsequently in Cancun in 2009. These procedures allow aircraft to descend unrestricted from cruise level to touchdown, greatly reducing fuel burn and thus pollutants’ emission into the atmosphere. Furthermore, similar procedures are due to be put in place at Guadalajara and Monterrey airports in the first semester of 2014.
All of this would not be possible without taking into consideration the most important element in SENEAM: its human resources. SENEAM currently trains its own controllers and technicians to meet the high level of service required. Specialist teachers are also used to train personnel in all other areas in different regions across the country.
An ambitious project to improve surveillance throughout Mexican airspace is due to start in the second semester of 2013. This programme establishes Automatic Dependent Surveillance – Broadcast (ADS–B) surveillance for the Mexico Terminal Area, as well as in the Gulf of Mexico where a lot of fixed and rotary wing
In the international scene, SENEAM takes an active role by participating in CANSO, ICAO, and neighboring countries as well, in its pursuit of a common, seamless sky. All this consolidates SENEAM’s motto and reaffirms that we are always committed to air safety. AIRSPACE
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FEATURE
Latin America leads growth Key projects provide focus for regional investment CANSO’s Latin American and Caribbean region CEO Committee (LAC3) is taking a leadership role in building presence in the region and engaging with stakeholders and ANSPs. The Committee recently published a regional strategic plan which is focused on the following four main pillars:
Lima’s Jorge Chávez International Airport (AIJCH), operated by CORPAC the ANSP of Peru, supports ILS Cat IIIB landing capability.
• Runway safety • Aviation System Block Upgrades (ASBU) awareness • Performance-Based Navigation (PBN) implementation • Environment The LAC3 takes a hands-on approach, for example working with ICAO to develop more robust safety risk models, and working with IATA on progressing the implementation of PBN. In addition to providing Automatic Dependent Surveillance - Broadcast (ADS-B) implementation guidance to several ANSPs, CANSO is developing an ADS-B guide that identifies key areas and covers cost-benefit analysis and operational considerations. The LAC3 also looks to share best practice, spreading knowledge and providing added value to the region. A good example is the knowledge gained by CANSO’s Asia Pacific CEO Committee (APAC3) in ADS-B implementation which can be shared with the LAMCAR region. LAC3 is working closely with regional organisations such as ACI-LAC, ALTA, IATA and ICAO to advance these concepts. ANSPs from the region are continually seeking to improve air traffic services by investing in new technologies, building new facilities and training centres, consolidating operational trials in communications, navigation and surveillance, and working on new schemes to train air navigation professionals. The most common projects are in areas such as PBN, ADS-B, departure clearance, controller pilot data link communications, continuous descent operations, and collaborative decision making.
The 5th CANSO Latin American and Caribbean conference takes place in Curaçao on June 14, 2013
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Peru upgrades ATC systems A typical example of LAC’s growth is what is happening in Peru. Corporacion Peruana de Aeropuertos y Aviacion Comercial (CORPAC) is in the process of transitioning to a new upper area control centre located at Jorge Chavez International Airport to manage air traffic across the country. The AIRCON2100 system integrates radar signals from eight MSSR stations via VSAT link, covering 85% of Peruvian airspace. CORPAC is also investing in an automated control tower at the airport, and has completed installation of a Cat IIIB instrument landing system (ILS) and automated weather observation system (AWOS III). The ATC modernisation programme also includes investment in an Aeronautical Telecommunications Network (ATN), Aeronautical Mobile Satellite Service (AMSS) voice and data communications, VHF communications for voice and data message exchange, VSAT network, RNAV procedures for route, approach and landing, integrated aeronautical system with publications and cartography, in accordance with ICAO recommendations, and communications based on aeronautical information terminals at all airports, linked to the Aeronautical Message Handling System (AMHS). CORPAC has established AMHS connections with Ecuador and Colombia, and is in the process of implementing connections with Venezuela and Brazil. CORPAC is responsible for the provision of air traffic services for civil and military aircraft operating within the Lima flight information region. The government agency also operates and maintains the country’s commercial airports including air navigation aids and communications services.
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FOCUS ON THE CLOUD
The cloud and virtual solutions Daniel Weder, the CEO of skyguide, talks to Airspace about the evolution of ATM It took until only the second session of the first ever World ATM Congress in Madrid in February 2013 for the panellists to be discussing one of the biggest challenges facing air navigation services providers today: the implementation of new technology. Airline customers were very clear in articulating their needs and expectations. Staff representatives were expressing their wants and hopes. With that in mind, the audience, and the panellists, pondered new technological possibilities against the interests of equipment providers, regulatory constraints, military requirements and the omnipresent political background. In summary, ANSPs are caught in a complex social, political, economic and regulatory setting that makes progress difficult.
ANS business model All the players in the air navigation services industry have their own strong interests. And their positions are of course perfectly comprehensible and justified. They are, after all, part of the aviation value chain. But, asks Daniel Weder, are we – ANSPs, airlines, manufacturers, and our trade associations – thinking of ourselves as links in this chain? In Weder’s opinion the answer is no. Mostly we are coexisting in parallel worlds. In order to align all the interests, one central element in our mindsets needs to be changed: ANSPs cruelly lack a proper business model. If we recognise this and agree on a viable business model for ANS, with the customers as the focal point, we are really forming a single aviation value chain. This is, by the way, why the airlines, as customers and as the driving force in the aviation value chain, must work even more closely with our industry. In concrete terms, the airlines need to have their say in the SESAR deployment. It is mainly they who need to prioritise the more than 300 SESAR projects, and then attribute them to European, Functional Airspace Block (FAB) or local level. An agreed business plan gives them the context to do that. That is why the ANSP industry should embrace initiatives such as the recent creation by Air France, British Airlines, easyjet and Lufthansa of the ‘A4’ and the publication of ‘A Blueprint 14 QUARTER 2 2013
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for the Single European Sky’ by IATA as well as the work of the AEA in their position paper on rationalisation of ANS in Europe. All of these steps will help to steer the entire industry towards an effective evolution of ANS delivery that is focused on the customer.
Defragmentation Despite the differences, there is one point all players agree on: the main inefficiency driver of today’s European air traffic management is fragmentation. Fragmentation of airspace; control and ancillary services; centres; equipment; and procedures employed. The SES initiative put forward the logical key to solve this issue: defragmentation. But for all the words produced in the pursuit of the SES and the acknowledgment of defragmentation as a key target none of those words have set out how to achieve defragmentation. We understand defragmentation to mean moves towards consolidation and centralisation of ANS. However, airspace redesign and physical consolidation of control centres has proved to be extremely challenging – often even impossible – mainly for political and social reasons. This is why for a long time, even the mere mention of defragmentation was taboo. Nevertheless, redesigning the airspace and consolidating control centres needs to be pursued wherever possible. But how can you consolidate centres if you cannot shut them down?
Virtual control centres In the ANS reality of today, we have to deal with the cultural patterns of the ANS industry. A business model and the corresponding solutions are therefore only viable if they are politically and socially acceptable and thus sustainable for the whole aviation value chain. This is why in Switzerland we are fully dedicated to the virtual consolidation of our own air traffic control centres, in combination with the centralisation of our data services. Interestingly, this is completely consistent with the centralised services proposals Eurocontrol is putting forward. While Eurocontrol has its focus on ancillary services, the centralisation of core business services needs to be considered in a virtual centre concept. The set-up of a virtual centre is based on three key components: 1. An open, non-proprietary, human/machine interface architecture with standardised working processes and tools. The concept assumes that the part of the system which is genuinely of common strategic importance to ANSPs is the controller’s workstation which we call common controller
Virtual centres and centralised services – creation of an ANS business model
cockpit. Just as aircraft cockpits use standardised interfaces and procedures, so should controller stations. The transformation process in the centres will be enabled by certified ‘apps’ which can be introduced over time. 2. System wide information management with data centres that provide ANSPs with securely protected information and data services. When it comes to flight data processing, the individual ANSPs will no longer be required to purchase special equipment. As their current systems reach the end of their life cycle, they will be replaced by the centralised provision of the data required by the common controller cockpits. Such data services can be delivered by several industry providers. 3. Both of these components are linked by a standardised interface. This needs corresponding network capabilities, as currently being developed within the SESAR project SWIM. Suitably qualified service providers (including a number of ANSPs) could tender to operate these data centres. Five or six data centres would make sense from the perspective of size and ensure redundancy. The European Aviation Safety Agency (EASA) could establish the regulatory framework. Specification, tendering and quality control could be provided by Eurocontrol, in order to guarantee standards and consistency. As recent developments show, in modern air traffic management, we are at the threshold of cloud computing and
we are entering the world of ‘apps’. As military examples demonstrate, security is not an impossible obstacle. In this set-up, technology is an enabler. Physically independent control centres work together as one virtual centre, sharing the traffic load in the most appropriate way to optimise safety, capacity and economic performance. Enhanced consolidation in off-peak times offers high benefits with little social and political impact, maintaining the capability of managing peak times when needed. This and centralised data services make the virtual centre concept a business model. Control centres may adopt this business model in a continuous opt-in process while roles for highly qualified personnel are maintained in the different regions. The virtual centre model is a plus for operational flexibility, business continuity and cost-effective technical evolution. Transformation is key. The model in combination with centralised data services offers a solution that drives consolidation over time with little transition costs in a politically and socially feasible manner. However it has to be strongly supported by the SES II+ framework, and a European incentive scheme. New technology and this model are creating a new ATM reality. A reality where our customers are at the centre and the entire aviation value chain reaps the benefits. It is time to make it happen. AIRSPACE
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FOCUS ON THE CLOUD
Minimum fuss, maximum return A new approach to revenue management A partnership between CANSO, SITA and Airways New Zealand is delivering a new aeronautical billing service, purpose-built for ANSPs, that promises improved cost recovery
The revenue challenge For any Air Navigation Service Provider (ANSP), the management of their revenues is a growing and increasingly complex challenge. Stakeholders – airlines, airports, regulators, governments and the public – demand increased capacity, reduced delays, lower environmental impacts, and adherence to changing global standards, all while demanding lower costs. The last 30 years has seen low cost airlines, global privatisation of airports, commercialisation of ANSPs, and technology changes. However, the pricing mechanisms and systems used to provide revenue for ANSPs has not kept pace with these developments. As a result, ANSPs are poorly equipped to balance demands from airspace users with the investments required to meet those demands. ANSP charging schedules are typically ‘one-size-fits-all’ established every three to five years in a contested dialogue between stakeholders. This approach constrains ANSP financial sustainability, with limited opportunity for win-win outcomes or the ability to fund investments that could be of financial or operational benefit to all airspace users. Limited development of charging mechanisms and systems has commonly resulted in processes which are not fully integrated or transparent as well as being inefficient and error-prone. Improved and integrated airspace usage charging mechanisms, processes and systems need to be introduced by those who understand the complexities and relative demands of the industry. This would help to balance the demands on ANSPs and the investments needed to meet those demands. This should be achieved while reducing revenue collection costs, eliminating errors, providing increased transparency and customer service, and reducing the time taken between infrastructure use and related revenue receipt. Just as airlines and telecommunication providers have developed yield management systems to provide user choice and optimise return on investments, ANSPs need a modern, purpose-built solution to optimise yield on ATC investments and on the airspace asset being managed by them.
Six hidden costs Many ANSPs are simply not equipped to manage their existing revenue effectively, let alone cater for future 16 QUARTER 2 2013
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demands. Systems are often based on spreadsheets, using static flight plan and schedule data, and involve significant manual data entry and processing. Not only are these systems unable to support more complex charging models, they also are inefficient and error-prone, triggering the ‘six hidden costs’ of inefficient revenue management. 1. Inflexible policies 2. Incomplete data 3. Data entry errors 4. Invoice delays 5. Invoice disputes 6. Payment delays During audit and parallel processing of sample data, ANSPs often discover that revenue was missed or overlooked as a result of missing data and processing errors. In most cases this amounts to at least 6% of total revenue, and in some cases, significantly more. Some ANSPs have undertaken major systems development projects to automate their revenue management process and eliminate errors. Such solutions may improve the outcome for individual ANSPs but are not optimal for the industry as a whole, especially for major airlines, which would be required to interface and interact with multiple incompatible ANSPdeveloped solutions.
Fresh thinking Addressing these six hidden costs by implementing an effective revenue management system can deliver operational and financial benefits to ANSPs and their customers. Consideration must also be given to a system that enables the development of new revenue collection approaches where charging is more granular, transparent
and efficient, and new methods like performance-based pricing can be introduced. This approach is still within the framework of ICAO policies, which encourage a charging regime based on user pays. The diagram on the preceding page highlights the three key pillars required for a next generation revenue management system. This approach delivers fully integrated, end-to-end systems and processes that provide ANSPs with greater financial sustainability and deliver full transparency during pricing reviews. As with all frameworks, its success relies on all pillars functioning efficiently and in harmony with each other. If only one or two of the pillars are effective, the results are far from optimal.
Flightyield benefits Flightyield is the only system created specifically by and for ANSPs, to simplify and automate the billing process and to reduce the six hidden costs of invoice processing, whilst providing for advanced user pay charging mechanisms. An integrated and managed cloud-based revenue management service, Flightyield incorporates modern system technology, real-time electronic processing, and a sophisticated and granular charging rule engine. CANSO has teamed up with two leading global industry partners – Airways and SITA – to develop Flightyield, to create this service to meet the increasingly complex billing needs of ANSPs. The service was officially launched at The World ATM Congress in Madrid in February 2013. The Flightyield billing engine built by Airways is based on proven patented technology and is already in operation in
complex airspaces as China and New Zealand, Fiji and Papua New Guinea. These ANSPs have reported higher returns and lower costs as a result of implementing Flightyield. Airways New Zealand Flightyield Manager Mark Figgitt says increased revenue and decreased costs are the standard benefits to ANSPs implementing Flightyield. Automated data collection processes result in higher invoice accuracy and a shortened billing cycle, with effective revenue and debt management achieved through leveraging SITA’s existing relationships with airlines. “With Flightyield, we’re rethinking the way our industry manages revenue from airline and airport customers, in an increasingly complex world.” With a Flightyield system in place, ANSPs can typically expect a four to six per cent increase in revenue, provided through increased accuracy in invoice processing. However, the most important benefit and key value propositions of the Flightyield service is its ability to support the introduction of sophisticated charging regimes, without a resulting increase in cost and complexity. With Flightyield, ANSPs can offer premium and performancebased services and increasingly granular ‘user-pays’ pricing. That’s a significant financial and operational benefit to ANSPs whose existing systems don’t allow for differential charging based on individual flight profiles. The partnership behind Flightyield – CANSO, SITA and Airways – is rethinking and revolutionising the way the industry manages revenue from airline and airport customers and delivering real and important differences to other aeronautical billing services on the market. www.flightyield.com AIRSPACE
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FOCUS ON THE CLOUD
Can clouds lead to clearer skies? Cloud technology is behind improved efficiency in air traffic management Airspace modernisation programmes re-engineer airspace management from today’s distance-based air traffic control (ATC) separation standards, to time-based air traffic management (ATM) operations. The change to ATM requires innovations in concepts like trajectory-based operations (TBO), performance-based navigation (PBN), collaborative decision making (CDM), and integrating weather and flight information into decision making. Equivalent improvements in air traffic systems, such as flight data processors, decision support tools, and information technology (IT) are required. Cloud technology is one such innovation intended to simplify, reduce cost, and optimise IT resources. Cloud environments enable data to be accessed on demand over a network, leading to more efficient use of IT resources through improved economies of scale. The cloud, however, has become an overloaded term. For many, the cloud is virtualisation; however, virtualisation is only a small part of cloud computing, facilitating IT resource pooling. The National Institute of Standards and Technology (NIST) chartered to define industry standards for information technology, delineates cloud computing as: “A model for enabling ubiquitous, on-demand network access to a shared pool of configurable computing resources (such as networks, servers, storage, and applications) that can be rapidly provisioned and released with minimal management effort”. Cloud implies an organisation or enterprise, can scale quickly, adapt to changing conditions, and provide reuse of common, shared resources across multiple applications or systems.
What is the cloud? Cloud computing is essentially a way to store and manage data via the internet rather than local servers. There are several different types of cloud. Public clouds bring economies of scale advantages, such as lower unit costs, but there are legitimate concerns over data security. Private clouds mitigate some of these risks, but demand high investment. Vertical industries, such as aviation, can develop a community cloud to have the best of both worlds. It captures the benefits of scale and higher utilisation rates offered by public cloud services while retaining the security and reliability of a private cloud.
The first clouds The Federal Aviation Administration (FAA) is currently deploying the National Airspace System (NAS) Enterprise Messaging Service, or NEMS, as part of its System Wide Information Management (SWIM) programme. NEMS is a network-centric, shared infrastructure servicing all FAA information users. SWIM services are made available to any authorised SWIM users, anywhere, anytime they are needed. Figure 1 shows how information from sensors and operational programmes, such as meteorological systems, are made available to FAA facilities via the NEMS shared IT infrastructure, as a network service. The NEMS, powered by an underlying technology called the HarrisDEX, received initial operating capability (IOC) in April 2010. The NEMS is already delivering millions of airport surface,
In aviation, ANSPs are in the business of managing air traffic. The ANSP seeks to optimise day-to-day operations without comprising safety. As such, these enterprises constantly seek ways to maximise their computing and network resources, sharing and reusing resources at an enterprise, or business level. The goal of IT is to streamline operations, while minimising complexity for establishing business processes. These objectives go hand-in-hand when viewed in the context of cloud computing: a common, shared infrastructure able to rapidly meet fluctuating demands from various enterprise applications. In airspace modernisation, mission services like TBO, PBN, and CDM may be viewed as “enterprise applications” that can require common functions, such as data acquisition, transformation, geospatial filtering, etc. When these services are designed to reuse common functionality, such as geospatial filtering, and implemented in a cloud infrastructure, an ANSP can optimise business process through its IT infrastructure. 18 QUARTER 2 2013
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Figure 1: Net-centric information exchange
operation sets (TOS) as part of the FAA’s Collaborative Trajectory Operations Program (CTOP), requesting preferred routes that minimise operational interruptions. Increased demand on cloud-hosted flight information applications drives additional server capacity. Since the convective weather will affect JFK, Newark, Boston, and Philadelphia, international ANSPs seek to understand the impacts on arrival rates into their respective airspaces. Greater access to flight plans and airport surface movements allow ANSPs to better plan arrival management (AMAN) initiatives.
Figure 2. Hurricane Sandy as visualised by Harris Web Display
weather, and aeronautical messages to aviation users every day. The FAA’s SWIM implementation uses a cloud model, employing a Platform-as-a-Service (PaaS) delivery for NEMS, where HarrisDEX platforms are ordered as required. Although not quite fitting NIST’s definition for cloud (NEMS does not use “dynamic,” or “on-demand provisioning”), the NEMS service does stand as a successful example of PaaS in NAS operations. System requirements within air traffic management range widely in their level of criticality, from safety critical to administrative processing. There are a variety of requirements when considering applications targeted for cloud migration including security, performance, mission criticality, availability and latency. Safety critical systems are engineered to support the most stringent performance requirements. Lower critical systems, however, may be hosted on a shared computing infrastructure. By establishing a governance regimen that prioritises applications, ANSPs can use a quality of service (QoS) construct to ensure the highest priority applications get the available cloud resources first. An example can help demonstrate the role of cloud computing in an aviation context. Assume a powerful, convective weather system is forecast to affect the northeastern United States. Figure 2 illustrates that exact circumstance, displaying Hurricane Sandy after making landfall. FAA weather systems begin receiving weather information from the National Weather Service (NWS) in increased frequency. The information is fed to the latest weather products available to carry out forecasting and planning. To handle the additional load, cloud processes trigger provisioning supplemental server and storage capacity. As the FAA begins planning traffic management initiatives, including ground stops, diversions, ground delay, and airspace flow programmes, aviation stakeholders require information for their planning purposes. Airline flight operation centers (FOCs) scramble to determine schedule impacts and logistics that will least disrupt operations. Moving from strategic to tactical operations, airlines begin electronic trajectory negotiations, submitting trajectory
All stakeholders need more information, greater coordination, and higher collaboration during these events, while maintaining air traffic levels. This calls for greater processing requirements, increasing demand for compute, memory and storage for weather, flight information and other ANSP systems. This capacity, however, is not limitless. So, where does the extra capacity come from? Resource pooling allows the FAA to cluster available IT assets into a common, shared infrastructure. Applying prescribed governance policies and reprioritising lower consequence applications makes processing capacity available to ATM mission critical applications. Post-ops analysis applications, for example, can be reprovisioned in favour of higher priority services. Services supporting human resource or accounting systems may be degraded, in line with ANSP cloud governance policy, freeing up additional IT systems for ATM applications. As cloud technologies mature, applications for aviation IT infrastructure will emerge. ATM systems will require software upgrades to take full advantage of the technology; but the optimisation through shared IT infrastructure across all ANSP systems will result in significant savings. ATM is a high consequence environment, with improved safety and efficiency as its primary mission. As ANSPs become confident with governance and security policies, migrating lower-risk applications, like aeronautical and weather systems, can help solve future aviation issues on a cloud infrastructure. The cloud is an evolving technology that will take time to integrate into ANSP operations, but it can be done using a risk management approach. Enterprise applications for TBO, PBN, and CDM can migrate to a cloud infrastructure, which should start with non-safety-critical applications. These applications help minimise risks and refine governance policies during initial deployment. These applications can be hosted in that cloud infrastructure. And, just like airspace modernisation itself, cloud technology represents a great opportunity for improving capacity, performance, and flexibility, while providing tangible benefits to the aviation community.
Authors, David Almeida and Vinay Patel, are responsible for the oversight of next generation technologies for aviation for Harris NetCentric Information Systems & Services. AIRSPACE
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COMMENT
Letter from America Teri Bristol, Deputy Chief Operating Officer of the FAA’s Air Traffic Organization The FAA’s Air Traffic Organization is committed to playing a lead role and working collaboratively to ensure the success of global aviation. The organisation’s latest international strategic plan describes the main priorities. The 2013 plan builds on the first plan published in 2011 with a focus in four key areas: achieving seamless global operations; harmonising standards for Communications, Navigation, Surveillance/ Air Traffic Management technologies and procedures; conducting targeted outreach; and providing technical and operational support. Much of our international work in these areas takes place through our involvement in CANSO as well as ICAO and other forums where members address key issues of mutual concern and exchange best practices. Examples of the work under way provide a sense of the multiple initiatives we’re pursuing in those four key areas and the variety of forums where that work is taking place.
Seamless global operations When we reduce the workload on flight crews crossing from one flight information region (FIR) to another we increase safety and efficiency across international boundaries. The US shares one of our largest and busiest boundaries with Japan. The ATO and the Japan Civil Aviation Bureau, JCAB, have jointly organised the Informal Pacific Air Traffic Control Coordinating Group (IPACG) to facilitate exchange along this boundary. The IPACG holds a semi-annual meeting to coordinate current and near-term air traffic operations in the North and Central Pacific Ocean environments and also addresses issues that may affect safe and efficient air traffic services between the US and North Asia. The meetings blend multiple organisations and expertise. The 38th meeting, scheduled for April 22-26 in Mountain View, California, is supported by the FAA, JCAB, the US Department of Defense, IATA, ICAO, US and Japanese commercial and cargo airlines, and international aviation industry members. The April meeting includes an update on the volcanic ash exercise VOLKAM13, which was held in Kamchatka, Russia, in January 2013 to improve contingency operations – particularly with an eye toward collaborative decision-making – during volcanic eruptions. Multiple organisations and airlines from Japan, the Russian Federation and the US participated in that exercise. Many other topics are covered in the meeting, including ADS-B in-trail procedures and operational flight trials; missed opportunities for fuel savings due to unexpectedly low numbers of aircraft with RNP 4 and FANS-1A certification; Oceanic Conflict Advisory Trial (OCAT); and expansion of User-Preferred Routes (UPRs) within the Pacific Organised Track System.
David Parker Brown/airlinereporter.com
Harmonising standards The ATO is progressively garnering international support for harmonised seamless implementation of future air navigation systems in the North Atlantic through collaborative agreements with our European counterparts. The ATO works directly with representatives from the SESAR Joint Undertaking, Eurocontrol and the European Commission. The various agreements that the FAA has with these organisations aim to harmonise our NextGen efforts with the ongoing modernisation of Europe’s air traffic management system, both during the conceptual research and development phase as well as the implementation phase. The ATO International Office in Washington, DC, and Brussels, Belgium, facilitates, organises and leads many of the collaboration committees formed under such agreements. Some of the key tasks these collaboration committees undertake focus on the air traffic management modernisation programmes of NextGen and SESAR to 20 QUARTER 2 2013
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Kigali International Airport in Rwanda.
ensure global interoperability. Recent activities have made significant progress in System Wide Information Management (SWIM), Aeronautical Information Exchange Model (AIXM), Flight Information Exchange Model (FIXM) and the Atlantic Interoperability Initiative to Reduce Emissions (AIRE).
Targeted outreach
A volcanic ash plume, and the long shadow it casts, can be seen near the centre of this NASA satellite image taken on February 17, 2008, during an eruption of the Shiveluch Volcano in Russia’s Far East. Multiple organisations and airlines from the Russian Federation, Japan and the US participated in VOLKAM13, a volcanic ash contingency operations exercise held in Kamchatka, in early 2013.
The FAA and the US Trade and Development Agency recently organised the US Latin America and Caribbean Aviation Summit, which took place in December of last year. This successful collaboration provided an opportunity for regional aviation leaders and industry partners to discuss the region’s dynamic growth and the resulting operational challenges, such as demand, capacity and efficiency. The participants shared information about technologies, tools and procedures that might be possible solutions to these challenges. Some of these solutions include the development of safety management systems, use of performance analysis, CDM and the development and utilisation of PBN procedures.
It is essential for States to collaborate in these areas to promote harmonisation of standards and best practices as well as seamless operations, particularly when States share common boundaries with each other. In March of this year, the FAA collaborated with the Central American Corporation for Air Navigation Services (COCESNA) to conduct an ADS-B and Multilateration Workshop at COCESNA’s training center in El Salvador. The workshop was very well received by many participants from throughout the region.
Technical and operations support The ATO receives requests on a routine basis for technical support related to air navigation services and facilities. In many cases this differs from other kinds of international work since it may relate directly to the operation of the US national airspace system if it involves the infrastructure of a neighboring FIR or FAA infrastructure on foreign soil. But in other cases, our efforts help developing countries meet international standards and capabilities. One example is our collaboration to aid the progress of air navigation services by the Rwandan Civil Aviation Authority, or RCAA. The RCAA recently requested FAA assistance with formal air traffic control training. The FAA sent a team to Rwanda to gather information and evaluate the provision of their air navigation services. Members of the team from the ATO International Office and the FAA Academy in Oklahoma, observed air traffic control procedures at Kigali International Airport in order to develop a radar approach control training programme specifically centred on the needs of the airport and its controllers. Among other projects, the RCAA anticipates opening a new radar control facility this summer at Kigali International. The new facility has six dual-sector positions, and an adjacent simulator room is fitted with two dual-sector positions. As a result of this project and in order for RCAA to utilise the new equipment, the FAA team has recommended that the Safe Skies for Africa Programme fund two groups of controllers to take the International Radar Approach Control Course at the FAA Academy. The Kigali training helps support the enormous economic potential of Rwanda while boosting the aviation infrastructure. Kigali International is running at capacity, and in 2012 tourist arrivals increased 20% over 2011. Planning is also progressing for a new international airport, but crucial upgrades, including the new radar control capability, are under way in the interim. The initiatives summarised above are just a hint of multiple projects in multinational, regional and bilateral forums. The ATO looks forward to working with our international partners to achieve a safer, more efficient airspace system that spans the globe.
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CEO COLUMN
Getting regulation on track Klaus-Dieter Scheurle, incoming CEO of DFS, says current regulation hampers bilateral projects Klaus-Dieter Scheurle, the new CEO of the German air navigation service provider (ANSP) DFS Deutsche Flugsicherung has in-depth knowledge of economic regulation after having spent many stages of his career involved in regulated industries. He knows full well that, in light of their market position, air navigation service providers in Europe need to be subject to EU regulation. However, regulation as it stands today needs to be “put on the right track,” says Scheurle, who has been at the helm of DFS since January 2013. “Regulation has to be limited to parameters that the ANSPs themselves can influence. At the moment, we have the responsibility for things we cannot influence.” The volume of traffic is the focus here. The current decline in traffic highlights clearly the deficiencies of the current model. At DFS, for example, revenues collected from air navigation charges would have been sufficient to cover costs, if traffic had continued to increase as forecasted – assuming cost cuts in parallel. “Over time, an ANSP that cannot cover its costs has severe limitations placed on its ability to act,” says Scheurle. Regulation should be based on costs and not revenues. “Furthermore, bilateral or multilateral projects for restructuring have to be promoted. That means such projects should not fall under regulation.” In other words, any capital expenditures made in line with the European ATM Master Plan should not be subject to regulation.
Urban Development before taking on the position of CEO at DFS. Scheurle presented these ideas together with the other heads of the FABEC partner organisations at a workshop in April. “The directors general of civil and military aviation from the various governments responded positively. We will continue to work on this together,” says Scheurle. “Before airspace can be successfully consolidated, as is the plan with the FABs, it is of key importance that legal, regulatory and economic decisions are taken as to what direction we are heading. We were able to convey this to the State representatives as well.” While Scheurle understands the airspace users’ criticism of the sluggish development towards a single European sky, he thinks that it is not entirely justified when one takes the magnitude of the task into consideration. Consolidating European ANSPs would mean that organisations come together that often have fundamentally different structures. In addition, institutional, legal and financial aspects and staff matters also need to be considered as do questions regarding sovereignty and military airspace.
Prioritising FABEC projects With these things in mind, the current operational FABEC projects need to be prioritised. “The ANSPs must now concentrate on those projects that will bring the most benefit to airspace users in the foreseeable future,” says Scheurle. The FABEC partners agreed with the State representatives that the airspace design projects Southeast and CBA Land/West should be pursued as a top priority. Work on the Free Route Airspace project should continue on a bilateral basis
“There are interdependencies between the Key Performance Areas (KPAs). This means that the individual target values should not be looked at in isolation. When it comes to financial benefits for the airlines, more direct flights and less delay are even more advantageous than lower air navigation charges,” explains Scheurle. The introduction of 298 direct routes in the upper airspace controlled by Karlsruhe and Maastricht in December 2012 is one concrete example of success in this area. “In millions of euro, economic benefits for the airlines from this alone lie in the double digits,” he adds. “The basis for the new approach to economic regulation should be total economic value, taking all of the KPAs into consideration,” underlines Scheurle, who was State Secretary at the German Federal Ministry of Transport, Building and 22 QUARTER 2 2013
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DFS Karlsruhe area control centre
Munich control tower
and a common concept of operations (FABEC CONOPS) should continue to be developed. Furthermore, the partners want to encourage the use of XMAN for regulating approach traffic on a cross-centre basis. XMAN extends the arrivals manager upstream into adjacent sectors in order to streamline the arrivals sequence. The partner organisations will also concentrate on A-CDM implementation on a local basis for the time being and on another project for harmonising civil-military air traffic planning. The airspace projects West (FABEC-Dover interface) and Lux (Nattenheim area) have been put on hold until cross-border solutions are found for the legal, institutional and financial underpinnings. Both projects are exemplary in that each proposed change to the traffic flows could have consequences for the revenues of the ANSPs involved. Moreover, some proposals involve changing the areas of responsibility of the control centres and influencing access to national airports or they may conflict with military interests. Ahead of a follow-up meeting scheduled for autumn 2013, the CEOs of the European ANSPs will work out recommendations for decisions to be made about operational solutions as well as for the framework conditions needed for them.
DFS Action Plan The new CEO of the German ANSP is not only pushing for progress on the European arena. At the moment, he and his colleagues of the Board of Managing Directors are preparing an internal five-point programme to lead DFS, a wholly government-owned company under private law, successfully into the future. Alongside the focus on the single European sky (SES) and other European topics, they are looking at: - - - -
airspace capacity and safety productivity and cost-effectiveness human resources organisation and the commercial business of DFS
“We would like to expand the part of our business that is not subject to regulation – our commercial business.” For more than twenty years, DFS has been advising other ANSPs around the world and has marketed its own air traffic services systems and processes as well as training. “With our commercial business we focus especially on emerging markets such as Brazil, India, the Commonwealth of Independent States (CIS) and China.” AIRSPACE
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TECHNOLOGY & OPERATIONS
Ireland streamlines arrivals The new Point Merge system at Dublin Airport delivers operational and environmental benefits The Irish Aviation Authority (IAA) introduced Point Merge in December 2012. The new procedure was the result of two years’ research, development and training by a dedicated IAA project team in conjunction with Eurocontrol and supported by civil, military and regulatory partners in the UK-Ireland Functional Airspace Block (FAB). “We successfully introduced Point Merge as part of our strategy to develop innovative new air traffic management solutions which deliver safe, efficient and cost effective services to our airline partners,” said Peter Kearney, Director of Operations & ATM Strategy. Point Merge uses new techniques to assist airlines in flying more environmentally friendly Continuous Descent Approaches (CDAs) to the main Dublin Airport Runway (28). Rather than aircraft being stacked in holding patterns close to the airport, Point Merge places arriving aircraft onto defined arcs or tracks, every point on which is equidistant from the runway. From these arcs, the aircraft make one single turn and fly a CDA to the runway. Inefficient manoeuvring at low levels is reduced. Depending on the aircraft size, these CDAs permit the aircraft to reduce their fuel burn by up 250kg of fuel (approximately Eur170.00 at aviation fuel prices) and 750kg of carbon dioxide per arrival. Point Merge at Dublin Airport has almost eradicated the need to put aircraft into traditional circular holding patterns, providing environmental benefits by cutting fuel burn and carbon emissions, as well as reducing delays to passengers. It also benefits pilots and air traffic controllers by reducing their workload through simplified procedures. By using linear holding, the aircraft are always a fixed distance from the runway and this permits more efficient 24 QUARTER 2 2013
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Point Merge air traffic management system at Dublin Airport
sequencing of the landing aircraft because they are just one turn from a direct approach to the runway at all times. This can be seen in the following diagram which shows aircraft being streamed onto final approach at Dublin Airport from the Point Merge sequence legs: The Point Merge system requires no financial investment or upgrades to technology in the cockpit by customers and works without the need for avionic upgrades by the airlines. It is a key component part of the Dublin Terminal Area 2012 project (TMA 2012), which involves several other measures that work together to enhance the efficiency of the airspace surrounding Dublin airport. In a parallel development, a new air route for traffic departing from Dublin across the North Wales Military Training Area
was also introduced in December 2012 to help reduce air traffic congestion particularly during the busy morning period. Point Merge was recognised at the Irish Logistics and Transport Awards ceremony in March 2013 when it was selected from 77 finalists as the winner of the Overall Logistic and Transport Excellence Award. “We’re very happy with the success of Point Merge and TMA 2012 so far and have had positive feedback from our customers. Through this innovative development, the IAA is on the leading edge in the global development of air traffic management tools and it has resulted in significant international interest,” said Peter Kearney. By Tony Lane, Communications Officer, IAA
TECHNOLOGY & OPERATIONS
NATS looks ahead Next generation controller tools raise capacity and reduce fuel burn Born out of NATS’ original research and development, interim Future Air Traffic Control Tools (iFACTS) provides controllers with an advanced set of support tools which reduces their workload and increases the amount of traffic they can safely and comfortably handle. These tools, based on trajectory prediction and medium term conflict detection, provide decision making support and facilitate the early detection of conflicts in and around a sector. The iFACTS project was set up to research improvements in capacity, safety and efficiency for the Swanwick Area Control operation and involved a team of engineers brought together from within NATS and major suppliers such as Lockheed Martin and Altran Praxis. It went live at the end of 2011, and saw the end of flights being controlled using traditional paper strips. But iFACTS is more than just an electronic replacement for paper flight strips. It changes fundamentally the way controllers work, moving them from a predominantly manual operation with a mental picture of their controlling task, to a decision-making process supported by technologybased tools. “Essentially, iFACTS enables our controllers to look 18 minutes into the future,” says Martin Rolfe, NATS Managing Director Operations. “This look-ahead capability enables them to test the viability of various options available for manoeuvring aircraft, as well as providing more time to make decisions.” At the heart of iFACTS are complex software algorithms that predict future trajectories of aircraft in a controller’s airspace in order to detect potential conflicts. From an operational point of 26 QUARTER 2 2013
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NATS controllers using iFACTS at Swanwick Area Control Centre.
view, this enables Swanwick to enhance air safety through early detection of conflicts between flights and reduce aircraft fuel burn and emissions. iFACTS delivered an average 15% increase in airspace capacity in 2012, with some sectors growing as high as 40%, without increasing the number of operational staff or redesigning of air routes. Rolfe adds: “iFACTS has made a major contribution to our best ever delay performance, with NATS-attributable delay in 2012 averaging just 1.6 seconds per flight, the lowest since records began in the mid-1990s.” NATS estimates that iFACTS will reduce the safety risk index by around 20% within two years and reduce aircraft fuel burn in early operation by around 10,000 tonnes per annum – a saving to airline customers of £6 million each year.
Game changing Finding a way to safely and seamlessly introduce such a major change to the way controllers work was a challenge. The majority of the several hundred people who make up the Area Control operational team at Swanwick had to be trained and transitioned to the
new method of operation, all while continuing to deliver the business as usual service. As a world first, iFACTS required significant and thorough validation before it could be safely introduced into active service. This included the functional validation performed with a team of controllers, simulation staff and validation experts using real time simulation facilities at NATS’ Technical Centre at its Whiteley headquarters. The new system design also required detailed technical validation to ensure that the aircraft performance and trajectory prediction algorithms being used were an accurate reflection of real life. The precision of the weather models provided by the UK Met Office also required analysis to ensure that the impact of any inaccurate forecasts was fully understood. iFACTS is a powerful example of innovative research and development being put into action and delivering real benefits. It has introduced a fundamentally new way of working for controllers. NATS has already started to look into the future where similar technology can form the basis for free-routing environment in the upper airspace.
iFACTS Tools – summary of the main functions iFACTS is a combination of a number of tools that assist controllers in their decision-making when handling aircraft. Trajectory Prediction takes an aircraft’s current position and calculates where it will be up to 18 minutes into the future, based on its current level, heading and speed. If any tactical clearances are entered into the system, the trajectory is updated. Recognised flights in the sector/s are monitored to ensure they conform to the tactical clearances entered by the controller and suitable alerts are generated if the aircraft deviates. Trajectory Prediction enables the system to predict with reasonable confidence where all aircraft will be at some point in the future. This enables the system to detect any potential conflicts which may arise. Medium Term Conflict Detection (MTCD) compares trajectories for each pair of aircraft in order to determine the separation that is likely to exist. Any interactions are then classified according to the geometry and category of the interaction, using a combination of colour and symbol. The interaction symbol indicates whether the aircraft are head-on, crossing or catching-up, while the colour of the interaction denotes the degree of separation which is expected to exist. A traffic light system of colours is used i.e. red, orange, yellow, and green. They all indicate a potential conflict, but green indicates that the controller has taken an action to actively ensure separation. Level Assessment Display is used to answer the question “What level can I climb/descend to now?” It is made up of two elements – one area in which tactical clearances are entered and a graphical display called the Level Assessment Display. The Level Assessment Display shows the selected aircraft’s predicted climb and descent profiles, along with the level achievable at significant points along the route. Interactions with other aircraft along the route are displayed, enabling the controller to make an informed decision as the whether or not the aircraft can be cleared to climb or descend through a level. Separation Monitor displays the output of MTCD (Medium Term Conflict Detection) which itself is based on the output of Trajectory Prediction. A trajectory is generated for every aircraft in the sector, then MTCD compares each trajectory against all others and some key parameters are calculated for each pair of aircraft. These are a minimum separation distance and the time until the interaction will occur. These two parameters are plotted for each pair of interacting aircraft on the separation monitor, which has a distance and time axis. Flight Path Monitor provides the ability to monitor the conformance of an aircraft against its predicted trajectory. If an aircraft deviates from it by more than a safe amount, then an alert is generated to the controller. iFACTS will then generate a new trajectory based on the predicted deviation and highlight any new interactions. Prior to iFACTS, controllers had to manually ‘scan’ the radar display to detect any aircraft that was not following its clearance and then re-assess any new conflicts. Since iFACTS can keep track of more aircraft and identify deviations faster and more reliably than a human, there is a clear safety benefit. Also, as the ‘scan’ is a high workload task, iFACTS enables the controller to focus their attentions on other tasks and increase the capacity of the sector.
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FEATURE
PBN benefits for all stakeholders Performance-Based Navigation benefits rise when deployed with collaborative decision making Collaborative Decision Making (CDM) has been around for decades. Bringing various stakeholders from different positions, organisations, authorities and experience levels together helps with the faster deployment of solutions, and generates “buy-in”. CDM is most often used when referring to flow management, but Airbus ProSky is broadening the concept of CDM, for the deployment of all solutions so processes, procedures and implementations can occur rapidly, efficiently and in turn, optimise ATM performance. This article considers the application of CDM with particular focus on collaboration between stakeholders to deploy Performance-Based Navigation (PBN) solutions. Benefits in terms of safety and efficiency enhancements are displayed within a short period of time after the deployment of procedures such as Required Navigation Performance (RNP), RNP to Instrument Landing System (ILS) and public RNP with Authorisation Required (RNP AR). Many hear about PBN deployment, but not too many are sure about how much work and detail goes into the execution of such complicated designs. Success stories are most common where PBN is deployed in areas where there is difficult terrain, inclement weather, low visibility or little regional navigation. Steps to PBN deployment • E xact geographical coordinates are required, as well as runway coordinates down to the centimetre. • Data surveys and satellite images are conducted to obtain exact measurements of obstacles and terrain around the airport and airport runway coordinates. • Once coordinates and measurements are complete, a design is defined during on site all stakeholder meeting. This design goes through an iterative process with all stakeholders to ensure “buy in” and understanding. 28 QUARTER 2 2013
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South African Airways, Airbus ProSky and Quovadis worked together to implement RNP-AR procedures.
• A design is agreed upon and Airbus ProSky works with specific departure and arrival specs, per the local authority’s rules and regulations. • Once the detailed version is agreed by all stakeholders, authorities and military, simulations begin. Airbus ProSky performs simulations in various aircraft- Airbus, Boeing and Embraer. This process is to fine-tune and optimise the trajectories. • Airbus ProSky produces all documents for the customer to apply to the authority for PBN procedure design approval. • Once complete, all crew is trained on simulators and once authorisation is received, actual demonstration flights are performed. Looking at how this works in practice, below are case studies for South African Airways, Tibet Airlines and China’s Zhangjiajie Airport. RNP AR benefits at Cape Town The benefits of RNP AR solutions are quite large and quickly provide time, fuel and CO2 savings. South African Airways (SAA) operates 19 times per day into Cape Town, resulting in potential savings of more than
600,000kg of fuel annually. In the initial stages, the Cape Town RNP-AR project seemed rather simple; produce an RNP design, get them approved by the regulator, train the pilots and begin RNP-AR operations. The reality was however far from that. The implementation of a new navigational technology was far more challenging and time consuming than initially anticipated, due to complexities involved in regulatory approval and sign offs of procedures by various bodies. However, CDM saw the stakeholders coming together to reach a common goal. SAA, Airbus ProSky and Quovadis, Airbus ProSky’s PBN company, worked together to implement RNP-AR procedures. South Africa’s local controllers were not used to controlling RNP and non-RNP traffic. The ATC team in Cape Town was, however, up to learning. After receiving training, it was decided to implement a trial period whereby RNP traffic would fly the new approaches in Visual Meteorological Conditions (VMC). This trial period proved successful as it allowed both pilots and controllers to
iron out any procedural differences. Deploying RNP AR resulted in shorter tracks than conventional procedures, allowing a reduction in flight time and fuel burn on each approach and departure track. The flight tracks used by these new procedures are derived from already in-use visual tracks in and out of Cape Town, and the RNP AR procedures provide a means to fly these shorter tracks even in Instrument Meteorological Conditions (IMC) and further reduce fuel burn on approach. Additional benefits include RNP 0.3 accuracy level, providing lower approach minima and an Instrument approach to RWY 16 (only used in VMC initially). New RNP AR Engine Out Standard Instrument Departures (EOSIDs) have also been designed, providing a fully-guided and protected track to be followed in the unlikely event of an engine failure at takeoff.
Tibet Airlines Deploys RNP Tibet Airlines, which flies to the highest airports in the world including Bangda and Ali – both above 14,000 feet – flies RNP AR procedures to and from Lhasa, Ali, Bangda, Shigatse, and Linzhi. Tibet Airlines, being a fairly new airline, was determined to build an RNP network to optimise efficiency and enhance safety from day one of their operations. Airbus ProSky provided procedure design, operational approval support as well as navigation database validation and RAIM prediction, to fully support Tibet Airlines operational start. One year after entering into service, Tibet Airlines completed all RNP AR validation and successfully achieved RNP AR operation at all five airports in the Tibet region. The validation flights marks a full RNP AR network for Tibet Airlines. Bangda airport (14,219ft) is known as the highest airport in the world with challenging terrain. By providing optimised RNP AR trajectories, Airbus ProSky helped to improve the access and flight safety.
China adds RNP to ILS The Civil Aviation Administration of China (CAAC) recently approved RNP to ILS and public RNP AR procedures at Zhangjiajie Airport with the assistance of Airbus ProSky. The effective implementation was done through collaboration between Zhangjiajie Airport Authority, China Southern Airlines, the regional Air Traffic Management Bureau (ATMB), Airbus ProSky, Airbus and CAAC. Located in southern China, Zhangjiajie Airport is surrounded by challenging terrain, and complex airspace which limits operations at peak hours for inbound and outbound traffic. RNP to ILS and public RNP AR procedures were designed in collaboration with stakeholders to address operational constraints at many levels. RNP to ILS trajectories
allows low ILS minima, while providing accurate guidance during initial and intermediate approach. This eliminates unwanted cockpit alarms sometimes experienced by crews during the execution of conventional procedures. RNP 1 missed approach also ensures that the aircraft is fully guided in case of a go-around. The benefits for RNP AR procedures at Zhangjiajie Airport provide shorter tracks with up to 12nm savings, per approach, on one runway and 9nm on the other. These procedures promote a more comfortable approach by using a 2.8° constant descent in final approach, and lower missed approach climb gradient, compared to existing conventional procedures. Most importantly, airspace issues were taken into account for the airspace redesign to allow for better separation of departures and arrivals. This has led to increased airspace capacity during peak hours. Having had numerous successful deployments, working with all stakeholders, these PBN procedures and designs have been implemented with rapid results, savings and enhanced safety and operations. For Airbus ProSky, PBN through CDM is success through collaboration.
By Jessie Hillenbrand, Head of Communications, Airbus ProSky
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FEATURE
A new safety framework ICAO is building closer links with industry to help meet its global objectives in close collaboration with States, international and national organisations and that it be dedicated to safety management responsibilities and processes. The Air Navigation Commission has taken a two-phased approach to the development of the new Annex: the first phase limited to the consolidation and reorganisation of existing SARPs and supporting guidance material, followed by a review of safety management provisions to determine the need for any amendment. The publication of the new Annex 19 in July represents the completion of the first phase. Work continues on the second phase. ICAO is changing the way it operates in response to a more global, dynamic aviation market. Christian Schleifer-Heingärtner, President of the Air Navigation Commission of ICAO, outlines the changes made to ICAO’s primary product, namely the Procedures for Air Navigation Services (PANS) and Standards And Recommended Practices (SARPS) for air navigation service providers. ICAO Council adopted a new Annex 19 on Safety Management in February 2013. It comes into effect in July and applies to all States from November 2013. The development of this new Annex, the first in over 30 years, was initiated at the Highlevel Safety Conference in 2010. The conference recommended that safety management processes under the direct responsibility of Contracting States critical to civil aviation safety should be contained in a single Annex. The Conference also recommended that ICAO should develop this Annex 30 QUARTER 2 2013
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The first phase is a consolidation of the existing Safety Management System (SMS) and State Safety Programme (SSP) and requires minimal change in ANSP requirements. Nonetheless, Annex 19 represents an important step forward as it clearly consolidates a systemic approach to managing safety across all disciplines of aviation. There are some changes of note. The SMS framework now applies to design and manufacture of aircraft. The four components of SSP framework (State safety policy and objectives, State safety risk management, State safety assurance, State safety promotion) are elevated to a standard. Safety oversight, applicable to the oversight of all service providers, has also been made a standard. Safety data collection analysis and exchange and guidance for protection of safety information is also included in Annex 19, however, similar information remains in Annex 13 to specifically address accident investigation data.
A new ‘approach’ ICAO Council also approved an amendment to Annexes (primarily Annex 14 Volume 1 with consequential amendments to Annex 2,6 and 10) which includes new approach classifications and the introduction of the term “approach procedure with vertical guidance (APV) operations”, modifying the existing approach classification in a manner that will both simplify and more accurately describe the various types of approach and landing operations. This amendment ensures that all performance-based navigation (PBN) approach operations with vertical guidance ICAO provisions are harmonised. It has the added benefit of optimising runway requirements in relation to the approach operations. This proposed new approach classification disassociates the navigation sensor from the required visual aids and will result in significant cost reductions. Any approach procedure with minima above 75 m (250 ft) would not require the relatively expensive precision approach runway requirements (e.g. visual aid infrastructure) regardless of the navigation sensor. Also, instrument approach procedures will be feasible at non-instrument runways allowing aerodromes the ability to phase in enhancements obtaining incremental safety and efficiency over a period of time. This amendment to approach classifications becomes applicable in November 2014.
Entering the digital age 2013 will also see changes to Annex 15 with consequential amendments to Annex 4, 11 and 14. The proposed amendment mainly
addresses the restructuring of the first three chapters of Annex 15. This is part of a strategy to support the migration of the operational focus of aeronautical information services from a product-centred, paper-based and manually-transacted system to a digitally-enabled, network centred and service-oriented information management system. It is the first phase of a two-phase effort to eventually restructure the whole Annex 15 to be fully aligned with the transition of aeronautical information service (AIS) to aeronautical information management (AIM). The commercialisation of ANSPs as well as the increasing trend to delegate the provision of aeronautical information service to other entities has made it necessary to clearly delineate between the SARPs that are intended to address the performance of the service provided by the provider and those responsibilities that must remain with the State. For the SARPs to provide a framework that a State may use to address the oversight of the AIS, it has been found necessary to develop a chapter where the State responsibilities could be separated from the SARPs intended to describe the functions and responsibilities of an AIS. The amendment changes the SARPs providing clarification with respect to the use of the terms “data” and “information”; providing clarification between State and AIS provider responsibilities where responsibility for the provision of AIS has been delegated; transferring the provisions related to the establishment and designation of prohibited, restricted, and danger areas to Annex 11; removing the numerical values as a requirement associated with integrity classification;
introducing new provisions concerning aeronautical information and data exchange models and automation; and adding a new chapter on aerodrome mapping databases and updates to the AIP specifications. The transition to AIM is accompanied by a general need to increase the use of automation to provide for a greater level of information and data exchange. To allow for the improved timeliness, quality, efficiency, and cost effectiveness of aeronautical information providing services, new provisions concerning the exchange of information and data as well as requirements for the information and data exchange model used in the automation have been incorporated in the amendment. The provision of aerodrome mapping data will provide a standardised data set meeting quality and integrity requirements. The primary use of the data is to support electronic charting used by both ATM and aircraft systems, for example the cockpit aerodrome map display.
Global vision Work is well advanced in preparation for the 38th Assembly of ICAO in September 2013. The final version of the Global Air Navigation Plan (GANP) and the Global Aviation Safety Plan (GASP) will be presented at the Assembly for endorsement by the ICAO Member States. The GASP is revised to highlight the current key safety issues, while the GANP is revised to reflect the recommendations of the 12th Air Navigation Conference in November 2012. The GANP’s aviation system. The GANP’s aviation system ‘Block Upgrade’ strategy is a flexible
global systems-engineering approach that allows States to advance their air navigation capacities based on their specific operational requirements. It will enable aviation to realise the global harmonisation, increased capacity, and improved environmental efficiency that modern air traffic growth now demands in every region around the world. Importantly, the Block Upgrade strategy represents the logical outcome of the CNS/ATM planning and concepts found in the GANP’s previous three editions. It additionally ensures continuity with the performance and operational concepts previously defined by ICAO in earlier Air Navigation manuals and documents. As follow up to the Air Navigation Conference, CANSO visited the Air Navigation Commission at ICAO in Montreal in March 2013 and discussed CANSO’s vision, work programme and priorities. Director General Jeff Poole took part in a detailed discussion about sharing of Safety Information in partnership with ICAO and other topics. The Air Navigation Commission has eight active Industry Representatives. Bernard Gonsalves represents including CANSO. Therefore CANSO has a voice during the whole Standard making process in ICAO and has a permanent seat in the Air Navigation Commission. Close cooperation between ICAO and industry associations is an essential part of ICAO’s new, more responsive approach to standards setting. The progress made since the launch of the Block Upgrade strategy demonstrates industry support for coordinated, global activity that will result in capacity growth with the same, or even better, safety record. These first steps suggest ICAO’s more inclusive approach is starting to take effect. AIRSPACE
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INSIDE CANSO
Asia Pacific launches pilot projects Hai Eng Chiang, CANSO Director AsiaPacific Affairs CANSO’s Asia Pacific Office in Singapore celebrates its fifth anniversary in 2013 with the addition of its newest member, the Japan Civil Aviation Bureau. This was an endorsement of CANSO’s growing maturity in the region. As I reflect on the pioneering years I was struck by how far we had come since we opened the office in Singapore in 2008 with just four member ANSPs. Membership of the CANSO Asia Pacific region has since grown to 15 ANSPs and today, we can be proud that CANSO’s presence in this region is supported by a critical mass of ANSPs representing the geographical and cultural diversity of the region. Over the years, our CANSO regional conferences and workshops as well as our participation in ICAO and industry forums have cemented our reputation as a staunch advocate of regional collaboration and industry partnership. Two practical examples of CANSO’s promotion of cross border collaboration centre on ADS-B and CDM. These two ATM improvements form part of the ICAO Aviation System Block Upgrades. Promotion of ADS-B implementation started as a collaborative effort with IATA in 2008 under the auspices of ICAO. This led to a cost benefit study by CANSO for ADS-B implementation in the South China Sea airspace which was completed and published in 2009. The study was shortly followed by CANSO ADS-B seminars in Manila and Yangon as well as focus group meetings in Singapore to discuss ADS-B data sharing over the Bay of Bengal and the South China Sea. This year, we will witness the first fruits of our efforts as ADS-B mandates become effective for flights operating in exclusive airspace over the South China Sea, thus closing the surveillance gap for several busy airways in the area. In 2011 we launched a CDM initiative to demonstrate the benefits of collaborative decision making by getting ANSPs and their industry partners to work together. The pilot CDM project for the Bangkok-Singapore city pair was co-chaired by AEROTHAI and CAAS with team members from three ANSPs, two airlines and two airports with support from IATA and Airports Council International. A series of meetings were
held to discuss the information to be exchanged and the information exchange process culminating in an operational trial of over 100 flights between Bangkok and Singapore. Details of the project and the interim results were published early this year and like the ADS-B cost benefit study can be downloaded from the CANSO website. Projects such as these showcase the real value of collaboration, not just between ANSPs but across the industry value chain. They underline CANSO’s determination to translate our vision into action by keeping a strong focus on implementation. Meanwhile our annual CANSO Asia Pacific Conference has grown in stature over the years to become the premier ATM event in the region. The Conference and its workshops provide a high level platform for insightful and open discussions on how ANSPs in the region can work together to transform ATM performance.
Asia Pacific Committee members at CANSO’s 2012 Asia Pacific conference in the Maldives.
Riding on the momentum, the Asia Pacific CANSO CEO Committee has established two regional work groups to streamline its work and to promote membership engagement; one on ATM safety, and another on ATM operations. These work groups meet twice a year to discuss regional issues and how industry best practices can be tailored and disseminated to the region through CANSO workshops and joint projects. The first five years of the CANSO Asia Pacific Office have been challenging but fulfilling from a personal viewpoint. A firm foundation has been laid and there is no turning back. As the largest and most dynamic region in the world, time is not on our side. The ANSPs in the region must respond to this challenge through greater co-operation. CANSO itself is committed to delivering better ATM performance and will continue to provide the appropriate leadership.. AIRSPACE
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