Airspace 28

journal of the civil air navigation services organisation

ISSUE 28 QUARTER 1 2015

SMART CHOICES

in a challenging environment journal of the civil air navigation services organisation

Benchmarking ANSPs Marion Blakey interview Managing the civil-military interface PLUS: Best practice in performance-based navigation, opening up Middle East airspace, maximising the benefits of ATM funding, solar dream takes flight, remote towers and the latest news

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CONTENTS services organisation journal of the civil air navigation

ISSUE 28 QUARTER 1 2015

IN THIS ISSUE

SMART CHOICES nMEnT In A CHAllEngIng EnvIRO services organisation journal of the civil air navigation

Benchmarking ANSPs

Marion Blakey interview ce Managing the civil-military interfa

Middle e-based navigation, opening up PLUS: Best practice in performanc of ATM funding, solar dream takes East airspace, maximising the benefits news flight, remote towers and the latest

Front Cover: ©iStock.com/bowie15

Airspace No. 28 ISSN number 1877 2196 Published by CANSO, the Civil Air Navigation Services Organisation Transpolis Schiphol Airport Polaris Avenue 85e 2132 JH Hoofddorp The Netherlands Telephone: +31 (0)23 568 5380 Fax: +31 (0)23 568 5389 Editorial content:

Quentin Browell Quentin.browell@canso.org Advertisement Manager:

Gill Thompson gill.thompson@canso.org Telephone: +44 (0)1273 771020 Design:

Mark Chivers

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.

Director General

Letter from America

5 Jeff Poole details the latest developments from the ICAO High-Level Safety Conference and highlights key CANSO initiatives.

22 Teri Bristol, Chief Operating Officer of the Federal Aviation Administration’s Air Traffic Organization, says sharing information ensures a superior outcome.

LEADERSHIP

PERFORMANCE-BASED NAVIGATION

6 Marion C. Blakey, President and CEO of the Aerospace Industries Association and Board Member of ICCAIA, says respecting the interests of stakeholders and keeping in mind aviation’s benefits is the way forward.

24 The CANSO Performance-Based Navigation Best Practice Guide for ANSPs will assist in implementing essential performance-based navigation upgrades.

ANSP PERFORMANCE 8 Kate Snow, from aviation consultancy Helios, discusses the impact of scale on performance and CANSO’s role in performance benchmarking.

MIDDLE EAST 12 Airspace in the Middle East must be freed up if aviation is to realise its potential in the region.MENT CIVIL-MILITARY INTERFACE 14 Airspace is limited and traffic is growing, making civil-military collaboration essential to the future of ATM. REMOTE TOWERS 18 R emote towers have huge potential but must win acceptance from the entire ATM community.

REMOTELY PILOTED AIRCRAFT 26 Airways’ Head of Policy, Standards and Safety Improvement Mike Haines discusses the New Zealand ANSP’s focus on safety in the face of the increasing popularity of remotely piloted aircraft systems.

ATM FUNDING 28 Investing in ATM would allow governments to reap the full benefits of aviation. But more must be done to get the message across.

SOLAR IMPULSE 31 The Solar Impulse project details plans for its global flight.

ATM NEWS 32 The latest news from CANSO Members.

The CANSO Executive Committee APC3: Asia-Pacific CANSO CEO Committee EC3: European CANSO CEO Committee MEC3: Middle East CANSO CEO Committee LAC3: Latin America and Caribbean CANSO CEO Committee AFC3: Africa CANSO CEO Committee

Paul Riemens

Chair, CANSO and Chief Executive Officer LVNL

Yap Ong Heng

Vice Chair, CANSO and Chair, APC3 Director General CAAS

Capt. Mohammad Amin Al-Mustafa

Micilia AlbertusVerboom

Miroslav Bartos

Thabani Mthiyane

Ed Sims

Marc Viggiano

Chair, MEC3 and Chief Commissioner CARC

Chair, LAC3 and Director General DC-ANSP

Chair, EC3 and CEO LPS SR š. p.

Teri Bristol

Member at Large and Chief Operating Officer FAA ATO

© Copyright CANSO 2015

Massimo Garbini

civil air navigation services organisation

Member at Large and MD SESAR Deployment Alliance

Rudy Kellar

Member at Large and Executive Vice President NAV CANADA

Chair, AFC3 and CEO ATNS

Member at Large and CEO Airways New Zealand

Associate Member Representative and President Emeritus Saab Sensis Corporation

AIRSPACE

QUARTER 1 2015 3

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INNOVATION PERFORMANCE

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TOWER & AIRPORT AUTOMATION SOLUTIONS

ENROUTE PRODUCTS & SERVICES

AERONAUTICAL INFORMATION MANAGEMENT

SOLUTIONS FOR MILITARY ATC

SYSTEMS INTEGRATION & TURNKEY DELIVERY

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FROM THE DIRECTOR GENERAL

civil air navigation services organisation

I write to you following the ICAO High-Level Safety Conference (HLSC) in February and before an important week in Madrid in March that includes World ATM Congress, the CANSO CEO Conference and the CANSO Global ATM Operations Conference. These events deal with important issues crucial to the future of air traffic management (ATM).

HLSC made decisions on key issues of concern to both the international civil aviation community and the three billion-plus passengers who fly each year: the need for a new standard for global flight tracking; how to ensure the availability of better information on risks to civil aviation arising from conflict zones; and the importance of safety information sharing and protection.

I am pleased with the way all parts of the industry worked together, and with ICAO, over the past few months on the important issues. The Conference approved proposals that include the tracking of aircraft at least every 15 minutes; the future implementation of the ICAO Global Aeronautical Distress and Safety System (GADSS); and the establishment of a centralised global information capability to be hosted by ICAO. The tragic events of 2014 resulted in a challenging environment for ATM but these decisions are smart choices that set the safety and security agenda for 2015 and beyond.

This edition of Airspace reflects closely the theme of World ATM Congress 2015 – ‘Smart Choices in a Challenging Environment’. One such challenge is ensuring the adequate funding of infrastructure improvements.

We explore how ANSPs can make a better case when they bid for infrastructure funding; highlighting the economic benefits of aviation and the vital role that efficient ATM infrastructure plays in the aviation value chain.

Marion Blakey, President and CEO Aerospace Industries Association, argues that we need more effective communication with governments regarding the consequences of inefficiencies and failure to modernise the global ATM systems. But she is optimistic about the future of global ATM and sees ICAO’s Aviation System Block Upgrades (ASBUs) as an important foundation for facilitating business case development and for the packaging of available technologies.

One key element of the ASBUs is the implementation of performance-based navigation, which CANSO supports through seminars and training. We feature the newly published CANSO PBN Best Practice Guide for ANSPs which will help ANSPs tackle the complexities of implementation.

Another challenge where we need to make smart choices, if we are to get it right, is the integration of remotely piloted aircraft systems (RPAS) into airspace. Airways New Zealand introduces its new web portal, that shares information between all airspace users. Another smart choice is exploiting the potential of remote tower technology. We showcase Sweden’s use of this technology and discuss some of the challenges.

Teri Bristol talks about how the FAA is managing the challenge of effectively collaborating with all stakeholders, particularly on complex programmes such as NextGen. FAA achieves this by sharing information through its Program Management Office (PMO), which also addresses interface issues between different technologies and programmes.

Kate Snow of Helios examines the difficult choices regarding the size of organisations and economies of scale.

She asks whether bigger is better and analyses the relationship between scale and performance using data from the CANSO Air Navigation Services Performance Report 2014 published in December.

Finally, we examine the challenges for ATM in the Middle East and what needs to be done to resolve the problems of congested and fragmented airspace. One of the biggest constraints is that up to half the airspace is reserved for military use. CANSO has long argued for effective co-operation between civil and military users of airspaces so this edition looks at what lessons other regions can learn from successful civil-military co-operation in the UK. I look forward to seeing many of you 8-13 March 2015 in Madrid for what is now firmly established as a very important highlight of the ATM year.

Jeff Poole CANSO Director General

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QUARTER 1 2015 5

LEADERSHIP

The greater good

Marion C. Blakey, President and CEO of the Aerospace Industries Association and Board Member of ICCAIA, says respecting the interests of stakeholders and keeping in mind aviation’s benefits is the way forward.

What is the ICCAIA perspective on the current state of global ATM? Over the last few years, I believe we have made a lot of progress and are positioned to do even better in the future.

We are seeing benefits from the implementation of certain procedures and technologies – such as PBN (performancebased navigation) and ADS-B (automatic dependence surveillance-broadcast) – both in the United States and Europe.

I have also noted a greater level of collaboration and cooperation among the stakeholders under ICAO leadership.

For example, ICAO’s Aviation System Block Upgrades have simplified communication of capabilities and facilitated business case development for member states and service providers. They have also formed the foundation for the packaging of available technologies that when deployed enable useful and beneficial capabilities.

Overall, stakeholders are making outcome-based investments translating to greater safety and faster transformation cycle time.

What do you see as the main challenges in ATM? Are these problems universal or do you see notable regional differences?

The biggest challenge is maintaining the focus on collaboration and the willingness to adopt best practices – no matter where they were initiated.

This is not to say that we do not have challenges in the technical arena. We all know of issues with which we are struggling. Datacomm and ADS-B In and Out are just a couple of examples. However, technical challenges are often much easier to solve if there is a willingness to collaborate and seek out the greater good in favour of regional gains or preferences.

These challenges are not unique to any particular region and are certainly universal.

adoption of standards, protocols and procedures. For example, there is no question that situational awareness and the ability to share real-time data to optimise airspace is important and can be done.

However, not having globally-accepted procedures and protocols will significantly limit the potential benefits of systems like system-wide information management (SWIM).

It was great to see that, last year, the FAA hosted mini-global demonstrations to show the potential benefits of SWIM and the importance of having an agreed-upon set of procedures and protocols. In the September 2014 event, seven countries participated. A good start; we need more events like that.

Will capacity constraints drive change or do you fear that governments will continue to procrastinate?

Generally, for a change to be timely and successful, there have to be compelling reasons or significant drivers behind it.

We all hope that there are visionaries among our government leaders and colleagues that are proactive and provide necessary processes and resources to support needed transformation. But capacity constraints may just be the compelling reason that drive the need for change.

I would like to see governments’ proactive actions and capacity constraints used effectively to bring about sustained levels of transformation and change.

How can ATM advocacy be improved? Do we need a better business case and if so, what might that look like?

I believe two words could frame our advocacy agenda: communication and collaboration.

Is technological innovation, especially in terms of automation and information management, the key to improving ATM?

We need effective communication regarding the consequences of inefficiencies and failure to modernise the global ATM systems. Collaboration can help the stakeholders to define strategies that are effective and responsive for targeted areas and regions, based on risk.

My response is a qualified “yes”. In the ATM arena, it is hard to talk about technical automation without considering the

As an example, several associations and companies recently started a dialogue to define common messages designed

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How can the relationship between manufacturers and CANSO be improved?

Although we have different constituencies, we share common goals and objectives. Goals such as the safety of the global air transportation system, seamless operation and aviation growth are areas where we undoubtedly can work together.

to highlight potential disconnects in terms of standards and procedures for modernisation. Once we have these two elements in place, we will need to keep at it and continue to improve our messages.

With even major programmes, such as SESAR and NextGen, adopting different standards, what hope is there of global harmonisation?

Earlier, I mentioned a key prerequisite for the successful implementation of change is having a compelling reason for that change.

I believe the level of co-operation between Europe and the United States in implementing SESAR and NextGen has improved. I am hopeful – as are many industry stakeholders – that not only will we stay on course but also that we have begun to analyse our past performances.

For example, what can we learn from excessive delays and poor project management of certain implementation efforts? How can we make sure we will not repeat the same mistakes?

Projects such as ERAM (en-route automation modernization) in the United States and ADS-B and Data Comm in Europe are rich examples. Also, there has to be a recognition that we are dealing with a set of very complex issues, both in terms of technology and geopolitical issues.

The best way to move forward is to respect the role and interests of stakeholders, remain steadfast on the benefits to the citizens of the world and not lose sight of the greater good.

In designing and manufacturing equipment, ICCAIA member companies always take into consideration operational aspects and ease of adoption. This alone serves as a powerful driver for us to work together on global standards and recommended practices with ICAO and other standarddeveloping organisations.

In addition, CANSO, ACI, IATA and ICCAIA have observer status at ICAO. Last October, during an ICCAIA council meeting in Montreal, we had a four-way leadership dialogue regarding how best to work together on issues and projects of common interest to our members.

Also, later this year, ICCAIA will establish an office in Montreal, which further enhances our ability to remain engaged on common issues with CANSO and other observer groups.

My colleagues on the ICCAIA council and I are excited about the possibilities and will strive to work with CANSO and other associations in improving the safety, interoperability and security of the global aviation system.

If you could make one major change in ATM tomorrow, what would it be and why?

Well, there are a number of things which I have already mentioned in my responses. But if I have to pick one, it would be harmonisation of standards and a common format for information sharing.

Such a change will maximise the benefits of current technologies – ADS-B and SWIM, for example – throughout the globe and facilitate the human factor aspect of future automation advances.

We will get there, but if past performance is an indicator, it is going to be a long journey.

AIRSPACE

QUARTER 1 2015 7

ANSP performance

Is bigger always better?

Credit: NATS

Kate Snow, from aviation consultancy Helios, discusses the impact of scale on performance and CANSO’s role in performance benchmarking.

While we often talk of globalisation as making the world a “smaller place”, in our day-to-day surroundings some things are undoubtedly getting bigger. Skyscrapers are taller, bridges are longer and we are now flying aircraft with a wingspan equivalent to a soccer pitch.

Organisations are also growing in size.

Wal-Mart Stores is the world’s largest publicly traded employer with a total of around 2.2 million staff, a figure unthinkable 100 or even 50 years ago.

The question of whether bigger is better from an organisational perspective is one that has long been debated. There is no clear evidence on the link between size and performance, a relationship that will also evolve over time as technology and communication change the way organisations do business.

Economies of scale Economies of scale is an important concept, supporting the idea that bigger is indeed better from a cost-efficiency 8 QUARTER 1 2015

AIRSPACE

perspective. The theory proposes that as production output increases, firms are able to achieve a lower cost per unit.

A number of factors may drive this relationship, including specialisation of labour or the ability of larger firms to invest in specialist capital machinery that may not be cost-effective for a smaller supplier. The existence of fixed costs in either the labour or assets that are needed to produce the first unit of output is another feature of industries where increasing scale can reduce unit costs.

To set up a commercial airport there are a number of large fixed expenditures that are required for even the minimum level of operation. As airport throughput increases, the fixed investment cost is spread over a larger number passengers or departures, decreasing unit cost.

Low traffic levels constrain the ability of airports to exploit economies of scale, resulting in smaller airports trying to identify techniques for cutting fixed costs. One recent example is the strong interest in remote tower technology.

Analysis supports CANSO in its mission to be “the global voice of air traffic management in the transformation of the aviation system”. To be effective as the voice of the industry, CANSO is right to work on developing a deeper understanding of the industry it represents.

Combining airport tower operations across a number of airports would allow operators to spread the cost of the fixed investment more broadly.

Airlines can also reduce their average cost per passenger by expanding their operations. While evidence suggests that the benefits of fleet expansion are limited,

Cost-efficiency in ANS

Collating data from providers across the industry allows questions to be posed about the state and nature of the industry a whole. The introduction of the ‘Industry View’ to this year’s report tries to do just this, taking the entire data sample and looking at trends and key messages.

economies of scale also exist through increases in passenger density. Increased passenger density on a given route allows airlines to operate larger, more efficient aircraft and reduces the cost per passenger of fixed cost support functions.

Over the last 10 years, airlines have taken advantage of economies of scale, in a difficult market environment, through mergers and increased integration. In 2013, US Airways and American Airlines merged to create the world’s largest airline as the latest in a number of mergers or acquisitions within the US.

While economies of scale do seem to exist in airport and airline markets, is it the case for ANS that bigger is indeed better?

This year’s CANSO Global Air Navigation Services Performance Report 2014 takes a global view of the question from a cost efficiency perspective.

It would be reasonable to expect fixed asset investment costs in ATM systems to result in economies of scale within ANS provision. A larger scale operation may also allow ANSPs to manage staff resources more efficiently and to maximise controller output – for example, through the optimisation of sector configuration.

The 2013 CANSO data shows no clear relationship between IFR flights controlled and unit cost although there is some evidence of a positive relationship between size and ATCO productivity.

This supports the idea that larger ANSPs are better able to manage the balance between capacity and demand, for example through improved ATCO resourcing and the optimisation of staff rostering. Because the benefits of scale for productivity are not reflected in the unit cost data, however, this may suggest some degree of diseconomies in other costs.

Benchmarking could be a key to success.

For example, larger operations may also face greater risk and associated costs from large and complex capital investment projects. This is in line with the fact that in Europe the five largest ANSPs account for a larger proportion of total costs than total traffic.

Defining “bigger” The lack of relationship between size and performance may also be explained by how we define “bigger”. In the Global Air Navigation Services Performance Report 2014, the relationship between cost efficiency and ANSP size is explored, as measured by the number of flight hours controlled.

This does not take account of the size of the ATC centre. So, if economies of scale are actually to be found in the use of larger ATC centres then this may explain the lack of clear relationship between size and cost in the current data set.

Integration in the US Airline Market.

Indeed, other studies do point to economies of scale at centre level, notably in equipment, buildings and maintenance costs. However, gains are not limitless. There may come a point where difficulties in co-ordination and in AIRSPACE

QUARTER 1 2015 9

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AIRSPACE

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ANSP performance providing contingency back-up may start to outweigh fixed cost savings.

A better understanding of the nature of the relationship is needed. If economies of scale exist only at a centre level then improved performance will be supported by the construction of larger centres, rather than consolidation at a service provider level. Collating performance data helps answer questions about the industry as a whole.

Being able to address questions such as the impact of scale on cost effectiveness is an important goal of the Global Air Navigation Services Performance Report 2014. Collating data from providers across the industry allows questions to be posed about the state and nature of the industry a whole. The introduction of the ‘Industry View’ to this year’s report tries to do just this, taking the entire data sample and looking at trends and key messages.

A view of the industry performance is important to CANSO Members in giving a general view of the market operating context and in their internal assessment of their performance compared with the industry average.

An industry-level analysis also supports CANSO in its mission to be “the global voice of air traffic management (ATM) in the transformation of the aviation system”.

To be effective in its role as the voice of the industry and in advocacy activities CANSO is right to work on developing a deeper understanding of the industry it represents.

Operations and institutions A complete understanding of cost efficiency, including the relationship between scale and performance requires analysis of the impact of external factors. The operational and institutional environments also drive unit cost.

The operational environment of the ANSP has a significant impact on the potential cost-efficiency of controlling an average flight hour. This includes traffic complexity factors such as density.

The resources required to control different parts of a flight also impact the average unit cost. It is widely accepted that en-route services result in lower ATCO workload than approach services when measured in IFR flight hours.

Performance in ANS provision.

These factors should be accounted for when making any concrete statements about the relationship of performance and scale.

Contextual analysis Context is an important area for development in the Global Air Navigation Services Performance Report 2014 and data collection activities.

A more complete data collection, greater participation, and an understanding of the performance context will support the use of the data in assessing industry performance.

This is also the case for Members for whom the data can be used as part of a performance comparison.

Accurate benchmarking of performance indicators between ANSPs should also account for the impact of external factors such as the operational environment.

Part of the role of the CANSO Global

Benchmarking Workgroup (GBWG) is to develop contextual analysis.

At the April 2015 GBWG meeting, the agenda includes terminal versus enroute workload and the development of global indicators that account for the impact of the difference in workload on the comparability cost-efficiency indicators.

The data to answer the question – in ANS, is bigger always better? – is not yet available. But the analysis provided this year raises some avenues for investigation. As CANSO performance activities continue to develop, the aim is to dig further into the relationship between scale and performance and its implications for the industry.

Kate Snow project managed the Helios contribution to the Global Air Navigation Services Performance Report 2014. The report was released in December 2014 and can be downloaded at www.canso.org

The CANSO Global Benchmarking Workgroup The CANSO Global Benchmarking Workgroup was formed in 2004 as a platform to promote benchmarking and the sharing of best practices between CANSO Members. It has overseen the production of the Global Air Navigation Services Performance Report since 2009 and meets twice a year to discuss this and other benchmarking or performance issues.

The next workgroup meeting will be held 8-10 April 2015, hosted by the FAA in Washington DC. For further details please contact Paul Cripwell (NAV CANADA), the workgroup Chair at paul.cripwell@navcanada.ca

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Middle East

Driving economic benefits

The transformation of ATM performance in the Middle East will allow the region to realise its potential.

Aviation is a robust economic driver in the Middle East.

According to the Air Transport Action Group’s report, Aviation: Benefits Beyond Borders, air transport in the Middle East contributed $66.8 billion to GDP in the region.

Tourism adds another $48.9 billion. Some two million jobs are supported by aviation and tourism. By 2032, the number of jobs will grow to 4.4 million and the contribution to GDP is forecast to grow to $341 billion, almost three times the 2012 figure.

airspace, systems and procedures in achieving commonalities locally and regionally.

Other developments back up aviation’s key role. New or improved gateways at Abu Dhabi, Doha, Dubai and Muscat testify to the investment in major airports while the number of aircraft in the region is set to increase from 1,180 to 3,300 in the next 20 years. The latest aircraft such as the A380 and B787 ensure that Gulf hubs can now connect non-stop to 90% of the world’s population. According to the International Air Transport Association (IATA), passenger capacity is expected to expand 15.6% in 2015 (up from 11.4% in 2014). Not surprisingly, the region’s share of global air traffic has grown from 4% to 9% in just a decade.

An end to fragmentation

But there are challenges ahead. And most critical of all is congested airspace. “The investment on the ground is not being matched in the air,” says Hussein Dabbas, regional vice president for Africa and the Middle East at IATA. Middle East airspace is fragmented and creates safety, efficiency and capacity issues. Large parts of it are out of bounds for civilian use and it is uncoordinated at the regional level. Unless airspace is managed in a sustainable manner, it will become a major constraint to further growth and expansion and will jeopardise the expected economic benefits.

An Airbus ProSky report estimates delays of up to 45 minutes could be a regular occurrence in the years ahead.

“Air traffic management capacity in the region could begin to constrain continued economic growth if airports and airspace congestions are not resolved,” says Ahmed Al Jallaf, Chairman of the Steering Committee of the ICAO Middle East Airspace Enhancement Programme (MAEP). “The industry has witnessed phenomenal growth and we need to respond collaboratively in the region to improve air traffic safety, security and efficiency and therefore strong economic potential opportunities.

Al Jallaf adds that it is important to educate policy makers about the need to invest in ATM infrastructure. And he calls for co-operation between all the stakeholders to harmonise 12 QUARTER 1 2015

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It is a view echoed by Adel Ali, CEO of Air Arabia. Speaking at the FATSS Conference, he said that even though aircraft were now faster, the passenger journey had got slower. A one-anda-quarter hour flight might take two hours for the passenger, he suggested. Ali would like to see a Middle East Air Centre to coordinate and harmonise traffic.

CANSO has been advocating strongly for an end to fragmented initiatives, duplication of efforts and military restrictions.

“Transforming ATM performance in the Middle East is a major priority for CANSO and its members,” says Jeff Poole, CANSO Director General.

“Under the umbrella of MAEP, we are working with partners to develop a coherent, coordinated, regional strategic plan for efficient airspace management. We must harness the renewed determination of stakeholders to work in partnership to transform ATM performance in the region. We want to ensure that the future ATM systems will be able to meet the needs of this growing market. To do that MAEP must be empowered to make decisions.”

CANSO Middle East with support from CANSO Members in the region has developed the CANSO Middle East Strategy, which is derived from the global Vision 2020 strategy but addresses the specific challenges of this region.

To better support aviation’s economic benefits, the region’s airspace will need to change.

The first step is to ensure partnership and co-operation across States and all industry stakeholders in the region. “The transformation of ATM performance is only possible with the full support and involvement of States, ANSPs, airspace users, military organisations and airports in the region,” says Poole.

The Middle East ANSP, Airspace User and Stakeholder Engagement (MEAUSE) initiative provides a forum where airspace users and stakeholders can engage in dialogue with ANSPs, proving the benefits of working together.

It has the strong support of ICAO, IATA and other stakeholders, to raise awareness of the challenges facing the region and the need for much closer collaboration and integration.

Credit: Hamad International Airport, Qatar

Middle East gateways such as Doha International Airport must be allowed to fulfil their potential.

The aim of MEAUSE is to harmonise the future equipage plans of airspace users with the investment plans of ANSPs. One aspect is gathering and analysing data on the present infrastructures of airspace users, ANSPs and other aviation stakeholders to enable ANSPs to apply their resources more effectively.

Second, seamless airspace in the Middle East region is also vital. The provision of safe, seamless, harmonised and efficient airspace globally is at the heart of CANSO’s strategic plan for ATM, Vision 2020. Aviation business transcends national boundaries, believes Poole, and airspace needs to be organised, and air navigation services need to be delivered, in line with the operational requirement of airspace users rather than according to national borders.

If anything, the Middle East has gone backward in this regard.

There used to be just one Flight Information Region (FIR) for the Arabian Peninsula based in Bahrain. Today, that has fragmented into six FIRs. Aircraft should be able to navigate seamlessly across the whole region, across national borders and FIRs, selecting the most efficient routes.

The “one State – one ANSP” business model must give way to more efficient service provision. States can delegate service provision to other States and/or designate a service provider to provide coverage for a larger airspace. This does not in any way diminish a State’s sovereignty over its airspace; rather this delegation is a responsible and effective use of sovereignty that improves efficiency.

“Some argue that we should be looking to develop a Single Middle East Sky or sub-regional airspace blocks,” Poole notes.

“But I believe that the lessons from Europe advise us to avoid over-prescriptive top down regulation and we should instead be looking to build from the bottom up by making cross-border changes at the operational level. We need to be pragmatic and incremental; meaning the plan for the region must be coherent and allow each individual element to fit into the bigger picture.”

Different entities Third, the Middle East would also benefit if the service provider and the regulator are different entities. Most ANSPs in the region are owned and operated by the government bodies that regulate them, which can create conflicts of interest and hinder the implementation of performance-driven air navigation services. Proper separation between regulation and service provision has the clear potential to unlock value, enabling ANSPs to concentrate on the delivery of efficient, cost-effective and

customer-oriented air navigation services. This has worked remarkably well with NATS in the UK. Fourth is the need to overcome the constraints caused by military airspace restrictions. A large part of Middle East airspace – up to 50% by some estimates – is reserved for military use, even when it is not actually using that airspace, thus forcing civil traffic into increasingly congested corridors. This prevents aircraft from fully exploiting their sophisticated technologies.

It is inefficient, it poses implications for safety, and it is not environmentally friendly.

The progressive opening of military airspace to civilian operations in Europe, the US, and Asia has been managed responsibly and efficiently to the benefit of both sides. Such opening has allowed the flexible use of airspace, shorter routes, cost savings, fuel efficiencies and fewer delays.

At the FATSS Conference, Geoff Hounsell, Vice President, Flight Operations Support Services and ATM, Emirates said that military-civilian collaboration should be seen as an opportunity.

But he warned that there are a lot of meetings to discuss the problems of Middle East airspace without any progress. “The people in the room are often not authorised to make decisions,” he suggested.

The fifth step is to ensure that the technology available to ANSPs is fully harnessed to drive and even overtake the other issues. Technology will help to harmonise systems, processes, and traffic flows in a global way without reference to national borders or even land-based equipment. Technology could be the driver that frees the Middle East of its present fragmentation and ATM constraints.

“Keeping pace with the demand for air travel in the region is vital,” concludes Poole. “The challenges for air traffic management must be addressed if the region’s aviation industry is to continue its extraordinary success and its impressive contribution to the economies of the region.

“The aviation industry, States and other stakeholders must work closely together in partnership in order to create safe, seamless, harmonised and efficient airspace across the region,” he adds.

“MAEP deserves strong support from all to ensure that it can truly become the single, robust framework that drives the necessary changes and developments in Middle East airspace. I am optimistic that MAEP will be action- and deliverable-focused.”

AIRSPACE

QUARTER 1 2015 13

Civil-Military interface

A joint and integrated approach Credit: Crown Copyright

Airspace is limited and traffic is growing, making civil-military collaboration essential to the future of ATM.

The benefits of aviation, especially economic, are well documented. At the same time, news headlines provide a constant reminder of the challenging geopolitical situation.

Air transport’s commercial imperatives must therefore sit alongside the military’s humanitarian efforts and involvement in conflict zones.

With security flights as well as routine training exercises also taking place, large tracts of airspace are reserved for the military even when they are not using it. And that makes the civil-military interface in air traffic control of crucial importance.

In many ways, this is by no means new. Article 3 of the 1944 Chicago Convention distinguishes civil aircraft operations from military, customs and police services, and excludes State aircraft from its scope. It does require that States have “due regard for the safety of navigation of civil aircraft”. This highlights the need for military and civil operations to take a “balanced approach” to airspace use so that each State benefits from a strong commitment to civil/military collaboration.

In recent years, there has been an attitude change in the approach to civil-military collaboration. Previously, it was widely assumed that when a military conflict occurred, civil airspace would be shut down or severely curtailed. Integration was not an issue. And in most countries around the world, in large part that viewpoint still prevails.

But a civil-military split is not always the case. It is no longer clear cut when a war starts or ends or when national security might be threatened. The paradigm has shifted and it has become clear that the civil and military sectors must sit side-byside in modern airspace.

Different strokes There’s no doubt that things are done differently in the military.

“From an operational perspective there are differences in areas such as sector management,” explains RAF Group Captain Clare Muir, Manager of Safety Programmes at UK 14 QUARTER 1 2015

AIRSPACE

Civil-military collaboration will be vital to the future of ATM.

Military controllers will often assist with a service for aircraft en-route to these airfields as they have more experience operating in uncontrolled airspace.

Conversely, civilian controllers will assist foreign military aircraft when flying through controlled airspace.

June 2013

864394

(870643)

14269

(15036)

878663

(885679)

1.62

(1.70)

July 2013

905973

(907027)

13353

(13129)

919326

(920156)

1.45

(1.43)

august 2013

899113

(896688)

11394

(11372)

910507

(908060)

1.25

(1.25)

september 2013

870432

(864184)

14562

(14627)

884994

(878811)

1.65

(1.66)

october 2013

826533

(823546)

14949

(14321)

841482

(837867)

1.78

(1.71)

november 2013

687636

(689598)

13441

(13074)

701077

(702672)

1.92

(1.86)

December 2013

654602

(642197)

10356

(10028)

664958

(652225)

1.56

(1.54)

total

9273402 (9376482)

9428670 (9535619)

1.65

(1.68)

155268

(159137)

(2012 figures between brackets) table 2: civil and Military gat in ecac airspace

1000000 900000 800000 700000 600000 500000 400000 300000 200000 100000 0000

“In UK civilian air traffic control, a controller will primarily operate a defined sector of airspace, with responsibility for aircraft coming into and out of that sector. There is no limit on the number of aircraft, therefore, that a civilian controller can theoretically be responsible for; however traffic peaks are managed with flow control on a pre-tactical basis. There is also the option of splitting sectors into smaller areas of responsibility to enable multiple controllers to carry the workload as required to ensure safety and efficiency.”

On the other hand, Muir notes, the military operate a set number of aircraft and there will be controllers dedicated to specific tasks. Traffic levels are similarly managed by opening consoles to provide additional controllers during traffic peaks, however.

Despite the different approaches, the UK actually provides a good test bed for the collaboration needed for both sides to fulfil their objectives.

“The use of conditional routing is another way in which both civilian and military controllers collaborate,” says David Dickel, an ATCO at the UK ACC in Swanwick. “This is when the military no longer need to use a danger area and alert civilian controllers so that they can re-route commercial aircraft and offer a shortcut through this otherwise inaccessible airspace.

Credit: Eurocontrol

“Not all UK airfields operate in controlled airspace, such as Newcastle and Norwich, for example,” he adds. “Military controllers will often assist with a service for aircraft en-route GAT broken down by country of registration shows the following ‘top 5 airspace users’: to these airfields as they have more experience operating

Feb Mar

Apr May Jun

Jul

Aug Sept Oct Nov Dec

Civil and military GAT in ECAC airspace during 2013.

Shared resource The UK has adopted a joint and integrated approach (J&I), involving NATS, the UK Civil Aviation Authority (UK CAA), and the UK Ministry of Defence. Under the terms of the J&I, airspace is recognised as a shared resource and available to all stakeholders, subject to operational priorities. In other words, much of UK airspace is not segregated for either civil or military use.

The Department for Transport and the Ministry of Defence oversee the J&I via the Joint Air Navigations Services Council (JANSC). High ranking military officers and senior NATS executives all participate in JANSC. In addition, MOD personnel are seconded to the UK CAA to ensure the military perspective is considered in all decisions – Muir being a prime example. In fact, the last two heads of the UK CAA’s Department of Aviation Policy have been retired military personnel.

“The UK has a joint and integrated approach to ATM and the civil-military system is probably one of the most aligned internationally,” says Muir. “Perhaps the best place where examples of this type of co-operation occurs is at NATS’ Swanwick London Area and Terminal Control Centre where military ATM staff are embedded throughout the operation.”

Italy 29890

spain 11767

Working together in the UK ACC at Swanwick means the military impact on commercial operations is significantly reduced.

Number of GAT flights during 2013 france 30639 us 29074 Military General Aviation Transportation flights – top five airspace users.

figure 3: Military gat per country of registration

Jan

in uncontrolled airspace. Conversely, civilian controllers will assist foreign military aircraft when flying through controlled airspace.”

Military Statistics Edition 2014 - Civil-Military ATM Co-ordination Division (DATM/CMC)

Day-to-day, both civilian and military controllers work together to ensure the safe passage of aircraft in UK skies when military aircraft want to pass through controlled airspace to get to their “danger areas” where they can train and exercise.

uK 7226

Civil Military

Credit: Eurocontrol

CAA and Deputy Head for Defence Airspace and Air Traffic Management (DAATM).

The co-located military and civil personnel at the UK Airspace Management Cell (AMC) at Swanwick are in constant dialogue about the most efficient and effective way of balancing the airspace needs between all users.

They have tools to clearly represent military airspace bookings, and technology on the civil side to monitor the effects of such AIRSPACE

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Civil-Military interface

bookings, taking into account things such as weather patterns, special events and the changing North Atlantic tracks to request flexible use of airspace where appropriate.

There is also the UK CAA’s Airspace Utilisation section, which is 60% manned by military personnel and handles not only complex military exercises but also major events, such as international air shows.

The UK’s Joint Future Airspace Design Team (JFADT) is another example of civil-military co-operation. This is co-chaired

by NATS and the MOD and has already overseen several successful projects.

Most notable was the re-design of airspace over the North Sea, which not only gave large tracts to the military for training purposes but also managed to optimise several commercial routes. Overall, some 1,100 cubic miles of UK airspace was returned to joint use in 2012 alone.

Work is also ongoing to make the CAP740 UK Airspace Management Policy suitable for both civil and military ATM. Traditionally, CAP740 is a civilian document and lays out ATM from a civilian perspective; namely that traffic is assessed at a strategic level in the first instance, followed by pre-tactical assessment for operational long term planning, and finally at a tactical level which consists of real time activation, deactivation or reallocation of airspace allocated at the pre-tactical stage.

The effectiveness of civil-military collaboration to date can be seen in the development of the UK-Ireland Functional Airspace Block (FAB). The Irish Defence Force and the Irish Aviation Authority have joined their UK counterparts on the FAB management board to manage the development of this

Compatible systems German ANSP, DFS, has been responsible for handling civil and regional military traffic in peacetime since 1993.

The military informs DFS when it needs a training space and the ANSP allocates the airspace and adjusts civil traffic accordingly. Staff training is exceptionally important not only in ensuring the dynamic use of airspace but also in operational support. The Air Navigation Services Academy in Langen trains students in handling both civil and military air traffic.

DFS reports that the different technical systems used by civil and military operators are completely compatible. It also organises regular forums for military users and the military is represented on the DFS Supervisory Board. In the near future, DFS is working on centralising aeronautical data storage for civil and military traffic.

Credit: NATS

Flexible use of airspace

The UK has adopted a joint and integrated approach.

keystone of a single European sky. J&I procedures are now being applied cross-border.

Onwards and upwards This is not to say that a balanced approach is straightforward.

It is estimated that the military will spend around £100 million on technologies that have limited military use but are essential in ensuring the seamless operations of J&I, for example. These budget decisions do not come easily.

“There is an excellent dialogue between the parties at the AMC level,” says Muir. “The challenge is in broadening this out and waiting for the ripple effect to cascade down to the operational level. There is always room for improvement and lessons to be learned, and the CAA takes an active role in monitoring and encouraging this by conducting audits of the effectiveness of the AMC. “The CAA has excellent two-way communications with the AMC, incorporating both the military and civil airspace management, and this relationship is continually strengthening.

“There is a focus now on feedback of the effectiveness of the advanced flexible use of airspace measures in place, and the data gathered on how the airspace is actually being shared and utilised will identify specific areas for improvement and inform future initiatives,” she continues.

At the European level, EUROCONTROL’s Civil-Military Interface Standing Committee accepts that SES is only possible if military use of airspace is taken into account. Clearly, they need the same access to airspace and airports as their civil counterparts and that means ensuring aircraft are integrated technically and not hampered by a different set of avionics. This in turn means including the military in planning from the outset.

A thriving commercial aviation sector can operate side-by-side with an extremely capable and well trained air force despite seemingly disparate aims.

AIRSPACE

QUARTER 1 2015 17

Remote towers Flying on remote control

Credit: LFV

Remote towers have huge potential but must win acceptance from the entire ATM community.

In the past few months, planes have been landing at Örnsköldsvik airport in the north-east of Sweden without any problem.

providing fast access to crucial information. Tracking is likewise enriched with controllers able to monitor runway incursions, ground vehicles and even animal activity.

No surprise there. But what may raise eyebrows is the fact that the airport has no operating control tower on site. Flights are controlled by a remote tower located at Sundsvall, about 100 miles away.

It means the smaller airport at Örnsköldsvik can be run far more efficiently without the considerable investment in a bricks and mortar structure and associated staffing levels. This is the core business value of RTS. Small and rural airports the world over can become cost-effective and benefit from the latest in technology and controls at the same time.

Remote tower services (RTS) is a reality. Australia, Europe, Japan and the United States are all actively engaged in integrating RTS into future airspace systems. ICAO has included it in its Aviation System Block Upgrade program.

This new technology brings with it advantages and challenges.

And the paradigm shift it represents means there is still plenty of work ahead if remote towers are to win widespread approval.

Core value ATCOs at Sundsvall watch huge screens that replicate a tower view while the very latest sensor equipment ensures accuracy. High definition and pan-tilt zoom cameras, surveillance and meteorological sensors, microphones, signal light guns and many other devices all provide real-time data without missing a beat.

Created by Saab, the technological side of RTS is promoted as “enhancing situational awareness”. At night, or in fog, images can be improved through infrared beyond the capability of human eyesight and a pair of binoculars. And rather than mere windows, the set-up also allows for on-screen data displays, 18 QUARTER 1 2015

AIRSPACE

Supporters also point to the role RTS can play in conflict zones to guarantee the safety of flights and controllers. Also, having multiple controllers at a single facility supports co-ordination efforts and potentially leads to new efficiencies RTS also provides redundancy at larger airports. The availability of a contingency tower, for example, is clearly preferable to having to close down a facility.

It is this ability of RTS to permeate the bigger ATM picture – especially when it comes to safety – that is the cause of so much debate in the industry.

Changing operations “Remote tower services – if introduced on a wider scale – will change the way we operate”, says Álvaro Gammicchia, Technical Board Director at the European Cockpit Association (ECA).

“This means we need to think strategically and develop new common standards, recommended practices, and flight procedures to ensure safe and secure operations,” he

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Remote towers

continues. “For example, new methods for separation of aircraft and an airspace re-design might be necessary, as well as adequate contingency measures and procedures in case of hardware malfunction. Cyber security and protecting data transfers between aircraft and ground from hacking or viruses is another essential area of concern. All in all, we know that there are vast challenges, but there are also solutions.”

With around 75-80 percent of aircraft accidents being related to human error, Multiple RTS is especially prone to error, believes the ECA. Due to a fragmented situational awareness and the potential for significant differences in factors such as weather, “multiple RTS operation may negatively affect the controllers’ performance and lead to safety hazards” it notes in a position paper.

The biggest potential problem for RTS is hardware failure.

It can be as simple as a bug sat on a crucial camera (which has already been reported according to the ECA) or a complex system malfunction. Whatever the reason, adequate contingency plans have to be in place and in the case of RTS this could involve considerable expense. There is a danger that numerous airports become unserviceable immediately with no possible back up.

The ECA also argues against cross-border RTS for the moment. As RTS could be offered across State borders, it may open opportunities for providers to seek a different regulatory environment to that of the State where the airfield is based. This could mean RTS providers seek out more lenient regulations, which in turn would distort the market between RTS and normal on-site staffed airfields, and may affect the safety culture that is fundamental to ANSPs.

Cyber security is also a concern in this regard. With so much data transfer taking place in RTS, protecting that transfer becomes vital. Making cyber security a component in security management systems is therefore crucial. Reporting possible attacks must be mandatory and standardised.

With both multiple RTS and cross-border RTS, the ECA believes further work must be done on the possible consequences and the correct framework must be put in place. Overall, the ECA is particularly concerned that RTS shifts the operational risk towards pilots. This is especially notable given that airlines are trying to reduce fuel and ask pilots to take as little extra fuel as possible.

Airspace design and equipment must also be revised to accommodate RTS. Because the concept is reliant on data rather than visual cues (which is still the preferred method in ICAO regulations) it necessitates all aircraft having transponders to send the information required. Radar coverage and radar separation are intrinsic to RTS. New procedures will have to accompany the re-design. It needs to be determined to what extent pilots need to be aware they are flying to a remotely-controlled airfield. And care has to be taken not to overload ATCOs with too many data inputs, diluting focus on the flight.

Weather assessment will need to be revised too. Evaluating the runway surface and local conditions usually falls to ATCOs but in RTS this needs to be done by dedicated staff or extremely capable and reliable equipment.

Awaiting assessment According to the ECA, there are two particular areas of concern, from which it is withholding support pending further developments.

The ECA points out that there are no studies yet available on the long-term performance of RTS. Multiple RTS – where one remote facility controls several airfields – is a complete unknown as it is still to be implemented. The majority of controllers today have ratings for one tower and it is rare that an ATCO will need to operate two towers.

In a multiple RTS environment, ATCOs will need multiple ratings and will operate different towers on a daily basis. How that affects performance is critical to the success or otherwise of the RTS concept.

20 QUARTER 1 2015

AIRSPACE

Commenting on the ECA position, ECA President Nico Voorbach says: “Aviation is by definition a sector driven by ground-breaking technologies and constant innovation.

This is why we as pilots are always open-minded about new technologies and are willing to work together with industry to ensure RTS meets – and even improves – the safety of our flight operations. This is why we identified a number of areas where further work is needed to ensure that RTS operations do not pose safety risks and do not lose their attractiveness.”

RTS scenarios As it stands, there is no formally accepted definition of a remote tower nor are there standard and recommended practices (SARPs) in place. It is generally accepted though that there are three possible RTS scenarios: • Single Remote Tower: One ATCO is responsible for operations at one airport.

• Multiple Remote Tower: One ATCO is responsible for operations at more than one airport at the same time. This requires multiple ratings for each controller.

This concept is completely new compared with current operations.

• Contingency Tower: A contingency facility to be used when an airport tower is unserviceable for a short period of time.

It is worth noting that while RTS in theory allows for control of an airfield from any remote location, in practice it is likely that the remote tower will not be too far away to ensure technical reliability, most notably the speed and strength of signals.

AIRSPACE

QUARTER 1 2015 21

Letter from America

Better together Teri Bristol, Chief Operating Officer of the Federal Aviation Administration’s Air Traffic Organization, says sharing information ensures a superior outcome.

The second century of aviation is taking shape with the adoption of new satellite and data-based technologies. Aviation, however, remains a human-centered operation.

Technological innovation can only be successful insofar as we can effectively collaborate with all stakeholders.

This is one of the principles we had in mind when the FAA’s Air Traffic Organization inaugurated its Program Management Organization (PMO) three years ago. In setting up the PMO, we brought together 125 capital programs – previously housed in different offices – under one roof.

We knew that NextGen capabilities would rely on multiple programs, all of which need to be properly aligned. We needed a structure in which program acquisitions and management could be conducted more consistently, where program experts and all stakeholders could share best practices and lessons learned, and where we could better manage the interdependencies and interface issues between vital programs.

These principles would help to ensure that programs are delivered on time, within budget and embraced by the user community, including controllers, pilots and aircraft operators.

This approach has enabled us to make great progress toward completing 22 QUARTER 1 2015

AIRSPACE

NextGen’s foundational phase this past year. Through En Route Automation Modernization (ERAM), we’ve upgraded automation capabilities in 20 planned en-route centers.

We are in full production mode with automation upgrades in our key terminal facilities – a program titled Terminal Automation Modernization and Replacement. In March 2014, we completed the installation of 634 radios to serve as ground infrastructure for Automatic Dependent SurveillanceBroadcast (ADS-B).

We are also moving ahead with several other key NextGen programs, including Data Communications (Data Comm), NAS Voice System (NVS), and Time Based Flow Management (TBFM), to name a few.

Applying lessons learned One of the ways that ATO program experts share lessons learned is through bi-monthly program management reviews and PMO forums.

For instance, lessons learned from ERAM’s implementation were applied to TBFM. TBFM uses time-based scheduling capabilities that are applied in the departure, en-route, and arrival phases of flight. This way, we can more efficiently measure traffic, which will smooth out irregularities in flow and eliminate the bunching of aircraft.

ERAM program experts suggested the benefit of testing TBFM concepts in a “discovery site” before moving on to “key site” testing. Through discovery site testing, we are able to identify problems that could arise in the air navigation operations environment.

Ultimately, this extra step leads to more efficient implementation, because we are catching problems before we proceed with nationwide deployment.

But we do not just exchange ideas from in-house program experts. We work in collaboration with external stakeholders, including the user community. By getting their input early and often, we are better able to deliver a product that they will embrace. This level of collaboration is not always easy, but well worth it.

Take NVS, an effort to modernize the FAA’s voice communication capabilities.

Currently, we rely on ten different kinds of voice switches, many of which are becoming obsolete. With NVS, we will be able to transfer air traffic sectors within facilities, and between facilities, to better balance workload. NVS will also help ensure continuity of service, because surrounding facilities can pick up traffic in the event of an outage, as happened at the FAA’s Chicago en-route center in late 2014.

Working through our labor partner organizations, our workforce provide early input on NVS program requirements. The National Air Traffic

FedEx Captain John McCormick uses the Communication Management Unit that processes Data Comm messages.

Controllers Association gave us feedback on the touch entry display for controllers.

The Professional Aviation Safety Specialists, a group that represents our technical operations employees, gave us feedback on the maintenance work station – a computer that configures NVS to diagnose and fix problems.

The PMO also enables us to better manage the various interdependencies that exist between programs. Data Comm is a good example. Through Data Comm, controllers and pilots can exchange routine information through the exchange of digital data messages.

The Data Comm capability relies on the success of several major programs, including ERAM, Tower Data Link Services, FAA Telecommunications Infrastructure, Data Communications Network Services, and the Data Comm avionics equipage initiative.

With these initiatives housed in the same organization, we are better positioned to address the interface issues between them. All programs undergo the same risk and budget management process,

and experts receive a consistent set of training to enhance skills in contract negotiations, contract administration, project management, and earned value management. These efforts help keep interdependent programs in closer alignment with each other.

Consistency Our Data Comm departure clearance trials at Memphis and Newark airports are coming along very well. Each site is using Data Comm, 24 hours a day, seven days a week, to conduct as many as 80 operations a day. Our airline partners include United Airlines, FedEx, UPS, British Airways, Lufthansa, and Scandinavian Airlines.

This year, we will start key site testing at Salt Lake Tower, and two control towers in Houston – Bush Intercontinental and Hobby. We are on schedule for deployment at 56 airports starting in 2016, and at all of the FAA’s en-route control centers starting in 2019.

With the PMO in place, we are employing a consistent set of principles

and practices to all modernization initiatives, supporting a more effective deployment of NextGen. We are leveraging these efforts as we work with our international partners to achieve a global harmonization of air traffic technologies and procedures.

By working together as an industry, we will continue to make international aviation safer, more efficient and environmentally sustainable.

Our Data Comm departure clearance trials at Memphis and Newark airports are coming along very well.

Each site is using Data Comm, 24 hours a day, seven days a week, to conduct as many as 80 operations a day.

AIRSPACE

QUARTER 1 2015 23

PBN

Building blocks

The CANSO Performance-Based Navigation Best Practice Guide for ANSPs will assist in implementing essential performance-based navigation upgrades.

Performance-based navigation (PBN) is the building block for all future airspace systems. It is a vital part of the ICAO Global Air Navigation Plan as well as the Aviation System Block Upgrade roadmap. Both SESAR, the technological arm of the Single European Sky, and NextGen, the US ATM programme, view PBN as an essential component in improving safety, capacity and efficiency.

But this is not to say PBN can be implemented without hesitation. Each ANSP needs to make its business case.

There is cost involved and at first glance it may seem as if the majority of the benefits are enjoyed by the airspace user.

For an ANSP, however, there is more to PBN than simply providing a better service to airlines by allowing them to fly an optimised route profile. Controller workload is greatly reduced, for example, improving safety. And safety is further enhanced by a decreased reliance on tactical radar; a reduction in the complexity and variability of approach procedures; and a lower dependency on radiotelephony. The latter involves a reduction in incidents caused by hearing issues.

There are a number of other factors to consider as well, including the capability of aircraft using the system and whether or not is should be a phased implementation so that traditional and PBN procedures exist side-by-side.

ANSP costs can escalate if mixed-mode operations are employed for a significant time as two separate systems need to be maintained and ATCOs must be trained to handle mixed-mode and PBN-capable aircraft. And it may be that combining 24 QUARTER 1 2015

AIRSPACE

Credit: ICAO

experts and disseminate it across multiple channels in multiple format. The CANSO Guide is just one example of spreading the word.

ICAO’s PBN benefits model

conventional and PBN procedures into a single sequence reduces airport capacity.

Even the airspace design flexibility that PBN implies comes with a multitude of challenges. Local communities may need to be embraced, for example, if noise patterns change.

In 2012, the myriad facets of PBN implementation led CANSO to form a PBN subgroup with the aim of helping CANSO Members implement PBN. One of its first tasks was to survey members to ask for the key areas of concern. The top five were: knowledge; training; regulations; fleet equipage; and resources.

CANSO has followed up this finding with its Performance-Based Navigation Best Practice Guide for ANSPs to highlight global best practice in overcoming these challenges.

Knowledge and training PBN is a complex subject. Training in this particular aspect of ATM can be far more intensive than training in traditional procedures. It is therefore crucial to capture the knowledge of subject matter

If expertise is spread throughout the organisation and among all partners, the advantages and challenges in PBN will be clearly understood. Workshops and computer-based training should also be exploited to the full.

Less commonplace but crucial to advances in PBN is bringing both sides of the ATM equation to the table. So it is important that pilots and controllers train together whenever possible to increase the depth of understanding. A case in point is the Airways New Zealand/Mount Cook Airline relationship where the ANSP provided initial training support for the airline.

Regulations In general, civil aviation authorities are struggling to keep up with technological innovation, reports the CANSO PBN Best Practice Guide for ANSPs, meaning regulations can hold back the industry’s progress. The improvements fundamental to improving safety and efficiency in the modern aviation system need the relevant regulatory approvals in a timely manner.

Clouding the issue is the fact that early movers often adopt individual solutions that do not necessarily tally with the eventual ICAO recommendations.

ICAO has already set up guidelines for good PBN regulations, however, contained in State Letter AN 11/45 -07/22, Guidance Material for the Issuance of PBN Operational Approvals, Volume II of document 9613. This was endorsed at both the 36th (Resolution

A36/23) and 37th (Resolution A37/11) ICAO Assemblies. These resolutions call for each State to develop a PBN implementation plan.

This plan does not need to follow an exact formula but it is essential that the content aligns with international norms.

And while the plan is necessarily strategic in nature, it must be able to be tactically applied. Short, medium and long term milestones should be identified to provide a clear indication of expected performance levels and a benefits rationale must hold sway.

This is not just about governments and CAAs making top-down rulings. ANSPs must communicate their needs. They will particularly need to be aware of the impact of PBN regulation on surveillance terminal operations where operations are based on specific references to conventional procedures and navigational aids, such as instrument landing systems.

These need to be changed to allow the full benefits of PBN introduction.

The CANSO Guide makes several other recommendations concerning regulations.

While communication is key and Advisory Circulars need to provide guidance in a timely manner, the most important point is that the regulatory process should start early. Regulations take time – even more time than technological implementation – and must be considered at the outset for any innovations on the horizon.

In fact, knowing what the regulatory environment will be like gives investors confidence so it becomes an iterative process with each part of the development – technology and regulation – feeding into the other. Good examples of collaborative development include Australian CAOs 20.18 and 20.91,

negotiated over several years in the ASTRA forum – the Australian Strategic Air Traffic Management Group.

“Ultimately, good PBN will come from understanding the equipment, the structure of the airspace system and the requirements of the users,” says Kapri Kupper, Operations Programme Manager for CANSO. “That way, the regulations won’t be overly prescriptive. Air regulations primarily are about ensuring safe operations so it is in everybody’s interest to get them right.”

Fleet equipage It is absolutely vital that ANSPs understand the fleet equipage plans of airlines as any misconceptions would seriously undermine any airspace concept. A thorough knowledge of fleet equipage could save ANSPs valuable time and money.

Having operators at planning and implementation meetings is the easiest way to ensure accurate, up-to-date information. ANSPs can also identify equipage from ICAO Flight Plan information and from widely available industry data.

There can be different levels of equipage across airline fleets and even across aircraft types.

And it is also worth noting that airlines have to apply to use the equipment and so it is not just about having the equipment but also the right to use it.

And each country is unique. So while Australia has mandates for aircraft equipage, in the US equipage defines what procedures may be flown but does not necessarily guarantee entry into the airspace.

What is PBN? The Federal Aviation Administration defines PBN as “a framework for defining navigation performance requirements that can be applied to an air traffic route, instrument procedure or defined airspace.”

PBN encompasses both required navigation performance (RNP) and area navigation (RNAV) specifications and provides a basis for improved airspace design and traffic flow. PBN has the potential to provide operators with the opportunity to enhance safety, capacity and efficiency while reducing environmental impact.

This does not mean ANSPs should cater for the lowest common denominator – which in effect would penalise the modernisation of aircraft fleets. Rather, a balance must be sought between embracing a majority of users and pushing forward PBN use. The simplest method would be multiple routes with the most advantageous reserved for PBN-equipped aircraft.

Resources PBN implementation is carried out at the national level but there may be regional and international influences.

Coordination, particularly in regard to human resources, is therefore vital to progress and must be considered at the earliest stages of planning.

The CANSO Guide recommends installing a PBN “agent of change” from the start to push forward the project at every opportunity. PBN will involve different work assignments and rostering as well as changes in the way services are handled. It also necessitates a host of collaborative activities within the FIR and at regional and international level, not to mention constant dialogue with regulators. Maintaining momentum will therefore not be easy but is nonetheless crucial – and an agent of change could make all the difference.

Expertise will also be required across the board. Financial analysts will need to understand the complexity of the subject to prepare the business case, traffic simulations will need to be programmed for training and business case purposes and airspace and procedures will need to be redefined.

Overall, a culture of change needs to permeate throughout the ATM supply chain, from regulators to airspace users. And that change culture can only come from a thorough understanding of the challenges and benefits ahead.

Resources dedicated to education and communication will not be wasted.

“Multiple, small iterative steps will help ANSPs to celebrate successes at regular intervals and break down resistance to change,” says Kupper. “If implementation is broken down into manageable tasks then resource planning will be easier.”

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REMOTELY PILOTED AIRCRAFT

Integrating RPAS safely Airways’ Head of Policy, Standards and Safety Improvement, Mike Haines, discusses the New Zealand ANSP’s focus on safety in the face of the increasing popularity of remotely piloted aircraft systems.

From the very early days – be it remote controlled helicopters for children or fully-equipped survival technology – it was clear to us at Airways that we were going to see rapid growth in the use and potential of remotely piloted aircraft systems (RPAS).

Already, these clever little machines are becoming an increasingly common sight in New Zealand skies. They are a game changer for the New Zealand aviation system.

RPAS, or “drone”, technology is being harnessed throughout New Zealand for recreational and commercial use as well as for emergency and life-saving applications.

RPAS are used for a variety of roles in New Zealand, from inspecting electrical transmission lines in dangerous locations, to conducting trials for applying chemicals and fertiliser in agriculture, to undertaking Coastguard search and rescue operations at sea.

As an air navigation service provider, Airways has supported the RPAS industry through its rapid development in recent years. We believe that through facilitating the safe operations of these aircraft, we can help the industry to grow, with economic benefits for all New Zealanders.

The introduction of RPAS into airspace certainly has its challenges. However, Airways works in close collaboration with our partners and customers throughout the aviation industry to ensure the industry can continue to grow, safely and successfully.

Open dialogue and this collaborative approach have been the key to the safe development of the RPAS market in New Zealand, working professionally alongside aviation industry partners including the aviation safety regulator.

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Online RPAS portal In June 2014, Airways launched airshare.co.nz as an online portal for all RPAS users.

Developed in collaboration with government research entity Callaghan Innovation, the Civil Aviation Authority of New Zealand, and the industry body UAVNZ, airshare is a userfriendly website, which helps people to quickly discover where they can fly and what they need to know, including the civil aviation rules.

Ultimately, we want to remind people that they are responsible for operating their RPAS safely, and we are taking a leadership role in this space through airshare.

The airshare website also provides dynamic maps that highlight aerodromes and controlled airspace locations, and has a flight planning feature where operators can log their unmanned flights and interact with air traffic control to request access to controlled airspace.

“Airshare is like Expedia for small aircraft flights: it lets everyone know where you are and who to contact in your flight itinerary,” says Arturo Pelayo, an Innovation Consultant and Designer who attended the Royal Aeronautical Society’s Open Skies symposium on Remotely Piloted Aircraft Systems, held in New Zealand in January 2015.

Around 230 representatives from across the industry attended the symposium to discuss key issues facing the sector, including potential rule changes to improve regulation and increase safety.

This commitment from every sector has been critical in New Zealand’s early adoption of smart guidelines surrounding RPAS technology.

Credit: Airways

The airshare portal is an incredible resource for the awareness of airspace use.

“New Zealand is a shining beacon of vertical integration of all government agencies involved in airspace governance and its solution,” says Pelayo. “The airshare.co.nz portal is an incredible resource for the awareness of airspace use.”

We recognise that the increasing demand to fly RPAS in uncontrolled airspace requires our industry to work together at a far greater level than we have seen before. The information we receive from airshare helps our people apply their knowledge of processes and procedures in controlled airspace, and assists with information for RPAS operations in uncontrolled areas.

The airshare portal and the recent Open Skies symposium are excellent examples of Airways’ role in industry development, working with the aviation safety regulator to make sure that the rules are relevant and applicable across all users.

Rule review The New Zealand rules regarding the use of RPAS are being revised and updated, using a risk-based approach. The rule project will ensure RPAS rules are fit-for-purpose and provide appropriate regulation to ensure public safety. The rules will remain flexible enough to accommodate the potential range of RPAS applications and future developments.

been working closely with the CAA, to raise awareness for all users, even those recreational fliers who are unaware of their responsibilities.

Airshare provides the channel for far-reaching education campaigns, supporting the CAA’s public programme. With much of the new technology now having the ability to reach controlled airspace, this collaborative approach is critical to ensure that RPAS can be successfully integrated into airspace with other aircraft when appropriate.

New Zealand’s Associate Minister of Transport, Craig Foss agrees. Speaking at the Open Skies symposium, he commended airshare for providing information to users on the safe operation of remotely piloted aircraft.

“Education is an essential tool to ensure commercial and recreational users of remotely piloted aircraft are aware of their safety responsibilities,” he said.

The first global RPAS Symposium is being held in Montreal in late March 2015, hosted by ICAO. Airways will attend this event to collaborate with other States and ANSPs to establish a common regulatory framework worldwide for use when integrating RPAS into their airspace. We believe that widely-used portals, such as airshare, complete an important piece of this puzzle.

The rule project involves two phases. The first, interim step meets an immediate need. It will amend the current rules to accommodate current RPAS operations and establish a foundation for the future. The second phase will focus on developing a comprehensive rule framework to integrate RPAS with other airspace users, guided by ICAO Standards and Recommended Practices (SARPs).

Six months after its launch, airshare is widely supported, with registrations and flight requests growing rapidly. It is working, awareness is growing, and we believe that airshare is the platform to share our skies safely as the industry ventures into new territories – including the backyard aerodromes of even the smallest recreational pilot.

Safe RPAS operations are in the interests of all, from the largest commercial operators to the smallest backyard flyer. We have

Visit the airshare website www.airshare.co.nz or for further information contact Mike Haines, mike.haines@airways.co.nz AIRSPACE

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ATM Funding

Adding value to infrastructure

Investing in ATM would allow governments to reap the full benefits of aviation. But more must be done to get the message across.

Aviation is a facilitator of growth in the world economy and an important glue in social and cultural cohesion. The latest figures from the Air Transport Action Group, of which CANSO is a Board Member, put the industry’s economic contribution at $2.4 trillion. Additionally, aviation supports 58 million jobs and carries $6.4 trillion worth of goods. The knock-on effects if reliant industries such as tourism are included put even these impressive numbers in the shade.

Airlines and airports are visible components of this success story. Few politicians are unaware of the need for good airline services and a modern airport with ample capacity, even if they are sometimes slow in assisting these developments.

But air traffic management is another story. Not only does it suffer from a lack of funding but also it struggles to attain a discernible presence in the minds of politicians. ATM is fundamental to airline and airport operations but largely remains an invisible highway.

Building an advocacy plan CANSO Director General, Jeff Poole, says that the ATM sector has to work harder to get its funding message across to governments. He stresses that if the message fails to register in the minds of politicians, the problem resides as much with the industry as with governments.

“Many ANSPs have difficulty in adequately funding the modernisation and expansion of infrastructure,” he says. “But that just means we have to make a better business case. The onus is on us to convince governments of the strong benefits of ATM modernisation.”

One strategy is to begin advocacy long before any final negotiation arrives. If a government has a long-standing awareness of the issue and the arguments have been successfully and repeatedly communicated, positive decisions are that much easier to obtain. It is rarely the case that funding for a major infrastructure project is acquired following a oneoff presentation of the business case. Rather, it is constant advocacy that wins the day.

A recent example shows that the constant pressure of a conclusive business case can provide the funding required to improve the safety and efficiency of airspace. In Brazil, the World 28 QUARTER 1 2015

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Cup and Olympics have effectively provided a constant stream of communication about the need to upgrade the country’s facilities. The business case was solid and the government responded. A new air traffic control centre successfully guided the extra flights put on during the World Cup.

Expanding horizons While not every country will be able to fall back on major sporting events to support their upgrade plans, two elements of advocacy could make all the difference to ATM funding.

First, the wider effects of aviation are important. That means emphasising the industry’s economic impact and job creation benefits as well as its social impact.

Second, the industry must widen its audience horizons. A major ATM upgrade could combine several different facets of government, not all of them directly related to transport.

Finance ministers are an obvious example, but often a foreign affairs representative may be needed to guide discussions on a regional level or an environment minister may need to be persuaded of the green credentials of a project.

“Every step the ATM industry takes to improve performance also has an environmental benefit,” adds Poole.

“Enhancements such as performance-based navigation and continuous descent and climb operations result in reduced emissions and often lower noise as well,” he adds. “Our task is to communicate the environmental benefits of ATM investments to decision-makers. So why not get environment ministers onside?”

Making the business case As the Brazil case highlights, constant advocacy must be supported by a water-tight business case. Every case will have its own specifics but a few fundamentals are clear.

For a start, if revenues generated by the civil aviation sector are re-invested in the sector then future funding will be more straightforward. So a note of the revenues earned to date and the revenue potential of a future project will help solidify an argument in these cost-conscious times. No business case will survive without a rigorous cost-benefit analysis.

Just as with advocacy, ANSPs must also get used to expanding the boundaries of the business case. “Regional cooperation and integration should be explored as the best way to secure cost-effective investments and achieve better returns,” says Poole.

The CANSO Director General accepts that the organisation has an important role to play in this regard. It is, for example, helping ANSPs by providing expertise in and understanding of the Aviation System Block Upgrade programme, ICAO’s technology roadmap. “CANSO is working with ANSPs as an effective and knowledgeable partner to transform airspace,” he says. “In turn, this helps governments prioritise and invest wisely.”

Assistance can come from other stakeholders too. If an airline or airport is to realise the potential in its investments then it should support ATM infrastructure upgrades. An airport, for instance, may find its battle to improve capacity on the ground count for nothing if the skies above remain congested. A beautiful new terminal will only pay its way if there are enough passengers using it.

Testing the waters Some governments have got the message and are investing.

Latin America, where air traffic is growing strongly and governments are slowly realising the positive catalytic effects of the industry, provides a good test bed for the current funding environment.

Private finance Obtaining funding is not always about going to a government cap in hand. NATS in the United Kingdom is part privatised and as such has access to private capital. It generates its income entirely from charges to customers and has consistently made a profit in recent years with revenues and assets also rising.

The last injection of public funds followed the collapse of air traffic in the wake of 9/11. NATS Services Limited competes for contracts and works with a number of other leading service providers.

Aviation’s contribution to the global economy is $2.4 trillion and the industry supports 58 million jobs.

Peru, Panama and Santo Domingo have each invested in a new Air Traffic Control Centre (ACC) while Mexico continues to upgrade its ACCs and other equipment. Meanwhile, Brazil is working on the implementation of the second phase of its SIRIUS programme, improving approach and departure tracks throughout the country.

In Argentina ILS improvements have received funding and in Ecuador there is a new training facility and an ATC virtual simulator. Colombia is working with Airbus Prosky on a new ATFM system. Trinidad and Tobago as well as Haiti is working on its airspace redesign.

“The investments mentioned are quite significant for the ANSPs,” says Javier Vanegas, CANSO Director, Latin America and Caribbean Affairs. “It’s rare that they get to invest several millions of dollars so the funding is very welcome. They are training their staff to utilise the new equipment and doing further training to meet the increase in demand.”

More budget still needs to be made available though. “We need to persuade States to allow ANSPs to invest in staff,” says Vanegas. “In other words, they need set up a plan to replace those who are retiring and hire more air traffic controllers, engineers, meteorologist, and the like.”

Vanegas also says that more collaborative efforts will be made to drive home the funding message to States through a concerted advocacy campaign across the region.

“We can’t let up because given the growth of air traffic there will be a constant demand for more staff and better technology,” Vanegas concludes. “Everybody wins in the end. ATM will improve, airlines will get a better service, passengers and businesses will be happier and the government will see the substantial increase in GDP that aviation inevitably generates.”

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la ops event Gears up soon!

Fast approaching: Ops Conference lands in Los Angeles, CA, April 13-15, 2015.

Join stakeholders from across the aviation value chain for Critical Path: Pivotal Changes in Safety and Operations.

Monday, april 13

Tuesday, april 14

Wednesday, april 15

Attend 2 out of 6 workshops offering practical skills and insights needed in Aviation Operations.

Get updated on aircraft tracking, reducing operational risk, global ATM harmonization and interoperability, and more.

See key themes come together in “The Critical Path – Approach, Landing and Go-Arounds”.

don’t miss the aviation ops event of the year!

www.iata.org/ops-conference

Solar Impulse

Around the world in 25 days Image credit: Solar Impulse

The Solar Impulse project details plans for its global flight.

Solar Impulse will leave on its round-the-world-flight later this year.

The Solar Impulse project has announced the route of its round-the-world flight using only solar power. It will land in 12 locations across the world and travel 35,000km in the first attempt to fly around the globe without using a drop of fuel.

The route includes stops in Muscat, Oman; Ahmedabad and Varanasi, India; Mandalay, Myanmar; and Chongqing and Nanjing, China. After crossing the Pacific Ocean via Hawaii, Si2 will fly across the Continental US stopping in Phoenix, and New York City (JFK Airport).

Solar Impulse 2 (Si2) will take-off from Abu Dhabi in late February or early March and return by late July or early August 2015.

A location in the Midwest will be decided dependent on weather conditions. After crossing the Atlantic, the final legs include a stop-over in Southern Europe or North Africa before arriving back in Abu Dhabi.

Mission control The Monaco Control Center (MCC), which will act as Mission Control for the Solar Impulse round-the-world flight, has officially opened. It is being housed in Monaco at the Rainier III Auditorium and Congress Center.

Over 40 people will work at the facility that has been specifically fitted out for the Solar Impulse adventure.

The MCC will play a key role in the implementation and execution of the project. It will collect and process all the information necessary to configure the flights, follow the aircraft’s battery level indicators, guide the pilots with their itinerary and stay in permanent contact with them via satellite communication.

“The MCC is where the decisions will be made for the departure and routes of each stage,” says André Borschberg.

The first round-the-world solar adventure will span approximately 25 flight days, spread over 5 months, and cover approximately 35,000km at speeds of between 50 and 100 km/h.

“With our attempt to complete the first solar powered round-the-world flight, we want to demonstrate that clean technology and renewable energy can achieve the impossible,” declared Bertrand Piccard, Chairman of Solar Impulse and one of the pilots.

“We want youth, leaders, organizations and policymakers to understand that what Solar Impulse can achieve in the air, everyone can accomplish here on the ground in their everyday lives,” said André Borschberg, co-founder of the project and also a pilot.

A crew of 80 technicians, engineers and a communications team have been in Abu Dhabi since January to prepare for the flight.

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ATM NEWS ICAO High-Level Safety Conference considers flight tracking and conflict zone risks States and aviation industry representatives, including CANSO, participated in the ICAO High Level Safety Conference (HLSC) in Montreal to review the work of the two task forces set up following the losses of MH370 (global aircraft tracking TF) and MH17 (risks to civil aviation arising from conflict zones TF), and make recommendations.

States recommended a new performance-based standard for tracking aircraft every 15 minutes or less, using available technologies and procedures. This is an important first step in advance of the future implementation of the more comprehensive ICAO Global Aeronautical Distress and Safety System (GADSS), which calls for global aircraft tracking over the long-term, covering normal, abnormal and distress conditions.

joint initiative on cyber security CANSO signed a Statement of Cooperation on Cyber Security with ICAO, ACI, IATA and ICCAIA, which will ensure a common and united approach to tackle this threat.

Signatories will share critical information such as threat identification, risk assessments and cybersecurity best practices.

They will also encourage co-ordination at the State level between their respective government and industry stakeholders on all cyber security strategies, policies and plans.

improvING safety management systems CANSO has published the CANSO Safety Management System Implementation Guide, which will make a major contribution to improving safety across the ATM industry.

The work to implement safety management systems is one of five priority areas on which

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CANSO will work with ICAO, States and industry partners to improve safety in air traffic management, the others being to: reduce runway incursions and excursions; improve incident reporting by protecting sources of information; establish globally harmonised safety performance indicators; and improve the exchange of safety information and data across the air transport industry.

securING the benefits of improved ATM performance in Latin America and the Caribbean

Credit: ICAO

States also confirmed support for the establishment of a centralised, global information capability to be hosted by ICAO, which States can use to populate with relevant risk assessment information related to conflict zones, thereby making that information promptly available to other States, ANSPs and airlines. of the importance of investing in ATM infrastructure; using the opportunities offered by the implementation of ASBUs to modernise and upgrade ATM in the region and in particular make progress in implementing PBN; and further strengthen the partnership with ICAO, States and industry colleagues.

GCAA launches major en-Route and flow management initiative with Airbus ProSky

CANSO urged States to facilitate the economic benefits that rapid growth in air traffic is bringing to Latin America and the Caribbean.

The General Civil Aviation Authority has selected Airbus ProSky to develop a conceptual design for the UAE en-route airspace.

The agreement includes a collaborative air traffic flow management study and operational trial.

CANSO called for a focus on three areas to secure the benefits of improved ATM performance: talking more to the real decision-makers about the economic benefits of aviation and convincing them

The output will result in a concept of operations specific to the UAE environment. It will leverage capabilities as they are deployed as part of ICAO’s Block Upgrades and will accommodate the transition

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to a full performancebased navigation airspace environment.

Airbus ProSky and its SESAR JU partners launch RISE Project Airbus ProSky and its partners announced the ‘kick-off’ of the RISE Project (RNP Implementation Synchronized in Europe), which will enhance safety, improve flight efficiency and airport accessibility.

The project will implement performance-based navigation (PBN) procedures at eight airports in southern Europe.

Led and co-financed by SESAR Joint Undertaking, the project also includes four ANSPs – DCA Cyprus, NAV Portugal, DSNA, HCAA – and three airline operators – Air France, Novair and TAP Portugal.

These partners will conduct over 160 flight trials, demonstrating a range of PBN procedures, such as required navigation performance (RNP) approach, RNP arrival, visual RNAV, and RNP to instrument landing system procedures.

Airservices has a network of 75 ADS-B ground receiver stations to support 99 percent of all jet passenger flights using the technology.

Credit: NATS

Approximately 60 percent of all instrument flight rules (IFR) aircraft flights are ADS-B equipped.

NATS and NAV CANADA improve flight efficiency across North Atlantic An innovative and shared oceanic air traffic control system with enhanced features has been implemented at NATS Control Centre in Prestwick, Scotland and NAV CANADA’s Control Centre in Gander, Newfoundland. It will assist controllers as they direct aircraft across the North Atlantic, the busiest oceanic airspace in the world. The Gander Automated Air Traffic System enables controllers in Prestwick and Gander to exchange messages with advanced automation, allowing improved

co-ordination between the centres.

Airservices marks decade of satellite surveillance technology Airservices has celebrated ten years of automatic dependent surveillance broadcast (ADS-B) technology for the safe and efficient separation of aircraft in Australia’s airspace, predominantly in remote areas where there is no conventional radar coverage.

Airservices has since become the first in the world to commission a continentwide ADS-B system. Today,

Chicago Convention 70th Anniversary marked by award to CANSO for contribution to aviation

Credit: Dominique Hymans GFDL

During events to celebrate the 70th anniversary of the Chicago Convention, CANSO’s significant contribution to the aviation industry was recognised by it receiving the Centennial Air Transport Award from Hermes Air Transport Club.

Signing the Chicago Convention in 1944.

The Civil Aviation Safety Authority has mandated the fitment of ADS-B equipment in all IFR aircraft flying in Australia’s airspace, at all altitudes, by 2 February 2017.

Significant savings on European flight routes In a joint project, DFS Deutsche Flugsicherung, EUROCONTROL and Lufthansa have expanded the network of cross-border routes to create a large-scale free route airspace over Belgium, most of Germany, Luxembourg and the Netherlands.

The Free Route Airspace Maastricht and Karlsruhe (FRAMaK) project will save airlines an estimated 1.5 million nautical miles, 9,000 tonnes of fuel and 30,000 tonnes of CO2 annually.

Groundbreaking collaboration appointed to transform Europe’s airspace The European Commission has appointed the SESAR Deployment Alliance to the role of SESAR Deployment Manager.

In this role, the Alliance will plan and co-ordinate a wholesale modernisation of European airspace, making it fit for the 21st Century.

It will ensure that new technologies and solutions that have already been tested and validated through the SESAR Joint Undertaking are delivered into everyday operations across Europe, delivering significant benefits to airspace users and the environment.

100 Years of Commercial Aviation KOSTAS IATROU

Dutch Air Traffic Control first to publish safety performance results LVNL will publish general information about the safety of its operations on its website (www.lvnl.nl). The website will feature information on incidents, covering causes and effects as well as the measures taken to reduce the risk of similar incidents occurring in the future.

The site also provides a variety of statistics that show the influence of an incident on the overall safety performance of LVNL.

PUBLISHED BY:

IN PARTNERSHIP WITH:

SPONSORED BY:

‘100 Years of Commercial Aviation’ launched The Hermes Air Transport Club published 100 Years of Commercial Aviation, a commemorative book highlighting milestones in air transport.

This book was sponsored by SITA and written in partnership with ICAO, ACI, CANSO and IATA. It is available as a free e-book.

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In association with civil air navigation services organisationon

MITRE

Comprehensive and Integrated Training

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

Visit us at World ATM Congress Madrid Booth #571 More Information and Registrations at http://mai.mitrecaasd.org 34 QUARTER 1 2014

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civil air navigation services organisation

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