Airspace Issue 29 - Quarter 2, 2015

journal of the civil air navigation services organisation

ISSUE 29 QUARTER 2 2015

STRENGTHENING AIR TRAFFIC MANAGEMENT journal of the civil air navigation services organisation

ATNS’ culture of sustainability Space regulation efforts Aircraft tracking PLUS: Major interviews with Spain’s Minister of Transport, Dominican Republic and Vietnam ANSPs, best practice in performance-based navigation, air traffic flow management trial and the latest news

TRAFFIC JAM AHEAD. PLAN ACCORDINGLY.

Transforming the air traffic management (ATM) system is essential for improving safety, efficiency and the environment around the globe.

Boeing is fully committed and uniquely qualified to help make ATM transformation a reality. It’s the right time and Boeing is the right partner.

CONTENTS ISSUE 29 QUARTER 2 2015

services organisation journal of the civil air navigation

STRENGTHENING AIR TRAFFIC MANAGEMENT services organisation journal of the civil air navigation

ATNS’ culture of sustainability Space regulation efforts

Aircraft tracking

Minister of Transport, Dominican PLUS: Major interviews with Spain’s practice in performance-based Republic and Vietnam ANSPs, best nt trial and the latest news navigation, air traffic flow manageme

Front Cover: ©aarstudio

Airspace No. 29 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.

IN THIS ISSUE Director General

Letter from America

5 Jeff Poole looks ahead to the CANSO Global ATM Summit and AGM and outlines the work being done to strengthen air traffic management.

20 Teri Bristol, Chief Operating Officer of the Federal Aviation Administration’s Air Traffic Organization, says teamwork smoothed the progress of a major automation project.

SPOTLIGHT: ATNS

TRACKING

6 Thabani Mthiyane, ATNS CEO and CANSO Africa Region Chair, describes the extensive work being done by the African ANSP to align with global best practice.

22 The industry response to the challenge of tracking commercial aircraft has been swift.

FOCUS ON SPAIN

FOCUS ON VIETNAM

10 Ana María Pastor Julián, Spain’s Minister of Transport and Public Works, says the country is committed to the modernisation of European airspace.

26 Dr. Pham Viet Dzung, Director General, Vietnam Air Traffic Management Corporation says the country is working hard to cope with the rapid growth in air traffic.

FOCUS ON DOMINICAN REPUBLIC 12 Understanding and integrating the strategies of all stakeholders is the basis for quality services, says Dr. Alejandro Herrera, Director General of the Dominican Institute of Civil Aviation.

SPACE REGULATIONS 14 With commercial space flight drawing ever nearer, the need for space regulations is becoming urgent.

Air Traffic Flow Management 18 Peter Cabooter, Vice President of Customer Affairs for Airbus ProSky, describes an air traffic flow management trial in Asia Pacific.

FLIGHT PLANS 28 Resolving discrepancies in flight plans will create a major improvement in airspace optimisation.

Performance-based Navigation 30 Avinor’s Pål Hengebøl, Environmental Manager, Flight Operational Matters, and Olav Mosvold Larsen, Senior Executive Advisor, explain how curved approaches have assisted Oslo’s Point Merge system.

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

Micilia AlbertusVerboom Chair, LAC3 and Director General DC-ANSP

Miroslav Bartos

Chair, EC3 and CEO LPS SR š. p.

Teri Bristol

Member at Large and Chief Operating Officer FAA ATO

Rudy Kellar

Member at Large and Executive Vice President NAV CANADA

© Copyright CANSO 2015

Thabani Mthiyane

Chair, AFC3 and CEO ATNS civil air navigation services organisation

Ed Sims

Member at Large and CEO Airways New Zealand

Marc Viggiano

Associate Member Representative and President Emeritus Saab Sensis Corporation

AIRSPACE

QUARTER 2 2015 3

NAVCANatm is a subsidiary of NAV CANADA

FROM THE DIRECTOR GENERAL

civil air navigation services organisation

I am particularly pleased to be writing this foreword as the theme of the CANSO Global ATM Summit is ‘Strengthening Air Traffic Management’ and this edition of Airspace reflects the excellent work that CANSO Members are doing to achieve this.

In Africa, ATNS, the host for this year’s Summit and AGM, is implementing the Aviation System Block Upgrades, with a particular focus on performance-based navigation (PBN). Spain’s Transport Minister talks about how ENAIRE has introduced efficiencies that saved 3.2 million nautical miles and 111,000 tonnes of CO2; and reduced en-route delays 80% between 2011 and 2014. The Dominican Institute for Civil Aviation is strengthening ATM with a new automated air control centre; is 80% complete in its implementation of PBN; and plans to implement air traffic flow management (ATFM).

Vietnam ATM Corporation looks at the challenges for ATM of 12% annual growth in air traffic and how the Vietnamese Government is meeting the challenge by investing heavily in infrastructure to upgrade the ATM system, optimise the airspace organisation and improve ATC procedures at airports to boost capacity. And in the regular ‘Letter from America’ we hear about how FAA’s deployment of En Route Automation Modernization (ERAM) has increased capacity and improved efficiency.

Working across borders to harmonise airspace is one of CANSO’s highest priorities. In Asia Pacific a number of ANSPs have joined forces to develop and trial a multi-nodal cross-border air traffic flow management system under the guidance of CANSO, IATA, ICAO and Airbus ProSky. This will enable ANSPs to predict future traffic demand more accurately and identify capacity challenges allowing managers to take actions to ensure traffic flow is as efficient as possible.

PBN is ICAO’s highest air navigation priority and is also a high priority for CANSO. We look at one example of how an ANSP is implementing PBN. In Norway, Avinor shares its experiences and learnings in implementing curved PBN approaches, saving fuel, reducing emissions and minimising noise.

We also report on the work that CANSO has been doing to mitigate the discrepancies when a plane crosses from one flight information region (FIR) to the next. We analyse current problems with flight plans: inconsistencies in content requirements; and errors in transmitting and processing flight plans. Improving the quality of flight plans received by ANSPs would enable controllers to reduce real-time flight plan mitigation duties and focus on tasks such as providing safe separation of aircraft, issuing advisories, disseminating weather information and imminent new duties to implement the ICAO recommendations on flight tracking as a result of the loss of Flight MH370.

We examine what these recommendations mean for ATM and some of the solutions including ADS-C, space based ADS-B and SITA’s Flight Tracker.

All of these developments contribute to strengthening ATM within its current parameters up to 20km above the earth’s surface, but with commercial space flight drawing ever closer, States need to determine responsibility and regulations for the 80km gap up to 100km, where The United Nations Office for Outer Space Affairs (OOSA) takes over. There are many unanswered questions that we discuss and it also provides potential new opportunities for ANSPs. I hope to see many of you in Durban for the CANSO AGM as well as the Global ATM Summit, which will look at four aspects of strengthening ATM: economics, technology, infrastructure and regulation. Importantly, the Summit will focus on what is being achieved in ATM today, including the examples above, and the lessons for us.

Jeff Poole CANSO Director General

AIRSPACE

QUARTER 2 2015 5

SPOTLIGHT: ATNS

A culture of sustainability

Thabani Mthiyane, ATNS CEO and CANSO Africa Region Chair, describes the extensive work being done by the African ANSP to align with global best practice.

ATNS is a state-owned company, established in 1993 under the terms of the ATNS Company Act (Act 45 of 1993) to provide air traffic management solutions and associated services on behalf of South Africa. These services accord with ICAO standards and recommended practices and the South African Civil Aviation Regulations and Technical Standards.

As an air navigation services provider, ATNS is governed by the nation’s legislative and administrative framework. It is also a commercialised ANSP operating on the “user pays” principle that relies on current revenues and debt funding for its operational and capital expenditure requirements.

As such, we recognise that our excellence in business can only be appreciated and valued when we ensure long-term financial, social and environmental sustainability and acknowledge the interdependence and cyclical nature of our strategic decisions, operational practices and tactical impacts.

Caring for the environment ATNS’ sustainability strategy focuses on operational sustainability as well as on the implications of environmental sustainability and climate change legislation and regulation on customers and the wider aviation industry.

But greater awareness and regulation of the environmental impact of air transport provides ATNS with a long-term opportunity to include sustainability strategies in the delivery its portfolio of products and services to the continent. It will also help us to lead the way in promoting ethical, sustainable commercial practices in the airspace management sector.

We have prioritised environmental sustainability by minimising our carbon footprint and by introducing strategies to manage and preserve scarce resources. We further seek to help our stakeholders to minimise their environmental impact on their operations through flight efficiency programmes and other leading practice initiatives.

When designing these procedures to reduce aircraft CO2, ATNS also takes the following into consideration as required 6 QUARTER 2 2015

AIRSPACE

Credit: ATNS

It is a tough challenge as the air transport industry is constantly evolving, with new mega partnerships and global alliances forming.

by National Environmental Management Act (NEMA) and civil aviation regulations: the noise footprint, national heritage sites, and noise sensitive areas such as hospitals, schools, and religious areas.

There is much else on the ATNS agenda. Our performancebased navigation programme is focused on the optimisation of gate-to-gate operations while water usage and waste management – big issues in Africa – will be accelerated through specialised internal programmes in the new financial year.

Credit: ATNS

ATNS’ performance-based navigation programme is focused on the optimisation of gate-to-gate operations.

ATNS is an active participant in numerous industry initiatives that advance sustainability leadership and responsible business practices, both in South Africa and in the global context.

Through our Shareholder, the Department of Transport, we are mandated to align with the United Nations Global Compact.

Meanwhile, the first ATNS Carbon Emission Inventory and footprint has been calculated using best practice methodology.

A carbon inventory for an organisation involves accounting for all greenhouse gas (GHG) emissions released as a result of the operations of the organisation.

Further, ATNS is one of the founding members of the Indian Ocean Strategic Partnership to Reduce Emissions (INSPIRE), a collaboration of airlines, ANSPs and airport partners to identify meaningful ways to reduce the aviation sector’s adverse impacts on the environment. The INSPIRE partnership is intended to be a cooperative network of partners and peer organisations across the Arabian Sea and Indian Ocean region dedicated to improving the efficiency and sustainability of aviation.

In line with international leading practice, the calculation of a carbon inventory was done in accordance with the GHG Protocol Corporate Standard. The results of this carbon inventory will act as a baseline against which future ATNS carbon footprints will be benchmarked.

Our performance-based navigation programme is focused on the optimisation of gate-to-gate operations while water usage and waste management – big issues in Africa – will be accelerated through specialised internal programmes in the new financial year.

Business offerings In other areas of sustainability, we have strengthened our finances by remaining globally competitive and regionally innovative.

Our social sustainability imperatives relate to our employees, our customers – and their customers – and the many varying communities impacted by our operations.

Within the business, we aim to create a transformative organisation, with a skilled and capable employee base.

We promote a culture of safety and the philosophy of ‘zero harm to self, others and the environment’; and we aim to lead by example by aligning with local, regional and global regulatory frameworks for our commercial, social and environmental practices.

AIRSPACE

QUARTER 2 2015 7

345°

0°

15°

30 °

0° 33 SWR86 HB-JHA A333 FL180-020 403KT LSZH-CYUL

31 5°

SPACE-BASED ADS-B AAL47 N755AN B772 FL379 433 KT EGll-KORD

SWR86 HB-JHA A333 FL180-020 403KT LSZH-CYUL

ELY225 360=360 0431H AC6 TIGRA

90°

270°

75°

285°

AIZ911 300=300 0467M AC6 TIGRA

° 60

30 0°

SWR86 HB-JHA A333 FL180-020 403KT LSZH-CYUL

° 45

SWR86 HB-JHA A333 FL180-020 403KT LSZH-CYUL

ELY225 360=360 0431H AC6 TIGRA

AEE344 043A O3O 0176M TWR GAV

ACA857 C-FIVS B773 FL360 422KT EGLL-CYYZ

12 0°

0° 24

255°

SWR86 HB-JHA A333 FL180-020 403KT LSZH-CYUL

AAL47 N755AN B772

13 5°

5° 22

KT Imagine extending FL379 the433safety and operational benefits of surveillance AAL47 EGll-KORD N755AN B772 FL379the 433 KT planet, without the and the cost benefits of ADS-B to every FIR on EGll-KORD investment costs and physical maintenance of ground infrastructure.

180°

195°

8 QUARTER 2 2015

165°

21 0°

Investors Partners Innovators

0° 15

Globally operational in 2018.

Visit www.aireon.com to discover the future of global aviation.

AIRSPACE

105°

MAKING GLOBAL AIR TRAFFIC SURVEILLANCE A POWERFUL REALITY EIN125 EI-ELA A333 FL380 405KT EIDW-KORD

SPOTLIGHT: ATNS Our overall sustainability framework is guided by the regulations and declarations that govern our day-to-day work.

Teaching the future

ATNS continues to foster its alliance with the University of Pretoria’s Department of Electrical Engineering and Computer Systems in the areas of wireless communication. This initiative aims to build capacity and create learning opportunities for both undergraduate and postgraduate engineering students who come from historically disadvantaged backgrounds.

Opportunities are created through the Graduate Engineering Training Programme, vacation work and bursary sponsorship.

The students have the opportunity to further their knowledge and studies through ATNS’ contribution, and the alliance is formed on the basis that reciprocally, students will conduct

Welcome to Durban A warm welcome to Durban. One of South Africa’s most popular holiday destinations, Durban lies at the heart of the east coast and is the ideal springboard from which to access the many attractions of KwaZulu Natal Province.

Originally built as a colonial port, Durban has since grown into a flourishing multi-cultural city, most noted for its large Indian and Zulu populations.

A Durban holiday can be enjoyed at any time of year. It is hottest and busiest over the December and January holiday season but its sub-tropical climate means that Durban is a year-round destination, and especially pleasant during winter. While Cape Town and Johannesburg shiver from June to August, Durban has people swimming and surfing on its city beaches.

Credit: Grant Duncan-Smith

Training will play an important role in creating awareness of, and competency in, sustainability best practices.

Training plays an important role in sustainability best practices.

ATNS-identified projects that will yield commercial or operational outcomes for the benefit of the aviation industry.

To this end, a number of completed projects have been identified to be commercialised and are currently under review for industrialisation.

In addition, the Aviation Training Academy (ATA), a division of ATNS SOC Ltd, is fully accredited by the University of Johannesburg to offer experiential learning programmes in Electrical Engineering (Electronic) Level I & II; and Computer Systems Engineering Level I & II.

External alignment To help ensure ATNS’ strategy meets its objectives, care is taken to ensure the organisation aligns with several external economic, environmental, and social initiatives. The ATNS Roadmap has been reviewed during the 2014/15 financial year and will include ICAO Aviation System Block Upgrades (ASBU), for example.

ATNS is also a founding member of CANSO in Africa and plays a leading role on the African continent by hosting the CANSO Africa Region Office and collaborating with other entities regionally and globally in ICAO, IATA, and other industry networks and associations.

Credit: ©michaeljung

In addition to the aforementioned enabler programmes, ATNS’ Infrastructure Investment Strategy and Capital Expenditure Plans are key enablers of the Company’s material economic drivers. ATNS’ infrastructure development is informed by regulatory requirements at a global level, enabling new technologies and addressing the needs of the air traffic management community.

Durban will host the CANSO Global ATM Summit and 19th AGM and Africa Conference.

With the current economic challenges – and airlines facing even greater pressures on financial performance – ATNS has adopted the approach of developing business cases for capital expenditure projects. The business case approach has been a useful tool to prioritise projects in line with industry requirements.

AIRSPACE

QUARTER 2 2015 9

FOCUS ON SPAIN

Committed to improvement Ana María Pastor Julián, Spain’s Minister of Transport and Public Works, says the country is committed to the modernisation of European airspace.

Air transport is a key strategic sector for any country. But in Spain’s case, this relevance is, if possible, even more important. In part this is due to our geographical location, which means we manage air traffic coming from and going to four continents (Europe, America, Asia and Africa). In addition, Spain is the main gateway for flights to/from South America and is the third largest tourist destination worldwide in the number of arrivals.

In 2014, Spain beat previous records with 65 million international visitors, 7.1% more than in 2013. If we take into account that 8 out of every 10 international passengers come in and out of Spain via an airport, we understand why AENA’s airport network had an exceptional year, with 195.9 million passengers, 1.8 million aircraft operations, and 685,000 tonnes of merchandise. There is every indication that these figures will be beaten in 2015.

A step forward None of this would be possible without an air navigation service provider such as ENAIRE. Fourth in European ranking by the number of flights, ENAIRE manages a complex airspace of 2.2 million square kilometres, including both a continental and an oceanic area.

In 2014, they controlled 1.7 million movements, 4% more than in 2013. And in the first two months of 2015, the traffic controlled

by ENAIRE grew 2.8%, equating to almost 6,000 more flights than in the same period in 2014.

Both at ENAIRE and at AENA, we have made an effort over the past three years to improve efficiency and financial sustainability. In the case of ENAIRE, this step forward – taken from a management, cost-savings and air traffic growth perspective – has allowed us to go from having the highest air navigation rates in Europe to becoming the provider with the second lowest rate in the five main European countries by air traffic volume (only slightly behind France). And in the case of AENA, it means we have frozen rates until 2025.

At the Ministry of Development, we are aware of the interdependency between all links that make up the value chain in air transportation. This forces us to contribute to the proper development of air companies operating in our airspace and at our airports, providing the best infrastructure and the best services at the most competitive prices.

10 QUARTER 2 2015

AIRSPACE

To give you an idea, the airspace efficiency plan applied at ENAIRE during the 2012-2014 period saved 3.2 million nautical miles in distance flown and 111,000 tonnes of CO2 from being emitted. Congratulations are in order for the president of ENAIRE, congratulations to the entire management team, and to all the professionals providing their services at ENAIRE, for the excellent work that they have done.

What is more, we are especially satisfied with our progress on punctuality, an important topic both from an operational point of view and from the perspective of quality services provided to the end client. Between 2011 and 2014, en route delays in Spain decreased 80%.

Sharing know-how For the professionals working at ENAIRE, it is very clear that managing air navigation means renewing our unconditional commitment to the continual improvement process. This means

taking an active role in all cutting-edge initiatives involved in the challenge that is the evolution of the ATM system, and sharing contributions from different countries in light of the challenge represented by the Single European Sky. In this regard, ENAIRE proposes to continue playing an important role in carrying out the SESAR 2020 Programme.

In other words, in defining the future European air traffic management system.

Precisely, with its participation in SESAR and other European programmes, ENAIRE is preparing the way for the future implementation of new concepts based on satellite navigation, such as EGNOS and GALILEO. This commitment has received recognition as ENAIRE has been entrusted with the presidency of the A6 Group, which brings together main European providers in the air navigation service.

This is about sharing the best of each one of the partners, so as to define, between all of us, the procedures and optimum operational methods that lead to an improvement in safety and capacity in airspace.

We are proposing to not only share costs but also to share know-how, so as to be able to mutually make profitable the synergies and benefits that shall surely arise from this collaborative experience.

Safety, efficiency, punctuality, innovation, sustainability and excellence need to continue to be the roadmap for the European air navigation strategy for all of us.

Let’s look for those smart solutions together, so we can take on current and future navigation challenges.

Credit: ENAIRE

The main air navigation service providers from Germany, the United Kingdom, Holland and Spain (DFS, NATS, LVNL and ENAIRE) have signed a collaboration agreement to make smart solutions possible, beginning with the Controller Work Post.

Signing this agreement is one more step forward on a journey we have decided to take together by designing and developing a common, interoperable system that meets the requirements stemming from the Single Sky strategy for all air navigation service providers in Europe.

Spain is the main gateway for flights to and from South America.

AIRSPACE

QUARTER 2 2015 11

FOCUS ON Dominican Republic

Knowing me, knowing you

Understanding and integrating the strategies of all stakeholders is the basis for quality services, says Dr. Alejandro Herrera, Director General of the Dominican Institute of Civil Aviation.

What difference has the new air control centre (ACC), which opened in December 2013, made to your day-to-day operations?

The main difference is that the new ACC is completely automated. It gives us the tools to co-ordinate without voice – known as the Silence Coordination Concept – as well as radar signal processing, including Mode S. The new ACC also has the capability to receive and process different types of advanced surveillance sensors, such as Automatic Dependent Surveillance (ADS-B, ADS-C), Multilateration and Controller-Pilot Data Link Communication.

These associated systems give us greater efficiency and allow us to segregate and optimise duties. Since more control positions are available, the workload is reduced.

Furthermore, we now have more conflict prevention alerts available, which increases the controller’s situational awareness and helps prevent incidents from occurring. And, of course, there are many other day-to-day operational advantages.

What other improvements do you have planned for Dominican Republic ATC? In the short term, the Dominican Republic has two priorities.

The first is the completion of performance-based navigation (PBN) implementation, which is about 80% completed.

And the second is the implementation of air traffic flow management (ATFM) and collaborative decision-making (CDM) for the Santo Domingo flight information region.

These projects are aligned with ICAO’s Aviation System Block Upgrades (ASBU) programme.

What are the measurable benefits to safety from these and other measures by IDAC? Safety is the top priority of the Dominican Institute of Civil Aviation (IDAC). Consequently, we work hard to improve our safety performance and our organisational focus is on making decisions based on risk management.

12 QUARTER 2 2015

AIRSPACE

For this, we directed our initiatives around the following themes: Organisational Development. This involves the implementation of an integrated management system that meets the requirements of a Safety Management System (SMS) and a Quality Management System (QMS) certified to ISO 9001: 2008 standards. Another important aspect is the implementation of ATFM that will allow us to make strategic decisions for air traffic management.

Infrastructure. The Dominican Republic is one of the main tourist destinations in the Caribbean, with an increasing number of visitors coming to our beaches from all over the world. Since 2008, we have expanded our infrastructure to meet the growing demand placed on our air navigation system.

We will continue to be active in improving our infrastructure to achieve sustainable growth.

Human Resource Training. The key to the success of IDAC is its human resources. The Academia Superior de Ciencias Aeronáuticas (ICAO Regional Training Centre of Excellence) produces a sufficient number of aviation professionals to ensure we can replace retiring staff and have enough personnel to keep expanding our system.

You mentioned ICAO’s ASBU programme. How does the IDAC strategy match its guidelines?

The ASBU programme proposes a harmonised planning process for the improvement of the global civil aviation system. To respond to this proposal, we have translated global expectations to the national level to ensure complete alignment.

ASBU constitutes an axis of IDAC strategic planning. It means we can use the improvement of civil aviation as a tool for achieving the long-term vision we have as a nation.

Which technologies do you believe have the most positive impact on IDAC services?

The implementation of ATS Inter-facility Data Communication (AIDC) has been crucial for control centre co-ordination. It enables us to integrate the processing of flight data that uses multiple formats.

Credit: ©Zerophoto

Our new ACC has this capability and we are completely ready.

However, connectivity with adjacent ANSPs takes longer and we are about 80% there in that regard. We expect regional co-ordination to be operational by the first quarter of 2016.

What are the main regional issues and how closely do you work with neighbouring ANSPs? An IDAC representative leads the Air Navigation Implementation Working Group (ANI/WG) for the North American, Central American and Caribbean (NACC) regional office of ICAO. This is evidence of our commitment to the operational performance objectives of the region.

CANSO plays an important role too. The organisation is a platform for improving collaboration among ANSPs. CANSO Members are partners in the important task of safely guiding air traffic, and we must work together to address the major challenges with which we are all presented.

PBN implementation is the first priority of the region. IDAC will continue to be very active in this project, not only on the regional level but also ensuring that our national implementation plans are fully compliant with regional advances.

Of course, each airspace is unique. But it is necessary that in each phase of flight our customers receive a consistent, high-quality service that meets their expectations and requirements so that the transition from one airspace to another is almost undetectable.

How do you collaborate with airlines, airports and industry players in these efforts?

IDAC has all of its services certified to international standards; for example, ISO 9001:2008 for quality management, ISO 14001:2004 for environmental management and OHSAS 18001:2007 for safety and occupational health.

This goal requires detailed knowledge of the strategies that each member uses for the provision of services. The Dominican Republic, for example, has a relatively small airspace but is strategically located in the centre of the Americas, where many routes converge to connect a multitude of important destinations worldwide.

All of this has led us to implement external communication procedures and client satisfaction surveys that keep us in direct contact with all applicable stakeholders. The implementation of ATFM and airport-CDM is a good example of collaboration.

We need everybody involved to have a solid basis for gate-togate operations.

CANSO provides the forum to fulfil this ambition. ANSPs can exchange experiences with other organisations from around the world, gather best practices, and discard those initiatives that have not been successful. With everybody contributing useful knowledge on important topics, ANSPs worldwide are able to develop in the proper manner.

AIRSPACE

QUARTER 2 2015 13

Space Regulations

The space race With commercial space flight drawing ever nearer, the need for space regulations is becoming urgent.

“To boldly go where no man has gone before” is a statement familiar to Star Trek fans. But while Star Trek is a fiction, a product of a vibrant imagination, space travel is not.

Such activity has brought to the fore the challenge of space regulations.

Credit: NASA

The tragic accident of the Virgin Galactic SpaceShip Two in October 2014 highlighted the fact that journeys into space are becoming a reality. Further evidence comes from the nine commercial spaceports in the US alone, with many more under licensing consideration.

And there is plenty of other activity planned for the upper reaches of the Earth’s atmosphere and beyond. The Google Loon project, for example, will put a network of large balloons in the stratosphere to provide Internet access in remote areas.

There is as yet no clear guidance on how to handle these solarpowered balloons and it has been left to individual ANSPs to find a solution.

14 QUARTER 2 2015

AIRSPACE

Space Regulations Who is in charge?

Some paperwork is in place. The United Nations’ Office of Outer Space Affairs (OOSA) has authority for everything that happens 100km or more above the Earth’s surface. The problem is ICAO regulations for commercial air travel, as defined by the Chicago Convention, only go up 20km. It leaves an 80km gap – a vast tract of airspace that could be widely populated by commercial ventures in the years to come.

The first item on the agenda is deciding who should have responsibility for that 80km gap. ICAO and OOSA are to meet for the first time in a formal setting to discuss the issue and there is an array of documentation and potentially adaptable ICAO Annexes to study. It may be that an entirely new Annex or even a new regime is the best way forward.

Whatever the decision, many challenges await. Safety, as ever, is the primary consideration. “People are on these vehicles and so it is a huge conversation,” says Martin Griffin, Commercial Space Strategy, ATM Directorate EUROCONTROL. It is also worth noting that debris from the Colombia Shuttle disaster fell through crowded air corridors so the safety conversation has to include all commercial and general aviation.

It is not just about the safety of the space flights.

At the moment, a space launch in the US affects normal traffic flow for about two hours. But it very much depends on the type of vehicle. Some will go up vertically and bring only a capsule back while others will come down like an aircraft or a glider. Some will start by dropping from a mother ship as Virgin Galactic did and there will be those that take-off and land like an aircraft too.

The one thing known for sure is that any spacefaring vehicle will, of necessity, be going very fast. “How would slower commercial aircraft and their systems react?” asks Griffin.

“What would a traffic collision avoidance system (TCAS) do?

And will these vehicles even have TCAS? Also, aerospace vehicles may or may not exhibit normal aircraft behaviour at lower levels. Remember, even Concorde needed special handling and special training for ATCOs.”

If an alternative airport needs to be used, it may require routine commercial air traffic to be moved out of the way – which is easier said than done given the limited speed of normal aircraft and the equally limited time that may be involved.

Credit: Virgin Galactic

ICAO has set up a “learning group” to investigate a space regulation strategy, the name alone clearly indicating the present stage of the project.

Commercial space travel will be realised.

Another consideration is alternative airports. The Space Shuttle had numerous airports around the world standing ready for when it returned from missions. That alone is not so difficult to organise. But if an alternative airport needs to be used, it may require routine commercial air traffic to be moved out of the way – which is easier said than done given the limited speed of normal aircraft and the equally limited time that may be involved.

Separation standards and tracking are also factors.

Conventional procedures obviously need to be re-assessed and even the more advanced concepts such as automatic dependence surveillance – broadcast (ADS-B) may have trouble tracking aerospace vehicles as they enter and leave the Earth’s atmosphere.

“Contingency plans need to be established,” asserts Griffin.

“But until day-to-day operations are understood, you cannot do contingency.”

Commercial priority It is not just about safety. Other factors that come into play include infrastructure development and the procedural framework. Questions range from runway requirements and terminal operations to how ANSPs would hand over space traffic above flight level 650.

And then there is the challenge of commercial priority. “Why should space traffic force normal air traffic into irregular operations?” Griffin queries.

All parties involved will be working within normal business parameters – in other words, competing fiercely and taking care of the bottom line. In this context, there is no reason to place the needs of journeys into space above those of the routine commuter flight looking to be as efficient as possible and ensuring its customers make their connections.

This may be a good opportunity for ANSPs, however. The more proactive are positioning themselves as experts on space AIRSPACE

QUARTER 2 2015 15

Credit: ©Giuseppe Porzani

Space Regulations

Mind the gap – a vast tract of airspace could be widely populated by commercial ventures in the years to come.

operations and will efficiently combine this knowledge with normal traffic needs, improving revenue streams from both sectors. There could be a commercial advantage for those that embrace the challenge because that would make them the ideal location for a spaceport.

UAE studying final frontier The United Arab Emirates’ (UAE) Space Agency Working Group on Space Policy and Law has met for the first time to discuss the national space policy development plan, space law in the UAE and organisational regulation.

The meeting was led by Dr. Mohammad Nasser Al Ahbabi, Director General of the UAE Space Agency.

The group identified several important topics to review during its meeting, including the goals of space sector development and setting up organisational frameworks that will apply to space related activities in the UAE. It noted that understanding local and international trends in the industry would contribute to the strategic development of a successful UAE space sector.

Dr. Al Ahbabi said that the most important issue on the agenda for the working group is a discussion of Emirati human capital in the space industry and how to improve the current capacity of the UAE in the sector.

Whatever the scenario, a light regulatory framework is needed in the very near future that can be adapted as space travel develops. Whether this will be a case of the regulatory framework having to adapt to space vehicle designs and procedures or vice versa remains to be seen. Most likely, it will be a combination of the two as the integration of remotely piloted aircraft systems (RPAS) has shown.

RPAS also provides a good model for how fast this sector might progress. Innovation in RPAS has pushed ATM into matching its momentum. And, like RPAS, demand for space travel may surpass expectations. After all, conventional air traffic has proved that people want to travel. If there is a need to get to the other side of the world in under a day, there is a need for space travel.

Rick Garceau, Manager ATO Space Operations, FAA, is optimistic that ANSPs will manage the situation. “First we had turboprops and then came a jet and then Concorde,” he says.

“The system adapted, just as it as it did for the Airbus A380.

Yes, there is a lot of hard work ahead but I’m confident.”

Nevertheless, the lead-in time for regulations can be 10 years or more so the ICAO and OOSA discussions need to be productive immediately. Commercial space travel must move from accommodation to integration. It is an exciting prospect and one that should not be supressed through a lack of a regulatory framework.

Perhaps vibrant imaginations are needed after all, to boldly go where no regulations have gone before.

AIRSPACE

QUARTER 2 2015 17

Credit: ©biggabig_fotolia

Air Traffic Flow Management

Bangkok’s Suvarnabhumi Airport is part of an ATFM trial.

Transforming Asia Pacific skies Peter Cabooter, Vice President of Customer Affairs for Airbus ProSky, describes an air traffic flow management trial in Asia Pacific.

The air traffic management landscape in the Asia Pacific region is changing – and this June it is set to hit a key milestone with the start of a new multi-nodal air traffic flow management (ATFM) trial.

Airbus ProSky, to address and implement an ATFM solution that will best meet their region’s needs.

This innovative approach, which capitalises on a proven ATFM solution and establishes a new regional methodology, is a ground-breaking way for the eight participating ANSPs to prepare their skies for tomorrow.

Attention turned to ATFM solutions due to the ability of ATFM to redistribute capacity to meet air traffic demands. As piloted by the Federal Aviation Administration (FAA) more than 15 years ago, ATFM is the coming together of stakeholders through collaborative decision making (CDM) to utilise software and procedural services to make air travel more predictable and efficient.

With air traffic in Asia Pacific expected to increase by 5.7% annually over the next ten years, and more than 50% of new routes connecting to the region, according to the Airbus Global Market Forecast, it is imperative that Asia Pacific begins to conquer the issue of demand surpassing capacity for flights.

Key air traffic management stakeholders, including air navigation service providers, airports, airlines and civil aviation authorities, from China, Hong Kong, Indonesia, Malaysia, Australia, Singapore, Thailand and Vietnam came together in June 2014, under the guidance of CANSO, IATA, ICAO and 18 QUARTER 2 2015

AIRSPACE

Why ATFM?

Through the sharing of information from ANSPs, aircraft operators and air traffic control, ATFM systems are able to create accurate predictions of future traffic demand and identify capacity challenges.

These tools then allow traffic flow managers to take proactive actions to make sure traffic flows remain as efficient as possible, preventing airborne delays.

ATFM has subsequently been implemented in Europe, Australia and South Africa with the United Arab Emirates, Colombia, DC-ANSP and Mexico all following suit – and the results are evident. ATFM lowers airborne holdings, reduces fuel burn, decreases CO2 emissions and saves operational dollars.

Innovative approach While the majority of air traffic within mature markets such as the United States and Europe is essentially domestic, in Asia Pacific, there is a wide variety. There are hubs where 100% of the air traffic is international and countries with a large domestic demand. Therefore, stakeholders must have visibility to traffic outside of their airspace. Collaboration and data sharing with neighbouring countries is key to improving this visibility.

Unlike any of the other operational ATFM systems, the eight Asia Pacific nations are coming together to test a multi-nodal approach, which will increase the visibility of cross-border traffic that will impact each nation’s airspace.

The concept outlined includes creating traffic management initiatives for the region, which will allow demand and capacity predictions. If an airport is deemed to be constrained, arrival slots will be allocated to airlines. The airlines are then responsible for specifying how to absorb the delay, be it holding passengers at the gate, on the aircraft on the ground or in-flight.

Since the initiative kicked off in June 2014, there has also been a number of human-in-the-loop (HITL) scenarios, which brings

together all stakeholders to discuss any issues that could arise after implementation. Lessons learned included that controlling city-pair traffic alone is not sufficient.

So controlling Singapore-Bangkok, for example, will not help alleviate capacity issues for all of Singapore. Flights need be examined in the entire airspace not just from hub-to-hub to provide effective flow management during peak times.

Communication between ATC and weather services is also imperative and stakeholders must follow the agreed upon rules.

As such, the participating ANSPs are more prepared for the operational trial.

Challenges and readiness All of the actions thus far put the region on a path towards an eventual successful implementation. That is not to say that challenges do not exist.

The success of the multi-nodal approach is contingent on each partners’ willingness – and readiness – both to share data and to have installed ATFM systems. So the trial in June 2015 will not consist of all the elements that a fully operational system would deploy.

Instead, the focus consists of addressing the demand-capacity balancing for aircraft at select airports covered by participating ANSPs. Addressing balancing with sectors and airspace will be a subsequent step in future trials. The purpose of the trial will be to study the effectiveness of ATFM and formulate subsequent best practices.

The trial is unique as it will bring together ANSPs, airlines and airports and will lead to a validation of a new concept of collaboration to prepare the region for the growth in aviation.

The different stakeholders have shown great leadership to reach this point. Each country has a specific environment and this multi-nodal concept allows everyone to tackle those specific challenges, while collaborating with the other stakeholders.

At the same time, the multi-nodal ATFM concept allows airlines to decide how they will manage constraints and thus minimise the impact on their operations and their bottom line.

Future implementation

Credit: Changi Airport Group

This six-month operational trial is the just the first step towards ATFM implementation. The capabilities of each ANSP involved needs to be understood, including the compliance of their departure towers, with penalties for non-compliance based on agreed-upon performance metrics.

However, the benefits that should be evident after the trial will encourage all ANSPs to continue down the multi-nodal integration path as they see the cost savings, environmental benefits and increased capacity involved.

The trial is unique as it will bring together ANSPs, airlines and airports.

By doing so, they will be getting a glimpse of the more efficient skies that await in their future.

AIRSPACE

QUARTER 2 2015 19

Letter from America

A model for innovation Teri Bristol, Chief Operating Officer of the Federal Aviation Administration’s Air Traffic Organization, says teamwork smoothed the progress of a major automation project.

This past March, the FAA’s Air Traffic Organization finalized the deployment of En Route Automation Modernization (ERAM) at 20 high altitude air traffic control centers in the continental United States. This is one of the largest automation changeovers in the history of the FAA. With ERAM, controllers will be able to process more flight data, more efficiently, from more sensors. En route controllers can track 1,900 aircraft at a time, instead of the previous 1,100.

In addition, ERAM provides the 20 control centers with the same access to all flight plans filed in the system.

Transitions between sectors and centers will be automatic, even when planes divert from their planned course. All of this means increased capacity and improved efficiency for the entire airspace system.

ERAM also provides the foundation to employ more advanced NextGen technologies, including Automatic Dependence Surveillance – Broadcast, so we can more precisely track aircraft including over water and in mountainous areas; and Data Communications, which enables controllers and pilots to exchange digital messages to supplement voice communication.

Deployment milestones We started testing ERAM at the FAA’s Tech Center in Atlantic City. This process 20 QUARTER 2 2015

AIRSPACE

helped us to identify all of the potential problems that could arise within the air traffic environment.

We then proceeded with key site testing at Salt Lake and Seattle air traffic centers, deploying at those sites, and then proceeding steadily to other centers, before finalizing deployment at the east coast centers that handle busier, more complex airspace.

As control centers reached key deployment milestones, lessons learned were shared with the next center scheduled to bring ERAM online. This way, every control center was able to play the role of both student and teacher. This teamwork was vital to our ultimate success.

ERAM was successful because we had a lot of early input from the people who would be using and maintaining it – the air traffic controllers and technicians. We set up a National User Team, which included members from both management and labor. This team coordinated the input of our workforce, helping us identify issues early in the development cycle, so the vendor could make the right fixes in the right way.

This was effectively done through a process called Use Cases – specific, written feedback that controllers would provide about how ERAM should look and feel on the scope. These Use Cases started with a statement discussing the

As control centers reached key deployment milestones, lessons learned were shared with the next center scheduled to bring ERAM online. This way, every control center was able to play the role of both student and teacher.

things that were not working correctly, followed by an explanation of how they would like it to work. Then they offered considerations for the vendor – “fix it like this, but don’t disable these other functions in the process,” and so forth.

Total teamwork Working under the National User Team, was the Terminal User Team that coordinated the input of terminal air traffic facilities, ensuring ERAM would not negatively affect their operations.

For instance, ERAM was producing paper flight strips in a format that some terminal facilities did not find helpful. We made changes so that the flight strips would look more like the ones produced by the previous automation system.

Air Traffic Controllers Test ERAM at the FAA’s Denver Air Route Traffic Control Center.

By identifying problems early, we found that instead of having to make large scale and costly changes to ERAM’s software, we could make smaller corrections. This work saved us millions of dollars, and resulted in significant performance improvements.

The National User Team also negotiated any conflicting preferences and established a consensus between the 20 control centers, as to what specific technical capabilities ERAM should include. By achieving this consensus, we were able to develop a product that met the needs of all of these centers.

We will apply these same practices – labor-management collaboration, and early input from our controllers and technicians – as we enhance ERAM through future software releases.

For example, the controller usability enhancement will provide an enhanced display of information on flights, special activity airspace, status, and weather

that will improve controllers’ situational awareness, efficiency and workflow.

International partners

are met. ERAM’s success reaffirms the importance of stakeholder collaboration, as we partner internationally to address regional and global airspace issues.

There are countless people to thank for ERAM’s success. FAA’s engineers, air traffic controllers, technicians, automation teams, and program officials all clocked countless hours of training, testing, and managing to support this enormous task.

The FAA looks forward to continuing its work with international partners, as we seek to build a more seamless, globally harmonized air navigation system.

The leadership and support of our labor partners, the National Air Traffic Controllers Association (NATCA) and the Professional Airway Safety Specialists (PASS), was invaluable. In fact, last year ERAM was highlighted by the President’s National Council on Federal Labor-Management Relations as an example of successful labormanagement collaboration.

ERAM is a model for the FAA as we look ahead to fielding more air traffic innovations. These innovations will make flying more efficient and greener, while ensuring that all safety needs

By identifying problems early, we found that instead of having to make large scale and costly changes to ERAM’s software, we could make smaller corrections.

This work saved us millions of dollars, and resulted in significant performance improvements.

AIRSPACE

QUARTER 2 2015 21

Tracking

On course

Credit: ©iStock.com/Manuel-F-O

The industry response to the challenge of tracking commercial aircraft has been swift.

The ICAO Second High Level Safety Conference (HLSC/2) agreed aircraft should report their position every 15 minutes during normal operations, and every minute during the distress phase. It also urged the industry to start implementing global tracking on a voluntary basis, especially over oceanic and remote areas, using available technologies.

HLSC/2 further recommended that ICAO develop performance-based requirements for normal aircraft tracking. This will provide aviation with viable options to meet any tracking requirements by using existing and planned technologies.

22 QUARTER 2 2015

AIRSPACE

“This new Standard will be an important first step in providing a foundation for global flight tracking and the future implementation of the more comprehensive ICAO Global Aeronautical Distress and Safety System (GADSS),” explains ICAO Council President, Dr. Olumuyiwa Benard Aliu.

“Through an expedited process, it will now be sent to our Member States for formal comment and we’re anticipating its adoption by Council as early as this Fall.”

Implementation Given that there is no one-size-fits-all solution, the challenge now is one of

implementation. ICAO recognised this in its proposal for an “Implementation Initiative” to assess current practices and potential improvements by airlines, air navigation service providers and search and rescue.

There is much to consider. There is no “best way” to track an aircraft with the world’s fleet and ANSPs covering a range of capabilities.

Even before the technologies available are studied, processes and operational issues must be resolved. On MH370, for example, it is possible that the pilot switched off the system that would have enabled the aircraft to be tracked.

As long as a pilot has that option, any tracking solution can be rendered inoperable. But most experts agree that it should remain possible; a cockpit fire is an obvious scenario in which turning off a system becomes essential.

Discussions on this topic are already exercising industry experts and look likely to continue doing so for some time.

Then there is the question of how one ANSP should hand over to another and what confirmation/communication is needed from the cockpit. Again, MH370 has illustrated potential shortfalls in the existing procedure as it appears there was a simple sign-off from the pilot but no communication between neighbouring ANSPs. New tracking standards may also shift responsibility. Traditionally, it is accepted that aircraft operators have responsibility for a flight, including any diversions.

But clearly a controller may well notice something if flight tracking improves, in which case there is obviously a duty to report it.

Those ANSPs that have large oceanic airspace or remote areas to monitor may feel this responsibility particularly strongly. Although existing technologies will be used where available, new technologies could come to the fore to meet the tracking standard.

Deserved reputation Indeed, technology is the key driver of GADSS. Space-based automatic surveillance dependence – broadcast (ADS-B) in particular has been hailed as the saviour.

On the face of it, that reputation seems deserved. Fifteen minutes is a long time in an aircraft travelling the best part of 600mph. And minute-by-minute tracking

Credit: ©Kovalenko Inna

There may be ways around this. “Pilots could be required to get ground confirmation before switching a system off or perhaps the switch-off triggers another emergency system that allows tracking,” suggests Cyriel Kronenburg, Sales and Marketing VP at Aireon. The latter would require a fleet modification, of course, and so will be expensive and take time to implement.

There is no “best way” to track an aircraft.

will only kick in if there is a deviation from the flight path or other abnormality.

Space-based ADS-B would provide an update every second, which would make a massive difference. Following a flight every step of the way from Europe to South Africa, for example, would be a huge plus for safety.

In Europe, there are three mandatory layers of surveillance. “Replacing one layer with ADS-B could provide big savings,” says Kronenburg. “It allows an ANSP to take the cost out of radar equipment. So it is not an extra layer but a new layer.”

Aireon recently signed a Memorandum of Understanding with the Blue Med Functional Airspace Block (FAB), comprising Cyprus, Greece, Italy and Malta, to allow Blue Med FAB ANSPs to evaluate the implementation of space-based ADS-B capabilities and determine how those capabilities could improve air traffic surveillance over the Mediterranean airspace.

By mid-2017, Aireon expects all satellites that will be used for its system to be launched. Testing for space-based ADS-B begins in 2016 and results will be evaluated against a ground-based system. The Aireon Aircraft Locating and Emergency Response Tracking (ALERT) system will be part of its offering, which Kronenburg says will come online soon after Aireon’s full deployment.

Alternative methods But space-based ADS-B is not the only game in town.

Automatic dependence surveillance – contract (ADS-C) allows an aircraft to broadcast position, altitude, vector and other information for use by air traffic control facilities for surveillance and by airlines for tracking.

The data is transmitted based on an explicit contract between an ANSP and an aircraft.

ADS-C also transmits an aircraft’s next two positions as programmed into the aircraft’s flight management system,

Even before the technologies available are studied, processes and operational issues must be resolved. On MH370, for example, it is possible that the pilot switched off the system that would have enabled the aircraft to be tracked.

AIRSPACE

QUARTER 2 2015 23

In association with

MITRE

civil air navigation services organisation

Comprehensive and Integrated Training

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

September 28 – October 2, 2015 Budapest, Hungary More Information and Registrations at http://mai.mitrecaasd.org Hosted By:

Tracking which allows flight dispatchers and air traffic controllers to track the aircraft’s progress and predict its next position.

As part of ICAO’s Implementation Initiative Inmarsat is working with industry partners, Airservices Australia, Qantas and Virgin Australia in developing the operational concept for improved flight tracking services on commercial airline flights to and from Australia, using ADS-C satellite technology in Australia’s oceanic regions.

This global reach has allowed Inmarsat to propose to ICAO a free global airline tracking service over the Inmarsat network. The company’s proposal includes an enhanced position reporting facility to support reduced in-flight aircraft separation, and a ‘black-boxin-the-cloud’ service, that will – under certain defined trigger events, such as an unapproved course deviation – stream historic and real-time flight data recorder and cockpit voice recorder information to agreed aviation safety experts.

“We are confident that the proposals we have presented to ICAO and IATA represent a major contribution to enhancing aviation safety services on a global basis,” says Rupert Pearce, CEO of Inmarsat. “In the wake of the loss of MH370, we believe this is simply the right thing to do. Our proposals

The FANS system is installed in many aircraft.

SITA provides over 150 airlines, flying more than 10,000 aircraft, with services for their Aircraft Communications and Reporting Systems cockpit data link systems through its AIRCOM network.

Credit: ©pjirawat

Some 11,000 commercial passenger aircraft are already equipped with an Inmarsat satellite connection, representing over 90% of the world’s long haul commercial fleet.

New technologies will help meet the tracking standard.

can be implemented right away on all ocean-going commercial aircraft using equipment that is already installed.”

SITA has come up with its own solution to track aircraft. The SITA AIRCOM Server Flight Tracker will enable airlines to track aircraft movement by merging SITA’s airline dispatcher center system and airline operations center system (AIRCOM) Server, with its Future Air Navigation System (FANS) ground application, which is also available to ANSPs. That means the solution is fully managed from the ground and is not dependent on crew action.

The FANS system is installed in many aircraft. And SITA provides over 150 airlines, flying more than 10,000 aircraft, with communications services for their Aircraft Communications and Reporting Systems (ACARS) cockpit data link systems through its AIRCOM network.

The technology giant reports it is already working with major carriers in the AsiaPacific region. At the moment, testing is using one-off requests for data but will progress to timed intervals and/or when an aircraft changes course or altitude.

Interoperability The key to implementation will be interoperability of the various solutions available – and those above are only an

indication of the products and services that are hitting the market.

Existing as well as new technologies will have a role to play and there will need to be a systematic introduction of the necessary procedures on a global basis.

GADSS, when it eventually comes online, will not prevent an accident from occurring but it will dramatically improve the time taken to locate a missing aircraft and perhaps improve the chances of rescuing survivors.

It should also mean that the flight data and the cockpit voice recorders will be promptly recovered, enabling investigators to determine the cause of any accident and potentially prevent it from occurring again.

Airlines may want the best speed, best route, and best altitude at the lowest possible cost. But they also want safety first and foremost. Nobody wants an aircraft to be lost again.

GADSS aligns with this vision. And while there are implementation challenges, events are moving quickly.

In fact, GADSS could be cited as an example of what can be achieved, especially given that there is a global tracking standard in under a year from a standing start. That alone is an incredible achievement.

AIRSPACE

QUARTER 2 2015 25

FOCUS ON VIETNAM

Staying ahead Dr. Pham Viet Dzung, Director General, Vietnam Air Traffic Management Corporation says the country is working hard to cope with the rapid growth in air traffic.

What is your vision for Vietnam’s air services?

Vietnam attracts more than 50 international airlines from 25 countries. And air traffic volumes are growing at a very high rate. The average growth rates for the period 2010-2014 is 12% annually for passenger and 12.6% annually for cargo.

To meet this trend, Vietnam’s airports and airlines have invested heavily in improvements, building new terminals and airports and upgrading aircraft and ordering hundreds of new ones.

Besides this, Vietnam’s development policy is based on open skies, which will provide an opportunity for domestic and international airlines to explore and develop the Vietnam aviation market.

It means air traffic management also has to invest. We will upgrade the ATM system, optimise our airspace organisation and improve ATC procedures at major airports to boost capacity.

Is the Government supportive of your plans and providing enough investment?

Our Government pays great attention to the development of Vietnam Air Traffic Management (VATM). It defines VATM as a special, State-owned corporation and has provided a suitable policy and mechanism for such an enterprise. In response to this attention, VATM continues to improve its operation of the national air traffic management system.

Can you grow quickly enough to match demand?

In 2014, VATM handled nearly 550,000 flights. The increase in air traffic, with its associated challenges such as environmental protection, safety and security, is asking hard questions of aviation in general and of ATM in particular.

To cope with these challenges, VATM is focused not only on its investment in technical infrastructure upgrades, but also on human resources. We have greatly expanded our workforce.

In terms of technical upgrades, in 2014, VATM completed 10 ADS-B ground stations.

26 QUARTER 2 2015

AIRSPACE

In 2014 we put the new Ha Noi ATCC into operation, which provides a host of new services and equipment. We have also completed new technical facilities for search and rescue centres and upgraded the World Area Forecast System and the Second Generation SADIS satellite broadcast (WAFS/SADIS 2G).

VATM is also integrating its work regionally and is partnering with neighbouring ANSPs to improve capacity on the heavy north-south track. In co-operation with Hong Kong and Singapore, we are implementing air traffic flow management (ATFM) on some routes in the East Sea. And we have applied performance-based navigation procedures (PBN) at several airports.

Most importantly, VATM continues to implement a safety management system, updating the set of safety indicators in service provision.

Is it easy to attract and train enough staff to cope with the growth?

We are well aware that human resources is a vital element for the development and operation of VATM. We have about 500 controllers serving at 26 ATC units nationwide and most of these units are 24-hour operations.

At the moment, there is a shortage of qualified air traffic controllers. To help find new staff, we have made ATCOs’ employee benefits and working conditions more attractive and have also reduced their workload. In addition, in 2015, VATM has training as one of its priorities. We have a project named “Socialization in basic training for ATCOs” and we are looking for a partner to collaborate in this project.

How important will CANSO be to your plans?

VATM cannot provide high-quality services without these global policies in its plans or without the close collaboration with other Members and partners that CANSO facilitates.

Tell us about this close collaboration.

Credit: VATM

CANSO plays an important role in our development plans.

VATM was pleased to become a full member of CANSO on 1 July 2014. CANSO represents the ANSP community around the world and its vision is for global standards and policies that benefit any provider of air navigation services (ANS).

Noi Bai ATC tower – in 2014, VATM handled nearly 550,000 flights.

Together with airports and airlines, air traffic management is one of the three major elements that constitute aviation. We therefore co-operate closely with airports and airlines in the development and operation of ANS.

and airspace management methodology. It means achieving a seamless sky will be more difficult than it is for Europe or the US.

One example of working together is the transition of some services from the airport authority to VATM. Some ground control services, briefing services and aerodrome metrological services belong to the airports authority, but in the near future these services will be integrated into VATM. Centralising these activities will improve the ATM operation.

VATM has participated in the 1.0 version of the Asia Pacific Seamless ATM Plan, within the framework of ICAO. We have also been working on technical issues within the ASEAN framework and are co-ordinating with countries through the Mekong sub-regional conferences and bilateral meetings. We are ready to share our resources – we share ADS-B and VHF signals with Singapore from our Con Dao station – and we are preparing for an ATFM trial with neighbouring countries.

What is your view of the proposed Seamless Asian Sky?

Along with PBN, ATFM will play the most important role in the creation of a Seamless Asian Sky. For Asia Pacific though, ATFM must be multi-nodal.

Credit: VATM

A Seamless Asian Sky is necessary as it will bring many benefits.

However, this region has big differences in development levels

The new Ha Noi ATCC, which started operations in 2014, provides a host of new services and equipment.

AIRSPACE

QUARTER 2 2015 27

Flight plans

Flight plans of the future Resolving discrepancies in flight plans will create a major improvement in airspace optimisation.

In late April 2015, American Airlines delayed a number of flights after pilots complained they were not able to access flight plan information via their iPads. The problem turned out to be a faulty map of Reagan National Airport in Washington.

A costly mistake, no doubt, but this was fairly typical of the glitches that happen from time to time. There are, however, larger issues with flight plans, which CANSO – in collaboration with relevant stakeholders – is working hard to resolve.

Flight plan content A section of the forthcoming CANSO best practice guide on crossing flight information region boundaries is devoted to the subject of flight plans, highlighting the common problems and recommending appropriate mitigation strategies and best practices.

automated processing of flight plans, especially for flights transiting to a destination in another FIR. “This can be done when establishing requirements for a new system or by incorporating necessary changes in software and data adaptations for existing ATM systems, so the alternate destination is not a mandatory field for the flight plan,” Kupper suggests.

Another content issue is a proper naming convention for standard instrument departure (SID) and standard terminal arrival (STAR) routes. These should comply with the naming requirements of ICAO Annex 11, Air Traffic Services, Appendix 3 and ANSPs should ensure that ATM systems are able to correctly process filed flight plans that include SIDs and STARs as part of the route.

“Flight planning quality is important because of the residual effect that erroneous, missing, duplicate, and multiple flight plans have on operations in the phases of a flight as it transitions from the terminal, en-route, and oceanic environments, and the impact that has on safety and efficiency,” says Kapri Kupper, Operations Programme Manager, CANSO. Challenges exist in three flight plan areas; content, transmission and processing.

It is also crucial to understand which content fields are mandatory and which are not, to reduce the likelihood of flight plan rejection. Some systems will reject flight plans that do not contain an alternate destination airport, even if it is not required.

But filing an alternate to prevent the flight plan from being rejected could result in the economic and environmental burden of an airline having to carry additional and unnecessary fuel.

ICAO Annex 6, Operation of Aircraft, Part 2 provides exceptions to the requirements for filing an alternate destination and the CANSO Guide recommends ANSPs should ensure that the alternate field is not a mandatory field for the 28 QUARTER 2 2015

AIRSPACE

Credit: ©iStock.com/XiXinXing

Content issues are in part down to simple human error. “There are parts of the world that use manual processes, such as handwritten information on flight progress strips, landline voice co-ordination, and manual computer inputs, all of which increase the possibility for errors,” says Kupper.

Flight plan transmissions The submission of flight plan and movement messages is also open to improvement. The CANSO guide suggests the direct submission of flight plan messages via the aeronautical fixed telecommunication network (AFTN) or the aeronautical message handling system (AMHS).

Prior to delegating responsibility for the direct submission of flight plan messages, ANSPs should consider conducting a trial with new operators, using a central AFTN/AMHS address to receive the messages for initial manual validation.

Where ANSPs provide flight plan filing capability via the Internet, a validation process should be implemented to prevent the introduction of inaccurate data from movement messages.

NAV CANADA, for example, has an application that allows direct flight plan filing by pilots and/or flight-plan-filing agencies, which is fully compliant with ICAO Flight Plan 2012, and completes front-end error checking.

This forces flight plan filers to correct discrepancies before the flight plan is accepted for processing. Other processing issues include AFTN addresses and central flight plan processing units.

And the guide further suggests ANSPs should also specify in local agreements or the aeronautical information publication (AIP) any required time limits for completing the submission of movement messages for individual flights – for example, a time parameter prior to the estimated off-block time.

The CANSO guide says ANSPs should list their AFTN addressing requirements in their AIP. Guidance related to the addressing of AFTN messages is available in ICAO Annex 10, Volume II, Chapter 4, ICAO Docs 7910 and 8585, and ICAO regional AFTN routing directories.

Meanwhile, repetitive flight plans (RPL) are known to be a major contributor to the inefficient use of airspace. RPLs are those plans copied from a previous flight or using standard information and then transmitted.

And those ANSPs with multiple centres should consider implementing a central flight planning unit for the initial processing and distribution of flight plans. An example of central flight planning is provided by the EUROCONTROL initial flight plan (IFPL) specification.

However, the flight plan information contained in an RPL may differ from the details of a particular flight – perhaps the type of aircraft to be flown.

These types of changes can affect the services provided and the integrity of the application of separation or wake turbulence standards.

Flight plan processing As for flight plan processing, there is a need to establish more robust error mitigation strategies.

“Appropriate procedures are necessary for the resolution of issues resulting from messages that are not received,” explains Kupper. “Part of that resolution should be to ensure that duplicate or erroneous messages are not introduced into the system.”

For example, if a movement message is received for an unknown flight plan, the receiving unit should use the request message to get a flight plan from the sending unit rather than creating its own.

Improving the overall quality of flight plans received by ANSPs would enable controllers to reduce real-time flight plan mitigation duties and focus on tasks such as providing separation of aircraft, issuing traffic and safety advisories, and disseminating weather information.

Studies undertaken by EUROCONTROL and the European Commission determined that inconsistencies in the content of flight data held by different parties for the processing of the same flight had a negative impact on the efficiency of operations within the European air traffic management system.

The ultimate goal The CANSO guide details other challenges and recommendations. Some ANSPs are still bound by State regulations that require operators to submit paper copies of flight plans, for instance, while flight plan rejections would benefit from a proper reporting mechanism.

The CANSO guide also covers another important aspect of flight information region boundary crossings, namely, surveillance versus non-surveillance.

And there is a plan to tackle a third discrepancy, automation disconnect, and issue a second publication in the third quarter, 2016.

“Improving the overall quality of flight plans received by ANSPs would enable controllers to reduce real-time flight plan mitigation duties and focus on tasks such as providing separation of aircraft, issuing traffic and safety advisories, and disseminating weather information as necessary,” says Kupper.

“It will reduce the amount of “heads-down” duties controllers typically use during this process and will allow them to pay attention to radar displays or flight progress strips used to ensure a safe operation.”

The ultimate goal of this work, Kupper advises, is for ANSPs to implement automated data transfer systems wherever, and whenever, possible.

AIRSPACE

QUARTER 2 2015 29

Performance-based Navigation

Curved approaches Avinor’s Pål Hengebøl, Environmental Manager, Flight Operational Matters, and Olav Mosvold Larsen, Senior Executive Advisor, explain how curved approaches have assisted Oslo’s Point Merge system.

Oslo Airport implemented the world’s first Point Merge (PM) approach system in April 2011 to increase airspace capacity, eliminate a few safety hotspots and improve environmental performance.

PM is a systemised method for sequencing arrival flows developed by the EUROCONTROL Experimental Centre in 2006. The PM procedure design builds on precision navigation technology (P-RNAV) for merging traffic into a single entry point, which allows efficient integration and sequencing of inbound traffic together with continuous descent approaches (Figure 1).

Independent parallel approaches and aircraft separation criteria defined the physical size of the original PM system. However, the capacity demand turned out to be less than expected.

Furthermore, ongoing construction work at Oslo airport limits full utilisation of the potential arrival rate until 2017.

airport. The HOPE project also took the opportunity to look into the potential of performance-based navigation (PBN) as an environmental tool, supplementing the PM system when traffic permits and potentially reducing the effects of noise and carbon emissions.

Curved approaches PBN is the top air navigation priority for ICAO and its implementation is equally important to CANSO and its Members – as demonstrated by the recently released CANSO Performance Based-Navigation Best Practice Guide for ANSPs. PBN is the building block for future air navigation and comprises a set of aircraft performance-based global standards for the departure,

arrival, approach and en-route segments of flight.

Curved approaches is an element within PBN. They are enabled by the utilisation of modern aircraft navigational capabilities and satellites and offer the opportunity to make flight tracks both more accurate and shorter.

The upside of curved approaches is the potential to reduce carbon emissions, avoid noise sensitive areas and, at some airports, improve operations in challenging terrain. Due to the accuracy of satellite navigation, a potential downside must be noted; some city dwellings could experience very concentrated flight tracks with the noise challenges that poses.

Later the same year, Avinor Oslo Airport and the Avinor ANSP division collaborated to shrink the PM arc sizes and move the merge points closer to the 30 QUARTER 2 2015

AIRSPACE

Credit: Avinor

This provided an opportunity to adjust the Point Merge system to reflect current demand in the short term and to address initial underperformance on carbon emissions. The Harmonisation of OSL Procedures and the Environment (HOPE) project was established in 2012 to tune the procedures and adjust the PM system.

Figure 1: Point Merge sequencing system at Oslo Airport at implementation in 2011.

Overall though, curved approaches significantly shorten the flight tracks compared with the PM system, especially at Oslo, where aircraft can approach from the opposite direction or perpendicular to the runway in use.

Environmental positives

A conservative average estimate for all flights flying the curved approaches suggests fuel savings of 50kg per flight.

Gaining more experience with the system, future savings could average 70-80kg per flight.

Considering the volume of flights at Oslo Airport, the total emission reductions are significant. Assuming the anticipated 150,000 curved approaches in 2020 using Boeing 737NG variants produces annual fuel savings of 11,250,000kg and a subsequent 35,437,500kg reduction in carbon emissions.

By the end of March 2015, Oslo had facilitated 4,994 RNAV visual curved approaches, with estimated fuel savings of 374,550kg equivalent to a 1,180,000kg carbon reduction.

Furthermore, fully aware of a potential noise problem, Avinor designed the curved approaches to avoid densely populated areas. Noise mapping does indeed indicate a reduction in noise exposure for the airport’s neighbours.

Lessons learned Avinor’s experience correlates very well with the general recommendations and experiences in the CANSO Performance Based-Navigation Best Practice Guide for ANSPs. Two lessons learned stand out.

First, stakeholder involvement really is the key to success. At Oslo Airport, the first desktop assessments were actually carried out by the airport’s environmental department. These were extremely positive and there were potential benefits for everybody in terms of fuel savings/carbon reductions as well as less noise.

Credit: Avinor

Data from a participating airline, SAS, show fuel savings of up to 133kg on some flights when using visual curved approaches compared with basic approach vectors to ILS.

Figure 2: RNAV Visual radar plots Oslo Airport summer 2014. Procedures in yellow and actual flights in blue.

Partly due to existing noise abatement regulations, co-ordination with the civil aviation authorities also turned out to be crucial and proved invaluable in terms of knowledge sharing. By involving neighbouring municipalities early in the process, Oslo Airport was able to explain why it was doing this and what it expected the results to be. Enabling stakeholders to understand the process avoids unnecessary challenges after implementation.

Second, informing the main airlines at an early stage was a huge advantage.

The airlines have much to gain on curved approaches in terms of fuel savings and reduced track miles. Get them on board!

Inviting relevant operators to be fully involved in the trials ensured fly-ability.

The trials were coded in the aircraft flight management computer with altitude and speed limitations.

The airlines – in this case SAS, Norwegian and Novair – were required to perform the approaches as instrument procedures with autopilot engaged. The testing turned out to be an effective use of resources from a design perspective, as well as being a valuable experience for the pilot and the air traffic controller.

On track The track monitoring system already available at Oslo Airport was used to evaluate actual navigation performance,

both lateral and vertical. Figure 2 illustrates trials during summer 2014 with the predesigned procedures in yellow and actual radar plots in blue. As is evident, the aircraft managed to follow the prescribed trajectories with outstanding navigational performance.

There is no doubt that the visual curved approaches trials have proved a successful supplement to the PM system and provide a useful basis for implementing permanent procedures, not only at Oslo Airport, but also at other Avinor airports in Norway. The trials indicate significant noise and carbon reductions.

And the experience confirms that PBN could be a highly-effective environmental tool and that the advice provided in the CANSO PBN guidance material is both relevant and valuable.

A conservative average estimate for all flights flying the curved approaches suggests fuel savings of 50kg per flight. Gaining more experience with the system, future savings could average 70-80 kg per flight.

AIRSPACE

QUARTER 2 2015 31

ATM NEWS Record-breaking attendance at World ATM Congress The third edition of World ATM Congress, operated by CANSO in association with ATCA, took place in Madrid in March with 6,929 attendees, 199 exhibitors, and 313 conference delegates.

Credit: CANSO

During the three-day event, 199 companies hosted stands highlighting the latest and most innovative approaches to air traffic management.

Spain’s Minister of Transport and Public Works, Ana María Pastor Julián, speaking at World ATM Congress.

Metron Aviation, IATA and APEC partner to reduce ATM emissions The US Trade and Development Agency has chosen Metron Aviation to assess ATM operations – and their impact on emissions – in the Philippines and Vietnam.

Metron will make recommendations for emissions reduction based on air traffic flow management (ATFM) and collaborative decision making (CDM) principles.

Aviation leaders challenged to drive consistent incident reporting Just Culture standards must be actively owned, led and role-modelled by CEOs, says Airways New Zealand CEO Ed Sims. He urged CEOs to take proactive and visible ownership of embedding Just Culture in their organisations.

In his speech to the CANSO CEO Conference in March, Sims outlined four key principles for implementing and maintaining Just Culture successfully: Simplicity – ensure the process of reporting events is accessible and simple for staff

32 QUARTER 2 2015

The Conference discussed important topics, including how best to harness the powerful impact of the data revolution and the implications of disruptive factors for the air traffic management industry.

The next Congress takes place 8-10 March 2016.

Trust – staff must trust that they will be safe from any recrimination for voluntarily reporting incidents

emergencies, as well as other decisions related to national airports.

Ownership – culture change only works with proactive and visible ownership from the CEO and throughout the organisation

CANSO boosts implementation of PBN

Clarity – there must be a clearly defined Just Culture policy and process agreed with staff and unions.

Mexico installs Meteorological Doppler Radar and modernises infrastructure SENEAM has installed a Meteorological Doppler Radar and modernised Mexico City’s Air Traffic Control Tower as well as Mexico’s Area Control Center. The Radar enhances safety for aircraft by detecting wind shear, a phenomenon that can be dangerous during take-off and landing.

Mexico’s Area Control Center is one of the first to utilise a Disaster Recuperation System (DRS). In the event of a system failure DRS will provide realtime information concerning the location of aircraft.

The situation room was also updated. It is used to manage adverse situations, such as contingencies, civil-military co-ordination, national

AIRSPACE

CANSO published its Performance-Based Navigation Best Practice Guide for ANSPs, which provides practical guidance on PBN as it applies primarily to the terminal and approach environments.

The Guide highlights the need for a clear and concise set of design requirements, and focuses on the areas that ANSPs most commonly identified as areas of concern: knowledge, regulation, avionics equipage, resources, and training.

NextGen foundational technology “ERAM” completed A significant NextGen milestone has been reached with the completion of En Route Automation Modernization (ERAM), a highly advanced computer system used by air traffic controllers to safely manage high-altitude traffic.

ERAM is the backbone of operations at 20 of the FAA’s en-route ATC centers. The system drives display screens

used by air traffic controllers to safely manage and separate aircraft. It processes critical data, including aircraft identity, altitude, speed, and flight path.

The system almost doubles the number of flights that can be tracked and displayed.

ERAM was designed to be the operating platform for other NextGen technologies, including: performance-based navigation (PBN), automatic dependent surveillancebroadcast (ADS-B), and data communications.

EC funds projects to underpin SES The European Union has awarded funding to the A6 Alliance of ANSPs for two projects underpinning the future success of the Single European Sky. The funding will support work to define the best model for provision of PanEuropean Network Services (PENS) 2 and Data Link Services (DLS) – the two main communication infrastructures required to modernise and improve Europe’s air traffic management system.

NATS is leading work to address PENS while DFS heads up work on DLS. Work to assess options for panEuropean services will include

NASA teams with Airways to launch scientific balloon Airways New Zealand worked alongside NASA to plan the airspace logistics for the launch of its super-pressure scientific balloon into near space. The 2.3 tonne heliumfilled balloon was successfully launched from Wanaka aerodrome.

Dutch Caribbean invests To anticipate future air traffic demand and to ensure the optimisation of flights arriving and departing in the Curaçao FIR, the Dutch Caribbean ANSP is partnering with Airbus ProSky to deploy air traffic flow management (ATFM).

The first phase is an airspace study, by Metron Aviation, to examine ATM demand and capacity issues. It will pave the path for an efficient and tailored ATFM solution to address the issues and trends within the airspace.

Credit: Airways New Zealand

Towards green skies: optimised descents in Europe

Airways co-ordinated with NASA to determine an optimal launch time, which would have minimal impact on normal scheduled aircraft operations.

Airways played a key role to facilitate the safe passage of the balloon through controlled airspace.

IATA and Airbus ProSky promote ATFM in Asia Pacific In another step towards regional collaboration in air traffic flow management (ATFM), IATA has engaged Airbus ProSky to help educate Asia Pacific stakeholders on cross-border ATFM implementation.

Workshops for ANSPs will develop a common understanding of cross-border ATFM implementation issues.

The project output will be a robust implementation plan for cross-border ATFM in the region, resulting in an integrated and seamless approach to ATFM.

The ANSPs of Germany (DFS Deutsche Flugsicherung), Austria (Austro Control), France (DSNA) and Switzerland (skyguide), as well as EUROCONTROL’s Maastricht Upper Area Control Centre have formed a consortium to explore optimised descent profiles from upper airspace to terminal manoeuvring areas.

The goal is to improve vertical flight efficiency and environmental sustainability while also considering capacity. The consortium is co-funded by the SESAR Joint Undertaking. Results are expected by September 2016.

CODACAS common build programme

Aix-en-Provence ACCs, while COOPANS is already providing ATM service over 7 ACCs via a common build of the Thales TopSky product.

The CODACAS Programme will implement a convergence roadmap browsing all aspects of ATM services, including system architecture, concept of operations, engineering processes, governance, legal and commercial aspects.

Airservices trial to improve aircraft tracking Airservices Australia is leading a trial to better track flights in oceanic areas. It has worked with Qantas, Virgin Australia and Inmarsat to successfully develop the operational concepts and test the adaptation of existing surveillance technology.

The trial uses existing technology fitted to over 90% of long-haul aircraft operating to and from Australia by

establishing a minimum 15 minute reporting interval using satellite-based positioning technology, Automatic Dependant Surveillance – Contract (ADS-C).

Glasgow listening squawk to cut airspace infringements NATS has launched a new listening squawk at Glasgow Airport to cut the number of airspace infringements by General Aviation (GA) pilots and boost safety. GA pilots can tune in and listen to the air traffic controllers, while allowing the controllers to see the aircraft’s details on their radar displays.

The squawk boosts the communication between the GA pilots and ATC and means potential infringements – where an aircraft makes an unauthorised entry into controlled airspace – can be flagged up earlier and dealt with more swiftly.

Thales chosen for Australian OneSKY project Thales Australia has been chosen to work with Airservices Australia and the Royal Australian Air Force to develop a single civil-military ATM system that will support more than 200 operational ATC workstations.

The OneSKY system will unify Australian skies under a harmonised ATM system; and allow sharing of common flight data and information.

The move to a single flight information region will remove many of the constraints that apply to flight planning, delivering efficiency through greater use of flexible airspace and user preferred routes.

French ANSP, DSNA, and the COOPANS Alliance have launched the CODACAS Programme (Convergence of DSNA and COOPANS ATM Systems) to commission a common build of their ATM System from 2025.

DSNA is deploying the new Thales 4-Flight ATM System, for operational service in 2018 in two pilot-centres, Reims and

Credit: Airservices Australia

technical, organisational and governance requirements; it will also consider the most appropriate business model for such services, including a full cost-benefit analysis.

The OneSKY system will allow sharing of common flight data.

AIRSPACE

QUARTER 2 2015 33

CANSO MEMBERS CANSO Members CANSO––the theCivil CivilAir AirNavigation NavigationServices ServicesOrganisation Organisation––isisthe theglobal globalvoice voiceof of CANSO airtraffic trafficmanagement management(ATM) (ATM)worldwide. worldwide.CANSO CANSOMembers Memberssupport supportover over85% 85%of of air worldair airtraffic. traffic.Members Membersshare shareinformation informationand anddevelop developnew newpolicies, policies,with withthe the world ultimateaim aimof ofimproving improvingair airnavigation navigationservices services(ANS) (ANS)on onthe theground groundand andin inthe the ultimate air. air.

CANSOrepresents representsits itsMembers’ Members’views viewsto toaawide widerange rangeof ofaviation aviationstakeholders, stakeholders, CANSO includingthe theInternational InternationalCivil CivilAviation AviationOrganization, Organization,where whereitithas hasofficial official including Observerstatus. status.CANSO CANSOhas hasan anextensive extensivenetwork networkof ofAssociate AssociateMembers Membersdrawn drawn Observer fromacross acrossthe theaviation aviationindustry. industry.For Formore moreinformation informationon onjoining joiningCANSO, CANSO,visit visit from www.canso.org/joiningcanso. www.canso.org/joiningcanso.

Full Members Members -- 89 89 Full — Aeronautical AeronauticalRadio Radioof ofThailand Thailand(AEROTHAI) (AEROTHAI) — — Aeroportos Aeroportosde deMoçambique Moçambique — — Air AirNavigation Navigationand andWeather WeatherServices, Services, — CAA(ANWS) (ANWS) CAA — Air AirNavigation NavigationServices Servicesof ofthe theCzech CzechRepublic Republic — (ANSCzech CzechRepublic) Republic) (ANS — AirNav AirNavIndonesia Indonesia — — Air AirTraffic Traffic&&Navigation NavigationServices Services(ATNS) (ATNS) — — Airports Airportsand andAviation AviationServices ServicesLimited Limited(AASL) (AASL) — — Airports AirportsAuthority Authorityof ofIndia India(AAI) (AAI) — — Airports AirportsFiji FijiLimited Limited — — Airservices AirservicesAustralia Australia — — Airways AirwaysNew NewZealand Zealand — — Albcontrol Albcontrol — — Austro AustroControl Control — — Avinor AvinorAS AS — — AZANS AZANSAzerbaijan Azerbaijan — — Belgocontrol Belgocontrol — — Bulgarian BulgarianAir AirTraffic TrafficServices ServicesAuthority Authority — (BULATSA) (BULATSA) — CAA CAAUganda Uganda — — Cambodia CambodiaAir AirTraffic TrafficServices ServicesCo., Co.,Ltd. Ltd.(CATS) (CATS) — — Civil CivilAviation AviationAuthority Authorityof ofBangladesh Bangladesh(CAAB) (CAAB) — — Civil CivilAviation AviationAuthority Authorityof ofBotswana Botswana — — Civil CivilAviation AviationAuthority Authorityof ofMongolia Mongolia — — Civil CivilAviation AviationAuthority Authorityof ofNepal Nepal(CAAN) (CAAN) — — Civil CivilAviation AviationAuthority Authorityof ofSingapore Singapore(CAAS) (CAAS) — — Civil CivilAviation AviationAuthority Authorityof ofSwaziland Swaziland — — Civil CivilAviation AviationRegulatory RegulatoryCommission Commission(CARC) (CARC) — — COCESNA COCESNA — — Croatia CroatiaControl ControlLtd Ltd — — DCA DCAMyanmar Myanmar — — Department Departmentof ofAirspace AirspaceControl Control(DECEA) (DECEA) — — Department Departmentof ofCivil CivilAviation, Aviation,Republic Republicof ofCyprus Cyprus — — DFS DFSDeutsche DeutscheFlugsicherung FlugsicherungGmbH GmbH(DFS) (DFS) — — Dirección DirecciónGeneral Generalde deControl Controlde deTránsito TránsitoAéreo Aéreo — (DGCTA) (DGCTA) — DSNA DSNAFrance France — — Dubai DubaiAir AirNavigation NavigationServices Services(DANS) (DANS) — — Dutch DutchCaribbean CaribbeanAir AirNavigation NavigationService ServiceProvider Provider — (DC-ANSP) (DC-ANSP) — ENANA-EP ENANA-EPANGOLA ANGOLA — — ENAV ENAVS.p.A: S.p.A:Società SocietàNazionale Nazionaleper perl’Assistenza l’Assistenza — Volo alalVolo — ENAIRe ENAIRe — — Estonian EstonianAir AirNavigation NavigationServices Services(EANS) (EANS) — — Federal FederalAviation AviationAdministration Administration(FAA) (FAA) — — Finavia FinaviaCorporation Corporation — — General GeneralAuthority Authorityof ofCivil CivilAviation Aviation(GACA) (GACA) — — Ghana GhanaCivil CivilAviation AviationAuthority Authority(GCAA) (GCAA) — — Hellenic HellenicCivil CivilAviation AviationAuthority Authority(HCAA) (HCAA) — — HungaroControl HungaroControlPte. Pte.Ltd. Ltd.Co. Co. — — Instituto InstitutoDominicano Dominicanode deAviacion AviacionCivil Civil(IDAC) (IDAC) — — Israel IsraelAirports AirportsAuthority Authority(IAA) (IAA) — — Iran IranAirports AirportsCo Co — — Irish IrishAviation AviationAuthority Authority(IAA) (IAA) — — ISAVIA ISAVIALtd Ltd — — Japan JapanCivil CivilAviation AviationBureau Bureau(JCAB) (JCAB) — — Kazaeronavigatsia Kazaeronavigatsia — — Kenya KenyaCivil CivilAviation AviationAuthority Authority(KCAA) (KCAA) — — Latvijas LatvijasGaisa GaisaSatiksme Satiksme(LGS) (LGS) —

— Letové Letovéprevádzkové prevádzkovéSlužby SlužbySlovenskej SlovenskejRepubliky, Republiky, — ŠtátnyPodnik Podnik Štátny — Luchtverkeersleiding LuchtverkeersleidingNederland Nederland(LVNL) (LVNL) — — Luxembourg LuxembourgANA ANA — — Maldives MaldivesAirports AirportsCompany CompanyLimited Limited(MACL) (MACL) — — Malta MaltaAir AirTraffic TrafficServices Services(MATS) (MATS) — — National NationalAirports AirportsCorporation CorporationLtd. Ltd. — — National NationalAir AirNavigation NavigationServices ServicesCompany Company — (NANSC) (NANSC) — NATS NATSUK UK — — NAV NAVCANADA CANADA — — NAV NAVPortugal Portugal — — Naviair Naviair — — Nigerian NigerianAirspace AirspaceManagement ManagementAgency Agency(NAMA) (NAMA) — — Office Officede del’Aviation l’AviationCivile Civileet etdes desAeroports Aeroports — (OACA) (OACA) — Office OfficeNational Nationalde deLÁviation LÁviationCivile Civile(OFNAC) (OFNAC) — — ORO ORONAVIGACIJA, NAVIGACIJA,Lithuania Lithuania — — PNG PNGAir AirServices ServicesLimited Limited(PNGASL) (PNGASL) — — Polish PolishAir AirNavigation NavigationServices ServicesAgency Agency(PANSA) (PANSA) — — PIA PIA“Adem “AdemJashari” Jashari”--Air AirControl ControlJ.S.C. J.S.C. — — ROMATSA ROMATSA — — Sakaeronavigatsia SakaeronavigatsiaLtd Ltd — — S.E. S.E.MoldATSA MoldATSA — — SENEAM SENEAM — — Serbia Serbiaand andMontenegro MontenegroAir AirTraffic TrafficServices Services — Agency(SMATSA) (SMATSA) Agency — Serco Serco — — skyguide skyguide — — Slovenia SloveniaControl Control — — State StateAirports AirportsAuthority Authority&&ANSP ANSP(DHMI) (DHMI) — — Sudan SudanAir AirNavigation NavigationServices ServicesDepartment Department — — Tanzania TanzaniaCivil CivilAviation AviationAuthority Authority — — Trinidad Trinidadand andTobago TobagoCAA CAA — — The TheLFV LFVGroup Group — — Ukrainian UkrainianAir AirTraffic TrafficService ServiceEnterprise Enterprise(UkSATSE) (UkSATSE) — — U.S. U.S.DoD DoDPolicy PolicyBoard Boardon onFederal FederalAviation Aviation — — Viet VietNam NamAir AirTraffic TrafficManagement ManagementCorporation Corporation — (VATM) (VATM)

Gold Associate Associate Members Members -- 12 12 Gold — — — — — — — — — — — — — — — — — — — — — — — —

AirbusProSky ProSky Airbus AnhuiSun SunCreate CreateElectronics ElectronicsCo., Co.,Ltd. Ltd. Anhui Boeing Boeing Exelis,inc. inc.

Exelis, FREQUENTISAG AG FREQUENTIS GroupEADEurope EuropeS.L. S.L. GroupEAD InmarsatPlc Plc Inmarsat LockheedMartin Martin Lockheed MetronAviation Aviation Metron Raytheon Raytheon SelexES ES Selex Thales Thales

Silver Associate Associate Members Members -- 75 75 Silver — — — — — — — — — — — —

42Solutions SolutionsB.V. B.V. 42 AdacelInc. Inc. Adacel AeronavInc. Inc. Aeronav Aireon Aireon AirTraffic TrafficControl ControlAssociation Association(ATCA) (ATCA) Air ’AssociationGroup Groupof ofIndustrial IndustrialCompanies Companies ’Association “TIRA”Corporation Corporation “TIRA” — ATAC ATAC —

civil air air navigation navigation services services organisation organisation civil — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — —

ATCA––Japan Japan ATCA ATECHNegócios Negóciosem emTecnologia TecnologiaS/A S/A ATECH Aveillant Aveillant AviationAdvocacy AdvocacySarl Sarl Aviation AviationData DataCommunication CommunicationCorp Corp(ADCC) (ADCC) Aviation AvibitData DataProcessing ProcessingGmbH GmbH Avibit AvitechGmbH GmbH Avitech AZIMUTJSC JSC AZIMUT BayanatEngineering EngineeringGroup Group Bayanat Brüel&&Kjaer KjaerEMS EMS Brüel ComsoftGmbH GmbH Comsoft CGHTechnologies, Technologies,Inc Inc CGH CSSI,Inc. Inc. CSSI, EADSCassidian Cassidian EADS EIZOTechnologies TechnologiesGmbH GmbH EIZO EuropeanSatellite SatelliteServices ServicesProvider Provider(ESSP (ESSPSAS) SAS) European Emirates Emirates ENAC ENAC EntryPoint PointNorth North Entry EraCorporation Corporation Era Esterline Esterline EtihadAirways Airways Etihad ExelisOrthogon Orthogon Exelis Guntermann&&Drunck DrunckGmbH GmbH Guntermann HarrisCorporation Corporation Harris Helios Helios HoneywellInternational InternationalInc. Inc.//Aerospace Aerospace Honeywell IDS––Ingegneria IngegneriaDei DeiSistemi SistemiS.p.A. S.p.A. IDS IndraNavia NaviaAS AS Indra IndraSistemas Sistemas Indra INECO INECO IntegraA/S A/S Integra IntelcanTechnosystems TechnosystemsInc. Inc. Intelcan InternationalAero AeroNavigation NavigationSystems SystemsConcern, Concern, International JSC JSC Jeppesen Jeppesen JMASolutions Solutions JMA JotronAS AS Jotron LAICAktiengesellschaft Aktiengesellschaft LAIC LEMZR&P R&PCorporation Corporation LEMZ LFVAviation AviationConsulting ConsultingAB AB LFV MDASystems SystemsLtd. Ltd. MDA MicroNav NavLtd Ltd Micro TheMITRE MITRECorporation Corporation––CAASD CAASD The MLSInternational InternationalCollege College MLS MovingDot MovingDot NECCorporation Corporation NEC NLR NLR NorthropGrumman Grumman Northrop NTTData DataCorporation Corporation NTT Núcleode deComunicaciones ComunicacionesyyControl, Control,S.L.U. S.L.U. Núcleo PASSURAerospace Aerospace PASSUR Quintiq Quintiq RockwellCollins, Collins,Inc. Inc. Rockwell Rohde&&Schwarz SchwarzGmbH GmbH&&Co. Co.KG KG Rohde RTCA,Inc. Inc. RTCA, SaabAB AB Saab SaabSensis SensisCorporation Corporation Saab SaudiArabian ArabianAirlines Airlines Saudi SchmidTelecom TelecomAG AG Schmid SENASA SENASA SITA SITA SITTI SITTI SnowflakeSoftware SoftwareLtd Ltd Snowflake STR-SpeechTechLtd. Ltd. STR-SpeechTech TetraTech TechAMT AMT Tetra ThinkResearch ResearchLimited Limited Think WashingtonConsulting ConsultingGroup Group Washington WIDE WIDE

Membershiplist listcorrect correctas asof of18 18May May2015.

2015.For Forthe themost mostup-to-date up-to-datelist listand andorganisation organisationprofiles profilesgo goto towww.canso.org/canso-members www.canso.org/canso-members Membership

34 QUARTER 2 2015

AIRSPACE

civil air navigation services organisation

thalesgroup.com

TopSky – ATM solutions Everywhere it matters, we deliver SAFER SKIES Increase air traffic efficiency, adapt essential new solutions

OPTIMISE CONTROLLER WORKLOADS Provide integrated technology enabling controllers to focus on their primary roles

CYBER SECURITY Ensure data integrity protection against cyber threats

LONG-TERM SUPPORT Benefit from a complete range of extended services GREENER ATM Optimise flight profiles with reduced holding patterns, cutting carbon emission and fuel consumption

Millions of critical decisions are made every day in aerospace. Thales is at the heart of this. Our TopSky-ATM solutions are trusted by key ATM professionals across 180 nations and our components, systems and services are integral to the SESAR and NextGen programmes. With an impressive two out of every three planes around the world landing and taking off with the help of Thales, we give decision-makers the information and control they need to make more effective responses in critical environments. Everywhere, together with our customers, we are making a difference.

36 QUARTER 2 2015

AIRSPACE