journal of the civil air navigation services organisation
ISSUE 33 QUARTER 2 2016
RISING TO THE CHALLENGE OF ATM journal of the civil air navigation services organisation
CANSO Global ATM Summit and 20th AGM
The value of collaboration NAV CANADA shapes the future
PLUS: MUAC and cross-border cooperation, interview with CANSO Chair, ATCO smart tower workload, analysing risk, FAA on airspace new entrants, how to implement change, and the latest news
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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 services organisation journal of the civil air navigation
ISSUE 33 QUARTER 2 2016
RISING TO THE CHALLENGE OF ATM services organisation journal of the civil air navigation
IN THIS ISSUE
CANSO Global ATM Summit and 20th AGM
The value of collaboration NAV CANADA shapes the future n, interview with CANSO Chair, PLUS: MUAC and cross-border cooperatio risk, FAA on airspace new ATCO smart tower workload, analysing and the latest news entrants, how to implement change,
Front Cover Image © NAV CANADA
Airspace No. 33 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:
Director General
Letter from America
5 J eff Poole reflects on the status of the industry and the solutions that will help ATM rise to the challenges of the future.
20 Teri Bristol, Chief Operating Officer of the Federal Aviation Administration’s Air Traffic Organization, reports on the FAA’s plans to deal with unmanned aircraft systems and commercial space travel.
SPOTLIGHT: NAV CANADA 6 Neil R. Wilson, President and CEO, NAV CANADA, says 20 years of ATM transformation has put the organisation at the forefront of change. CANSO CHAIR INTERVIEW 10 Paul Riemens completed his five years as CANSO Chair in June. He talks to Graham Newton about the highlights of his time in the role and his ideas for the industry’s future. Collaborative Decision Making 14 Collaboration will give the aviation value chain clearly defined parameters and a more efficient operation. FOCUS ON MUAC 16 Maastricht Upper Area Control Centre showcases the way forward for inter-governmental cooperation.
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.
ATCO WORKLOAD 22 The impact of smart towers on air traffic controller workload is being carefully evaluated. FUTURE ATM 26 Experts agree that ATM needs to change but how to achieve a successful transformation on an industry scale is still open to debate. RISK MITIGATION 30 Risk analysis would benefit from a globally harmonised approach, write James Williford, Kimberly Pyle and Brooke Prokopchak. ATM NEWS 32 The latest news from CANSO Members and the industry.
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
Micilia AlbertusVerboom
Miroslav Bartos
Teri Bristol
Morten Dambaek
Thabani Mthiyane
Kevin Shum
Ed Sims
Marc Viggiano
Chair, LAC3 and Director General DC-ANSP
Chair, EC3 and CEO LPS SR š. p.
Member at Large and Chief Operating Officer FAA ATO
Member at Large and CEO Naviair
© Copyright CANSO 2016
Rudy Kellar
civil air navigation services organisation
Member at Large and Executive Vice President NAV CANADA
Chair, AFC3 and CEO ATNS
Chair, APC3 and Director General CAAS
Member at Large and CEO Airways New Zealand
Associate Member Representative and President Emeritus Saab Sensis Corporation
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FROM THE DIRECTOR GENERAL
civil air navigation services organisation
As this edition of Airspace is published just before CANSO’s 20th AGM, I would like to comment on our 20 years as an organisation; and reflect on where CANSO and the ATM industry is today and our challenges for the future. In my first foreword for Airspace, over three years ago, I wrote: “CANSO was established because it was clear that ‘business as usual’ was not a sustainable position for the ATM industry.” This remains true today and CANSO is helping lead change as well as assisting Members to manage these changes. Traditional approaches to ATM are being superseded by fresh, innovative thinking; new business models; and huge advances in technology. Remote towers, space based ADS-B, automation, and other developments are already changing the way we do things. New entrants to airspace, such as drones, balloons and commercial space vehicles, are forcing us to re-evaluate how we manage airspace. CANSO’s task is to ensure we stay ahead of the curve by producing best practice and providing advice for Members; and working with ICAO and our industry partners to ensure change is anticipated and then safely and efficiently implemented. Our goal is to transform global ATM performance and to achieve seamless airspace. The pace of change has been increasing over the past 20 years and has accelerated quite dramatically in the last three years but I am pleased that we have responded and have made considerable progress together. We are moving from a world of individual ANSPs providing air navigation services for individual countries, with different systems and procedures, to a far more harmonised industry. ANSPs are cooperating as never before to provide services over larger areas of airspace; CANSO has helped ANSPs improve efficiency by sharing best practice on measures such as performance-based navigation and air traffic flow management. The ICAO Aviation System Block Upgrades (ASBUs) act as a catalyst for change by giving States and ANSPs a consistent global road map to modernise their air traffic services, while allowing individual implementations and timescales. Partnership is the key to the progress the industry is making. It is rightly a key pillar of our strategic framework for ATM, Vision 2020, because it is such an important enabler in achieving our goals and objectives. Our primary focus is with our main stakeholders – ICAO, ACI, IATA, ICCAIA and IFATCA – but there are many examples of partnerships also with States, regulators and others in our daily work. Importantly, we fully realise that the best way to get things done with States and regulators is to enlist the support of our partners to promote the importance of aviation to economies; and to persuade States to modernise and invest in ATM infrastructure. We shall be putting this into action in September at the 39th ICAO Assembly, for which we are cooperating with industry partners to produce joint submissions on key issues. Our industry has changed dramatically over the past 20 years but there is still much to be done and the deliverables in Vision 2020 will help us achieve our goals. Vision 2020 will help us rise to the challenge of ATM by leading, integrating and implementing. That is the theme of the CANSO Global ATM Summit and 20th AGM this month and I hope see many of you there in Vancouver.
Jeff Poole CANSO Director General
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SPOTLIGHT: NAV CANADA The power of partnerships
Neil R. Wilson, President and CEO, NAV CANADA, says 20 years of ATM transformation has put the organisation at the forefront of change. Every year, some 20 million people visit Canada, for business and leisure. For many travelers, their destination is Vancouver, Canada’s gateway to the Pacific. Situated between the Coast Mountains and the Pacific Ocean, this vibrant, multicultural city, one of Canada’s largest, offers something for everyone. Vancouver is consistently ranked as a top tourism destination with its extensive parks and beaches, thriving arts, cultural and music scenes, and diverse cuisine, which I encourage you to sample if you are attending the CANSO Global ATM Summit and AGM.
Canadian crossroad For more than half of all trips to Canada, and within the country, air is the travel mode of choice, making aviation a critical sector and a business imperative. Canada is a land of vast distances, varied landscape and weather conditions, situated at the crossroads of much of the world’s global air traffic flow.
Facilities and services in British Columbia reflect the unique airspace characteristics and environment of the West Coast. The Vancouver Area Control Centre manages some 1,350 air traffic movements daily.
Our airline customers rely on NAV CANADA for appropriate and efficient air traffic control services to safely transport people and cargo across each of our seven flight information regions that span the country – from the sparsely populated north to our busy Canadian cities in the south. Our facilities and services in British Columbia reflect the unique airspace characteristics and environment of the West Coast. The Vancouver Area Control Centre manages some 1,350 air traffic movements daily in an area that covers the entire province, western Alberta, north along the coast to Alaska, south into northern Washington State in the US and 200 miles west over the Pacific. Atop one of the tallest office buildings in downtown Vancouver, at 142 metres, is the Vancouver Harbour Tower, serving an unusual mix of commercial float plane and helicopter traffic.
Credit: NAV CANADA
An advanced multilateration system supports surveillance of low-level air traffic in the area, which is bounded by mountains, tall buildings and Vancouver International Airport traffic to the south. It is one of nine air traffic control towers in the province.
Vancouver is Canada’s gateway to the Pacific.
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Thirteen flight service stations provide an alternate level of service at airports with a lower threshold of annual movements. Local airport advisory services, runway condition reports, and vehicle control services are provided by flight service specialists who also monitor navigational aids and provide weather reports and assistance to aircraft in emergencies.
Vancouver Flight Information Region (FIR) key facts
Credit: NAV CANADA
• There are 31 NAV CANADA operational sites, more than any other Canadian province. • The FIR handles 500,000 aircraft movements annually. • Some 600 NAV CANADA employees work in British Columbia, approximately 400 of whom are located in Greater Vancouver. • Vancouver Tower is the second busiest in Canada.
Pilots and dispatchers can also access centralized flight information services, including interpretative weather briefings, flight-planning services, en-route advisory services and other aeronautical information, provided by the Kamloops Flight Information Centre (FIC) in Central British Columbia, one of several such centres across Canada.
Staying connected Connections and collaboration are built into the foundations of NAV CANADA, and I would like to emphasize the important role CANSO plays in helping us maintain strong connections with our international partners and colleagues. These robust partnerships are essential to cooperating and sharing safety information with our aviation customers and partner organizations. For example, NAV CANADA has supported safety data reporting through CANSO for a decade. ANSPs from more than 40 countries now contribute their safety data to this initiative. Recognizing the importance of human factors to the safe and efficient provision of air navigation services, NAV CANADA is co-chairing with the UK’s NATS a task force to develop a CANSO Human Performance Standard of Excellence. Eight other ANSPs are part of this task force, and we look forward to continued collaboration on this initiative and the tabling of the Human Performance Workgroup’s report at
the CANSO Global ATM Safety Conference in Budapest in November 2016.
Beyond the horizon In his remarks at the CANSO Global ATM Operations Conference in March 2016, CANSO Director General, Jeff Poole, said “New technologies are perhaps our best means to transform global ATM performance.” We couldn’t agree more. New tools and technologies are key to realizing ATM performance improvements and at NAV CANADA we continue working to share the benefits of our technology expertise and development with our aviation partners. We intend to maintain and extend our development of advanced air traffic management systems, both for our own use and to market internationally through our NAVCANatm division. Another area where real benefits to efficiency and fuel and greenhouse gas savings are on the horizon is the advent of global ATM surveillance. Today, more than 70% of the world’s airspace is beyond the range of radar-based air traffic surveillance. This will change in 2018, when Aireon implements satellitebased Automatic Dependent Surveillance-Broadcast (ADS-B) to provide aircraft position updates in near real-time anywhere aircraft fly, including over the world’s oceans and remote regions. AIRSPACE
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345°
0°
15° 30 °
0° 33 DLT1445 B777 410 490
31 5°
° 45
JFH6752 B738 390 450
° 60
30 0°
OPG3256 A388 400 520
YGD1723 A350 380 425
75°
285°
CKR8976 B744 350 415
APH6388 A321 370 485
XVX6211 B748 300 490
90°
270°
MAG7521 E190 270 410 PVP0786 A320 310 400
AQP6800 BCS3 280 400
ZTV3309 A332 360 420
12 0°
5° 22
13 5°
MKJ5509 B789 390 470 KNH2006 B748 400 500
0° 15
21 0°
165°
180°
195°
0° 24
255°
105°
YGD1723 A350 380 425
SPOTLIGHT: NAV CANADA
The Aireon joint venture brings together NAV CANADA and Iridium Communications, and other ANSP partners: ENAV of Italy, the Irish Aviation Authority and Naviair of Denmark. Committed customers include NATS, Curaçao’s DC-ANSP, South Africa’s Air Traffic and Navigation Services, and the Civil Aviation Authority of Singapore. Agreements or understandings have also been reached with Airservices Australia; the Agency for the Security of Aviation Navigation in Africa and Madagascar; the Airports Authority of India; the Blue Med Functional Airspace Block; and Isavia, Iceland’s ANSP. International support for satellite-based ADS-B continues to grow. CANSO’s March 2016 Global ATM Operations Conference considered draft guidelines for ANSPs implementing ATS surveillance services using space-based ADS-B. This document, Guidelines for Implementing ATS Surveillance Services Using Space-Based ADS-B, will help ANSPs identify where ground-based surveillance may be complemented by satellite-based ADS-B. The technical side of the project continues on schedule. As of May 2016, the full complement of 81 Aireon payloads have been assembled, tested and completed by the manufacturer, Harris Corporation. The initial launch of 10 satellites is scheduled for July 2016. The remaining satellites will be in place by the end of 2017, with full service available in 2018.
Credit: NAV CANADA
Recognizing the importance of human factors to the safe and efficient provision of air navigation services, NAV CANADA is co-chairing with the UK’s NATS a task force to develop a CANSO Human Performance Standard of Excellence.
Flight Service Specialist at Kamloops Flight Information Centre.
We anticipate that Aireon-based services will be implemented in the Gander Oceanic Control Area (OCA) in 2018, with the first operational use of Aireon data taking place concurrently in the Gander and Shanwick OCAs. This will enable longitudinal separation standards on North Atlantic Tracks to be reduced from 40 nautical miles to 15 nautical miles.
Essential collaboration I am a strong believer in collaboration and partnerships in all our activities. NAV CANADA’s transition to a private sector company on 1 November, 1996 marked a fundamental shift – a new way of running a 24/7 high-tech business providing an essential service to the aviation industry. Through our unique and effective governance model – and our dedicated employees – we have taken full advantage of the opportunities to establish a robust and stable financial structure; to adopt a new model of innovation and modernization; and most importantly, to build strong and productive relationships with everyone involved in the company and with our partners around the world. I intend to continue our company’s focus on maintaining strong connections with our customers, with all our stakeholders in Canada, and with our partner organizations around the world.
Credit: NAV CANADA
CANSO has an important role in maintaining strong connections within the global ANSP community, and by providing a valuable forum for sharing ideas, insights and best practices that can transform global ATM. We look forward to welcoming CANSO Members to Vancouver for a productive Global ATM Summit and Annual General Meeting and a memorable visit to Canada.
Vancouver Harbour Tower serves an unusual mix of commercial float plane and helicopter traffic.
NAV CANADA is proud to mark its 20th anniversary as owner and operator of Canada’s civil air navigation service in 2016 by hosting the CANSO Global ATM Summit and 20th Annual General Meeting 20-22 June in Vancouver, British Columbia. AIRSPACE
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CANSO Chair interview A fresh perspective
Paul Riemens completed his five years as CANSO Chair in June. He talks to Graham Newton about the highlights of his time in the role and his ideas for the industry’s future. How would you characterise your time as CANSO Chair? Overall, I would like to think that I have helped to stabilise CANSO as a trade association. When I started as CANSO Chair, the association faced severe financial difficulties, something close to a crisis, in fact. And the organisation itself – from the regions through to the culture and the Executive Committee – was in need of significant reshaping and transformation. The industry had changed quickly and CANSO had not managed to stay ahead of the curve. When we saw that CANSO revenues were significantly less than its expenses, we realised that we had to take control of our future. To right our ship financially and provide a vital revenue stream, we set up World ATM Congress. World ATM Congress sets the agenda for global air traffic management. The success of the event is evidence of the
quality that CANSO has been able to generate and the leadership role that it has assumed as the global voice of ATM. Organisationally, CANSO underwent significant restructuring. From a cultural perspective, it makes me extremely proud to see how all our Members and the Executive Committee work today. There is a spirit that transcends self-interest, of collaborating for the good of the industry that influences the way we work with one another. That attitude should not be taken for granted, and does not come about overnight. I congratulate and thank all the people who helped make it happen. CANSO headquarters is doing a wonderful job in coordinating this team effort, and the way in which CANSO region directors connect with the standing committees is especially beneficial. Their connection and engagement helps the association operate more efficiently and provides greater transparency and connectivity throughout the entire organisation. Our external relationships, particularly those with ICAO, the International Air Transport Association and Airports Council International – as well as other trade bodies – have grown powerfully over the past five years. This development, thanks to the concerted effort and leadership of our Director General, Jeff Poole, not only brings value to all stakeholders but also gives CANSO that global voice. In short, CANSO today operates and leads as a credible, respected trade association; one that will continue to grow to serve and add value to the industry.
Credit: LVNL
What was the most notable development during your time as CANSO Chair?
The goal must be to help air traffic controllers cope with traffic growth.
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Two things deserve mention. First, setting up World ATM Congress. Five years ago, the stakes could not have been higher. Financially, it was “do or die”. And the doing part was an uphill ride without event management expertise or a Director General in place when we started. Getting it right the first
time was an achievement that simply cannot go unmentioned looking back over this period. Second and, I would argue, more crucial in the longer term, has been the development of the regions. The full cooperation of the regions and the strength within them are essential to having a truly global voice, operating innovatively and achieving tangible results as an industry.
Latin America and the Caribbean must also find ways to cope with growth while starting from a lower level of maturity than much of Asia Pacific. As in Africa, it will be a question of resources. I encourage ANSPs in these regions to step up as leaders and work with CANSO to develop their area as a whole. As for North America, there the key will be ensuring that NextGen is interoperable with SESAR in Europe.
What is your view on differences between the regions in terms of the levels of maturity, challenges and progress?
Is the privatisation or corporatisation of ANSPs the best path to progress?
Asia Pacific is an exciting region full of opportunity. The biggest challenge there is addressing the enormous growth that is expected. In doing so, the ANSPs should be careful not to copy the European model.
There is no Holy Grail solution or a one-size-fits-all business model. Privatisation is one route, but the specifics of each ANSP should be studied carefully – specifics such as the culture, the rate of growth, the local economy and so on – before any decision can be made about the appropriate business model.
Because if we look at Europe, the picture is unclear. The Single European Sky still hasn’t happened, the functional airspace blocks have not been a complete success and there are lasting sovereignty issues.
In Europe, privatisation might well be the impetus needed to break through the problems with sovereignty. But in Latin
Credit: LVNL
CANSO has an important role to play in both parts of the world. We can drive progress by continuing to find the room for innovation. To make this happen, we must work with our members, states and policymakers.
CANSO should see itself as an ideas network in this process, helping its Members by showing what works and what does not work in certain situations. The decisions are ultimately in the hands of each ANSP, however.
Looking at the value chain as a whole offers a fresh perspective on stakeholder engagement, improving ANSP-airline-airport relationships.
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See You in Madrid!
Madrid, Spain IFEMA, Feria de Madrid worldatmcongress.org #WorldATM
Future Dates: 2017: 7-9 March 2018: 6-8 March 2019: 12-14 March
CANSO Chair interview America or Africa, with different dynamics to those in Europe, other solutions may prove more successful. How do we ensure that governments understand the importance of air traffic management? The golden rule is not to try to do it on your own – involve everybody. Just shouting “we are important” and hoping politicians will listen will not work. You have to give the discussion a different shape. Starting with the need to grow the economy will make politicians sit up and take notice. That bridges effectively to a discussion on to the vital role of aviation in generating GDP and ANSPs’ position as an integral part of the aviation industry value chain. Is the ANSP-airline-airport relationship everything it could be? If you look around the world, there are good and bad examples of this relationship and of how the value chain is organised. Singapore is a good example, a global hub where the partners collaborate to great effect. Elsewhere, though, many ANSPs do not see themselves as part of the aviation value chain. They seem to see themselves as suppliers of airspace capacity with no part to play in the development of the wider industry. I believe that this is the wrong way to think about such things. Those ANSPs should think “outside-in” rather than “inside-out”. So my advice is not to start with thinking about what an ANSP does. If you look instead at the value chain as a whole rather than just your part, you will find there is a different way to engage with the various stakeholders, and you might just design the air traffic management system in a completely different way.
At LVNL, for example, we worked closely with KLM to understand its needs. We learned that they were not just about capacity but about punctuality and managing their banks of flights during the day to ensure passengers could make their connections. Simply talking with our main client gave us a different perspective, and we designed everything accordingly. Can the industry attract enough human resource talent to match the predicted growth rates? For sure, there is a need for more air traffic experts. But again, we should be thinking differently. The point is the ATM system is an old concept. The idea of providing a heading, altitude and speed is old-fashioned. Our industry is going to be disrupted and we need to break with the old concept. The fact is that the rate of traffic growth is too high for human beings to be the solution. The goal certainly must not be to get rid of air traffic controllers but rather to help them cope with the growth in traffic and ensure that their workload is manageable. I do not think we are that far away from an airport, ANSP or innovative supplier daring to come up with a completely automated airspace system. Remote towers are already a step in this direction. If aircraft are to fly without clearance from a controller then, of course, the technology needs to be proven and safety guaranteed. This process would likely start with something simple, away from complex airspaces, such as terminal approach, and progress from there. Once automation happens to a significant degree, the role of the ANSP will totally change. If you could change one aspect of the ATM industry, what would it be and why? One thing I would not want to change is CANSO’s Executive Committee. I think that it is an essential enabler of progress in the industry. The one thing I would change is diversity: we need more of it. I was raised in European aviation and I thought the Western world knew what it was doing. Today I am convinced that to be truly innovative and to push through change, a diversity of views, voices and actions is an absolute necessity. This is why engaging with the regions is such a crucial development. It provides fresh ideas, fresh impetus for the entire ATM community.
Credit: LVNL
This is, in fact, what the CANSO Executive Committee represents. Through its diversity it provides the industry with energy, resources and new ideas. ANSPs need to prepare for a future with automated airspace systems.
Continuing to integrate this diversity in the future won’t always come easily. But it will always be worth it. AIRSPACE
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Collaborative Decision Making
The key to predictability Collaboration will give the aviation value chain clearly defined parameters and a more efficient operation. Airport collaborative decision making (A-CDM) was pioneered in Europe, where it is hoped there will be a minimum of 42 A-CDM airports by 2019. Its global reach should flourish through ICAO guidance material.
But even these simple examples involve several partners, including ramp agents, gate planners, tow truck dispatchers, en-route and terminal ATCOs, and possibly organisations at the flight’s destination airport.
In essence, A-CDM is a simple tool designed to drive efficiency for all participants in the aviation value chain, including ANSPs, airports, airlines and ground handlers. It applies to all airports, irrespective of size and supports both landside and airside operations. Importantly, A-CDM enhances long-term forward planning as well as short-term, tactical decision making.
Achieving such an open exchange of data is the major challenge of A-CDM and will undoubtedly take time for those just starting out on such a programme.
The concept’s applicability to a variety of situations is its strength, according to Stéphane Durand, DSNA Services, who was involved in the recent CANSO publication, Airport CDM: Optimisation through Collaboration. But though A-CDM cuts across airport cultures and environments, it is airside applications that most apply to ANSPs.
Information exchange
Source: Saab
A-CDM can involve something as simple as time management. Knowing the exact arrival time of an inbound flight, the taxiing requirement and turnaround procedures, ensures an on-time departure. This level of collaboration could also be used to minimise departure congestion during busy periods by giving airlines precise times for start-up and push back.
Collaborative processes and information exchange.
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“There must be commitment and agreement from stakeholders’ top management to share information that may impact airport operations,” advises the CANSO report. “Establishing agreed communication protocols, such as routine conference calls or meetings, to share relevant operational issues that may impact the system and other airport partners, facilitates building trust and the shaping of common and agreed operational strategies.” Airport-CDM is a continuous process that operates best in a defined framework. Training and data sharing protocols; procedures and principles during both regular and irregular operations; and a review and critique process to improve future outcomes must all be deliberated and agreed on, with each stakeholder playing an active part. Airport CDM: Optimisation through Collaboration lists the various levels of A-CDM implementation as well as the steps to success, from engagement to improvement.
for overflow buffers in capacity constrained EU airspace,” noted Ad Rutten, a former President of ACI EUROPE and COO of Schiphol Group.
Disseminating knowledge
Source: Saab
Obtaining improvements in predictability and punctuality, thereby reducing costs, is the goal of all stakeholders. And the key to this ideal is the exchange of real-time relevant information.
Scope of Airside Airport-CDM.
The benefits of A-CDM Arguably the biggest benefit of A-CDM is collaboration itself; an understanding of the needs and challenges of partners’ processes, both in tactical and strategic planning, is an enormous boon. Predicting what a partner will do in any given situation is vital to optimising performance and supplementing internal efficiency. There are, though, more quantifiable achievements. Smoother traffic flow and efficient traffic handling at an airport will doubtless reduce costs through lower fuel burn. Simply optimising taxing procedures is estimated to save 12kg of fuel per flight, according to one recent study. And, of course, lower fuel burn translates into environmental savings as well. Airlines would also save in many other areas, from equipment costs to expenses deriving from delays. Importantly as traffic grows, A-CDM helps each stakeholder to achieve the maximum capacity under given conditions. Planning by multiple stakeholders results in a joint solution and an agreed recovery process that helps bring stability to operations. So whether it is bottlenecks caused by poor weather conditions, technical breakdowns or even work on airport infrastructure, A-CDM delivers an optimal solution and saves money for all partners. The co-operative effort can be expanded into long-term strategic goals. One example is decisions on investment. The CDG2020 master plan for Paris Charles de Gaulle Airport (CDG) – designed to improve airport operations, increase capacity and enhance safety – was defined from an A-CDM perspective by the stakeholders and is managed by joint teams. Munich Airport is taking this a step further with its Total Airport Management project, which will include landside aspects of its operation and expand the timescale of collaborative processes. If A-CDM can be integrated with a network management or air traffic flow system, it will even enable a better understanding and calculation of the balance between en-route demand and en-route capacity. “Next to local efficiencies at all our airports, this improved information sharing is beginning to provide substantial network benefits of 10-20%, by removing the need
The CANSO report recommends that Members “consider including A-CDM in the agenda of their CANSO and ICAO regional meetings and conferences to discuss initiatives and share return of experience”. It also notes that development workshops can be an effective means to disseminate the principles and make a step forward in the implementation process. CANSO has already participated in a three-day workshop in Panama with local stakeholders as well as ICAO, Airports Council International and the International Air Transport Association. DSNA’s Durand agrees that the objective is to disseminate know-how but also to gather understanding of ANSP requirements. “The report does not go into the technical details so the aim now is to find out how deep we need to go and whether a second volume is necessary.”
The challenges of silo thinking Airport collaborative decision making is designed to overcome a number of challenges associated with silo thinking. Many partners interpret the same term differently, for example. For an ANSP, arrival time will probably refer to touchdown on a runway while to a ground handler the same term is used to refer to arrival at the gate. This lack of clarity can lead to confusion and increased inefficiencies. The problem is compounded by poor communication and information exchange. Without recognised processes and protocols to facilitate data sharing, decisions could be based on incomplete information. It effectively makes each partner’s actions unpredictable and could further disrupt operations. This isolation means one partner could pursue a strategy that negatively affects other stakeholders and, ultimately, the entire value chain. A delay, for example, affects not only the departure time of an aircraft but also means more passengers at the gate and within the terminal – and possibly affects inbound flights too. Solving one part of the puzzle without reference to the other parts could compound the problem. Related to this, it becomes impossible for one partner in the value chain to accurately address the underlying causes of a delay, meaning the same difficulties could occur repeatedly.
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FOCUS ON MUAC
Maastricht Upper Area Control Centre showcases the way forward for inter-governmental cooperation. Many European air navigation service providers (ANSP), facing increasing pressures to meet performance targets, have begun to consider the potential benefits of merging some of their operations with neighbours. Cross-border air traffic management is not exactly a new concept but it is still relatively rare. International air traffic control (ATC) facilities have, Scandinavia excepted, been mainly the result of inter-governmental agreements, such as the unified centres created by ASECNA,
For almost 45 years, the Maastricht Upper Area Control Centre (MUAC) has been managing crossborder air traffic in one of the busiest and most complex upper airspace areas of Europe.
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COCESNA and EUROCONTROL, rather than regional ANSP initiatives. Leaving aside the more vexing political issues of what each partner would have to give up if they merged centre operations with those of their neighbours, what operational and cost benefits could be realised from such a move? For almost 45 years, the Maastricht Upper Area Control Centre (MUAC) has been managing cross-border air traffic in one of the busiest and most complex upper airspace areas of Europe, in many ways providing a valuable blueprint for cross border ATM service operations. MUAC is operated by EUROCONTROL on behalf of four countries. It provides ATM services in the upper airspace of Belgium, Luxembourg, the Netherlands and north-west Germany. The MUAC airspace includes the Brussels (in red in Figure 1), Hannover (green) and DECO (blue) Sector Groups, covering the Brussels Upper Information Region (UIR), the Hannover UIR and the
Amsterdam Flight Information Region (FIR) from flight level 245 to flight level 660. To ensure maximum efficiency, the sectors are designed irrespective of national boundaries. More than 1.7 million flights pass through MUAC’s area of responsibility each year, making it the third busiest air traffic control facility in Europe in terms of traffic volume. As it handles traffic departing and arriving at the major hubs of London, Paris, Amsterdam and Frankfurt, it is one of the most complex upper airspace areas in the world, with 80% of traffic climbing or descending.
High productivity Yet by all measures MUAC is significantly more productive than similar ATC centres (ACC). MUAC represents 1.7% of European system gate-to-gate ATM/ CNS provision costs; at the same time, its share of air traffic represents 17% of all flights across the European region. The ATM Cost-Effectiveness (ACE) Benchmarking Report – published by the Performance Review Commission
Credit: © EUROCONTROL
A blueprint for high performance
of EUROCONTROL – find that average controller productivity stands at 1.14 flight-hours per air traffic controller hour for this class of ACC in Europe and MUAC is 74% above the average, reaching 1.97 flight-hours per air traffic controller hour (ACE 2013 Benchmarking Report, May 2015). Some sectors handle unprecedented hourly traffic peaks – up to 80 aircraft per hour in complex and dense airspace at the core of Europe. MUAC performs a number of tasks beyond the normal scope of enroute operations, including the introduction of the latest concepts and technologies, such as cross-border arrival management, a dense free route airspace network available for aircraft operators, advanced flight data processing, air traffic flow and capacity management (ATFCM) tools plus many others. This suggests that consolidated, regional ATC operations can provide
significant performance improvements over national facilities. There are four key major components to MUAC’s success: advanced ATC system and procedures, optimised and flexible staff management at a tactical level, efficient demand-based rostering processes and highly motivated staff. But there are other elements, too, which have driven the performance of MUAC, some institutional, others more operational. International sectors can be designed to cope with traffic loads in a seamless way across national borders, reducing time-consuming coordination tasks and increasing efficiency. At MUAC the seamless technology concept covers a large multinational area and is shared with most military partners, improving the exchange of information and situational awareness. German
More than 1.7 million flights pass through MUAC’s area of responsibility each year, making it the third busiest ATC facility in Europe in terms of traffic volume. As it handles traffic departing and arriving at the major hubs of London, Paris, Amsterdam and Frankfurt, it is one of the most complex upper airspace areas in the world.
controllers handling operational air traffic in the Hannover UIR, for example, are currently co-located on MUAC’s premises; the MUAC ATC system has been deployed across the various Royal Netherlands Air Force sites; and there is an automatic exchange of flight and radar data between MUAC and its Belgian military partners. This cooperation will soon reach new heights. Recently, MUAC was entrusted with an extended mandate to operate military ATC services in the Hannover UIR and Amsterdam FIR in addition to the current civil ATC services. The first step will be to integrate the German military sectors in January 2017.
Pioneering role There are institutional advantages. MUAC is a non-profit, inter-governmental centre of excellence which, over time, has played a key role in helping pioneer and validate new technologies and procedures in a real, operational multinational environment. Credit: © EUROCONTROL
Integrating flow management within tactical operations to optimise the incoming streams of traffic, for example, allows controllers to safely expedite the tactical handling of traffic, thereby meeting traffic and demand fluctuations in the best possible way. Figure 1. The MUAC airspace.
The international nature of its business has given MUAC a unique spectrum AIRSPACE
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FOCUS ON MUAC at MUAC; it uses trajectory predictions from both the Network Manager’s system and the local flight data processing system. It predicts the traffic situation according to occupancy, entry rates and complexity counts up to six hours in advance and contains a sector optimiser that can identify both overand under-load situations.
of competencies, allowing experts the opportunity to innovate. This in-house capability continues to be developed through local and collaborative projects conducted in the context of Functional Airspace Block Europe Central (FABEC) and SESAR. Early deployment of forward-looking technical and operational concepts is vital to the future performance of MUAC. Enhanced flow, airspace and capacity management methodologies used at MUAC are, for example, a precursor to the dynamic demand and capacity balancing concepts being defined and deployed in the Single European Sky ATM Research (SESAR).
To maximise efficiency, the iFMP is fully integrated with the TimeZone manpower planning tool developed at MUAC. Further development of the tool is planned in the area of traffic predictions and includes an upgrade of the statistical prediction model, based on historical data, and the use of new data sources, primarily from neighbouring airports.
One of the most advanced technical developments in this area is the integrated Flow Management Position (iFMP) system. The iFMP is used as the primary ATFCM decision-making tool
The iFMP is the cornerstone of the new operational concept currently being developed at MUAC. It also integrates new ideas and concepts explored under
Air Traffic Controller productivity Enhanced flow, airspace and capacity management
Cross-border sectorisation over the Benelux & North-west Germany
Efficient demand-based rostering processes
Flexible staff management at tactical level
Top of the range, seamless technology with high automation
1.97 Flight hours per Air Traffic Controller hour
Customer focus
Credit: © EUROCONTROL
Staff culture & engagement Optimum civil /military cooperation
+74% above the average of cluster 2 ANSPs (source: ACE 2013, May 2015 pp. 27&28) Figure 2. Air Traffic Controller productivity.
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A number of programmes are in place to extend the capability of civil/military data centres as well as the ATM Data as a Service project in which MUAC has helped to develop a distributed ATS system.
the SESAR programme in the area of flow and complexity management, serving as MUAC’s validation platform in these areas.
Proactive thinking MUAC is regularly approached by other ANSPs for advice and is evolving this service further, exchanging experiences and generating additional income that contributes to reduced user charges. A number of programmes are in place to extend the capability of civil/military data centres as well as the ADaaS (ATM Data as a Service) project in which MUAC has helped to develop a distributed ATS system as an early example of delivering ATM data as a service. MUAC’s multi-national, impartial, intergovernmental structure, rather than limiting its ability to think proactively, has actually helped it. It has attracted staff with a wide range of qualifications and has allowed solutions to problems to be implemented on a multi-national basis, increasing their effectiveness. But growing demand, structural airspace limitations and traffic pattern fluctuations will require a new approach to traditional ATM methodologies. This is especially true in the way that services will be increasingly delivered in cross-border arrangements to tackle the issue of fragmentation, which remains at the heart of the challenges facing Europe. Because of its inter-governmental structure, MUAC is in the spotlight for performance probably more than any other ANSP. It understands the pressure to deliver not only compliance but also
Credit: © EUROCONTROL
The performance targets of seamless Single European Sky are real and attainable – with the right level of cooperation and partnerships.
high satisfaction rates for its customers. A recent customer survey revealed an overall satisfaction rating of 4.3 on a scale of 5 for MUAC services. But this success has created its own problems. Last year saw unpredicted and unprecedented soaring traffic demand in the Brussels sectors, which had to accommodate 51% of the total traffic across the MUAC airspace. Several steps are under way to mitigate the problems of congestion, including the introduction of a third layer, Division Flight Level (DFL) 335 (implemented in February 2016), off-load scenarios, and cross training of controllers to ensure a better balance between traffic demand and available air traffic controllers (ATCO).
2011, a network of over 500 direct routes has been implemented in MUAC airspace. As part of the Free Route Airspace Maastricht and Karlsruhe (FRAMaK) project, the network of direct, flightplannable, cross-border routes has been considerably expanded, creating a large-scale direct routing airspace over Belgium, Germany, Luxembourg and the Netherlands – a region with particularly heavy traffic to and from Europe’s major hub airports.
But these are short term fixes and more long term, cooperative measures will be needed to cope with predicted demand.
The implementation of Cross-Border Arrival Management (XMAN) in November 2015 has allowed MUAC controllers to cut aircraft holding time at London Heathrow by asking pilots to reduce cruising speeds during the final en-route phase of flight, 350 nautical miles away from the airport. MUAC is the first ANSP to provide this operational service to London and other ANSPs will follow in the course of 2017.
MUAC has taken key roles in the implementation of direct routes, allowing airline operators to reduce fuel carriage, engine running time and gas emissions, vastly improving flight efficiency. Since
The London Heathrow XMAN programme marks one of the first operational deployments of the SESAR concept of Extended Arrival Management and is generating annual
Cooperative measures
savings of 15,000 tonnes of CO2 and €4 million of fuel (2014 fuel figures). At MUAC, future XMAN operations are soon to target flights inbound to Frankfurt. The benefits of providing cross-border ATM services extend far beyond a highly competitive service performance. The performance figures merely indicate that the performance targets of seamless Single European Sky are real and attainable – with the right level of cooperation and partnerships.
MUAC’s multi-national, impartial, intergovernmental structure, has attracted staff with a wide range of qualifications allowing solutions to be implemented on a multinational basis, increasing their effectiveness.
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Letter from America
Accommodating new airspace users Teri Bristol, Chief Operating Officer of the Federal Aviation Administration’s Air Traffic Organization, reports on the FAA’s plans to deal with unmanned aircraft systems and commercial space travel.
The development of Unmanned Aircraft Systems (UAS) and private space transportation are bringing an excitement to the US aerospace industry not seen since the dawning of the jet age and the Apollo missions to the moon.
The UAS strategy
I would like to discuss the FAA’s efforts to safely integrate UAS and commercial spacecraft into the US airspace system.
The FAA expects there to be as many as seven million unmanned aircraft sold in the United States by 2020. By early summer
We are committed to enabling these great innovations, while continuing to provide the same high level of safe and efficient air navigation service to traditional airspace users.
2016, we plan to finalize a rule that will allow routine, non-hobby commercial operations of small unmanned aircraft. In the meantime, we have been authorizing non-hobby operations on a case-by-case basis. We have approved more than 5,000 exemptions to date for purposes including movie and professional football practice filming; inspections of pipelines, power lines, bridges and flare stacks; and monitoring crops as part of precision agriculture. In addition, we have developed partnerships with three companies – CNN, PrecisionHawk, and BNSF Railway –
More than 5,000 UAS exemptions have been approved to date for purposes including movie and professional football practice filming; inspections of pipelines, power lines, bridges and flare stacks; and monitoring crops as part of precision agriculture. As many as seven million unmanned aircraft are expected to be sold in the United States by 2020.
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to explore further UAS activity beyond the type of operations that will be covered under the pending small UAS rule. PrecisionHawk, for example, will explore how UAS flights outside the pilot’s direct vision might be used for crop monitoring in precision agriculture operations. Also, we are working with CACI International Inc. to assess the feasibility of a technology to detect rogue unmanned aircraft around airports. In the FAA’s Air Traffic Organization (ATO), I have appointed a Senior Executive to oversee our UAS airspace integration efforts, and we are developing a UAS strategy to guide these efforts and better align our work with other lines of business in the agency. In December 2015, we developed a streamlined online registration platform for UAS users – the first of its kind in the world. Registration enables us to know who the operators are and instil a culture of safety within this new community. We now have more than 430,000 operators registered.
Space race While there has been a lot of attention paid to unmanned aircraft systems, we are also paying close attention to the commercial space industry. The progress has been simply breathtaking. In April 2016, we saw Space X make history by landing its Falcon 9 rocket on a drone ship in the Atlantic Ocean. This marks a big step toward achieving reusability of these rockets. This year, we expect there to be at least 32 commercial space launches and reentries. Within several years, we could see one launch daily in the US alone and, as space tourism continues to develop, we could see multiple suborbital launches per day. We are doing a lot of internal prep work so we are not behind the curve when these operations start to accelerate. Currently, we accommodate these operations by blocking off airspace. As they increase, we will have to move from accommodation to integration, meaning that we take into account the needs of all
The Commercial Space Integration Team will seek engagement and input from the industry.
Airspace integration
During 2016, FAA expects there to be at least 32 commercial space launches and reentries. Within several years, we could see one launch daily in the US alone and, as space tourism continues to develop, we could see multiple suborbital launches per day.
airspace users – just as we are doing with unmanned aircraft. Later this year, the ATO expects to complete our Commercial Space Integration Roadmap that will define changes in airspace usage policy, regulation, procedures and automation capabilities, and determine the schedule by which these changes will be made. We recently created a Commercial Space Integration Team made up of ATO directors that will manage this roadmap effort. Through this team, we will seek engagement and input from the commercial space industry. This builds on our outreach to industry through our Commercial Space Industry Days, sponsored by the FAA’s Commercial Space Transportation Office and held at the FAA’s Command Center.
In addition, we are prototyping a new technology called the Space Data Integrator (SDI). With this tool, we will be able to safely reduce the amount of airspace we block for commercial space operations and more efficiently release the blocked airspace so it is available for other users. SDI will enable us to adapt to contingencies too. For instance, if we know that a reentry is coming in off course, we can block off new airspace and release the old airspace. This summer, the FAA plans to conduct a demonstration of SDI when Space X conducts one of its reentry missions. The demo results will help us determine how much airspace we have to block off in advance to ensure a safe operation. While it is still early yet, we are looking at how to incorporate the commercial space industry into the FAA’s Collaborative Decision Making (CDM) process – a practice whereby we communicate several times a day with aviation stakeholders and take their interests into account as we manage the flow of daily air traffic. This will be an important step in the eventual airspace integration process. I look forward to seeing our progress in these areas, and sharing our work with our partners in CANSO. AIRSPACE
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ATCO Workload
Credit: © LFV
A new method of delivery
Smart Towers could mean a new way of working for air traffic controllers.
The impact of smart towers on air traffic controller workload is being carefully evaluated. Smart towers (also known as remote towers) are already a reality. Swedish ANSP, LFV, has been operating one for more than a year, managing flights at Örnsköldsvik from a base in Sundsvall, 100 miles away. Smart towers comply with ICAO rules (doc 4444) and are part of ICAOs Global Air Navigation Plan and Aviation System Block Upgrades. Further work remains to be done to mature the concept and one of the more interesting issues is the impact smart towers will have on the workload of air traffic controllers (ATCO).
Change management
contributed to the validation phase of Sweden’s smart tower and there was input in the design phase too. “There was a focus on the possibilities and enriching the work environment,” he says. “Seeing is believing.” Kjellander advises fostering a good partnership with ATCO unions. HungaroControl, which is at the early stages of developing smart tower operations, has invited the unions to participate in the project and has also hired a specialist consultancy to develop a personal programme for every ATCO.
The human element must be handled sympathetically by ANSPs. “Change management must be applied effectively and carefully, fully taking into consideration the concerns of ATCOs,” suggests Per Kjellander, Deputy COO, LFV.
In the US, the National Air Traffic Controllers Association (NATCA) is closely involved in the Leesburg smart tower demonstration. According to NATCA’s Dale Wright, “working with the Federal Aviation Administration’s NextGen and Requirements Offices, controllers are providing input into safety and technical concerns of both the FAA and users”.
Involving ATCOs from the start of smart tower development is clearly desirable. Kjellander reveals that 150 ATCOs
As well as advising on smart tower set-up, ATCOs need to validate the training required. Although this is essentially
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Other ATM workers
Smart towers are not about cutting ATCO jobs. Rather, they are about improving the safety and efficiency of air navigation services and providing the tools that allow ATCOs to become more productive.
Smart towers will obviously affect engineers and other ATM support staff. Although the technology will be new, equipment maintenance and support is anticipated to follow traditional lines. The branch of the UK’s Prospect union that represents air traffic systems specialists raises such questions about maintaining the physical on-site equipment as the regularity of inspection.
the same as for a traditional tower, there is some additional training on the new technology. LFV ATCOs reported that the training was easier than anticipated and they quickly built confidence and trust in the system.
“Competency and assurance for the people and systems that deliver the remote tower solutions will be a key factor in its success,” notes Prospect in a report. “Thus the impact on social issues and working practices must be a key consideration when looking at deploying remote towers.”
Indeed, comments such as “why have we not done this before?” and “this new technology is not a problem for me” are commonplace in the LFV experience.
implementation could also benefit from a structural adjustment. Smart towers will “take ATCOs who work alone or in small teams to form larger teams”, says Brendan Mulligan, Chair of the Human Resources Workgroup.
Social impact Most importantly, smart towers are not about cutting ATCO jobs. Rather, they are about improving the safety and efficiency of air navigation services and providing the tools that allow ATCOs to become more productive.
The opportunity to work with colleagues who can provide back-up and share experiences and best practice in a modern workplace should create a virtuous circle of information. Larger teams could also assist in reducing controller fatigue. In theory, ATCOs will be able to take a break away from the work position and can actually leave the operations room.
In fact, smart towers may even mean more jobs as air services are provided to locations where none previously existed. The overall social impact of smart tower
The issue is being closely monitored by the industry, as is the controller working position for smart towers. The argument is that any new technologies used in smart towers will be
Credit: © Saab AB/Stefan Kalm
While these remarks and similar from other trials are very encouraging, smart towers are a genuinely game changing technology for all partners. Other ATCO concerns must therefore also be considered.
Differences in smart tower technology are already subject to ATCO feedback.
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World-class line-up of safety experts in sessions on: Remotely Piloted Aircraft Systems (RPAS) and Air Traffic Control
civil air navigation services organisation
Human Performance Just Culture Emergency Response Plans Enhancing Aviation Safety and Security
Join us at the
CANSO Global ATM Safety Conference 6 - 11 November 2016 Budapest, Hungary For more information, please visit: canso.org/canso-global-atm-safety-conference-2016 Email: events@canso.org Phone: +31 (0)23 568 5380
ATCO Workload proven, more efficient and therefore more supportive than the traditional workplace. This would simplify the role of the ATCO and potentially remove some redundant tasks. The introduction of multi-smart tower operations could supplement these potential gains as ATCOs will likely be constantly engaged in a truly interactive environment that will utilise every facet of their skillset. Also, ATCOs will no longer necessarily be asked to work at remote airports but could take advantage of working in a more attractive location. Smart tower centres could even be built away from airports, increasing staff convenience. Some ATCOs may need to be relocated in the early stages of smart tower development as a result.
Careful evaluation In terms of the impact on ATCO work processes, it is clear that information management will be a critical issue. New technologies used by smart towers allow multiple sources of information to be displayed within the screens used by an ATCO to see the airport. How these are integrated needs to be carefully evaluated. LFV has been in discussion with its regulator about potential new methods for managing flights but is being careful not to expose ATCOs to information overload. Suppliers are naturally pushing the many capabilities of advanced systems but a cautious approach seems prudent. Integrated systems could make the life of an ATCO easier, removing the need to interface with multiple touch points. And for many young entrants to the industry, multi-tasking across numerous screens, pulling and pushing information as appropriate, will seem natural, even attractive. Equipping the
Smart towers take off A number of countries are planning to implement or are exploring the opportunities offered by smart towers. The FAA is running a smart tower demonstration with Saab Sensis at Leesburg Airport just outside Washington DC while Frequentis will provide German ANSP, DFS, with smart tower technology for three airports in Germany from a centre in Leipzig. Saarbrucken is scheduled to come online in 2017 with Erfut and Dresden to follow. SESAR and ENAV, the Italian ANSP, have developed the Remote Airport Concept of OperatioN (RACOON) to demonstrate the viability of remote operations for both single and multiple airports. Another high level demonstration under SESAR involves the Irish Aviation Authority and Saab working together to implement a smart tower centre at Dublin Airport as well as remote installations at Cork and Shannon. HungaroControl has contracted with Indra and Searidge to deploy a smart tower to replace its existing facility and in Norway, Avinor has announced plans to invest in smart tower services for 15 airports, to be controlled from a remote tower centre in Bodo. Meanwhile, in France, DSNA has run trials at Paris Charles de Gaulle Airport to regulate traffic to and from the apron to help increase overall capacity.
job with the environment and technology these entrants expect could therefore be an added bonus to recruitment drives. Other differences in smart tower technology are already subject to ATCO feedback. The LFV experience is that controllers have adapted easily to a 360° view being displayed across 225°, for example. Depth of sight has not been an issue and generally ATCOs have been quick to see the benefits. Other aspects of the ATCO workload still require careful consideration though. How to maintain a relationship with airport staff if ATS is provided remotely is one such issue. While contact can be ensured through such Internet-based services as Skype and reciprocal visits when necessary, it does not quite replicate the day-to-day involvement of traditional ATM delivery.
Credit: © Saab AB/Stefan Kalm
And some concerns have been expressed that entrants working solely in smart tower centres will lack real, hands-on experience. The same debate was had in the airline industry as flight deck automation took hold and the fear there was shown to be groundless. Even so, whether ATCOs need traditional tower experience is being examined.
Integrated systems could make the life of an ATCO easier.
These are still early days for the technology but it is clear that ATCOs will be affected. Involving them in validating the technology and benefits of smart towers from the outset appears the most sensible approach. AIRSPACE
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Big ideas in small steps Experts agree that ATM needs to change but how to achieve a successful transformation on an industry scale is still open to debate. As the saying goes, changes are not permanent but change is. For ATM, the nature of that change and the speed with which it is implemented are being hotly debated. The wide array of opinions was candidly expressed at a panel session at World ATM Congress in March. At the heart of the panel discussion about the way forward were two, seemingly contrary, ideas; paradigm-shifting, top-down leadership and bottom-up incremental steps. Neil Planzer, Vice President of Airspace Solutions and Air Traffic Management at Boeing, argued the case for leadership. “If [former US President John F.] Kennedy asked for consensus before sending a man to the moon, we would never have got there,” he said. “Leadership presented an outcome that inspired people to produce.” He accepted, however, that Kennedy had control of all the components that were required to allow Armstrong to take that momentous step. In ATM, no one organisation commands all the necessary tools and people that it would take to implement a new framework. Planzer turned this idea around and suggested that while the International Civil Aviation Organization (ICAO) does laudable work, it is not about making progress. “ICAO integrates,” he noted. “It takes the best ideas and disseminates them. That 26 QUARTER 2 2016
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is hugely valuable work but it is not leading. ICAO does not create outcomes.” Ed Bolton, former Assistant Administrator for NextGen at the Federal Aviation Administration (FAA) worried that it is difficult to get people to buy into a long-term vision, highlighting the necessarily lengthy research and development programmes in air navigation. “Not many people really think about the benefits that will be derived in 10 or 20 years’ time,” he said. “So while a vision is important and leadership is important, a great leader must produce results.”
Step by step This leads to a potential second course of action; bottomup, minor changes. Industry transformation needs to start
The challenge for ATM is balancing delivery with technological innovation... rather than the performance of technology being the main driver, it is a change of culture that holds the key to future success.
Credit: ©AdobeStock/scarletus
FUTURE ATM
Sophisticated new technologies promise endless benefits from a lower cost base. ADS-B, 4D trajectories and enhanced data communications are just a few of the game-changing developments promised by industry experts and suppliers.
somewhere. Searching for the ideal outcome at the beginning of the project could produce seemingly insurmountable obstacles. Small, incremental changes start to deliver improvements almost instantaneously, stimulating further advances.
in Asian ANSPs create challenges. A phased approach, agreed by all parties, overcomes these challenges. It will help the less developed ANSPs progress quickly and brings advantages for all stakeholders, including the mature ANSPs. Effectively, it is about making ATM a cohesive whole. Creativity, after all, can be seen as understanding the value of making connections. James Dyson reportedly combined the vacuum cleaner with a cyclone he saw working in a timber yard, for example. Cooperation is especially useful when it challenges the assumptions and requirements of each partner, forcing new ideas into the discussion. The constant testing of these assumptions in an iterative process invariably yields productive results.
Game changers
The Single European Sky and NextGen in the US – two of the biggest projects ever undertaken in ATM – have had lofty goals from the outset. But the projects’ protagonists have zoomed in on the big picture to bring a sharper focus to the work. Incremental steps have proven to be the way forward simply because when you look ahead 20 years, you are bound to get things wrong.
Nevertheless, the role of technological innovation in a safer, more efficient ATM future seems certain. Sophisticated new technologies promise endless benefits from a lower cost base. Automatic surveillance dependent – broadcast (ADS-B), 4D trajectories and enhanced data communications (datacom) are just a few of the game-changing developments promised by industry experts and suppliers.
Even five years ago, for example, few considered that the use of remotely piloted aircraft systems (RPAS) would grow so significantly. Now, more drones than manned aircraft are registered in the US.
These technologies all break the mould of the traditional ATM framework and make use of the on-board avionics of modern
Massimo Garbini, Managing Director, SESAR Deployment Manager, said the complexity of the ATM system almost demands evolution rather than revolution. “You cannot disconnect systems and procedures,” he suggested. “And safety must never be seen as a given. The focus must be on what you can deliver.”
Delivery date The challenge for ATM is balancing delivery with technological innovation. It is worth noting that Amazon did not pioneer online book retailing, Gillette was not first with the safety razor nor Polaroid with the instant camera. In each of the examples, it took a focus on delivery to bring the idea to the general public. So rather than the performance of technology being the main driver, it is a change of culture that holds the key to future success.
Shum cites air traffic flow management to illustrate his point. Its implementation and promise of smoother operations would be a boon for the whole region but the different levels of maturity
Credit: ©Papa Bravo
Kevin Shum, Director General of the Civil Aviation Authority of Singapore pushed the idea of collaboration as a path to progress. “There is lots of technology available and it is moving really fast,” said Shum, “But the exciting thing is the cooperation between ANSPs and governments to make airspace more efficient and safe. Big benefits can be had from working together.”
The future direction of ATM is influenced by a number of factors.
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civil air navigation services organisation
FUTURE ATM
Credit: CANSO
The panel on Implementation: where we think we will be took place on 9 March 2016 at World ATM Congress in Madrid. The full panel consisted of: aircraft, which are capable of delivering a broad variety of outcomes, including self-separation. Given that approximately two-thirds of aircraft on order will be additions to fleet and not replacements for older aircraft, this need to revolutionise the ATM system through new technologies looks obvious. And the sheer volume of traffic will likely mean that these improvements will not only be available at such major hubs as Frankfurt and Chicago but also at a second tier of airports, further cementing a major change in the existing operational procedures. “Most technology is about making it easier to do what you are already doing,” says the FAA’s Bolton. “But the future is about doing things differently. He believes datacom will be a major transformational technology, for example. “It is a way to send text messages directly to the flight management system almost instantaneously,” he says. “It has been implemented in 10 locations and is two years ahead of schedule.”
Beneficial collaboration Ultimately, perhaps these trends – top-down or bottom-up, technological leaps or considered cooperation – are not as divergent as may appear. A successful transformation strategy
Moderator Peter F. Dumont President and CEO, Air Traffic Control Association Speakers Massimo Garbini Managing Director, SESAR Deployment Manager Edward L. Bolton Jr. former Assistant Administrator for NextGen, Federal Aviation Administration Kevin Shum Director General, CAAS (Singapore) Todd Donovan Vice President, Strategy & Marketing, Thales ATM Neil Planzer Vice President, Airspace Solutions – ATM, Boeing
for the industry includes all these elements. Planzer opined that the industry is not getting it wrong, it is just not getting it right enough. Matthew Syed sums it up neatly in his book Black Box Thinking: “progress is an interplay between the practical and the theoretical, between top-down and bottom-up, between creativity and discipline, between the small picture and the big picture.” AIRSPACE
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Risk mitigation
Delving deeper into safety Risk analysis would benefit from a globally harmonised approach, write James Williford, Kimberly Pyle and Brooke Prokopchak. In modern airspace systems, serious safety incidents – near mid-air collisions, category A and B runway incursions, dangerous losses of separation and other close calls – are rare and, in their circumstances and causes, often extremely complex. Because of this, it can be difficult for ANSPs to amass datasets of the size and consistency needed to accurately identify the safety issues underlying these types of incidents. Nevertheless, that is precisely what ANSPs must do to develop thoroughly informed and effective risk mitigation strategies. In late 2015, at the CANSO Global ATM Safety Conference in Punta Cana, Dominican Republic, a significant step towards addressing this challenge was taken when CANSO officially endorsed a globally harmonised approach to risk analysis.
hard data to uncover an incident’s causal and contributory factors and to quantify its level of risk. The RAT/RAP promises not only to help individual ANSPs better understand and address weaknesses in their airspace systems, but to help CANSO do the same at the regional and global levels.
Fine tuning After more than a decade of development, revision and finetuning by some of the best minds at EUROCONTROL and the FAA, the RAT/RAP represents the most sophisticated yet easyto-use approach to risk analysis available to ANSPs. Applicable to airborne, surface, and maintenance-related incidents, it brings together two critical elements of risk analysis; subject matter expertise and a systematic scoring tool.
As Steve McMahon, Deputy Vice President for the US Federal Aviation Administration’s (FAA) Safety and Technical Training Service Unit, explains: “Risk analysis processes are important because they allow us to objectively measure, improve and communicate safety performance.”
Using the available investigatory materials, a panel of subject matter experts – which can include controllers, pilots, human factors specialists, and other stakeholders – conducts an analysis of the incident. The scoring tool, which is basically a questionnaire with weighted answer fields, guides their analysis.
Based on EUROCONTROL’s Risk Analysis Tool (RAT) and the FAA Risk Analysis Process (RAP) – which are themselves practically identical methodologies – the approach relies on
In its current form, the tool requires only a series of standardised inputs to capture and depict relationships between actions, consequences and risk.
Because different kinds of incidents demand different analysis parameters, EUROCONTROL and the FAA have developed a number of tool interfaces.
More than one aircraft Aircraft-aircraft-tower Incidents involving two or more aircraft (e.g., separation minima infringements); such incidents involve airborne aircraft in airspace with defined separation minima.
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Incidents involving an encounter between two aircraft under tower control, including situations in which: both aircraft are airborne, both aircraft are on the ground, or one aircraft is airborne and one is on the ground. Any incident involving an active runway is scored using this interface.
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Aircraft with ground movement Incidents involving an encounter between an aircraft and a vehicle; aircraft could be on the ground or airborne.
One aircraft Incidents involving only one aircraft (e.g., an airspace infringement, a level bust, a loss of separation with ground and/or obstacles); near-Controlled Flight into Terrain incidents are assessed with this interface.
ATM Specific Occurrence Incidents involving a technical (maintenance, engineering or other infrastructural) problem that affects the provision of safe air traffic management services.
To encourage as many ANSPs as possible to participate, CANSO has arranged to make the process template and an accessible version of the software tool available to any Member hoping to get started. The RAT/RAP works by cataloguing each safety incident according to its severity, an evaluation of how close the incident came to becoming an accident, and its likelihood of recurrence. These two dimensions of an incident’s risk are then assigned a quantitative value that, when combined with a descriptive taxonomy, allows analysts to aggregate and compare datasets reflecting similar or related incidents. The RAT/RAP’s taxonomy is as important as the risk model. Its purpose is to ensure that the incidents under analysis are described according to a uniform system. This ensures the results are organised, searchable and analysable. For each incident, the panel selects a series of descriptive phrases from a syntactically structured list. These phrases capture the details of the incident and its context. This information is vital to those responsible for developing and implementing appropriate mitigation strategies. The culmination of this approach is a collection of organised, consistent data that can help ANSPs, or indeed any organisation with access to the data, find and prioritise safety issues. While individual ANSPs are likely to benefit from the data consistency that comes simply from implementing a single, systematic approach to safety analysis, the real potential of the programme hinges on a willingness to share data. By agreeing to share data, ANSPs stand to dramatically increase the pool of safety data at their disposal and thus improve the soundness of their safety-critical decisions. Sharing the data with CANSO expands that pool even further, opening the possibility of identifying safety issues that arise not only within, but between ANSPs. “The adoption of the common risk analysis methodology will enable CANSO to transform global air navigation service provision event analysis,” says McMahon. “Over the next two to three years, we will see an entirely new suite of international safety performance metrics and the adoption of programmes similar to the FAA’s Top 5 globally.”
Consistent data Once enough ANSPs opt to share RAT/RAP data, CANSO plans to supplement or replace several of its current safety performance metrics, including its loss of separation metrics and its runway incursion metrics. In both of these areas, the RAT/RAP will provide more refined and consistent data than those currently submitted by ANSPs.
Eventually, RAT/RAP data may also support the development of Safety II metrics, which are intended to measure an airspace system’s ability to conduct operations safely under varying conditions. It will also support the development of new leading indicators and new international safety benchmarks. The number of RAT/RAP users globally is already impressive, with most of the 41 EUROCONTROL member States, the FAA, Air Traffic and Navigation Services South Africa, Airservices Australia and AirNav Indonesia among the ANSPs using it as their standard method of risk analysis. As Chumnan Ruechai, Acting Vice President (Office of Safety and Standards), AEROTHAI – one of the most recent adopters of RAT/RAP – remarks: “AEROTHAI sees the RAT/RAP as best practice developed by subject matter experts. The techniques and user-friendly interface offered by the tool are highly valued among our investigation teams, assisting especially in in-depth analysis and the identification of underlying contributing factors. Not only does the tool reinforce the credibility of our investigation process among staff and related stakeholders, but also it makes it possible to benchmark the organisation’s safety performance among CANSO Members.”
Deeper view If ANSPs agree to share their RAT/RAP results with CANSO, the insights and services that CANSO can deliver to all its members is expected to increase significantly. The more expansive the list of participants, the deeper and more thorough the view of global aviation safety the RAT/RAP can provide. Of course, CANSO understands that not all ANSPs will have the personnel or fiscal resources to implement a fully-fledged version of the RAT/RAP. In an effort to encourage as many ANSPs as possible to participate, CANSO has arranged to make the process template and an accessible version of the software tool (e-tokai.net) available to any Member hoping to get started. CANSO recommends that members begin by evaluating airborne loss of separation events and, as they become more familiar with the process, gradually expand their efforts to include surface events and technical failures. It should also be noted that more experienced ANSPs may be available to provide guidance, where needed, to those just starting with the RAT/RAP (see contact details below). Throughout Europe and at select ANSPs worldwide, the RAT/ RAP has already proved a highly effective means of generating the broad, objective datasets needed to make smart safety decisions. With this endorsement, CANSO hopes that many more ANSPs will adopt the RAT/RAP and reap the benefits. As the preferred method of risk assessment, the RAT/RAP represents an important step forward in shaping global safety standards and enhancing collaboration among ANSPs around the world. For further information, contact: Mark DeNicuolo at the FAA (mark.denicuolo@faa.gov) or Radu Cioponea at EUROCONTROL (radu.cioponea@eurocontrol.int). AIRSPACE
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ATM NEWS World ATM Congress 2016 welcomes record attendance, cutting-edge aviation technology The fourth annual World ATM Congress, the world’s largest ATM exhibition, welcomed 7,175 registrants and 225 exhibitors in March.
Credit: CANSO
Ana María Pastor Julián, Spain’s Minister of Public Works and Transport, opened the three-day Congress. The conference portion included four sessions that examined remote towers and the implications of new entrants into the system, and forecasted the short- and long-term future of aviation. The exhibition showcased innovative aviation products, like flight and remote tower simulators, sensors, and radomes, and hosted several high-profile industry deal signings, such as mergers and partnerships. Ana María Pastor Julián, Spain’s Minister of Public Works and Transport, opened World ATM Congress.
Airways New Zealand to lead initiative to reduce emissions Airways New Zealand will play a top role in minimising the environmental impacts of aviation by heading up ASPIRE – the Asia and South Pacific Initiative to Reduce Emissions. Through ASPIRE, Airways works with airlines and other partners to develop operational procedures and standards for flights which limit fuel burn and carbon emissions. Other ASPIRE partners are Airservices Australia, the Federal Aviation Administration (FAA), the Japan Air Navigation Service, the Civil Aviation Authority of Singapore and AEROTHAI.
Aviation encourages States to progress carbon offsetting All parts of the aviation industry, including CANSO, issued a communique encouraging governments to progress the global carbon offsetting scheme for air transport. The Communiqué emphasised the need for an ‘aviation’ solution that avoids market 32 QUARTER 2 2016
distortion with a single, global, mechanism for air transport; that a global mechanism is preferable to a patchwork of different measures; and that the offsetting scheme was just one part of a series of measures needed to help aviation reduce its climate change impact. These include new technology, use of sustainable alternative fuel, improved operations and more efficient infrastructure. The Communiqué is available at http://bit.ly/1WWXesZ and summarises interventions from aviation industry leaders.
Vertical flight efficiency improvements for 30 city pairs Experts from ANSPs in FABEC have investigated ways to improve the vertical flight efficiency (VFE) of air traffic in European airspace. The investigation focused on the improved adaptation of vertical restrictions to seasonal and time-based procedures. It resulted in the improvement of 30 city pairs where aircraft are granted a more optimal vertical flight profile. City pairs are defined routes between major airports. Depending on the individual city pair, aircraft can fly on a defined
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World ATM Congress is produced through a partnership between CANSO and ATCA and will reconvene 7-9 March 2017. higher flight level or on the flight level they request. The improvements reduce fuel burn and CO2 emissions.
LFV and Swedavia to explore multiple remote towers
ASECNA and Indra to deploy ADS-B over 17 African countries and the Indian Ocean
LFV and Swedavia have signed a Letter of Intent to investigate the potential to establish remote tower services at five Swedish airports. The five airports in the study are Malmö and Visby in the southern part of Sweden and Östersund, Umeå and Kiruna in the northern part. The idea is for the control centre for the five airports to be located close to LFV’s Air Traffic Control Centre at Stockholm Arlanda Airport, which means placement in the Stockholm region.
L’Agence pour la Sécurité de la Navigation Aérienne en Afrique et à Madagascar (ASECNA), selected Indra to provide and deploy an ADS-B surveillance network over 17 countries in Africa and several French Overseas Departments in the Indian Ocean. This network will allow ASECNA air traffic controllers to precisely locate aircraft en-route and on approach and landing. The air surveillance systems will be deployed in Benin, Burkina Faso, Central African Republic, Cameroon, Chad, Comoros, Congo, Gabon, Guinea Bissau, Equatorial Guinea, Ivory Coast, Madagascar, Mali, Mauritania, Niger, Senegal, Togo and the French Overseas Departments in the Indian Ocean. This is one of the largest ADS-B surveillance networks to be deployed anywhere in the world.
New partnerships in Asia PacifiC The Civil Aviation Authority of Singapore (CAAS) and the Civil Aviation Bureau of Japan (JCAB) have signed a Memorandum of Cooperation (MoC) to jointly promote ATM transformation in Asia Pacific. The MoC will facilitate the sharing of information, knowledge and expertise between the two organisations. It will also enable collaboration in modernising ATM and in
Morocco and EUROCONTROL sign Comprehensive Agreement
Credit: CANSO
The Kingdom of Morocco and EUROCONTROL have signed a Comprehensive Agreement to fully integrate Morocco into EUROCONTROL’s working structures and benefit from all services the agency provides.
Jeff Poole, CANSO Director General, addressing the delegates – the event also hosted a number of high-profile industry deal signings.
research to develop ATM concepts, solutions and technologies for the next generation of ATM systems. Separately, Airways New Zealand and the Civil Aviation Authority of Singapore (CAAS) have signed a Memorandum of Understanding (MOU) to improve capabilities in air traffic management. The MOU will pave the way for enhanced cooperation in a number of areas of air traffic management and air navigation services. These include the exchange of information and expertise, professional development and collaboration on research.
HungaroControl to operate remote towers in Budapest A trilateral collaboration between HungaroControl, Thales and Searidge has been formed to operate a remote contingency tower in Budapest in 2017 and a full-time remote tower as of 2018. The Budapest airport will be the world’s first remotely controlled airport of its size and complexity, with nearly 100,000 movements per year.
SEAFRA Real-Time Simulation The SEAFRA (South-East Axis Free Route Airspace) Real-Time Simulation took place in March 2016 at HungaroControl’s Centre of Research, Development and Simulation (CRDS). Some 39 air traffic controllers and ATM experts from Croatia Control (CCL) and Serbia and Montenegro Air Traffic Services (SMATSA), supported by BHANSA (Bosnia and Herzegovina Air Navigation Services Agency) participated. The controllers tested different scenarios to improve the implementation of the cross-border free route planning concept. A wide variety of impacts was assessed and evaluated, with special attention on human factors such as situational awareness and workload, as well as safety matters, to enable future FRA operations in the area with no or tolerable impact on the ATM systems of participating ANSPs. This project is one of the key improvements in establishing the Single European Sky regardless of State or even FAB borders, aiming to enhance safety and efficiency, and to increase the capacity of air traffic in Europe.
The Agreement will bring operational advantages to airlines and passengers including: improved crisis management; better organised and harmonised traffic flows between North Africa/the Canary Islands and Europe; improved predictability in planning daily operations; improved safety; and a wider network approach to airspace design, infrastructure coordination and management.
Aireon and ATNS to develop spacebased ADS-B in Southern Africa Aireon and South Africa’s Air Traffic and Navigation Services (ATNS) signed an agreement to jointly develop the uses of spacebased automatic dependent surveillance-broadcast (ADS-B) data in Southern Africa. The agreement will establish the framework for facilitating the use of space-based ADS-B data in the Southern African Development Community (SADC) region. In addition to air traffic surveillance, ATNS will work with regional ANSPs to collectively use space-based ADS-B data to develop a regional flow control solution that will complement the existing SADC VSAT network. Regional flow control will result in substantial costsavings and operational benefits to the airlines and ANSPs in the region.
Stars of ATM shine in Madrid IHS Inc. announced the winners of the prestigious IHS Jane’s ATC Awards at a ceremony held during the CANSO ATM Dinner. IHS Jane’s rewards collaborative and innovative efforts to improve airspace management. The Awards included entries from major consortia as well as relative newcomers to the airspace management industry, with a total of 46 nominations received. Contenders were shortlisted and pared down to the winning entry in each category by a panel of experienced judges from CANSO, EUROCONTROL, FAA, IATA, ICAO, IFATCA and IHS Jane’s. Please visit canso.org/ stars-air-traffic-managementshine-madrid to see the list of winners.
AVINOR, Oro Navigacija and PANSA seek to join iTEC Alliance ANSPs AVINOR, Oro Navigacija and PANSA announced their intent to join the European iTEC alliance. The three ANSPs signed Letters of Intent, setting out their plan to join the ANSPs of Spain (ENAIRE), Germany (DFS), the UK (NATS) and the Netherlands (LVNL) – alongside Indra – as part of Europe’s largest ATM system collaboration. The joint creation of a common flight data processing system for use in different European countries is a major step towards the creation of a single, efficiently structured European airspace. iTEC enables 4D trajectorybased operations, featuring conflict detection, flight path monitoring and stripless operation, fully aligned with SESAR principles.
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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 canso.org/join-canso canso.org/join-canso
civil air air navigation navigation services services organisation organisation civil
Full Members Members -- 87 87 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 ofthe thePhilippines Philippines — — 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) — 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) — — HungaroControl HungaroControlPte. Pte.Ltd. Ltd.Co. Co. — — Instituto InstitutoDominicano Dominicanode deAviacion AviacionCivil Civil(IDAC) (IDAC) — — Israel IsraelAirports AirportsAuthority Authority(IAA) (IAA) — — Irish IrishAviation AviationAuthority Authority(IAA) (IAA) — — ISAVIA ISAVIALtd Ltd — — Japan JapanAir AirNavigation NavigationService Service(JANS) (JANS) — — 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 OfficeNational Nationalde deLÁviation LÁviationCivile Civile(OFNAC) (OFNAC) — — Office OfficeNational NationalDes DesAéroports Aéroports(ONDA) (ONDA) — — ORO ORONAVIGACIJA, NAVIGACIJA,Lithuania Lithuania — — PIA PIA“Adem “AdemJashari” Jashari”--Air AirControl ControlJ.S.C. J.S.C. — — PNG PNGAir AirServices ServicesLimited Limited(PNGASL) (PNGASL) — — Polish PolishAir AirNavigation NavigationServices ServicesAgency Agency(PANSA) (PANSA) — — Public PublicAuthority Authorityfor forCivil CivilAviation Aviation--Oman Oman(PACA) (PACA) — — ROMATSA ROMATSA — — Sakaeronavigatsia SakaeronavigatsiaLtd Ltd — — 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 — — Swaziland SwazilandCivil CivilAviation AviationAuthority Authority — — 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 -- 11 11 Gold — — — — — — — — — — — — — — — — — — — — — —
AirbusProSky ProSky Airbus AnhuiSun SunCreate CreateElectronics ElectronicsCo., Co.,Ltd. Ltd. Anhui Boeing Boeing FREQUENTISAG AG FREQUENTIS GroupEADEurope EuropeS.L. S.L. GroupEAD HarrisCorporation Corporation Harris InmarsatPlc Plc Inmarsat LockheedMartin Martin Lockheed Raytheon Raytheon Finmeccanica Finmeccanica Thales Thales
Silver Associate Associate Members Members -- 66 66 Silver — — — — — — — —
42Solutions SolutionsB.V. B.V. 42 AdacelInc. Inc. Adacel AeronavInc. Inc. Aeronav Aireon Aireon
— Air AirTraffic TrafficControl ControlAssociation Association(ATCA) (ATCA) — — ALES ALESa.s. a.s. — — Association AssociationGroup Groupof ofIndustrial IndustrialCompanies Companies — “TIRA”Corporation Corporation “TIRA” — ATAC ATAC — — ATCA ATCA––Japan Japan — — ATECH ATECHNegócios Negóciosem emTecnologia TecnologiaS/A S/A — — Aveillant Aveillant — — Aviation AviationAdvocacy AdvocacySarl Sarl — — Aviation AviationData DataCommunication CommunicationCorp Corp(ADCC) (ADCC) — — Avibit AvibitData DataProcessing ProcessingGmbH GmbH — — Avitech AvitechGmbH GmbH — — Bayanat BayanatEngineering EngineeringGroup Group — — Brüel Brüel&&Kjaer KjaerEMS EMS — — CGH CGHTechnologies, Technologies,Inc. Inc. — — Comsoft ComsoftGmbH GmbH — — CSSI, CSSI,Inc. Inc. — — Airbus AirbusDefence Defenceand andSpace Space — — EIZO EIZOTechnologies TechnologiesGmbH GmbH — — European EuropeanSatellite SatelliteServices ServicesProvider Provider(ESSP (ESSPSAS) SAS) — — Emirates Emirates — — ENAC ENAC — — Entry EntryPoint PointNorth North — — Era EraCorporation Corporation — — Esterline Esterline — — Etihad EtihadAirways Airways — — Guntermann Guntermann&&Drunck DrunckGmbH GmbH — — Helios Helios — — Honeywell HoneywellInternational InternationalInc. Inc.//Aerospace Aerospace — — IDS IDS––Ingegneria IngegneriaDei DeiSistemi SistemiS.p.A. S.p.A. — — Indra IndraNavia NaviaAS AS — — Indra IndraSistemas Sistemas — — INECO INECO — — Integra IntegraA/S A/S — — Intelcan IntelcanTechnosystems TechnosystemsInc. Inc. — — International InternationalAero AeroNavigation NavigationSystems SystemsConcern, Concern, — JSC JSC — Jeppesen Jeppesen — — JMA JMASolutions Solutions — — Jotron JotronAS AS — — Kongsberg KongsbergDefence Defence&&Aerospace AerospaceAS AS — — LAIC LAICAktiengesellschaft Aktiengesellschaft — — LEMZ LEMZR&P R&PCorporation Corporation — — Lufthansa LufthansaSystems SystemsFlightNav FlightNavAG AG — — MDA MDASystems SystemsLtd. Ltd. — — Metron MetronAviation Aviation — — Micro MicroNav NavLtd Ltd — — The TheMITRE MITRECorporation Corporation––CAASD CAASD — — MovingDot MovingDot — — NEC NECCorporation Corporation — — NLR NLR — — Northrop NorthropGrumman Grumman — — NTT NTTData DataCorporation Corporation — — Rockwell RockwellCollins, Collins,Inc. Inc. — — Rohde Rohde&&Schwarz SchwarzGmbH GmbH&&Co. Co.KG KG — — Saab SaabAB AB — — Saab SaabSensis SensisCorporation Corporation — — Saudi SaudiArabian ArabianAirlines Airlines — — SENASA SENASA — — SITA SITA — — Snowflake SnowflakeSoftware SoftwareLtd Ltd — — STR-SpeechTech STR-SpeechTechLtd. Ltd. — — Tetra TetraTech TechAMT AMT — — Think ThinkResearch ResearchLimited Limited —
Membershiplist listcorrect correctas asof of19 19May May2016. 2016.For Forthe themost mostup-to-date up-to-datelist listand andorganisation organisationprofiles profilesgo goto tocanso.org/canso-members canso.org/canso-members Membership
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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
CANSO_AD_216x303mm_AD_012915.indd 8/05/2015 1
More Information and Registrations http://mai.mitrecaasd.org
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36 QUARTER 2 2016
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Visit us at the CANSO Global ATM Summit and 20th AGM