Airspace 34 - Quarter 3, 2016

journal of the civil air navigation services organisation

ISSUE 34 QUARTER 3 2016

SAFE HANDS

Driving further improvements in ATM safety journal of the civil air navigation services organisation

Assessing safety management systems FAA on runway safety

PLUS: CANSO Chair Ed Sims, GCAA DG Simon Allotey, Middle East airspace, time-based separation, best practice in crisis response, go-around detection system and the latest ATM news

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CONTENTS services organisation journal of the civil air navigation

ISSUE 34 QUARTER 3 2016

SAFE HANDS

Driving further improvements in ATM safety services organisation journal of the civil air navigation

s Assessing safety management system FAA on runway safety DG Simon Allotey, Middle East PLUS: CANSO Chair Ed Sims, GCAA best practice in crisis response, airspace, time-based separation, the latest ATM news go-around detection system and

IN THIS ISSUE Director General

Letter from America

5 Jeff Poole outlines the important progress being made to make air traffic management safer and the vital role partnerships will play in these efforts.

20 Teri Bristol, Chief Operating Officer of the Federal Aviation Administration’s Air Traffic Organization, reports on the FAA’s comprehensive approach to runway safety.

SPOTLIGHT: GHANA

TIME-BASED SEPARATION

6 Ing. Simon Allotey, Director General of the Ghana Civil Aviation Authority, tells Graham Newton that coordination between ANSPs is vital for service and safety improvements.

22 Time-based separation has proved a great success at London Heathrow and is beginning its roll-out at other European airports.

CANSO CHAIR INTERVIEW

CRISIS RESPONSE

Transpolis Schiphol Airport Polaris Avenue 85e 2132 JH Hoofddorp The Netherlands

10 Ed Sims, CEO at Airways New Zealand and new CANSO Chair, discusses the future of air traffic management.

27 Aviation is no stranger to crises and ANSPs stand ready to handle whatever emergency situation may occur.

Telephone: +31 (0)23 568 5380 Fax: +31 (0)23 568 5389

FOCUS: MIDDLE EAST

Go-Around Detection System

14 Alan Corner, of aviation consultancy Helios, assesses continued aviation growth in the Middle East and how regional collaboration will provide a robust framework for progress.

30 A system to improve the safety of go-arounds at Amsterdam Schiphol has won the support of its air traffic controllers.

Front Cover Image ©Adobe Stock/ chones Airspace No. 34 ISSN number 1877 2196 Published by CANSO, the Civil Air Navigation Services Organisation

Publisher:

Quentin Browell comms@canso.org Editor:

Graham Newton comms@canso.org Advertising:

Helen Parker Helen.Parker@canso.org Telephone: +31 (0)23 568 5380 Design:

Safety Management Systems 17 SEANS-Safety is a new CANSO initiative that will take safety management systems to the next level of effectiveness.

ATM NEWS 32 The latest news from CANSO and CANSO Members.

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.

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

Ed Sims

Chair, CANSO and CEO, Airways New Zealand

Thabani Mthiyane Vice Chair, CANSO,

Hazim Abudaowd

Captain Gilbert Macharia Kibe

Martin Rolfe

Chair, AFC3 and CEO, ATNS

Chair, MEC3 and Assistant President for Air Navigation, General Authority of Civil Aviation

Micilia AlbertusVerboom

Teri Bristol

Kevin Shum

Marc Viggiano

Chair, LAC3 and Director General, DC-ANSP

Member at Large and Chief Operating Officer, FAA ATO

Morten Dambaek

Member at Large and CEO, Naviair

© Copyright CANSO 2016

Rudy Kellar

Member at Large and Executive Vice President, NAV CANADA civil air navigation services organisation

Member at Large and Director General, Kenya Civil Aviation Authority

Chair, EC3 and CEO, NATS

Chair, APC3 and Director General, CAAS

Associate Member Representative and President Emeritus, Saab Sensis Corporation

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QUARTER 3 2016 3

FROM THE DIRECTOR GENERAL

civil air navigation services organisation

Safety is the number one priority for the aviation industry so it is rightly always top of the CANSO agenda. Over the next months, several events will highlight the progress the ATM industry is making to further enhance aviation safety across the globe. The CANSO Africa Conference will make further progress on the ground-breaking ANSP peer review mechanism; the triennial ICAO Assembly will be considering CANSO’s proposals on safety; and the annual CANSO Safety Conference will be agreeing a range of initiatives to further enhance safety in ATM. Africa has a poor safety record compared to other regions so CANSO welcomed the initiative last year by the President of ICAO to establish a peer review mechanism to address critical safety issues in air traffic management in Africa. ANSPs will form small teams that will visit other ANSPs to assess safety management systems, help with implementation and exchange best practices, all based on the CANSO guidance and tools. At the CANSO Africa Conference, CANSO Members will sign a declaration agreeing to commit to the initiative and put it into operation. This is a great example of partnership in action: ANSPs working with ICAO and each other to improve safety across Africa.

Another important CANSO safety initiative is the roll-out of the CANSO Standard of Excellence in Air Navigation Services-Safety or SEANS-Safety. This is the next step in the CANSO safety management systems (SMS) programme. SEANS-Safety will assess and validate the SMS maturity levels of CANSO Member air navigation service providers (ANSPs). Based on the CANSO Standard of Excellence (SoE) in Safety Management Systems (SMS), it is aligned to ICAO International Standards and Recommended Practices Annex 19, Safety Management.

SEANS-Safety uses independent CANSO assessors and will provide an impartial, standardised means of assuring and demonstrating ANSP safety management capabilities internally, and to regulators and ICAO. As such, SEANS-Safety will provide renewed impetus for ANSPs to implement effective, measurable, safety management systems, and will help ANSPs standardise the elements of their SMS. We are currently conducting beta testing in Curacao and this will be followed by assessments in New Zealand in October and South Africa and Saudi Arabia in early 2017.

At the 39th ICAO Assembly in September/October, CANSO is asking States to endorse SEANS-Safety and request their ANSPs to join the programme. Our aim is for ICAO and States to recognise the programme as the industry standard for implementing safety management systems in ANSPs. CANSO is presenting a number of other papers including a joint paper on the safety aspects of drones around airports. The Assembly will also be agreeing the updated Global Aviation Safety Plan (GASP) which includes renewed focus on runway safety, as half of all aviation accidents are runway-related.

CANSO will be following-up the ICAO Assembly decisions and discussions at the CANSO Safety Conference in Budapest 6-11 November. Delegates will discuss and agree a range of initiatives and issues including: the evolution of CANSO safety benchmarking data methods; sharing real-world applications of the Standard of Excellence in Safety Management Systems; and how best to foster Just Culture in organisations.

These and other day-to-day safety activities ensure that we fulfil our number one priority through a proactive approach to further improvements in ATM safety.

Jeff Poole CANSO Director General

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SPOTLIGHT: GHANA Forging ahead in service quality

Ing. Simon Allotey, Director General of the Ghana Civil Aviation Authority, tells Graham Newton that coordination between ANSPs is vital for service and safety improvements.

How has the restructuring of the Ghana Civil Aviation Authority affected your work?

The Ghana Civil Aviation Authority (GCAA) was originally restructured in 2006 to separate airport operations from air navigation services provision and safety and security regulation.

The elimination of the conflict of interest that existed when the GCAA was an airports operator and regulator has enabled it to effectively regulate the operations of the independent Ghana Airports Company Ltd (GACL) to ensure enhanced safety. For example, the Kotoka International Airport (KIA) was successfully certified by the GCAA in December 2015 in line with the requirements of the Abuja Aviation Safety Targets for Africa.

Since the restructuring, there has been greater focus on the core missions of both entities. Unsurprisingly, it has contributed to rapid infrastructure development and the growth of the domestic airports at Kumasi, Sunyani and Tamale. International operations at Tamale started in August 2016.

Air navigation services (ANS) provision has been greatly enhanced through effective staff training and capacity-building programmes. Studies are ongoing to separate the ANS

The Accra Flight Information Region comprises the territorial airspace of Ghana, Togo and Benin and a sector of the Atlantic Ocean, up to latitude 9.5 degrees South.

function from the regulatory service and further enhance our safety oversight capability and service delivery.

Tell us about your strategy for Ghana airspace?

The Accra Flight Information Region (FIR) comprises the territorial airspace of Ghana, Togo and Benin and a huge sector of the Atlantic Ocean, up to latitude 9.5 degrees South.

In 2015, the area control service was sectorised at the request of Togo and Benin and they have delegated ASECNA (Agency for Aerial Navigation Safety in Africa and Madagascar) to manage their territorial airspace on their behalf. Accra continues to manage the rest of the airspace. Since the sectorisation, coordination between the Accra and Lomé centres has been excellent.

Credit: GCAA

Generally, much of the route structure in the African region is fixed, based on conventional navigational facilities such as VOR/ DMEs (radio navigation), which do not allow efficient use of the airspace and user-preferred route trajectories. There is a real need to establish more regional performance-based navigation (PBN) routes in the African region to overcome this challenge.

Training simulator suite at the Ghana Aviation Training Academy.

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Ghana’s airspace strategy is to continuously improve its air traffic management capabilities and operations to enhance airspace safety, capacity and efficiency. Over the years, this strategy has been achieved through effective training of ATM personnel, the alignment of Ghana’s ATM plan with the regional air navigation plan and effective coordination with adjacent

FIRs. The deployment of modern communications, navigation and surveillance systems serves as a technology enabler to achieve this strategy.

interoperable and cost-effective solutions, which will ultimately improve on the quality of service delivery and enhance air navigation capacity, efficiency and safety within the Africa region.

With the introduction of ICAO’s Global Air Navigation Plan, our strategic objectives can best be achieved through a phased implementation of the Aviation System Block Upgrades (ASBU) programme. This allows an integrated and phased approach to air navigation planning and implementation at State, regional and global levels.

Examples of such collaboration to harmonise the interoperability of the CNS/ATM systems with our regional partners include the implementation of the African Indian Ocean Satellite Network (AFISNET).

Ghana is also modernising its communications, navigation, surveillance/air traffic management (CNS/ATM) systems to support flexible use of its airspace. It has vast oceanic airspace and has had Atlantic Ocean RNAV Random Routing Area (AORRA) since 2008. A primary surveillance radar and two secondary surveillance radars are used for air-to-ground aircraft surveillance over the continental airspace while ADS-C/CPDLC (automatic dependent surveillance – contract/controllerpilot data link communications) is used as the primary means of navigation and communication over the oceanic sector.

However, plans are advanced to ensure total surveillance coverage over the ocean.

What technologies are appropriate to your situation?

Considering our FIR comprises a huge oceanic sector, the deployment of space-based automatic dependent surveillance – broadcast (ADS-B) to ensure total surveillance coverage is appropriate. The GCAA is working out contractual terms with AIREON for the implementation of space-based ABS-B. The primary and secondary radars will continue to be the main means of surveillance over continental airspace until they reach the end of their useful lives.

In addition, the operational benefits of PBN cannot be overstated. Ghana was among the first States in Africa to develop, approve and publish PBN procedures for continental operations. We have already implemented PBN approaches for five airports in the country. PBN SIDs/STARs, continuous climb operations (CCO) and continuous descent operations (CDO) have also been implemented at Kotoka International Airport to achieve efficient flight paths and lessen aircraft noise and fuel burn, which have adverse environmental impacts.

The introduction of a ground-based augmentation system (GBAS) for precision approach will be considered in future as part of the national ASBU implementation plan.

How important is it to coordinate your strategy and technology implementation with regional partners, particularly ASECNA? As mentioned, we’re being guided by ICAO’s Global Air Navigation Plan as well as ICAO’s African Indian Ocean (AFI) Air Navigation System Implementation Action Plan and our National Plan, all of which are aligned to the technology roadmap in the ASBU programme.

It is very important to coordinate our strategy and technology implementation with our regional partners to achieve

AFISNET provides dedicated Air Traffic Service–Direct Speech communications in Western and Central Africa and in the Indian Ocean with interfaces in 17 ASECNA members as well as Nigeria, Liberia, Guinea and Sierra Leone (Roberts FIR). Ghana recently hosted the AFISNET Satellite Network Management Committee (SNMC) Meeting.

One of the objectives of the meeting was to monitor the harmonisation of the implementation of facilities and services and where necessary ensure inter-regional connectivity taking due account of cost-benefit analyses, business case development and financing.

Another example of collaboration with our regional partners is surveillance data sharing and ATS Inter-Facility Data Communications (AIDC) implementation.

Does your government understand the importance of your work and is it easy to get the funding you need to upgrade?

A Director of the Ministry of Transport serves on the Board of the Ghana Civil Aviation Authority to provide the needed liaison.

In fact, the Ministry of Transport spearheaded the recent amendment to the Ghana Civil Aviation Act, which seeks to give more authority to the Director General to issue technical directives and to effectively enforce compliance with GCAA regulations. The Parliamentary Committee on Transport also interacts frequently with the GCAA to provide support in the amendment or introduction of new regulations.

The government is also providing increasing support for efficient land management for aviation use. The Banjul Accord Group Aviation Safety Oversight Organization in conjunction with GCAA, GACL and the Ministry of Transport organized an international conference in Accra in July 2016 on obstruction evaluation and aviation land use management.

Looking at Africa in general, what are the biggest challenges faced by ANSPs? In my view, the challenges faced by African ANSPs include: • Lack of adequate funding or fees to maintain, operate and upgrade ANS facilities • Poor or non-existent ATM master plans • Lack of skilled personnel • Low prioritisation of air transport infrastructure in some countries as it competes for scarce resources with such other equally important sectors as health, education and energy • Poor collaboration among ANSPs leading to non-compatibility of ATM/CNS systems and operational difficulties • Weak regulatory oversight capability resulting in inadequate guidance and control over the ANSP AIRSPACE

QUARTER 3 2016 7

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SPOTLIGHT: GHANA What is your style of leadership? What works best when trying to lead an ANSP that is part of an ambitious national aviation strategy?

• Ageing technologies. Conventional navigational aids such as non-directional beacons (NDBs) and VHF omnidirectional range/distance measuring equipment (VOR/DMEs) are still widely in use resulting in fixed routes and depriving operators of the benefits of flexible use of airspace and efficient flight paths.

Ideally, leadership styles should be adapted to the corporate strategy, the requirements of staff and key stakeholders and the challenges facing the organisation.

Specifically, what are the challenges in recruiting the right people and training them?

I hope I am a visionary, a pace setter that leads by example and a democratic leader. I believe my leadership style suits our situation of effectively managing a sectorised FIR and of undertaking further restructuring of the GCAA.

Traditionally, our recruitment process has been based on the applicant’s qualifications, skills and technical knowledge. But we have had situations where well-qualified applicants have been engaged but have displayed a poor work ethic and indifference to the organisational strategy.

I am definitely not autocratic as I prefer to involve the management and staff in decision-making. I encourage and motivate my staff to bring out the best in them. Strong team work is a critical success factor in leading an ANSP that is part of an ambitious national aviation strategy as it engenders employee engagement, commitment, innovation and alignment to corporate strategies.

It has become obvious that a focus on behavioural and cognitive aspects are equally crucial in recruiting the right people. The GCAA does pre-screening in the recruitment of air traffic controllers (ATCOs) using cognitive reasoning assessment. And our human resource department is sourcing for the appropriate tools to help analyse core behavioural traits and cognitive reasoning as part of the screening process.

Integrity and leadership by example are also crucial in building trust. I believe in harnessing diversity to create synergy in the attainment of the GCAA’s strategic vision of becoming a world class air navigation services provider and regulator. The GCAA recently commissioned the Ghana Civil Aviation Training Academy, a seven-storey ultra-modern school for the training of ATCOs, aviation safety inspectors and management personnel.

Once recruited, it is essential that new employees are quickly taken through an orientation programme to immerse them in corporate values and ethics. As part of a talent hunt, job fairs could be organised at educational institutions to generate interest in the aviation industry. Employees who are not passionate about aviation are likely to fail.

Finally, what are your hopes for the CANSO conference?

That African ANSPs will realise enhanced collaboration is the key to attaining synergies and efficiency in ANS provision. We should embrace the peer-to-peer review mechanism, which was recently introduced by the President of the ICAO Council.

ANSPs need to coordinate effectively in ASBU implementation to achieve standardisation, economies of scale, interoperability and high engineering availability.

Effective employee training is also crucial in building employee competency and confidence and enhancing productivity.

Training must be structured and aligned to the employee’s job description, career development, a performance management system and the strategic objectives of the organisation.

A recent training needs assessment at the GCAA identified gaps in supervisory and management training for middle level and senior managers. Equal focus is now being given to technical and managerial training to enhance productivity.

I am optimistic that the conference will provide the climate for greater cooperation and partnerships among ANSPs with a view to enhancing safety and efficiency in our service delivery.

Are environmental issues becoming more important?

Ghana is working on improving its environmental regulatory framework to enforce ICAO’s environmental goals.

Environmental impact assessments are carried out prior to undertaking any airport development projects. The GCAA is also cooperating with the University of Ghana on ecological studies of flora or fauna near aerodromes.

Ghana is in support of the proposal at the 38th ICAO General Assembly to cap emissions from aviation activities by 2020 through the development of a global market-based measure (MBM). It is my expectation that all States will work towards common goals for the MBM at the next ICAO Assembly.

Credit:GCAA

Currently, we are building capacity to effectively monitor aircraft noise levels and appropriate sanctions will be imposed on airlines that exceed the noise limits.

The Ghana Aviation Training Academy.

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CANSO Chair interview

Transformation through collaboration Ed Sims, CEO at Airways New Zealand and CANSO Chair, discusses the future of air traffic management.

When it comes to evaluating our achievements relative to those who have served before, a phrase from Isaac Newton comes to mind: “If I have seen further, it is by standing on the shoulders of giants”.

Taking on the CANSO Chairmanship feels like a case in point. Given that we have had some great former Chairs, one of the biggest challenges of the role is doing justice to their work.

But today, here is our confident trade association, growing in membership and financial strength, extending its reach around the world and its influence across the aviation industry.

We have a settled and experienced Executive Committee. We benefit from a well-respected and decisive Director General in Jeff Poole. We have a well-balanced association between Full Member ANSPs and Associate Members, bringing a blend of operational best practice infused with the commercial acumen of partners and suppliers.

So the primary challenge for my role as Chair in 2016 is making the most of these opportunities; how to use the three pillars

Credit: Airways

Anyone with a reasonable memory will know that things have not always been this stable. CANSO has had its financial challenges. We have suffered sudden and significant senior personnel changes. And we have struggled to have our voice heard among our longerestablished partners at the International Civil Aviation

Organization (ICAO), the International Air Transport Association (IATA) and Airports Council International (ACI).

CANSO’s work to help ANSPs improve efficiency with performance-based navigation and air traffic flow management is globally notable.

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With ambitious aviation developments happening now and into the future, it is critical that air navigation service providers – and CANSO as the industry organisation – continue to develop long-term strategic thinking, even while we ensure the effective execution of Vision 2020.

We must continue to build strong partnerships between CANSO and the rest of the industry, with a particular focus on creating a closer customer alignment.

Credit: Airways

The creation of a Single European Sky and a Seamless Asian Sky are still very appealing goals. But it is only possible if we can wholeheartedly commit to collaborating and planning with governments, regulators, ANSPs and airlines.

Ed Sims, CEO at Airways New Zealand and new CANSO Chair.

of Vision 2020 – being a strong partner, creating value for members and optimising our organisation – to create a safer and more sustainable environment for our industry.

Vision 2020 and beyond Our vision to transform global air traffic management (ATM) performance and deliver seamless global airspace still stands.

But our vision will only be realised if States and industry partners continue to invest to improve connectivity and provide better access to markets and tourism – all of which contribute to GDP growth.

While we prioritise Vision 2020, we also need to keep one eye focused firmly on the future. Our customers are investing heavily in capital with a 30-year lifecycle, often longer for airports, runways and terminals.

With ambitious aviation developments happening now and into the future, it is critical that air navigation service providers (ANSPs) – and CANSO as the industry organisation – continue to develop long-term strategic thinking, even while we ensure effective execution of Vision 2020.

Effective organisation If we want to be as effective in strategic thinking as we are in implementation, we need to be an association representing our industry, not just our Members. CANSO must stand with conviction and clarity of purpose on issues, not simply on our interests.

We will need to be bold. We will need to think independently.

And we will need to be progressive if we are to remain relevant.

Modernisation, productivity, safety; it has never been more critical to focus on the benefits our industry will gain from collaborative partnership. We know that if we fail to strike while the iron is hot, we risk IATA’s predictions of airspace inefficiencies costing the global economy around US$400 million (plus millions of jobs) coming true.

Despite these foresights, our industry is gradually moving towards a more cooperative, harmonised model. CANSO’s work to help ANSPs improve efficiency with performance-based navigation and air traffic flow management is globally notable.

The progress towards self-regulation in safety through the SEANS-Safety initiative has won plaudits from our colleagues in ICAO, even before its rollout.

So the ability to identify and build partnerships is a critical element of CANSO’s value to our Members. The seat around the negotiating table, or the networking chat at the coffee break, is harder and a lot more expensive without us.

Owning and using assets In preparing to speak at conferences, I will often reflect on the quality of speakers I have heard at our own CANSO conferences, and the influence they have had in shaping my own views and leadership.

The futurist Rohit Talwar put it beautifully in Dublin in 2014 when he stated that new entrants in ATC “simply do not understand when we tell them that they cannot”. I often reflect on those words and look for other industry parallels.

A few examples: the way the music industry matured away from physical formats; the speed with which telecommunications migrated from landline to digital; the readiness with which even former monopolistic power companies embraced competition and finally discovered customer service.

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CANSO Chair interview Every CANSO Member should contribute actively to effective safety self-regulation, and commit to value creation for our customers before we are asked. All of us have an obligation to our people to ensure their future roles remain relevant, as well as rewarding.

All of these industries recognised the value of using assets effectively, not just the cost of owning them. And yet many in our industry cling to a belief that it could not happen here. By waving our safety – our essential service – flags, we tell ourselves that our ‘natural monopoly’ would be too dangerous to challenge.

We can also find ourselves believing that flight information region boundaries are actual lines, or that control zones are set in something more substantial then vapour. The new entrants to our industry – unmanned aerial vehicles, high altitude balloons, satellites, rockets – do not operate to the same parameters, and are radically challenging our right as an industry to hide behind them.

We must welcome this new generation of aviators and be fully prepared to learn from them and to adapt to their new approaches. The alternative could be a lot more disruptive.

Our global regulator, ICAO, has recently launched a compelling universal safety platform under the moniker, “no country left behind”. While I admire the philosophy, I would love to see CANSO reflect an even more positive aspect of this belief, ensuring “every Member gets ahead”.

Looking to the future, the world beyond ATM looks increasingly volatile. Security threats, unstable environments, the politics of fear and isolationism – it would be easy to take a despondent view on the true value of membership to an association like CANSO in 2016.

But, as Jim Collins once wrote: “If you cannot control the world, control your world”.

We, of all players across our industry, should know the value of being in control. In such uncertain times, it is the responsibility of every Member to ensure CANSO adds even greater value to our customers, our partners and our people.

The final word of this introductory address should go to my very first role model and mentor, my grandfather Harry. He was the original navigator in our family; even before my father flew Fairey Swordfish for the British Navy, Harry was a steam train driver and an ardent trade union member who drove munitions trucks during the war. This was a role for which not even the highest safety standards could prevent an alarmingly low average life expectancy. Thankfully for me he was an exception.

His generation had to earn by their mid-teens, but despite leaving school early he was determinedly self-educated. While Harry could recite impressive tracts of the greatest British poets and dramatists, his favourite was always Shakespeare’s Hamlet.

As a child, I remember him earnestly passing on to me the wise advice from Polonius to his son Laertes on how to survive the threats of the Danish court: “Give every man thine ear, but few thy voice”.

Even in our challenging times, no one would suggest our ATM world is as dangerous a place as Hamlet’s Danish court.

Nonetheless, aiming to be a Chair who will listen to everyone while ensuring personal views are both measured and representative is a good place to start.

Credit: Adobe Stock/Stéphane Masclaux

Every CANSO Member should contribute actively to effective safety self-regulation and commit to value creation for our

customers before we are asked. All of us have an obligation to our people to ensure their future roles remain relevant, as well as rewarding.

New entrants to the industry, including unmanned aerial vehicles, do not operate to the same parameters as conventional air traffic.

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FOCUS: Middle East

Delivering airspace capacity in the Middle East Alan Corner, of aviation consultancy Helios, assesses continued aviation growth in the Middle East and how regional collaboration will provide a robust framework for progress.

Even with the uncertain global economic outlook, aviation in the Middle East continues to grow. Whichever forecast is studied, from ICAO or IATA through to the aircraft manufacturers, they all predict continued increases in movements, passengers, cargo and just about everything else.

For some countries such as the United Arab Emirates (UAE), growth is critical to the overall economy. This is no more evident than in Dubai where the aviation sector’s contribution to GDP is forecast to rise from 19% to an incredible 32% by 2020. But can this growth continue? While it has proved relatively straightforward to build new airports or runways, the real issue is whether airspace can keep up.

Taking action Developing airspace and the supporting infrastructure in the Middle East is challenging and undoubtedly remains one of the biggest constraints to further growth. However, the progress made to date should not be underestimated.

Over the past few years, despite a headwind of geopolitical turmoil and the resulting airspace closures and contingency routings, many individual countries have taken action to improve efficiency and capacity by designing and implementing changes to airspace, procedures and the supporting technical infrastructure. This has been led by the Gulf States, who are arguably the most affected by potential constraints to growth.

The UAE is about to award a contract to implement new airspace and procedures as part of the final phase of a project that started in 2013. Such projects are positive and will go some way to delivering additional capacity, but the reality is that without the cooperation of neighbours and the region as a whole, action only by individual States will just end up moving the problem around.

The need to work together is well understood. As early as 2000, the Arab Civil Aviation Commission (ACAC) was assessing the potential for Arab Control and started to undertake regional airspace studies. Other projects have also been proposed and 14 QUARTER 3 2016

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studies undertaken by different organisations, many of which were brought together in 2011 as part of the CANSO-led Middle East Regional Airspace Review (MIDRAR).

While many of the projects produced sound operational and technical proposals, for different reasons they did not progress beyond the feasibility stage. The most recent initiative is ICAO’s Middle East ATM Enhancement Programme (MAEP), established in 2015 to align activities and encourage a more regional approach to projects. MAEP is led by ICAO, and therefore the States, but is supported by other stakeholders.

A number of MAEP projects have been agreed, including an air traffic services (ATS) Route Network Optimisation Programme (ARNOP), a regional air traffic flow management (ATFM) initiative and the development of a Middle East IP network and AIM Database.

The first phase of the ARNOP project has already started and is being undertaken jointly with ACAC. This should help to better understand the immediate challenges and identify some potential solutions to the route network.

There is also ongoing activity at a sub-regional level. The Gulf Cooperation Council (GCC) has an initiative to harmonise service provision and create more seamless operations through the concept of a single Upper Flight Information Region (FIR) across the upper airspaces of the GCC States (Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, and the United Arab Emirates).

These initiatives have real potential, but ensuring they are properly coordinated through to implementation will be key if the required benefits are really going to be realised.

Gaining political support It is clear that regional initiatives can develop operational and technical solutions, but what has so far prevented the Middle East making even more progress at a regional level and what is different now? Unsurprisingly, the challenges here are not really any different to other parts of the world.

The first is undoubtedly politics. With the necessary political support anything is possible. There are, however, understandably other priorities for Middle East countries.

Other than in the UAE, where much of the economy (particularly in Dubai) is dependent on the aviation sector, there has traditionally been a disconnect between the benefits of aviation and the economy as a whole.

Some of this comes down to awareness, a point that Oxford Economics tried to address in a 2015 report, but this has started to change. If political support can be measured by a government’s commitment to spend increasingly sparse resources on airspace and ATM projects, then the number of projects that have been prioritised and funded since the collapse in the oil price should provide a positive indicator.

Of course, as elsewhere in the world, stakeholders must continue to lobby governments and build awareness, including through events, such as the Global Ministerial Aviation Conference that took place in August in Riyadh.

Perceived threats to a nation’s sovereignty and security also provide a barrier to progressing regional initiatives. This is understandable in a region that has seen more than its fair share of conflict and where the need to accommodate the military mission takes priority.

This challenge has been known for some time and the military are now far more engaged in many State and regional projects.

The flexible use of airspace is not fully implemented, however, and large volumes of military airspace still constrain civil operations. That said, there is an increasing amount of tactical coordination, and the expectation is that the introduction of pre-tactical coordination and resulting conditional routes that can be planned by airspace users might be introduced before the end of the decade.

Broad structure Elsewhere, such as in Europe, regional collaboration is driven through legislation and coordinated by a plethora of agencies.

This is not the case in the Middle East.

While the institutional complexity seen in some other regions might not be ideal, the lack of a vehicle to support the coordination and implementation of projects involving more than one State remains a challenge. ICAO Middle East (ICAO MID), of course, plays a critical role in developing regional strategies and plans and is probably engaged in implementation activities more than elsewhere in the world.

of an established ICAO MID process, it has wider support than some previous initiatives. But it is making slower progress than originally planned, not helped by the geopolitical and financial challenges affecting many countries. At a sub-regional level, the GCC is proving effective at coordinating activities between the GCC States and the GCC Upper FIR project.

Getting funding Historically, regional projects in the Middle East have also struggled to attract the required level of funding. This is directly related to some of the other known challenges, in particular political support, organisational arrangements and achieving buy-in from all stakeholders. Of course, funding multi-stakeholder projects anywhere is difficult, especially where there is such a wide disparity in terms of the priorities, maturity and wealth of the stakeholders, but despite several attempts and the introduction of ICAO’s ‘no State left behind’ initiative, this remains a challenge. The promise of regional good has not always been promise enough.

But even here, there has been some success that can be built on. At a regional level, ICAO MID successfully implemented and continues to operate the Middle East Regional Monitoring Agency (MIDRMA) and at a sub-regional level, the GCC has successfully established the Upper FIR project that has been funded jointly by the six GCC States.

So, can all these challenges be overcome to allow State, sub-regional, regional and even inter-regional projects to be more effectively coordinated and delivered to meet forecast demand? The answer has to be yes.

It is clear that despite everything that is going on outside aviation, there is more cooperation at a regional level than ever before. Of course, there will continue to be challenges, but the region already knows what it must do and how to do it. With sufficient political support and the cooperation of all stakeholders, the required increases in capacity will be delivered and the aviation sector will be given the freedom to continue growing.

The direction of travel has been established, it is now only the pace of change that is open for discussion.

At a regional level, it is still hoped that MAEP can provide this.

MAEP comprises stakeholders from States, ANSPs, airspace users and the military, and because it is being managed as part

Credit: Dubai Airports

ACAC also has a broad membership and, with industry organisations such as AACO, CANSO and IATA, has led or supported a number of initiatives. However, what has been missing is a structure that can cut across stakeholders and has the legal and financial authority to support the delivery of projects.

Delivering additional airspace capacity is vital to the Middle East region.

AIRSPACE

QUARTER 3 2016 15

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Safety Management Systems

Another leap forward for safety SEANS-Safety is a new CANSO initiative that will take safety management systems to the next level of effectiveness.

Essentially, SMS instil a safety culture within an organisation, ensuring best practices are pursued and creating an environment that supports the non-punitive reporting of any and all safety concerns with the overall goal of maintaining and improving safety.

As part of implementing SMS within the air traffic management sector, CANSO released its Standard of Excellence in Safety Management Systems in 2015.

The publication sets out the ways to achieve compliance with ICAO Annex 19, which deals with safety. What it cannot do, of course, is determine whether or not an ANSP has actually met the guidelines set out by the International Civil Aviation Organization (ICAO).

SMS instil a safety culture within an organisation, ensuring best practices are pursued with the overall goal of maintaining and improving safety.

This is the prime reason for CANSO’s latest initiative. The CANSO Standard of Excellence in Air Navigation ServicesSafety or SEANS-Safety is the next step in the CANSO SMS programme. It will assess and validate the SMS maturity levels of CANSO Member air navigation service providers (ANSPs). Based on the CANSO Standard of Excellence in Safety Management Systems, it is aligned to ICAO International Standards and Recommended Practices Annex 19, Safety Management.

Using independent CANSO assessors, SEANS-Safety will provide CANSO Members with an impartial, standardised means of assuring and demonstrating ANSP safety management capabilities

Credit: Adobe Stock/Olivier Le Moal

Safety management systems (SMS) have become an integral part of aviation’s impressive safety record, used by airlines, airports and air navigation service providers (ANSP) alike.

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Safety Management Systems

“SEANS-Safety will provide renewed impetus for ANSPs to implement effective, measurable, safety management systems, and will help them standardise the elements of their SMS,” says CANSO Director General, Jeff Poole.

“This impartial standard will give the ANSP and State regulator confidence on the safety performance of the ANSP.”

Credit: CANSO

internally and to regulators and ICAO. Through the programme, CANSO Members will be in a better position to standardise the elements of their SMSs, thus facilitating enhanced data analysis, safety risk management and performance measurement, which will result in higher overall levels of safety performance.

SMS Maturity Survey.

How it works

The assessment team provides advice and recommendations on areas that need attention during and after an assessment. Each ANSP that chooses to be assessed will be visited on a cyclical basis, which provides the opportunity for changes and improvements.

A new scoring system has been developed and tested to ensure the accuracy of the assessment. The work also includes a new format for the questionnaire sent to ANSPs waiting to be assessed that features simple “yes” or “no” answers, simplifying the process and adding clarity to the findings.

Greg Myles, CANSO’s Programme Manager for SEANS-Safety says a Level C (see chart) indicates alignment with ICAO Annex 19 guidelines. “So the goal for each ANSP that chooses to have an assessment done would be to achieve at least Level C,” he says.

In order to launch and pilot the SEANSSafety initiative, CANSO will bear the initial start-up costs and the costs of the first three ANSP assessments.

In the second phase, CANSO will continue to bear the costs of the Programme Manager, training and developing the programme, while the

ANSP will pay for the CANSO direct costs of travel and accommodation related to its assessment.

It is envisaged that SEANS-Safety will subsequently evolve to a fee-forservice activity (with ANSPs bearing the full costs).

The first “beta test” of the SEANS-Safety programme took place in Curaçao in summer 2016 and will be followed by assessments in New Zealand in October 2016 and South Africa and Saudi Arabia in early 2017.

International (ACI) that these types of assessment programmes are recognised and highly regarded by the industry, States and ICAO,” Jeff Poole concludes.

“The time is ripe for CANSO to establish its own programme that sets the industry standard and enhances the use and effectiveness of safety management among ANSPs.”

Next level An original SMS questionnaire was sent to CANSO Members in 2002, so SEANSSafety is, in one sense, simply the next step on the journey to 100% safety. But that does not tell the whole story of what the initiative can achieve.

Greg Myles says SEANS-Safety has the potential to be a game changer.

Once regulators accept the CANSO programme as a valid measurement of SMS maturity, complying with ICAO guidelines as well as individual State regulatory needs, “the programme will lead to a safer industry through identifying areas of success that can be shared with others as well as areas that need support to improve,” he says.

“We have seen from safety programmes by the International Air Transport Association (IATA) and Airports Council

Credit: iStock/chameleonseye

Assessments are conducted by CANSO as the programme manager, but in all cases the organisation is assisted by another trained assessor who has appropriate local knowledge of the ANSP being assessed.

New Zealand will beta test in October 2016.

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Letter from America

Making the best use of safety data Teri Bristol, Chief Operating Officer of the Federal Aviation Administration’s Air Traffic Organization, reports on the FAA’s comprehensive approach to runway safety.

A common analogy in aviation safety is to compare the occurrence of accidents to the holes lining up in a block of Swiss cheese. If we can change one factor, the holes do not line up, and therefore the accident does not happen.

Through our proactive, data-driven, riskbased approach to safety, the FAA’s Air Traffic Organization is working to prevent even two holes from lining up. In this quarter’s letter, I would like to discuss how we are employing this method to reduce safety risk on the airport surface.

Our safety approach can be summed up in three words: Collect, Find, and Fix. We collect data from many sources, including voluntary safety reports by pilots, controllers and airway technicians; automated data gathering tools; runway safety reports; and U.S. National Transportation Safety Board reports. We analyze this data to find potential hazards by identifying unsafe trends, causal factors and precursors to accidents. Then we fix the problems by implementing corrective actions that are measured and monitored to ensure effectiveness.

Additional data Runway safety is one specific area where we have employed the Collect, Find, Fix approach. Since 2008, we have driven down the risk of collisions on the 20 QUARTER 3 2016

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FAA collect data from many sources, including voluntary safety reports by pilots, controllers and airway technicians; automated data gathering tools; runway safety reports; and U.S. National Transportation Safety Board reports.

airport surface. Collecting and analyzing data on serious runway incursions has helped us to accomplish this result. But as we have collected additional types of data in recent years, such as operational data on final approaches, aircraft movement on the ramp and taxiways, and runway excursions, we have been able to identify other kinds of risks that affect runway safety.

For instance, when we analyzed data on go-arounds, we found that the risk of a runway incursion was greater if a goaround was decided close to the runway.

We have found that the sooner the decision is made to conduct a go-around, the less likely there is to be an incursion.

With this information, we can work with

controllers and pilots to make go-around decisions sooner rather than later.

In June 2015, we took a proactive step by hosting a Runway Safety Call to Action at FAA Headquarters in Washington, DC. We met with more than 100 aviation professionals including pilots, air traffic controllers, airway technicians, airport officials, regulators and labor leaders.

We broke into three groups, each one tackling one of the following issues: visual; communications; and procedures and awareness.

Each group was tasked with reviewing available safety data and reaching a consensus on the best corrective actions. Together, we crafted a total of 29 recommendations and turned these recommendations into detailed corrective action plans aimed at reducing the number and severity of surface events. While some of these plans will be implemented this year, others will take more time.

Call to action In the visual component, we are especially concerned with incidents where general aviation (GA) pilots ignore or miss runway signage and markings.

This can be due to inadequate or missing signage, recent airfield modifications or construction, or confusing geometry.

We developed a number of steps to action, including establishing biennial GA pilot training on runway markings and signage; developing taxi conformance monitoring tools that would alert controllers when deviations occur; conducting more research into human factors and fatigue; and automating airport construction notices and expanding them to more airports. We are also sharing safety information and runway safety best practices with the GA pilot community.

The group that focused on communication discussed how pilots’ and vehicle drivers’ lack of familiarity with their given airports may be a causal factor for incursions. In some cases, pilots reported a congested radio frequency or admitted that they did not clearly understand the air traffic instruction.

To increase airport familiarity, we are going to develop guidance material for pilots and vehicle drivers that will be incorporated into the Aeronautical Information Manual and training courses.

We are also going to facilitate ways for pilots and controllers to become more familiar with each other’s roles and responsibilities. This will help both sides to see how their communication affects the other party, and ultimately improve this communication.

In the area of procedures and awareness, the group considered safety risks caused by pilot, vehicle operator or controller distraction, memory failure, expectation bias, multitasking, and inattention during clearance delivery. We are going to continue promoting technologies that would enhance pilot and vehicle operator situational awareness on the airport surface. A review of the effectiveness of memory aids for pilots and controllers will also take place and we will form workgroups to evaluate taxi instructions to determine if any changes could be made to enhance safety.

Runway safety is one specific area where FAA have employed the Collect, Find, Fix approach. Since 2008, we have driven down the risk of collisions on the airport surface.

Collecting and analyzing data on serious runway incursions has helped us to accomplish this result.

In addition to these efforts, we are exploring voice recognition technology that would give an immediate warning to a controller if they instructed a pilot to proceed onto a closed runway.

Identifying hazards As we work to implement these action plans, the ATO is also working closely with the FAA’s Airports Office on the agency’s Runway Incursion Mitigation (RIM) program. RIM is a 10 to 15-year effort to identify and mitigate such risk factors as unclear taxiway markings, lighting or signage or confusing taxiway layouts that contribute to runway incursions at specific airports.

Our runway safety efforts are just one set of many proactive safety programs and campaigns. As we work to integrate new users like unmanned aerial vehicles and commercial space operations, there is potential for new safety hazards to emerge.

Through the Collect, Find, Fix approach and collaboration with the aviation community, we are in a better position to identify and correct potential hazards.

We look forward to exchanging best practices with our CANSO partners so that we can improve air navigation safety around the world.

FAA will facilitate ways for pilots and controllers to become more familiar with each other’s roles and responsibilities.

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QUARTER 3 2016 21

Time-Based Separation

Time to take control 5 NM 4 NM Medium

Heavy

4.2 NM

Heavy

3.4 NM

Super heavy

6 NM 5.1 NM

Time-based separation has proved a great success secs secs secs at London Heathrow and is beginning its roll-out at 113 secs 90 secs 135 secs other European airports.

Wake vortices dissipate quicker so separation distance can be reduced safely.

Pieces of the puzzle

Delays are an irritation for the entire aviation value chain and its customers. Many of the causes are unavoidable.

There are some, however, that can be tackled. For London Heathrow and UK air navigation services provider, NATS, arrival delays during headwinds was one of those causes that seemed solvable.

NATS had five years of wake vortex measurements, taken from all aircraft types in all weather conditions. This allowed it to prove the safety case for TBS use in a headwind. “Basically, it showed that we could keep the time interval constant as the measurements revealed a wake vortex dissipates faster in a headwind,” Shand informs.

Andy Shand, General Manager for Customer Affairs at NATS, says the airport needed greater resilience during headwinds, leading NATS to propose time-based separation (TBS) to the GROUNDSPEED airlines in 2013.

WINDSPEED

+

Strongaircraft are separated Mean speed by a fixed Traditionally, on final approach distance.

As an example, an Airbus 130 A320Knots needs to keep five headwinds miles behind a Boeing 777 to allow the larger aircraft’s wake vortex to dissipate. That five miles takes 113 seconds to cover at 160 knots – a typical approach speed.

But in a moderate headwind of, for example, 35 knots it can take 133 seconds to cover the distance. Extrapolate that out across 40 arrivals an hour and 13 minutes of capacity are lost.

SEPARATION

The next part of the puzzle was developing the technology Landing ratetime. to accurately measure the wind on final approach in real NATS worked with Lockheed Martin and had the technology in Dynamically testing more than a year before TBS came into operation. The measurements haveon proved extremely accurate with less than a calculated Aircraft per hour 1% error margin.

+

36 - 40

headwind

Air traffic controllers (ATCOs) needed to be brought on board conditions. as well. NATS had a core team of ATCOs to help develop TBS and particularly the human-machine interface. The system was developed quickly through regular prototyping and simulator testing by controllers, with the airlines, airport and Civil Aviation Authority also engaged very early in the process.

The comparison DBS

*

Light headwinds

“We got great support,” says Shand. “British Airways and Heathrow helped with the video for crew briefing. With the safety case proved and early engagement in the development of TBS, we had the hearts and minds of the main players.”

DBS Strong headwinds

TBS Strong headwinds

Landing rate

Landing rate

Landing rate

40-45

32-38

36 - 40

Aircraft per hour

Aircraft per hour

Aircraft per hour

* distance-based separation

During moderate headwinds TBS has recovered 1.2 movements per hour, rising to 2.9 movements per hour in strong headwinds.

22 QUARTER 3 2016

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Credit: NATS

NATS was doing its best to mitigate this loss of capacity by grouping aircraft to minimise the disruption. Landing A320s in a sequence crunched up the separation to a degree but, even so, it was clear that at an extraordinarily busy hub like Heathrow, more was needed.

Credit: NATS

London Heathrow Airport’s four holding stacks – Heathrow is the world’s busiest two runway airport.

Calm before the storm TBS went live at NATS’ Swanwick Control Centre, which manages arrivals into London Heathrow, on 24 March 2015.

It was a quiet beginning as winds dropped and the new procedure went untested. But, by the end of the month, there were 55 knot headwinds at 3,000 feet. TBS came to the fore and saved 10,000 minutes within a few days.

In fact, the calm of the first few days of TBS were the exception rather than the rule. In a typical year, Heathrow gets around 60 days of winds at 20 knots or more at 3,000 feet. But in the 12 months following the implementation of TBS there were 90 days with strong winds.

Results show that TBS was able to reduce delays by more than 50% in headwinds – a little better than predicted by the business case. Furthermore, there has not been an incident, be it a go-around or a wake turbulence event, as a result of the reduced separations allowed by TBS. On average, during moderate headwinds TBS has recovered 1.2 movements per hour, rising to 2.9 movements per hour in strong headwinds. On exceptional days, the rate of recovery has reached five movements per hour.

In November 2015, TBS saved 25,000 minutes of primary delay.

There were no cancellations at Heathrow even when Storm Barney hit later that same month.

Enormous potential

In a typical year, Heathrow gets around 60 days of winds at 20 knots or more at 3,000 feet. But in the 12 months following TBS implementation there were 90 days with strong winds. TBS was able to reduce delays by more than 50% in headwinds.

NATS has learned a lot in its first 18 months of TBS. The main lesson, according to Shand, was the need to involve all participants early on in the process. The ANSP also took an agile approach to implementation and avoided a strict, phased methodology.

“We have also found that an adherence to the correct speed on final approach is key and have worked hard on that with the airlines. We measure to plus or minus five knots and publish a league table, with flight crew adherence to air traffic control AIRSPACE

QUARTER 3 2016 23

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Time-Based Separation (ATC) speeds improved substantially, from 60% to 80%. This has helped deliver the benefits.”

TBS has also shown that it can dynamically alter spacing and so improve safety even on calm days. A wake vortex can linger that little bit longer with no wind to blow it away so in light winds or tailwinds, TBS extends the distance between aircraft slightly.

TBS has a modular design, that can work with any ATC system.

It just needs a radar feed, flight details and some simple adjustments to the human-machine interface. Some 18 airports in Europe are required to have TBS under Single European Sky (SES) rules, and a number of other airports are interested.

“This is just the start,” says Shand. “When you put dynamic information in front of a controller, the potential is enormous.

So we’re now looking at mixed mode operations – arrivals and departures on the same runway. You need to have enough space for departure but if you tell the tool the departure requirements, it can optimise arrivals. We estimate that we can get two extra movements per hour from a single runway.”

Shand also reveals the TBS tool is showing great flexibility. It can address risk from converging runway operations and also improve low visibility operations.

NATS has already developed rules for low visibility that replaces the fixed distances with dynamic trigger lines. In other words, arrivals can still be dynamically adjusted. In this instance, NATS estimates a 30% improvement in performance.

“There is nothing we would change about TBS,” concludes Shand. “We only wish we had done it earlier.”

Credit: NATS

The six wake vortex categories could also be re-imagined as TBS allows separation to be tailored to individual aircraft.

For example, a Boeing 747 following a Boeing 777 might need 3.5 miles’ separation rather than four miles, which TBS would convert to a reduced time interval. Optimising aircraft pairs in this way could again increase the number of movements per hour.

“When you put dynamic information in front of a controller, the potential is enormous. We’re now looking at mixed mode operations – arrivals and departures on the same runway. You need to have enough space for departure but if you tell the tool the departure requirements, it can optimise arrivals. We estimate that we can get two extra movements per hour from a single runway.”

London Area Control at NATS Swanwick Centre.

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CANSO Latin America and Caribbean Conference 5 - 7 December 2016 San Jose, Costa Rica For more information, please visit: canso.org/canso-latin-america-and-caribbean-conference-2016 Email: events@canso.org Phone: +31 (0)23 568 5380 HOST

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Crisis Response

Be prepared to respond Aviation is no stranger to crises and ANSPs stand ready to handle whatever emergency situation may occur.

The disruption of air navigation services can occur for a variety of reasons, from terrorist attacks to natural disasters or an aircraft incident.

ICAO Annex 11 requires air navigation service providers (ANSP) to be prepared for such eventualities but crisis response goes beyond formal requirements. “Whenever anything happens that affects air traffic management (ATM), it not only has a significant impact on our direct customers but also affects passengers and their lives – whether that is the economic effect of interrupted business or the personal impact of not getting to their destination,” says Mark Asquith, Director of Safety and Assurance at NATS, and a member of the European Aviation Crisis Coordination Cell (EACCC).

by the emergency plan. Keeping facts short and correct and managing emotions is essential.

Training and exercises are another tool to ensure that an ANSP’s capabilities match the emergency response plan and to reveal any gaps or deficiencies. The Guide recommends a desktop review or simulation to allow everyone involved to understand what is required of them.

It is also advisable to run a full-scale simulation for major incident procedures to help identify potential areas for improvement. In combination, these simulations provide assurance that the procedures are fit for their intended purpose and will help to restore safe air traffic services.

The EACCC was established to address the lack of an effective mechanism to coordinate policy makers, which became apparent during the volcanic ash shutdown in Europe in 2010.

CANSO has followed up with its Emergency Response Planning Guide to bring together contingency planning best practices and experience from ANSPs around the world.

Another important part of emergency response is safety management systems (SMS), which help assess and manage risk. Not only does an organisation’s individual SMS provide a framework for emergency response, but it also outlines the coordination of these plans across the industry during emergency situations.

The Guide helps ANSPs develop a formal emergency response plan that documents the orderly and efficient transition from normal to emergency operations and subsequent return to normal operations.

“It is essential to establish a safe scenario as quickly as possible,” Asquith notes. “ANSPs generally have mature safety management systems and applying a step-by-step approach with clarity on risk will help ensure a responsible approach is taken. This can sometimes be at odds with demands from customers and governments for rapid resolution but recovery must be managed safely. In many cases, a true crisis will be a result of something that is not within the control of an ANSP and we will be responding to it.”

“One thing is for sure, we can only be as prepared as our experience allows and there will be situations that we could not have anticipated,” says Asquith. “So the ability to rapidly recover from crisis is essential, regardless of the cause.”

Best practice An emergency response plan needs to embrace a number of areas. Procedures for avoiding airspace, alternative or simplified routes, degraded navigational capability and disrupted communications or surveillance capability must all be addressed. Best practice highlighted in the Guide also suggests that an emergency response should have an owner, responsible for regularly reviewing the plan.

A hard copy detailing whom to contact and who is responsible for what action should be readily available to operational staff.

Importantly, these should be as clear and as concise as possible so that they are more likely to be consulted in an emergency.

Likewise, normal operating accountabilities and communication responsibilities should be maintained and not complicated

Last but not least, an ANSP’s post-crisis strategy requires coordination with the emergency response plans of partner organisations, including airlines, airports, civil aviation authorities and government bodies.

An emergency response plan needs to embrace a number of areas. Procedures for avoiding airspace, alternative or simplified routes, degraded navigational capability and disrupted communications or surveillance capability must all be addressed.

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civil air navigation services organisation

Crisis Response Cost-benefit analysis All this is easier said than done, of course, and every ANSP will face its own set of challenges. “There are the technical challenges of having the appropriate levels of system and Coordination procedural resilience that are proportionate to the risks our airlines Since and airports face,” says disruptions in Asquith. one portion of airspace

affect adjacent areas, it is advisable to develop “In many cases, it can be difficult to demonstrate that the cost an response plan inAsquith conjunction hasemergency an appropriate level of benefit,” continues. “There are expectations from regulatory on levels of resilience with other agencies, such asbodies airlines, airport too, but at times of crisis these assumptions can often be operators, police, security services, regulators tested and higher demands made. As well as this, crisis and the State (see Figure 4).top In ofaddition tofor any management is not always at the an agenda organisation so it is often difficult to keep people trained containing individual emergency responsefully plans, and processes fresh.” the SMS manual of each organisation should outline the coordination of these acrosstheir Asquith recommends that ANSPs do not plans step outside the industry during and emergency situations.

When normal responsibilities so communication with passengers should be left to the airports and airlines.

Nevertheless, international coordination is required, it is the he accepts that communication is one of the more complex responsibility of ICAO to facilitate or initiate challenges in the modern era, full of social media demanding the coordination, and necessary disseminating the latest news.while ANSPsinternational must resist the temptation and pressure instantly respond. Air organisations such astothe International Transport Association, EUROCONTROL and A key principle of crisis management is that you should not try the International Federation of ANSP Airline Pilots’ doing things for the first time so if an is not experienced Associations serveit as valuable advisors in using social media may be inadvisable to try to use it as a

“Everybody always wants the facts, but it can take time to establish them and they may not always be available to an ANSP,” says Asquith. “It is important that an ANSP does not speculate.”

Even so, choosing a communications strategy that works for an organisation is important, forming, as it does, the public perception of performance. Some ANSPs may wish to be more proactive in managing media, especially social media, while others may prefer to keep the sharing of information to a minimum.

“One thing that has always been proven is that if you do not get on top of a communications strategy quickly, then you will lose control and the facts may become blurred. It then becomes difficult to recover,” warns Asquith.

This makes it essential, he suggests, to keep customers and stakeholders aware of the up-to-date situation so that they can plan and respond accordingly. In other words, it is vital to ensure the chain of communication is correct. So, if an ANSP is effectively communicating with its airline customers then an airline can accurately inform its passengers.

Overall, the idea of an emergency plan is to ensure a level of readiness whatever the disruption. It should not be formed in isolation but rather must bring together all affected parties so that everybody can play their part and take their own decisions on how they need to respond.

Credit: CANSO

key communication mechanism.

11

Emergency Response Plan Coordination.

Figure 4: Emergency Response Plan Coordination AIRSPACE

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Go-Around Detection System

Working with a safety net A system to improve the safety of go-arounds at Amsterdam Schiphol has won the support of its air traffic controllers.

On 10 May 2015, an Airbus A320 coming in to land at Amsterdam Schiphol’s runway 18C had to perform a late go-around. Air traffic control registered the aborted landing just moments later but already an Embraer E190 was taking off from runway 24.

Following instruction, the Airbus turned right while the Embraer veered left. The pilot of the Embraer reported the A320 was visible throughout, the aircraft coming within 0.8 nautical miles horizontally and 300 feet vertically. A potentially dangerous event was averted.

Just over two weeks later – on 28 May 2015 – Dutch air navigation services provider, LVNL, introduced its one-of-akind Go-Around Detection System (GARDS), described as an additional safety net without the need to change the task of the air traffic controller for approximately 350 go-arounds per year.

GARDS automatically provides visual and audio warnings to controllers, ensuring they are aware of go-arounds even if an aircraft has appeared to touch down.

The launch was not a hasty response to the 10 May incident but rather the culmination of years of work. An internal investigation into go-arounds and possible methods to improve their safety actually started almost a decade ago in 2007.

By 2011, work had progressed to a study of the technical feasibility, which was quickly followed by an examination of how

visual detec ti on

pilot report

Surveillance Runway

Credit:LVNL

Landing aircraft?

YES

Non-nominal landing parameters?

Altitude / position

YES

High speed

GARDS works on an algorithm that uses incoming data to determine whether there is any deviation from the anticipated landing.

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ALERT

Go-arounds explained

Credit: LVNL

Go-arounds are not uncommon and usually follow a standard procedure. With a go-around, the landing of the aircraft is aborted, pilots notify air traffic control and the aircraft is given new instruction for a fresh approach.

Amsterdam Schiphol experiences some 350 go-arounds annually.

a solution would gel with LVNL operational procedures. Two years of a realisation project began in 2013 leading up to the rollout of GARDS last year.

LVNL’s Project Leader, Mariska Roerdink, says that although the theory of a flight deck reporting a go-around to air traffic control (ATC) followed by ATC monitoring the aircraft’s next approach is sound, in practice the flight deck has a high workload. “This means that the first priority for a pilot is not the communication with ATC,” she says.

“And because ATC simultaneously monitors multiple runways, it may be that a go-around is only seen at a late stage. In an environment such as Schiphol, with converging runway use and high capacity, this could result in a dangerous situation.”

Detecting deviation GARDS improves go-around safety in several ways. In essence, it automatically provides visual and audio warnings to controllers, ensuring they are aware of go-arounds even if an aircraft has appeared to touch down.

GARDS works on an algorithm that uses incoming data to determine whether there is any deviation from the anticipated landing. GARDS monitors an aircraft on its final approach, including runway speeds. If a problem is detected, there is an audio prompt as well as a warning signal on the radar monitor.

“The normal way of working – visual detection by means of ATC and pilot report – is retained,” explains Roerdink. “But the visual signal on the radar screen and audio broadcast ensures that controllers always get notification of an event.

“If ATC works on visibility, the audio report helps and even names the runway involved while the extra visual signal will show exactly which aircraft is involved. ATC works on ground radar in poor visibility and they directly see GARDS information on the screen.”

The parameters used for the algorithm are logical for a controller, making GARDS instantly understandable. This made training on the new system relatively straightforward.

There are various reasons for a go-around, ranging from exceptional weather to technical considerations to an aircraft on the landing runway. It is even possible that the cabin crew of the aircraft have not been able to make all the necessary preparations for landing. Depending on the situation, a go-around may be initiated by the pilot or the air traffic controller.

Additionally, the system works for all runway combinations and visibility conditions, so there is unambiguous use.

Sharing knowledge Roerdink says that feedback from LVNL’s controllers has been excellent. “The system supports their own observations,” she says. “We have tuned the system so that almost no false alerts occur.”

As a result, the controllers have “significant” confidence in the system. Pilots, meanwhile, do not even notice the system.

There was, however, an instance of a pilot hearing the auditory notification in the background on the radio frequency, Roerdink reports. It was a positive occurrence that resulted in additional situational awareness.

LVNL has no commercial role and so GARDS is unlikely to be developed into a purchasable product. But while the detection system has been specially developed for Schiphol, Roerdink says the ANSP is more than willing to share knowledge about the system with international partners.

To date, the system has correctly captured 459 go-arounds since its launch in May 2015. Antonio Licu, Head of Safety Unit, EUROCONTROL says GARDS is “a remarkable piece of technology. I am impressed with the low number of false alerts and the high confidence in the tool by the air traffic controllers,” he notes.

The parameters used for the algorithm are logical for a controller, making GARDS instantly understandable. This made training on the new system relatively straightforward. Additionally, the system works for all runway combinations and visibility conditions.

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ATM NEWS ICAO Secretary General addresses CANSO Summit The CANSO Global ATM Summit and 20th Annual General Meeting in Vancouver discussed the key challenges facing the industry. Topics included measures to enhance aviation safety; collaboration across the aviation industry; and the implications of new entrants to airspace.

Credit: CANSO

Speakers included Dr. Fang Liu, Secretary General of ICAO, who highlighted the importance of interoperability, collaborative-decision making and air traffic flow management.

Dr. Liu recognised CANSO is proactive in implementing performance based navigation, and called on ANSPs to play a greater role in lifting the quality of global air traffic services through deeper collaboration.

Dr. Fang Liu, Secretary General of ICAO.

New ATAG report on THE benefits of AIR TRANSPORT CONNECTIVITY

Auckland flight. The flight demonstrated best practices, including user preferred route and dynamic airborne re-route procedures.

The Air Transport Action Group (ATAG) has launched the latest edition of Aviation: Benefits Beyond Borders.

These enhancements allowed the aircraft to follow a flexible fuel-efficient flight path and for the air traffic controllers to manage the flight’s arrival and departure to ensure optimal efficiency.

The report explores how aviation is vital to the modern, globalised world, supporting millions of jobs and driving economic growth; and how the benefits of connectivity must be protected if the air transport sector is to fulfil its potential as a connector of people, trade and tourism and a driver of sustainable development. Download at www.aviationbenefits.org

’Green’ flight demonstrates PROGRESS IN sustainabilitY The Asia and Pacific Initiative to Reduce Emissions (ASPIRE) – a partnership of ANSPs and airlines developing procedures to reduce emissions – launched the inaugural United Airlines San Francisco to 32 QUARTER 3 2016

NATS announces fall in emissions for 2015 The NATS annual Responsible Business Report details environmental and social achievements in 2015. There was an increase in the number of quieter flight descents into 15 UK airports; ATM-related CO2 emissions reduced by 34,195 tonnes; and estate CO2 emissions reduced 6.6%.

These improvements are the result of changes to UK airspace that allow for more direct routes and improved vertical profiles; the use of more efficient procedures such as continuous descents; and the introduction of new air traffic control technologies.

AIRSPACE

At the AGM, Captain Gilbert Macharia Kibe, Director General of Kenya Civil Aviation Authority, was elected as a new Member of the CANSO Executive Committee and Teri Bristol, COO, Federal Aviation Administration’s Air Traffic Organization, was re-elected for a further three-year term. At the Executive Committee meeting following the AGM, Ed Sims, CEO of Airways New Zealand, was elected as its Chair and Thabani Mthiyane, CEO of Air Traffic Navigation Services, was elected as its Vice Chair.

Slovenia Control trials ATM Data as a Service Slovenia Control successfully conducted shadow operations of live air traffic under the responsibility of Ljubljana Area Control Centre, using remote data provided by the EUROCONTROL’s Maastricht Upper Area Control Centre (MUAC).

The shadow operations are part of the ATM Data as a Service (ADaaS) project and are an essential step towards the concept of data centres developed in support of the Single European Sky (SES).

Trials to demonstrate benefits of PBN The SESAR Joint Undertaking RISE (Required Navigation Performance Implementation Synchronised in Europe) project, which seeks to improve airport accessibility, enhance safety and reduce environmental impact at airports, continues to prove the benefits of performance-

based navigation (PBN) via flight trials in Cyprus. More than 160 flight trials will be conducted with airlines and ANSPs through September 2016 in France, Greece, Cyprus and Portugal. They will capture feedback from flight crew and air traffic controllers on the procedures in terms of fly-ability, safety, crew and ATC workload, as well as assess savings in CO2 emissions and fuel consumption.

New data exchange to facilitate inter-FAB free route DFS and Austro Control have implemented a new method to exchange flight data that increases the accuracy and timeliness of the data displayed on radar screens in the Karlsruhe and Vienna control centres.

The new electronic data exchange is based on an OLDI specification (LATLON) and will support the implementation of free route airspace. Using the new method to coordinate data, both partners are now

able to integrate the real-time planning horizons across area control centres (ACC) / upper area control centre (UAC) and functional airspace block (FAB) boundaries into their current operations.

Numerous current coordination activities will no longer be necessary, reducing controller workload and generating capacity.

modification of Radar unlocks new wind power Following more than five years of research and development, a solution to help mitigate the impact of wind turbines on radar performance, known as Project RM, has been successfully implemented in the UK. The result of collaboration between NATS, Raytheon, SSE and Vattenfall, the technical modifications will enable the release of more than half a gigawatt of renewable energy by allowing turbine developments to go ahead that would otherwise have been impossible.

IAA trials Ireland’s first remote air traffic control The Irish Aviation Authority (IAA) has successfully commenced trials using SAAB-engineered remote tower technology to provide air traffic control services for Cork and Shannon airports from Dublin.

NATS partners with Japan for Tokyo Olympics in 2020 NATS has signed an historic agreement with the Japan Air Navigation Service (JANS), paving the way for a joint approach to air traffic management in Japanese airspace at the 2020 Tokyo Olympic Games.

NATS is structuring a series of consultations with JANS aimed at detailing operational plans to deal with the expected spike in air traffic before, during and immediately after the Tokyo Games.

East -Estonia, Finland, and Latvia) and DK/SE FAB (Denmark and Sweden).

at 60,000 feet, the balloon passed through controlled airspace and Airways’ role of separating the balloon from aircraft was complete.

This builds on the earlier implementation of free route airspace in DK/SE FAB and NEFAB and is the next step in optimising flight operations in a large volume of airspace, expected to provide operational, environmental and cost benefits for airspace users.

The organisation will continue to monitor the balloon’s progress while it is above New Zealand airspace.

Sudan CAA TO

IMPLEMENT FREE

Mission IS complete for Airways as NASA launches balloon

Seamless free route operations take shape in Northern Europe

Airways New Zealand has successfully managed a NASA high pressure scientific research balloon safely through airspace over Wanaka on the initial part of its planned 100-day trip around the earth.

Two functional airspace blocks (FAB) launched seamless free route airspace, enabling users to plan and fly user-preferred trajectories across five states: North European FAB (NEFAB

The 2.3 tonne, 90-metrediameter balloon carried an automatic dependent surveillance – broadcast (ADS-B) radar transponder.

About 75 minutes after launch,

ROUTE airspace

Sudan Civil Aviation Authority (SCAA), DSNA Services and CGX AERO presented proposals to restructure Sudan’s airspace, including free route, direct and unidirectional routes and a strong civil-military commitment.

The project could see Sudan become the first African country to implement the free route airspace concept.

The expected benefits of this project include savings of more than 500,000 tonnes of CO2 and US$100 million per year.

SITAONAIR and Solar Impulse: shared spirit of innovation Solar Impulse has completed a remarkable round-the-world journey, powered by solar energy.

In partnership with Swisscom, SITAONAIR provided Solar Impulse with broadband satellite technology for real-time pilot voice and data communications, and a specially-designed ground infrastructure to assure global air-to-ground communications for the aircraft.

The connectivity allowed the Solar Impulse team to track and monitor the aircraft in real-time, gave them access to real-time weather updates and allowed people across the globe to experience the flights in real time via a video stream and messaging on social networks.

These trials are part of the IAA’s strategy to implement innovative air traffic management solutions which deliver safe, efficient and cost-effective services to its airline partners.

Credit: Solar Impulse

Remotely operated towers can assist ANSPs to reduce and control their costs, while maintaining safety and service delivery.

Solar Impulse taking off from Tulsa, Oklahoma during its round-the-world journey.

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QUARTER 3 2016 33

CANSO MEMBERS CANSO Members CANSO––the theCivil CivilAir AirNavigation NavigationServices ServicesOrganisation Organisation––isisthe theglobal globalvoice voiceof of CANSO airtraffi trafficcmanagement management(ATM) (ATM)worldwide. worldwide.CANSO CANSOMembers Memberssupport supportover over85% 85%of of air worldair airtraffi traffic. c.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.

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Full Members Members -- 88 88 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 AirTraffi Trafficc&&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 AirTraffi TrafficcServices ServicesAuthority Authority — (BULATSA) (BULATSA) — CAA CAAUganda Uganda — — Cambodia CambodiaAir AirTraffi TrafficcServices 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 — Empresa EmpresaArgentina Argentinade deNavegación Navegación(EANA) (EANA) — — 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 AirTraffi TrafficcServices 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) — — Offi Office ceNational Nationalde deLÁviation LÁviationCivile Civile(OFNAC) (OFNAC) — — Offi Office ceNational 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 AirTraffi TrafficcServices 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 AirTraffi TrafficcService ServiceEnterprise Enterprise(UkSATSE) (UkSATSE) — — U.S. U.S.DoD DoDPolicy PolicyBoard Boardon onFederal FederalAviation Aviation — — Viet VietNam NamAir AirTraffi TrafficcManagement 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 LeonardoS.p.a.

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Leonardo FREQUENTISAG AG FREQUENTIS GroupEADEurope EuropeS.L. S.L. GroupEAD HarrisCorporation Corporation Harris InmarsatPlc Plc Inmarsat LockheedMartin Martin Lockheed Raytheon Raytheon Thales Thales

Silver Associate Associate Members Members -- 68 68 Silver — — — — — — — — — —

42Solutions SolutionsB.V. B.V. 42 AdacelInc. Inc. Adacel AeronavInc. Inc. Aeronav Aireon Aireon AirTraffi TrafficcControl ControlAssociation Association(ATCA) (ATCA) Air

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— Airbus AirbusDefence Defenceand andSpace Space — — 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. — — 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 — — EvBase EvBaseTechnologies TechnologiesInc. Inc. — — 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 — — Project ProjectLoon Loon — — 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 — — Snowfl Snowflake akeSoftware SoftwareLtd Ltd — — STR-SpeechTech STR-SpeechTechLtd. Ltd. — — Tetra TetraTech TechAMT AMT — — Think ThinkResearch ResearchLimited Limited —

Membershiplist listcorrect correctas asof of30 30August August2016.

2016.For Forthe themost mostup-to-date up-to-datelist listand andorganisation organisationprofi profiles lesgo goto tocanso.org/canso-members canso.org/canso-members Membership

34 QUARTER 3 2016

AIRSPACE

A new name in global Air Traffic Management On August 16 Lockheed Martin’s IS&GS business combined with Leidos, creating a new leader in air traffic management.

Since the 1950s our team has been critical in delivering increased safety, greater efficiency and improved capacity in some of the most complex airspace environments in the world.

Today the new Leidos is engineering the most comprehensive suite of solutions and services that enable collaboration across the entire civil aviation system.

Learn more about Leidos at sidewalktosky.com Visit us at the 61st ATCA Annual on stand #313.

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