ISSUE 39 QUARTER 4 2017
journal of the civil air navigation services organisation
HARMONISATION in Latin America
INTERVIEWS
Jason Harfield, Airservices Australia Mark Cooper, Deloitte
SPOTLIGHT
Community engagement Argentina-Brazil cooperation Free route airspace takes flight Terminal Air Navigation Services liberalisation
IT’S TIME FOR A NEW APPROACH TO ATM
With the ever-growing amount of traffic in the sky, air traffic management (ATM) is a critical priority that requires continuous progress. Working together with industry and government organizations, Boeing is committed to an ATM transformation that improves safety, efficiency and the environment for all. At the core of Boeing’s ATM solutions are secure network-centric operations that will incorporate the capabilities of modern airplanes, as well as ensure global interoperability and real-time access to critical information. The time is now, and Boeing is ready to help.
boeing.com/commercial
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IN THIS ISSUE 5 Director General
20 LETTER FROM AMERICA
Jeff Poole argues that sustained dialogue and effective communication with communities are vital to aviation’s licence to operate.
Improvements in a congested region of US airspace will have a positive ripple effect. 22 COMMUNITY ENGAGEMENT
8 TERMINAL AIR NAVIGATION SERVICES
25 ACQUISITION EXCELLENCE
David McMillan, Chair of the ATM Policy Institute, highlights how the liberalisation of terminal air navigation services would benefit all partners in the aviation value chain.
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Airspace No. 39 ISSN number 1877 2196 Published by CANSO, the Civil Air Navigation Services Organisation Transpolis Schiphol Airport Polaris Avenue 85e 2132 JH Hoofddorp The Netherlands Telephone: +31 (0)23 568 5380 Fax: +31 (0)23 568 5389
28 Subscribe ► canso.org/subscribe Publisher: Quentin Browell communications@canso.org Editor: Graham Newton communications@canso.org Advertising: Helen Parker helen.parker@canso.org Design:
civil air navigation services organisation
Changing controller profiles need to be understood.
ATM can learn from other industries to deliver step-change capabilities.
17 ARGENTINA-BRAZIL COOPERATION Cooperation between the Argentine and Brazilian ANSPs is setting the standard for harmonisation across the region.
28 ATCO REMUNERATION
31 ASSOCIATE MEMBER SPOTLIGHT
34 ATM NEWS
iStock/chromatika
iStock/Rawpixel
Free route airspace is driving ATM towards a single European sky, promising significant benefits along the way.
Acquisition Excellence is an essential CANSO guide that will prepare ATM for seismic shifts in business and purchasing models.
Airways New Zealand
12 FREE ROUTE AIRSPACE
Talking with communities about environmental and noise concerns will only increase in importance as air traffic grows.
Mark Chivers
The entire contents of this publication are protected by copyright, full details of which are available from the publisher. All rights reserved. No part of this publication may be reproduced,
31 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 publisher. 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.
News highlights from CANSO Members and CANSO.
ISSUE 39 QUARTER 4 2017
journal of the civil air navigation services organisation
HARMONISATION IN LATIN AMERIcA
INTERVIEWS
Jason Harfield, Airservices Australia Mark Cooper, Deloitte
SPOTLIGHT
Community engagement Argentina-Brazil cooperation Free route airspace takes flight Terminal Air Navigation Services liberalisation
Front Cover Image: iStock/Harvepino
12 EANA
Jason Harfield, CEO of Airservices Australia, says these are exciting times for ANSPs and opportunities exist if the mindset is right.
iStock/sansara
6 CEO INTERVIEW
© Copyright CANSO 2017
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We will be exhbiting at the World ATM Congress. Visit us at our NAVCANatm booth.
FROM THE DIRECTOR GENERAL
civil air navigation services organisation
Community engagement is becoming an increasingly important activity for air navigation service providers (ANSPs). People who live under flight paths and near airports notice changes in traffic patterns – they can see more planes flying over a certain area or they notice more noise. However, local communities often do not understand why airspace changes are necessary and only see the downsides. With local communities and campaign groups becoming more vociferous, knowledgeable and influential on environmental and noise issues, such groups are increasingly impacting the decisions of regulators and government organisations responsible for airspace. ANSPs are working to address these local concerns; explaining the role of air traffic management (ATM) and what it is trying to achieve; and engaging in dialogue on the impact of airspace changes on communities. Some ANSPs have established special community engagement units to interact directly with the general public. A number of best practices are now emerging from the work of these units. Some ANSPs argue that local communities and campaign groups should be fully involved in the consultation process and even involved in the design of the process. That way, at least all sides can agree that the process was fair even if they do not agree with the final outcome. The key is to integrate local communities into route development and air traffic planning to ensure there is better understanding on both sides. In addition, local groups often have expert knowledge that can prove useful in improving projects. A degree of trust can be established by showing that ANSPs are listening to concerns and comments and are prepared to adjust plans accordingly. The ATM industry can be very technical and acronym-heavy. It is therefore important to speak in plain language and communicate in clear and easy to understand terms and concepts. Visualisations (of real time traffic and routes) help as do noise maps. NATS, for example, has developed a programme called Comp-Air. When locals say “why don’t you fly here”, the programme maps the new trajectory and by using the “Calculate Noise Footprint” function people can immediately see the noise impact. Generally speaking, the more people know about an issue, the more they will understand the challenges facing ATM. With traffic growing at around 5% a year and airports and airspace becoming increasingly congested, new airspace design and procedures are shifting the traditional noise patterns. These changes impact local communities. Ultimately, those affected need to understand what is going on and why decisions were taken; most importantly, they need to feel that their voice is being heard, respected and acted upon. Early engagement, sustained dialogue and effective communication will ensure the ATM industry can continue its ‘licence to operate’ and that there is better understanding of changes to airspace. Jeff Poole CANSO Director General
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CEO INTERVIEW
Jason Harfield, CEO of Airservices Australia, says these are exciting times for ANSPs and opportunities exist if the mindset is right.
Why did Airservices Australia need to undergo a major organisational change? Our business model had served us very well. Air traffic was being moved safely and efficiently. But the value it represented was diminishing. Although revenue was increasing 4-5% per annum, cost was increasing 6-7%. When I began as CEO, Airservices was forecasting a loss of A$13 million on revenues of over A$1 billion, and had also already announced a potential 8% rise in prices, which obviously was not being well received. But that was only going to get worse. Having to constantly cut costs or forego investment in the latest technology puts pressure on an organisation. Ultimately, that has an impact on safety. It was clear we needed to reposition the organisation. And it is also true that there had not been a refresh in over a decade. It was time for change. What did the Accelerate programme actually do? Accelerate came from an organisational Business Diagnostic and Efficiency Review. There were no sacred cows in that review, everything was examined. A lot of changes were recommended. We came up with a new information management strategy, rationalised our asset base and introduced new capability to support these changes. Most importantly, as there were things the organisation was doing that did not need to be done any more, we downsized significantly. The repositioning of the organisation, through Accelerate, gave us A$177.5 million in savings annually, which represents 17% of
There is no doubt that moving away from ground-based line of sight technology to space-based surveillance is the future. And it is critical to long-range air traffic flow management because in theory every ANSP will have the ability to access information from anywhere on the globe.
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our cost base. The organisation went from five support staff for every four operational staff to four support staff for every five operational staff. The entire business was refocused around our core air traffic and firefighting services. We did all this in 18 months and our frontline services were not affected at all. Our safety performance has been maintained and we now have a much better platform for future performance. How will your pricing change? And is it more important to reduce prices rather than invest in the future? Accelerate has meant that not only did we not implement a potential 8% rise in prices but also that we will continue to hold prices through next year. And then, with continued growth, we will be in a position to lower our prices. Of course, the world can change and that plan is always under review, but this is a signal to the industry that we are as lean and as efficient as we can be and will continue to be so. It is not so much about funding – we make sure that there is enough revenue to fund the investment we need – as it is about fostering aviation. That is part of our remit. Airservices has a role to play in promoting the industry within Australia and globally. It cannot be an economic impediment and it must be recognised that airlines have been struggling too. Really, it is about ensuring our service always represents value. Looking ahead, what will the OneSKY programme achieve? Our current ATM automation system was commissioned in the late 1990s. If you bought a PC back then and are still trying to use it today, you would understand the need for something new. OneSKY will harmonise civil and military airspace. The transition will start in 2018 with the voice communication system and it will deliver over A$1 billion in benefits once complete. The aim is to be a single flight information region. It would mean that 11% of world airspace is under one system. Are space-based surveillance and long-range air traffic flow management the way forward for Airservices? There is no doubt that moving away from ground-based line of sight technology to space-based surveillance is the future. And it is critical to long-range air traffic flow management because
Credit: Airservices Australia
Masters of our destiny
CEO INTERVIEW
in theory every ANSP will have the ability to access information from anywhere on the globe. Australia is a long flight for most people. Our national airline, Qantas, is starting a Perth-London Heathrow direct service in 2018. Imagine how we could improve that flight. When it gets to India on its way to Australia there is still 11 hours to go. From that point on, with long range air traffic flow management, we can optimise its journey home. Also, we have some of the busiest city pairs in world traffic along our east coast, such as Sydney-Melbourne. With a lot of long-haul international flights arriving in this region too, it can get extremely busy. If we can smooth those international flights from a long way out, everybody will benefit. Do you think governments understand the importance of air traffic management? They do when it goes wrong! That very rarely happens though because ANSPs generally do a good job. You cannot feel or touch airspace, so it does not get noticed often. But the problem is, when it does get noticed because of delays, it is already too late. The only way to remedy the situation is to start years before by implementing systems and processes that can cope with the increase in traffic. Government electoral cycles are such that this long-term planning needs to be driven by ANSPs.
significant contributor to economic growth and ATM underpins aviation. We are the ones who unlock that value. How important is it to cooperate with airports and airlines? We are interdependent and if the aviation ecosystem is to be healthy then we must work in unison. In Australia, there will be a new airport in Sydney and new runways in Perth, Brisbane and Melbourne. Some A$19 billion is being spent on aviation infrastructure improvements in the next five years and if we are to maximise the benefits of that investment it is vital that our strategies are aligned and that we
Credit: Airservices Australia
The industry, including CANSO, must continue to ensure the value of air traffic management is understood. Aviation is a
It must be understood that it cannot be business as usual. ANSPs have to remain relevant. If airspace becomes the bottleneck in the aviation ecosystem, then that problem will get solved – but not by us. Think of Apple, Uber, Google and many others. They will disrupt through business models and technology. Aircraft will not be the only airspace users to manage in the future.
If the aviation ecosystem is to be healthy then ANSPs, airlines and airports must work in unison.
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CEO INTERVIEW
Our obligations, our flights, do not end at the boundary of our flight information region. We work closely with Airways New Zealand to facilitate traffic across the Tasman Sea and we are also working closely with Papua New Guinea, Indonesia and our other neighbours in supporting them build their capability. cooperate as fully as possible. There needs to be a partnership and not a customer-supplier relationship. What about regional cooperation? How do you ensure systems, strategies and ideas are aligned? Our obligations, our flights, do not end at the boundary of our flight information region.
In your view, what is the biggest challenge facing air traffic management in general? ATM brings everything together. We facilitate the movement of people and cargo around the world. It could not happen without us, it is a great value proposition. But it must be understood that it cannot be business as usual. ANSPs have to remain relevant. If airspace becomes the bottleneck in the aviation ecosystem, then that problem will get solved – but not by us. Think of Apple, Uber, Google and many others. They will disrupt through business models and technology. Aircraft will not be the only airspace users to manage in the future. Think of Airbus and Boeing. They want to sell more aircraft. If congested skies mean they cannot sell, they will work to decongest the skies. ANSPs provide a service. If that service falls short or does not represent value, then our customers will look elsewhere. But that also makes it a very exciting time. There are so many opportunities ahead. The mindset must change, however, if we are to be masters of our own destiny.
Credit: Airservices Australia
We work closely with Airways New Zealand to facilitate traffic across the Tasman Sea and we are also working closely with Papua New Guinea, Indonesia and our other neighbours in supporting them build their capability.
It is done for the betterment of the region. Traffic growth is huge, especially out of China. Working together is the best way of handling that.
Moving away from ground-based line of sight technology to space-based surveillance is the future.
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TERMINAL AIR NAVIGATION SERVICES
Cleared for take off
The ATM Policy Institute, an industry think-tank established to consider the reform and modernisation of ATM services through market-based measures, recently published its second white paper, on the liberalisation of terminal air navigation services (TANS). TANS keep aircraft apart at airports and, depending on the traffic and airspace complexity, on approach to the airport. In the classic ATM service model, these services are provided by air navigation service providers, which, in line with the structure of much of the ATM industry, usually enjoy a long-term, if not statutory, monopoly. This often results in ANSPs adopting a ‘onesize-fits-all’ approach to the services offered. But the white paper notes that there is scope for considerably more market-friendly ways to deliver TANS services.
Competition theory There has been some liberalisation in the TANS area already, particularly in the US and in Europe. Nevertheless, there is scope for more liberalisation and the numerous benefits to airlines and the travelling public make looking at further market openings of interest.
Credit: ATM Policy Institute
David McMillan, Chair of the ATM Policy Institute, argues that the liberalisation of terminal air navigation services would benefit all partners in the aviation value chain.
Following competition theory, liberalising markets and opening them to competition should address the issues outlined above. In reviewing experiences where there has been liberalisation of TANS, the ATM Policy Institute has found considerable benefits. In examples from both Europe and the US, the white paper outlines how the cost of supplying TANS has reduced between 30% and 74%, achieved through the minimisation of administration and optimisation of productivity. In one such example, London Gatwick issued a tender with the initial aim of increasing airport capacity and resiliency in peak traffic periods, both customer-driven requirements. The eventual outcome saw the airport find a provider not only able to fulfil its initial operational requirements but also able to do so at a lower cost. Overall cost is not the sole pricing benefit to be gained from the liberalisation of the TANS market, however. Transparency of costings and thus price is also likely to occur. The unbundling of the TANS component of existing ANSP businesses improves pricing transparency, in turn reducing the opportunities for cross-subsidisation of services. It is only when there is a clear and transparent understanding of costs that a frank conversation with ANSP customers, and regulators, is possible.
TANS is, without question, a standalone market and as such should be subject to market disciplines. It can be considered separately from the provision of ATM and can often be subject to market forces and competition apart from the consideration of sovereignty and the provision of ATM services by ANSPs.
Incumbent innovation
In any market, a lack of competition tends to lead to services that can be high priced, lack a keen customer focus, and be slow to adapt to customer needs. Currently, the TANS market shows all the behaviour the theory suggests.
In the field of innovation, the white paper cites evidence that new TANS suppliers are increasingly responding to customer need in a race to find and deliver their unique selling proposition. In addition to the Gatwick example given above, a case study
The ATM Policy Institute argues that liberalising TANS services would not just have a positive impact on pricing. The speed of technological development would also improve.
Process of liberalisation commenced
Cost reduction
TANS at 13 airports
2010
46.7%
USA
Contract tower service at 253 low visual activity flight rules (VFR) airports
1982
74%
Sweden
TANS at 14 airports operated by Aviation Capacity Resources AB (ACR)
2010
30%
Country
Service
Spain
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Source: ATM Policy Institute
Savings reported by new entrant TANS providers
TERMINAL AIR NAVIGATION SERVICES
EN-Route Service ENR service controls flights between terminal areas Approach Service APP service controls flights arriving or departing aerodrome Source: ATM Policy Institute
TANS Services
Aerodrome Control Service Service TWR service controls vicinity traffic, runway and surface movements Alternative AFIS service provides traffic information to pilots but not separation control
TANS as part of ATM separation services.
from London Heathrow outlines how incumbent providers have responded to the threat of competition and the need to retain market share by increasing customer engagement.
the UK’s Birmingham Airport and London Gatwick showed that absolutely no safety concerns were raised during the transition to new TANS providers.
As airports are equally subject to the laws of competition theory, their own search to find a niche in the market should see technological advances improve, in line with cooperation with TANS providers.
Just as they do now, incumbent TANS suppliers would have to comply with State safety regulations on procedures and staff competency, and show that they have the capability and resources to meet certification standards. Indeed, competition may well require increased resources for the regulator too, to monitor a number of different suppliers.
Additionally, current technologies are now under severe strain. Given the rapid development and expansion in the field of unmanned aircraft systems traffic management and autonomy, it is interesting to contemplate what the future form of competition will look like.
Market view Given current technology and procedures, it is most likely that liberalisation would take the form of competition for the market, in which a TANS provider obtains an exclusive right to supply services to an airport or airspace for a fixed period of time. While competitive tendering focusing on operational requirements and price could be used to select a supplier, it is also possible that the mere threat of competition may galvanise an existing supplier to deliver improved value or quality. The market for TANS is large and diverse. There appears little reason to exclude an airport from competition for TANS on the basis of its scale of operation, with current examples of competitive supply including both the busiest and relatively quiet locations. At high intensity locations, an airport may look for experienced suppliers with the resources to ensure business resilience to supply tailored, high-performance services. At lower intensity locations, customers are likely to be more cost sensitive. Competition theory would suggest that liberalising TANS would encourage providers to tailor-make their services for individual airports, allowing for greater efficiency.
Finally, the Institute emphasises that there is no need to wait for further innovation to liberalise TANS; the existing control tower technology is more than capable. Although, of course, innovative suppliers may introduce new technology to support the higher quality service, this evolution is far from a prerequisite. At a recent ATM Policy Institute workshop in Dublin, it was noted that new technologies, such as remote towers, could have a significant positive impact on the market for TANS services. And as the ability to utilise and optimise the available data matures, the balance in the relationship between the airport and the TANS supplier will also change. Airports are likely to become increasingly aware and demanding of better, more focused services from their TANS suppliers. The white paper concludes that competition for TANS, when appropriately structured, leads to more cost effective, more customer-focussed, and more innovative ATM services for airports and their airline customers. Also, given the local nature of airports, liberalisation can take place piecemeal, commencing in regions and countries interested in taking advantage of these benefits, rather than needing to be addressed as part of more widespread liberalisation and reform.
There is no reason to suppose that liberalisation would compromise safety. In fact, the ATM Policy Institute argues that it would have quite the opposite effect.
Launched this year at World ATM Congress in Madrid, the ATM Policy Institute was created to inform the debate on the efficiency and performance of air traffic management that can be achieved through market liberalisation. The primary objective of the Institute is to illustrate the benefits of liberalising ATM to the aviation industry, governments and regulators. Its members include a number of ANSPs, as well as CANSO.
Increased safety is a major point of distinction for a TANS provider, boosting its position in the market. Case studies at
The paper can be found on the ATM Policy Institute website at atmpolicy.aero
Safety first
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The freedom of flight Free route airspace permits users to fly their preferred trajectories between a defined entry and exit point.
Free route airspace is driving ATM towards a single European sky, promising significant benefits on the way. Close to a decade on from its concept launch, free route airspace (FRA) is gaining the critical mass necessary to realise significant increases in capacity and important reductions in emissions. FRA facilitates the more efficient use of a specified airspace by allowing users to fly their preferred trajectories between a defined entry and exit point.
It is FRA’s environmental advantages that make the headlines. Airspace users might reduce flight distances by as much as 7.5 million nautical miles annually, representing the equivalent of about 45,000 tonnes of fuel saved, or a reduction in CO2 emissions of 150,000 tonnes. That adds up to close to €40 million. 12 QUARTER 4 2017
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EUROCONTROL estimates that 48 European air traffic control centres had partially or fully implemented free route airspace by the end of 2016. And by the end of 2019, it expects most European airspace to have implemented FRA, with all airspace over FL290 targeted to be covered by 1 January 2022.
Stepping stone The North European Free Route Airspace Programme, NEFRA, was successfully completed in May 2017. Launched in 2013, the NEFRA allows airspace users to fly the most efficient trajectories above FL285, irrespective of the borders of Denmark, Estonia, Finland, Latvia, Norway and Sweden. A number of upgrades in ATM functionality has enabled crossborder FRA operations, including common flight planning procedures and collaborative training of air traffic controllers. “The project has been a joint effort in support of a common goal,” says Anders Andersson, LFV, and Chairman of the NEFRA Implementation Managers’ Group.
Credit: iStock/sansara
FREE ROUTE AIRSPACE
FREE ROUTE AIRSPACE
“The key to our success has been a crystal-clear commitment to the project from all six air navigation service providers, states, and regulators, together with a well-balanced mixture of expertise among the local implementation managers driving the project.” Though it brings many benefits, the NEFRA is not an end itself but a stepping stone to an expanded FRA that will include the UK-Ireland Functional Airspace Block (FAB) and Iceland. In effect, this covers the nine-State Borealis Alliance. In July 2016, the Alliance received €63.2 million under Connecting Europe Facility (CEF) funding. The aim is to introduce FRA across Northern Europe by 2021, a programme that is forecast to enable an annual reduction in flying distance of 4.7 million nautical miles and save airlines 26,000 tonnes of fuel. Similar savings are on offer for other FRA developments; Austria will reduce CO2 emissions 15,000 tonnes annually as will Slovenia; Hungary will reach 16,000 tonnes in CO2 savings; and Germany will reach 30,000 tonnes.
Route options
This South East Common Sky Initiative (SECSI) will give airspace users critical options for routes between Central and South Europe, including the flows to Turkey and further to the Middle East. SAXFRA alone offers estimated savings of 13 tonnes of fuel daily, helping to reduce CO2 emissions 43 tonnes per day. FRA is due to be implemented in the whole of FAB Central Europe airspace (Austria, Slovenia, Hungary, Croatia, Czech Republic, Slovakia and Bosnia-Herzegovina) by 2019. “If there is a common goal and willingness to cooperate, we can achieve great things,” says Austro Control COO, Thomas
Credit: ©EUROCONTROL
Meanwhile, at World ATM Congress 2017, representatives from five ANSPs signed a memorandum of cooperation that will merge two free route airspaces, SAXFRA (Slovenian Austrian Cross-Border Free Route Airspace) and SEAFRA (South-East Axis Free Route Airspace – Croatia, Bosnia-Herzegovina, Serbia and Montenegro).
Safety is paramount. A fixed route network generates quite specific conflict zones for ANSPs. FRA, on the other hand, spreads potential conflicts, making it easier for controllers to handle. FRA will also make it easier to accommodate the demands of future airspace users, such as drones, hypersonic transport, spaceplane operations to sub-orbit, “internet balloons” and more.
EUROCONTROL, November 2016
Free Route Airspace Implementation Summer 2017.
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FREE ROUTE AIRSPACE
“If there is a common goal and willingness to cooperate, we can achieve great things. The South East Common Sky Initiative is a perfect example of that: five ANSPs working together towards improving the flow of air traffic across Europe.” Hoffmann. “The South East Common Sky Initiative is a perfect example of that: five ANSPs working together towards improving the flow of air traffic across Europe.” “The SECSI Free Route airspace is a step forward after the two successfully completed FRA projects, SAXFRA and SEAFRA,” agrees Croatia Control CEO Dragan Bilać. “I am sure that the five ANSPs will demonstrate excellent cooperation for the benefit of the airspace users to save thousands of tonnes of fuel per year. “Moreover, the citizens of the six States will be exposed to significantly decreased emissions of CO2 and NOx. I believe the airspace users will recognise the benefits of FRA in this region as well as the environmental achievements.” The significance of the SECSI was also stressed by Joe Sultana, Director Network Manager, EUROCONTROL: “Following the successful implementation of the SAXFRA and SEAFRA initiatives, the South-East Europe Common Sky Initiative is an excellent example of how cross-border FRA implementation progresses in Europe in complex airspace. “The detailed and innovative work conducted by the five ANSPs in close coordination with the Network Manager makes this initiative a tangible example of how the European ATM network can be optimised. It opens significant opportunities for further airspace optimisation in Central and South-East Europe with similar neighbouring initiatives.”
Green headlines EUROCONTROL anticipates substantial benefits accruing to all partners in the aviation value chain as a result of FRA.
Efficient and direct NAV Portugal implemented one of the first free route airspace projects in Europe in 2009. Fuel savings are estimated at more than 8,500 tonnes annually, equating to a decrease in CO2 emissions of some 27,000 tonnes. NAV Portugal is now looking to extend free route airspace beyond the South West Functional Airspace Block (shared with Spain). The adjoining Santa Maria FIR is first in line, which would improve North Atlantic airspace efficiency enormously. Portugal’s responsibility over the ocean covers an area 55 times larger than its continental jurisdiction. The first phase of the project forecasts an annual reduction of 78,000 nautical miles. According to TAP Portugal in a statement, “Thanks to the flexibility that free route allows in the choice of trajectories, almost all TAP routes can be optimised, obtaining a reduction in fuel consumption and CO2 emissions. Flight plans have become closer to operational reality.” Meanwhile, Malta Air Traffic Services (MATS) has launched a free route airspace (FRA) project in conjunction with Italian ANSP, ENAV, which will allow for more efficient and direct routes passing though both Maltese and Italian airspace. Maltese Tourism Minister Edward Zammit Lewis said: “The real challenge is in obtaining improved operational and security standards in a harmonised way that is also efficient and environmentally friendly.”
Safety, as ever, is paramount. A fixed route network generates quite specific conflict zones for ANSPs. FRA, on the other hand, spreads potential conflicts, making it easier for controllers to handle as there is not such a concentration of potential conflicts to unravel. FRA will also make it easier to accommodate the demands of future airspace users, such as drones, hypersonic transport, spaceplane operations to sub-orbit, “internet balloons” and more. It is the environmental advantages that make the headlines though. Airspace users might reduce flight distances by as much as 7.5 million nautical miles annually, representing the equivalent of about 45,000 tonnes of fuel saved, or a reduction in CO2 emissions of 150,000 tonnes. That adds up to close to €40 million. Moreover, FRA is an essential part of 4D profiles. By 2019/20, reports EUROCONTROL, additional savings of between 60,000-75,000 nautical miles a day can be expected, with the subsequent fuel, environmental and cost benefits.
Credit: EUROCONTROL
To achieve these goals, EUROCONTROL as Network Manager is providing support to ANSPs in the form of airspace design, concept of operations, advice on aeronautical publication and the pre-validation of each new FRA environment to ensure that airspace users can plan flights in line with the concept.
EUROCONTROL is supporting ANSPs to achieve their FRA goals.
EUROCONTROL is also providing appropriate solutions to further enhance operational performance and resolve any potential problems which may arise as a result of the implementation of free route airspace. AIRSPACE
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make it flow ATM System ATFM System ATM Simulation System OPMET System AMHS Platform SWIM Platform
EMPOWERED CHOICES atech@atech.com.br w w w. a t e c h . c o m . b r
ARGENTINA-BRAZIL COOPERATION
Going with the flow
Credit: EANA
Cooperation between the Argentine and Brazilian ANSPs is setting the standard for regional harmonisation.
EANA received expert help in airspace design from DECEA.
They may be the fiercest of rivals in sport, but Argentina and Brazil are approaching air traffic management strategy as teammates. Argentine ANSP, EANA, is relatively new having commenced work as a Transport Ministry company in February 2016. When it was setting up its airspace design division, it searched for expert assistance. Brazilian ANSP, DECEA – a 10-year veteran in this field – was happy to help. DECEA has been working with EANA on airspace design for almost a year now, easing matters considerably for the Argentine team. They are both using the same design tool, which better facilitates the transfer of know-how between the two entities. DECEA’s collaboration with EANA spans areas such as the production of instrument flight procedures (IFP), best practices, construction methods and the drafting of internal processes. The collaboration in effect starts from the moment the first landmarks and obstacles are considered, to the point where the dossier relating to a new instrument flight procedure goes to the regulatory body for approval and subsequent release. EANA accepts that DECEA’s design experience has helped Argentina avert many a crisis where EANA would have had to backtrack with its design work and start again. DECEA’s learning curve put it well ahead of EANA and that knowledge has been passed on and readily incorporated in EANA’s work.
With DECEA help, the EANA design team now boasts the capabilities needed to produce not only new instrument charts but also concepts of operation. The Argentine ANSP estimates savings to the tune of US$10 million, having originally envisaged a US$15 million cost for the design work to be outsourced. “Ever since we first met at the last ICAO Assembly, DECEA has been fully supportive of our plans,” says Agustín Rodríguez Grellet, EANA President and CEO. “We shared the same vision about collaboration and we began to move in that direction together. “A few months later, a Brazilian design team landed in Buenos Aires and set about working alongside the EANA design team. Through collaboration we were able to produce a host of new IFPs for eight Argentine airports. We achieved the desired results faster and at a fraction of the cost of hiring a private design company. We are very proud of the professional skills of our combined design teams.”
Holistic approach The neighbours have collaborated in many other fields, including performance-based navigation (PBN) and air traffic flow management (ATFM). Brazil’s air traffic flow management department – much like its design team – is well established. It is helping EANA to gauge AIRSPACE
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Context. Content. Contacts. ENTER THE ATMOSPHERE FOR BUSINESS.
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ARGENTINA-BRAZIL COOPERATION
airspace capacity and train Argentine technicians on the drafting of all design processes. This has led to EANA setting up its own ATFM centre. DECEA’s involvement also gives EANA a different, outside perspective and allows the Argentine ANSP to design in a holistic manner. This has proved to be a win-win solution as it also assists the Brazilian team by triggering questions and answers that ultimately benefit both parties. DECEA’s staff have effectively translated their experiences in Buenos Aires to help improve processes back home in Rio de Janeiro. Argentina’s use of ATFM additionally benefits Brazil through the merging of the region’s airspace so there is a larger, single operating environment. Achieving common standards of service quality within this single airspace will ultimately produce a seamless flow of air traffic between the two countries and beyond. “Air traffic between Brazil and Argentina is one of the largest international flows in the region,” says Brigadier Luiz Ricardo de Souza Nascimento, Operations Department Director at DECEA. “Therefore, a common standard for these operations may increase capacity, using ATFM tools, and provide greater access to Argentine airports involved in PBN projects, where Brazilian and Argentine companies operate.”
Regional outlook EANA is now capable of entering into collaborative agreements with ANSPs from such other neighbouring countries as Paraguay and Uruguay, each of which possesses different strengths from Argentina’s. In the north of Argentina, in Misiones Province, for example, EANA is redesigning the terminal area around Posadas airport to implement PBN technology. The redesigned terminal area will include IFPs for Encarnación airport, situated across the border in Paraguay.
Sooner or later, Brazil and Argentina could move towards the joint operation of a regional ATFM centre. Some 420 flights cross Argentina’s borders with Bolivia, Brazil, Chile, Uruguay and Paraguay on a daily basis. Streamlining processes as well as the airspace itself so that it becomes a single operating environment will be in everyone’s interest. EANA is contributing design and construction software, as well as work by its design team and Paraguay will install a new VHF omni-directional range (VOR) at Encarnación. EANA is also planning to involve Uruguay’s DINACIA (Dirección Nacional de Aviación Civil e Infraestructura Aeronáutica) in the redesign of the BAIRES (Buenos Aires) terminal manoeuvring area (TMA), which borders Uruguayan airspace to a large extent. This collaborative process is still at a preliminary stage and could require outside consultancy support as BAIRES is, by far, Argentina’s most important TMA. It includes the country’s top airports (Ezeiza – Ministro Pistarini International and Aeroparque Jorge Newbery Metropolitan) in terms of passenger volume and aircraft movements.
Lessons learned Both EANA and DECEA have learned how to make the collaborative process more efficient. Culturally and operationally, both parties are aware of the stumbling blocks, why they appear and how to overcome them. Taking those lessons onboard means that, sooner or later, Brazil and Argentina could move towards the joint operation of a regional ATFM centre. Some 420 flights cross Argentina’s borders with Bolivia, Brazil, Chile, Uruguay and Paraguay on a daily basis. Streamlining processes as well as the airspace itself so that it becomes a single operating environment will be in everyone’s interest. In fact, the idea of a regional ATFM centre was suggested at the 1st Regional ANSP Meeting, held in Puerto Iguazú in April 2017. The meeting brought together ANSPs from Argentina, Brazil, Paraguay and Uruguay. The 2nd Regional ANSP Meeting – which attracted the presence of more ANSP leaders from the region – was held within the framework of the ALTA (Latin American Air Transport Association) Leaders’ Forum, which opened in Buenos Aires in November 2016.
Credit: EANA
“Brazil has always been and will continue to be open to cooperation at any level within DECEA capabilities,” concludes Nascimento. “We have participated in all ICAO or CANSO regional projects, and have signed agreements with several countries in the region and in other continents.
ATFM cooperation will lead to regional development.
“We consider international cooperation an excellent tool to further evolve the ATM system to meet the needs of our society today and in the future.” AIRSPACE
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LETTER FROM AMERICA
NextGen in the northeast Improvements in a congested region of US airspace will have a positive ripple effect says Teri Bristol, Chief Operating Officer of the Federal Aviation Administration’s Air Traffic Organization.
As Chief Operating Officer of the FA A’s Air Traffic Organization, one of my priorities is to lead the implementation of NextGen into the US National Airspace System. As part of this effort, we are going to place a new emphasis on deploying NextGen capabilities in the northeast Corridor (NEC) of the United States. Spanning the airspace between Boston to Washington DC, the NEC is one of the most heavily congested areas for air traffic in the country.
– can have a ripple effect on the entire US airspace system. Our strategy in the NEC is to find ways to improve airport throughput, which, especially during adverse weather, has the biggest impact on reducing delays and cancellations. Except for extreme situations, we do not generally impose slot controls.
Half of all US airspace delays originate in this area, with traffic density and adverse weather being major issues. While the NEC is only a fraction of the total US domestic airspace, it accounts for about 20% of air traffic, including a fair amount from Europe.
The NAC includes members from industry and labor, and they are helping us to prioritize, plan and execute our NextGen investments so that we can deliver the greatest amount of benefit in the shortest amount of time.
In fact, eight of our core 30 airports are in this region, and all of them are in close proximity to each other. Three of these airports – Newark, LaGuardia and Kennedy – are within 20 miles of each other, and cumulatively handle about 4,000 air traffic operations each day.
For the NEC, we are putting an emphasis on improvements we can make within the next 18-36 months, and will continue to explore capabilities that may take longer.
We have asked the US aviation community for specific recommendations, which they have provided through the FAA’s NextGen Advisory Committee (NAC).
Adding to the challenge is the limited ability to build more runways at NEC airports due to a lack of land, along with a heightened concern expressed by local communities about the potential noise impact from changing airspace procedures.
BOS
The constrained airspace challenges we face in the NEC are not unlike those in other areas of the world, such as Japan, southeast Asia, and western Europe.
Ripple effect
TEB EWR
The focus in the NEC came about from a need expressed by the US aviation industry. They prioritized this area for improvements because conditions – and thus improvements
LGA JFK
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IAD
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Busy US northeast Corridor.
Credit: FAA
By working closely with the aviation community through the NAC and other forums, we have been able to harness the benefits of open communication, shared commitment, and sustained collaboration.
Credit: Port Authority of New York and New Jersey
LETTER FROM AMERICA
LaGuardia (pictured), Kennedy and Newark airports are within 20 miles of each other and cumulatively handle about 4,000 air traffic operations each day.
In October, the NAC submitted a report to the FAA recommending several near-term initiatives that cover improvements in four broad areas: airports, airspace and procedures, tactical initiatives, and tools and technology. Some of the specific recommendations include deconflicting arrivals in the New York area, improving arrival and departure throughput in New York and Philadelphia areas with time-based flow management tools, easing key congestion points that restrict NEC throughput by evolving toward greater use of performance-based navigation procedures, and improving the information available to NEC stakeholders to achieve more common situational awareness and traffic flow management. To support these efforts, we will examine new concepts to apply simultaneous operations on widely spaced approaches to different airports, and also look at greater use of offshore routes to relieve congestion, an effort that can help with traffic to and from the Caribbean and Africa.
Using leverage We are in the process of defining the anticipated benefits of the NEC initiative, and developing more specific and robust plans and schedules. We intend to leverage initiatives that have already begun to improve NEC operations. Our success with this initiative will depend on several important factors. Controllers and pilots will need to safely adopt and adapt to these changes. Another factor will be the rate at which operators equip with avionics to utilize PBN routing options. We will also need to engage local communities and address any potential concerns about the impact of noise from changes in airspace. We intend to work closely with our stakeholders to address these issues, among others. The northeast Corridor will be one of the first geographical areas where we begin shifting to a time and speed-based air traffic management system.
This will help us realize our longer-term vision of conducting trajectory-based operations, a concept that enables airspace users to strategically manage and optimize trajectories throughout the operation based on the aircraft’s ability to fly precise paths in time and space. We expect to be able to determine with even greater accuracy where an aircraft intends to be at any point in time along the way to its destination. Beyond the NEC initiative, we will continue implementing automation tools for time, speed and spacing capabilities in other geographical areas throughout our national airspace system. Through these efforts, we will be able to make the system more predictable, efficient and flexible, with less disruption from weather, or system or facility outages. The ATO has made significant progress toward implementing our NextGen modernization effort. By working closely with the aviation community through the NextGen Advisory Committee and other forums, we have been able to harness the benefits of open communication, shared commitment, and sustained collaboration. As we proceed with these efforts, we intend to share all the lessons we have learned to support our international work with our CANSO partners.
We will examine new concepts to apply simultaneous operations on widely spaced approaches to different airports, and also look at greater use of offshore routes to relieve congestion, an effort that can help with traffic to and from the Caribbean and Africa.
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COMMUNITY ENGAGEMENT
An engaging conversation Talking with local communities about environmental and noise concerns will only increase in importance as air traffic grows. Aviation’s economic benefits are well documented. Some $2.7 trillion in GDP and close to 63 million jobs are supported by air connectivity. The industry has a good environmental record too. Today’s next generation of aircraft are 50% quieter than 10 years ago, emissions are dwindling thanks to the constant achievement of 1.5% per annum fuel efficiency target and ICAO States have signed up to the Carbon Offset Reduction Scheme for International Aviation (CORSIA) – a global market-based measure that will enable aviation to achieve carbon neutral growth from 2020. By 2050, the aim is to cut CO2 emissions to 50% of 2005 levels despite the predicted increase in traffic. Even so, the industry has yet to win the public over, especially at the local level. The ‘not in my back yard’ attitude is limiting airport and route development and aviation is portrayed as the villain.
Improving understanding Community engagement is entering a new phase, however. Industry partners are working together to find new ways to integrate communities into development projects to foster a better understanding on both sides. Julie Marks, Community Involvement Manager for Airspace Projects, FAA, said at the recent Global Sustainable Aviation Summit (GSAS) that 2016 and 2017 were transformational years in local group engagement for the organisation. Its Community Involvement Manual was updated to reaffirm the FAA’s commitment to inform and involve the public and to give meaningful consideration to community concerns in the FAA decision-making process. It is not something the organisation can do on its own, though. Industry partnership is vital to the strategic implementation of a community programme. ANSPs manage air traffic operations,
airlines determine the type of aircraft and the routes they fly, and airports are often the principal player in local affairs. How the three work together is therefore critical to any trustworthy process involving local residents. Marks said that the approach must vary according to the project, but best practice includes earlier engagement with local officials and community members, including meetings outside the normal environmental review processes. Visualisations should also form part of the engagement package. This helps the public to see how procedural changes will affect them with local landmarks acting as anchor points. Noise maps can follow a similar pattern. Perhaps most importantly of all, argued Marks, there must be a willingness to refine plans according to community input.
Complex science Amsterdam Schiphol Airport has taken the idea of visualisation a step further. Every seven years, the Dutch gateway undertakes a major renovation of one of its runways. This necessarily involves rerouting flights and increasing the noise profile in some areas. The public is informed through the usual channels, but the communication was often couched in technical terminology. The policy is, after all, the result of some complex calculations and science. The experience of different noise levels is not so coldly analytical, however. In other words, residents’ perception of what runway renovation entails was quite different from the reality. Tom Goemans, Community Engagement Advisor, Schiphol Group, also speaking at GSAS in October 2017, explained part of the solution was to take the community to a runway to explain. While every effort was made to make it a fun day with children’s entertainment and so forth, it also enabled the airport to ‘show and tell’ why runway renovation was necessary. For Goemans, the day revealed that the community wants to engage on these matters and a small portion even want to engage at policy level. Interestingly, there was extensive dialogue between residents and workers that would not normally happen in more formal hearings. The end result was a day that took away the fear of major aviation projects and transformed a negative experience into a positive one.
Credit: iStock/Rawpixel
That is proving crucial as consensus is important to Schiphol. The airport is situated in the area of Randstad, which has 7.1 million inhabitants. Most major infrastructure decisions are made at a roundtable where residents are officially represented.
Seeking a balance Community involvement ensures consensus.
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Consensus is also an essential component in the way Heathrow is approaching community engagement.
Credit: iStock/Alenmurr
COMMUNITY ENGAGEMENT
Heathrow has significantly reduced its noise contour in recent years.
It has set up a noise community forum that includes a councillor and community group from each affected London borough plus UK ANSP, NATS, British Airways and others. There is always a public gallery. The forum – chaired by Heathrow – holds bi-monthly meetings lasting three hours. According to Matt Gorman, Sustainability and Environment Director at London Heathrow, it seeks to balance the environmental concerns of local communities with the commercial and safety imperatives of the airport and the airlines. There has been plenty of good news for the UK hub to convey. Heathrow is actually quieter now than in the 1970s thanks to a number of innovations, including steeper approaches and alternative flight paths. In addition, there has been a 16% NOx reduction in the last five years and 9 out of 11 air quality monitors are within limits. The two that are just over are located close to the busy M4 motorway that links London to the UK’s West Country. Heathrow has also introduced a ‘triple-lock guarantee’ that means air quality will improve even as airport expands. Capacity will not be released unless the airport is within EU air quality limits and options are available should traffic need to be reduced. Gorman reported that several lessons have been learned so far that will inform improved community engagement in the future. There is still a need to find a common language to describe noise, for example. This relates to the communication issues that Schiphol also encountered. Decibel increases are not always easy to imagine when described purely in numerical terms. Heathrow has also found that independent analyses are crucial to credibility and to build trust. And like the FAA, an acceptance that new solutions may be necessary is absolutely essential. “Engagement is difficult, but it has to be the right answer,” Gorman concluded.
Bell curve NATS has been an important part of these discussions. For Robin Clarke, Community Relations Manager at NATS, public engagement with a major aviation project is often shaped a bit like a bell curve with only people at the two edges of the curve taking part. “The public at one end will be against the proposed change, while those at the other end are positive,” he said. “The problem is that we are only engaging with a self-selecting sample and we don’t know how representative they are of the views of the wider public. We need to be better at reaching out to these people to understand their views – this is the great mass in the middle of that bell curve.” The more complex and contentious an airspace change proposal, the more consideration needs to be given to how the public are consulted and engaged. The traditional toolkit of consultation documents, public meetings and exhibitions will always have a role to play, but these need to be supplemented with quantitative and qualitative social research techniques, particularly innovative deliberative methods. Clarke also extolled the virtue of upstream engagement. This could involve campaign groups helping design what an effective consultation process looks like. That way, there is always agreement that the process was fair even if there is not agreement on its outcomes. An additional important component in this process is ensuring there is regular, rather than episodic, engagement. Set piece public engagement events should not be followed by months of silence. This ongoing engagement can help build trust between the public and industry. Perhaps most importantly, Clarke emphasised that community engagement is not a battle between aviation and the public. “It cannot be a referendum on the project,” said Clarke. “It is about improving the airspace change proposal and the process we follow to deliver it. We want the public to work with us to make better decisions. After all, they often have expert local knowledge that we don’t have that is vital to finding mutually beneficial changes.” AIRSPACE
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Acquisition Excellence
Cards on the table Acquisition Excellence is an essential guide that will prepare ATM for potentially seismic shifts in business and purchasing models. Buyers and sellers both experience enormous challenges in doing business in the air traffic management sector. Myriad reasons for this difficulty are cited, including government involvement, extended investment periods and long project times with the clear need to meet the high standards of safety assurance. In short, it is difficult to break established mindsets, secure funding and introduce a new solution. CANSO’s forthcoming publication, Acquisition Excellence – aimed at CANSO Full and Associate Members, ATM’s buyers and sellers – will begin to break down the walls of this impasse by providing an insight into best practices in acquisition from both sides of the process. “CANSO’s Associate Members, typically the seller in this scenario, will be able to understand ANSP thinking and also their requirements in the purchasing process,” says Simon
‘How to’ guides Acquisition Excellence is not about determining an appropriate price for any good or service but rather about improving the buying process with the aim of ensuring best value for money. Understanding will be provided through a series of case studies, which will form the basis of the publication. Alongside these case studies, the intention is to present ‘how to’ guides that pull out the specifics of a case study to make a general point and provide some simple steps to follow. “The case studies will cover a number of topics and business models to ensure the scope of Acquisition Excellence is as comprehensive as possible,” says Hocquard. There is the classic purchase model, for example, where a State-owned ANSP wants to buy a new piece of equipment or software. Then there is the rental model, which is essentially a time-based fee, usually for software. Public-private partnership will also be examined, as will outsourcing and other forms of collaborative models.
Credit: iStock/zenstock
The end result of an improved buying process could mean the quicker implementation of critical new equipment and services that will enable ATM to handle projected growth.
Hocquard, CANSO’s Chief Operating Officer. “And CANSO’s Full Members, the ANSPs, will be able to improve their buying skills. Being predominantly State-owned monopolies, buying is not always top of the skillset of ANSPs, compounded by the fact that there are limited suppliers in ATM.”
ANSPs must improve their buying skills in a market with limited suppliers.
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Acquisition Excellence
Perhaps of most interest, though, will be the service model. Hocquard describes this as a potential game changer for the future of ATM. Aireon, for example, is pioneering space-based Automatic Dependent Surveillance – Broadcast. It is essentially selling data that was previously supplied by ANSPs’ radars, although, of course, that data is much enhanced. Previously, ANSPs typically built or paid for their radars so the business model they employed was clear: invest in radar and recoup the money by charging airlines to use the data provided by the radars. But with Aireon, and similar companies and services, comes a whole new business model. “How should ANSPs pass on the cost to airlines?” asks Hocquard. “What does acquisition excellence mean in this context?”
Better outcome As ATM advances, many expect the service model to proliferate with a few large infrastructure providers and most ANSPs following the service model. “Excellence is equally applicable to the acquisition of goods and services,” says Adrian Miller, Head of Supply Chain Collaborations at NATS. “However, when considering a serviceoriented model, it is important to recognise the need for a different type of emphasis and how the relationship is managed with the supplier.” Miller believes working in conjunction with one or more solution providers, to help scope what will be required, can contribute
The benefits of acquisition excellence Acquisition excellence is important for any organisation that wants to ensure it achieves the most from its procurement budget and supply chain relationships. It requires a strategic approach to procurement activities and supplier relationships to deliver better value. “This results in improved sourcing, increased leverage, opportunities to standardise, economies of scale, better risk management and improved overall timescales by avoiding delays from uncertainty and conflict,” advises Adrian Miller, Head of Supply Chain Collaborations at NATS. “Focusing on effective relationships with suppliers ensures greater consistency and more constructive dialogue on issue resolution, risk avoidance, information sharing, continuous improvement, innovation and value creation.”
to a better outcome, particularly for complex challenges. “Selecting the right service provision supplier is vital,” he notes. “They must be capable of providing the right solution on a continuous basis, delivering the right level of service and agreeing to service levels that will guarantee acceptable quality and availability outcomes. And there must be appropriate rectification and remedy if any problems do arise.” As well as finding the right supplier and managing them successfully, in ATM some of the services are complex, and in some instances no single supplier will have complete contractual responsibility for every element of what is needed by the end user of the service. In view of this, suppliers need to be made aware of how they contribute to the overall delivery, and work with the customer and other suppliers to ensure that their solution is used effectively in the delivery of a high-quality service. “Ultimately, the technical complexity associated with major ATM systems and the challenge of integrating these with existing systems and infrastructure requires close working with suppliers,” Miller advises. “Time and effort is needed to develop strong business relationships. The organisation needs to ensure it has the right people with relevant understanding and skills, as well appropriate processes and tools, to support these objectives.”
Final contract A critical element in any purchase is the final contract. Acquisition Excellence will examine this vital document and simplify it to a set of core components. Each of these components is looked at in detail and will have comprehensive comments attached from both a buyer and seller perspective. Both parties thus get an insight into these components from the opposite point of view. “The considerations will make the purchasing process far more visible and hence far more efficient and that will translate into notable financial gains for both parties,” Hocquard notes. “This is not about how to squeeze the last penny out of your client or provider. It is about making the negotiation as transparent and painless as possible to benefit both parties.” If you want a successful long-term relationship, the needs of both parties must be recognised, as a win-lose approach simply undermines the association. The end result of an improved buying process could mean the quicker implementation of critical new equipment and services that will enable ATM to handle projected growth and introduce even safer solutions more rapidly.
Robust procurement processes also ensure probity. They assure suppliers that they will have a fair opportunity when bidding and be subject to fair and equitable treatment in overall commercial dealings.
“ATM relies on infrastructure with very long investment cycles and asset lifetime,” concludes Helios’ James Hanson. “It is important to make the right choices as they will usually last for a long time. Even small gains will add up over such long periods.
“Advanced relationships and collaboration can mean working together on new concepts and developing offerings that are relevant to other ATM providers,” concludes Miller. “Investment across the sector then has the potential to be of benefit to multiple organisations, to the ultimate advantage of air traffic users and airline passengers.”
“We must look to other industries, be creative, move away from traditional own-and-operate models to risk-sharing, win-win partnerships, or other models that spread risk or provide more flexibility, such as leasing and subscription.” Acquisition Excellence will be available early in 2018 from the CANSO website at canso.org AIRSPACE
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ATCO REMUNERATION
Understanding the dynamics of ATCO remuneration A new report looks at changing air traffic controller profiles in gender, age and remuneration.
The latest CANSO ATCO Remuneration and Human Resource Metrics Report provides the platform for a better understanding of these dynamics. An Airspace preview of a draft of the report reveals some important trends for ANSPs to consider.
Gender equality Traditionally, air traffic control has been a male-dominated area but ANSPs have working hard to redress the balance.
5%
40%
Although this is not a direct comparison, due to the different respondents in the two reports, it clearly suggests a move towards gender equality.
55%
It also appears that ATCOs are getting older. Some 24% of ATCOs were under the age of 30 in 2015, dropping to just 9% in 2017’s findings. Again, the comparison is not like for like, but the trend is noteworthy. Age-wise, the 2017 ATCO Remuneration and Human Resource Metrics Report reveals that 36% of ATCOs were aged 31 to 40; 34% were between the age of 41 and 50; with 17% aged 51 and over. Two ANSPs reported that less than 1% of their ATCOs are under the age of 21.
6-10
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Average length of service.
Retirement The age range raises questions at either end of the spectrum; ATCO retirement and ATCO trainees. On retirement, the mandatory retirement age ranged from 55 to 68. As ATCOs near the end of their
Credit: Airways New Zealand
In the previous, 2015 report, the 21 respondents (not necessarily the same ANSPs as covered in 2017 report) had a ratio of almost 5:1 in favour of males.
The gender imbalance was shown across all respondents and not exclusive to any one ANSP. But the numbers in the 2017 report showed a ratio of just 3:1 in favour of males.
Source: CANSO
ATM relies on good air traffic controllers (ATCOs). But the role of the ATCO as well as the type of person fulfilling the job is likely to change. Automation, technology advances, and business model restructuring will all factor into the ATCO of the future.
Automation, technology advances, and business model restructuring will all factor into the ATCO of the future.
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career, several differing ANSP approaches were noted: 7 ANSPs provide training 3 ANSPs provide proficiency checks 2 ANSPs redeploy to administration duties or planning duties 2 ANSPs provide competency checking 2 ANSPs exempted their ATCOs from night shifts. Increased supervision, including over the shoulder performance evaluations, and annual knowledge verification testing were also part of the mix. Five ANSPs do not currently have any arrangements in place to manage the performance of ATCOs as they reach retirement age. There is a pension plan for most, with 14 of the 20 respondents stating they have some form of post-career payment in place.
ATCOs are paid an average of 424% above the average industrial wage while shift supervisors are paid an average of 608% above the average industrial wage.
Meanwhile, there is a relatively high failure rate among student controllers. Thirteen ANSPs provided data, which revealed the average failure rate is 17%. In one ANSP, it was 50%. This is despite the fact that the vast majority of respondents pay student controllers while they are in training with an average wage of â‚Ź16,786 per annum. Moreover, a lucrative and rewarding career awaits those students who complete their training successfully. ATCOs are paid an average of 424% above the average
industrial wage while shift supervisors are paid an average of 608% above the average industrial wage. Ten ANSPs have planned pay increases in 2018, nine ANSPs will apply pay increases in 2019 and six ANSPs plan an increase in 2020. The full CANSO ATCO Remuneration and Human Resource Metrics Report will be available to those ANSPs that have participated and the de-identified report will be available to all CANSO Members on the CANSO Global ATM-net via canso.org
The main findings from the 2017 ATCO Remuneration and Human Resource Metrics Report The average mandatory retirement age for ATCOs is 62 and the median is 60 The average length of service is 20+ years The average working week of an ATCO is 38 hours Annual leave averages a total of 29 days for an ATCO 60% of ANSPs provide a shift premium to ATCOs 71% of ANSPs provide a pension plan 80% of respondents pay students while in training with an average failure rate of 17% ATCOs are paid an average of 424% above the average industrial wage Supervisors are paid an average of 608% above the average industrial wage Ten ANSPs have planned pay increases in 2018, nine ANSPs will apply pay increases in 2019 and six ANSPs plan an increase in 2020.
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Source: CANSO
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Please visit us at World ATM Congress (6-8 March 2018), IFEMA, Feria de Madrid
Associate Member spotlight
Incremental change no longer the answer
“ATM must move much faster to become data-centric and embrace the technologies that enable it,” says Mark Cooper, who heads up the Aviation Technology team at Deloitte. “The industry is at a critical stage,” he continues. “The demand for air travel is increasing but there are a number of constraints on the aviation system. The key to overcoming this challenge is harnessing and utilising the rich streams of data that already exist. However, applying the traditional, product-led ATM approach to technology implementation will only result in the failure to leverage the value that the data represents.” Like many other observers, the CANSO Executive Committee member accepts the enormity of the task ahead. Legacy systems abound, and the pace of change is often described as glacial. Aviation, and ATM in particular, is not evolving at the necessary speed to accommodate the changes required.
time soon. ANSPs need to be able to react quickly to the everchanging business environment, particularly new delivery models being created via emerging technologies.”
Sporting chance For Cooper, it is not just a matter of improving the timelines of existing initiatives such as SESAR and NextGen. Rather, the entire mindset surrounding future development must change. That means both the acceptance of existing non-aviation ideas and the courage to explore and exploit new ways of thinking. “Aviation does have this feeling that it is unique, but, in reality, it is not,” Cooper notes. “Of course, safety must always be a priority. That is a given. Nevertheless, the industry has a tendency to solve problems that have already been answered years before by other sectors.” Banking is a case in point. It has already discovered how to handle vast reams of data in real time using systems that must not fall over. Aviation can learn from banking’s endeavours. It does need to start again from scratch.
Credit: iStock/chromatika
“There is traction in the market now, but the industry must move faster,” says Cooper. “With it taking many years to implement a new system, the itch to be more agile will not be scratched any
Credit: Deloitte
Air traffic management can, and must, learn from other industries to deliver step-change capabilities.
The similarity between a Grand Prix and ATM may not be evident at first but centres on using data for predictive modelling.
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“There is an amazing array of technology out there in other industries that can be applied to ATM,” affirms Cooper. “Having joined Deloitte from one of the traditional vendors in ATM, I was amazed by the access to potentially gamechanging technologies that I now have. Areas such as advanced analytics, cognitive learning and artificial intelligence provide the opportunity to deliver a step change in service delivery. “The role of the data scientist in ATM will evolve over the coming years and the benefits gained by ANSPs from analytics will far outweigh those from major systems changes. Importantly, in terms of the value they create, it will be done in sprints of days and weeks and not marathons of months and years.” Deloitte is pushing the boundaries on where it looks for inspiration too. It has an innovations partnership with McLaren Applied Technologies, part of the McLaren Group famous for its fast cars and Formula 1 team. The two companies are building a range of aviation products together, including one that is focused on delay management through the application of a data-centric approach to ATM. The commonality between a Grand Prix and ATM may not be evident at first but centres on using data for predictive modelling. Before a Formula 1 race, McLaren runs simulations that account for the performance of the cars, the numerous other factors involved, like weather, and the fact that the unexpected can always occur. Every possible outcome is simulated, rehearsed and the best solutions modelled. That is rarely the case with ATM, Cooper asserts. Deloitte expects to have the first product available in 2018. Arguably even more surprising, Deloitte is turning to elite sports people to trigger developments in ATM. The link? Human performance and how it can be applied to air traffic controllers. The idea of measuring individual performance is not to hold up people to scrutiny but to try to help controllers be at their best when they are in the tower and thereby minimise risk. It is a small but crucial element in safety.
Delivering outcomes To date, the norm for new system deployment in ATM has been a technology-led methodology, which is not always cognisant of the total impact on the business. This has resulted in a large number of projects that have failed to live up to the vendor hype. Cooper feels that it is time for the technology industry to put its money where its mouth is, taking a stake in the achievement of the business outcomes that the projects have been set up to deliver. It is this gap in the market that led Deloitte to set up its Aviation Technology team at the start of 2017. Though still able to offer consultancy services in aviation, Deloitte has empowered the Aviation Technology team to conduct its business based on new commercial models that deliver customer value via outcomes, recognising the technology itself is irrelevant if customer value is not created by its implementation. “Our objective is to conduct our business within the ATM market based on outcome-based commercial arrangements,” Cooper affirms. “The traditional aviation approach is still based on large cheques, big deliverables and unfulfilled outcomes. We want to turn that model on its head by committing to results being achieved, and fast!”
The legacy approach to ATM technology implementation is failing to deliver value. Solutions that are positioned as product are inevitably delivered as bespoke deployments, driving up cost and complexity. Moreover, attracting the top talent from university becomes impossible when unravelling a legacy system is the only lure. Slowly, but surely, innovation is choked out of the pipeline.
Data sharing Focusing on the aviation chain’s rich data sets will overcome these challenges, Cooper suggests. There is data from the passenger, ground handler, airport, airline, ANSP and many others. Concepts like airport collaborative decision making are helping to integrate information from the various partners but, for Cooper, this is just the tip of the iceberg and has taken far too long to progress. Opt-in services have become the norm for a younger generation, for example, so more information is filtering in to the value chain all the time. This clear thread from booking to arrival can lead to greater efficiency and value for all. “But the data available is beyond human processing power,” says Cooper. “And, at the moment, only the bare minimum is shared and only when it has to be. While acknowledging the issues around the commercial sensitivity of data, the benefit is undeniably in the open sharing of data between the appropriate stakeholders for the good of the network.” Driving ATM forward requires the right technology to allow ANSPs to capture the data, analyse it and then move on to predictive programmes and ultimately to artificial intelligence – all the while adapting the business to ensure it is best placed to utilise the optimisation on offer. Deloitte’s work with ANSPs is focusing on reference architecture with an integration layer to enable this new data-centric world. This open architecture will not only enable decisions to be made on data but also will lower barriers to entry and truly enable the best of breed approach to future development. “It is talked about a lot and everyone attends the conferences and agrees it’s the way forward, but you rarely see it in practice,” says Cooper. “The aviation value chain can break too easily because there are so many players concentrating on their own area and not on the links,” he concludes. “The technology is available today to ensure that never happens. The mindset of the majority of the ATM industry is positive and understands the need to change. But to increase the pace of change, they must also accept that ATM is not as special as they think it is. We can learn from outside industries, especially in the need to become insight-driven.”
The role of the data scientist in ATM will evolve over the coming years and the benefits gained by ANSPs from analytics will far outweigh those derived from major systems changes.
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NEWS
Civil Aviation Department Hong Kong wins CANSO Global Safety Achievement Award
The organisation was commended for commissioning a new air traffic management system (ATMS) in Hong Kong and further enhancing air navigation safety and efficiency in the Hong Kong flight information region (FIR). Find out more at canso.org
Myanmar completes AIM modernisation roadmap The Department of Civil Aviation of the Republic of the Union of Myanmar (DCA Myanmar) has completed its planned ICAO aeronautical information management (AIM) modernisation by installing the Comsoft Solutions AIM system and Frequentis SmartCharting tool.
IAA successfully extends Shannon’s FRA into lower airspace IAA has now extended Shannon’s free route airspace (FRA) into the lower airspace, allowing operating customers to file the most optimum trajectory available and thereby reduce fuel burn and CO2 emissions.
CANSO and EUROCAE to jointly develop standards CANSO and EUROCAE have signed an MOU to develop aviation industry standards that focus on standards for ATM, the safe integration of
unmanned aircraft systems in all types of airspace and cybersecurity, and the implementation of new technologies to ensure safe, seamless and efficient aviation in Europe.
DFS and LVNL procure common instrument landing systems The two Functional Airspace Block Europe Central (FABEC) partners, DFS and LVNL, are jointly procuring new instrument landing systems, which will replace existing ILS systems over the coming 13 years. The systems will be installed at 11 airports in Germany and four airports in the Netherlands.
Aireon to provide real-time air traffic surveillance and tracking Ten more Iridium NEXT satellites have been successfully launched. This increases the total number of Aireon payloads in orbit to 30, with another 45 destined for space in a series of five additional launches planned over the next 10 months.
Credit: CANSO
During the CANSO Global ATM Safety Conference 2017, the CANSO Global Safety Achievement Award 2017 was given to the Air Traffic Management Division and Air Traffic Engineering Services Division, Civil Aviation Department Hong Kong.
David Harrison, Safety Director at NATS and CANSO Safety Standing Committee Chair (left) with Mr Simon Li, DGCA, CAD Hong Kong, Civil Aviation Department Hong Kong.
FREQUENTIS to support Airways New Zealand with transition to new ATM System Airways New Zealand has contracted Frequentis to help develop human performance measures for a new ATM system for New Zealand. The new system will begin operating from 2020, and will include new desks and displays, housed in two new operational buildings in Auckland and Christchurch.
Remote virtual tower in Jersey Ports of Jersey has selected Frequentis to supply a virtual tower solution for contingency operations, using remote tower technology.
DSNA and IATA to cooperate on French ATM strategy DSNA and IATA have agreed to cooperate on the development of a French ATM strategy to optimise its airspace and modernise ATM, ensuring safety while reducing costs, CO2 emissions and delays.
Tanzania CAA signs contract with Thales Tanzania Civil Aviation Authority signed a contract for Thales to design, manufacture, supply, install and commission four state-of-the-art air traffic services surveillance systems.
Indra to develop new UAE ATC system The United Arab Emirates’s General Civil Aviation Authority and Indra have signed a contract to develop a new air traffic management system for the Sheikh Zayed Air Navigation Centre.
MORE EFFICIENT Runway operations Simulations hosted by NATS as part of the European SESAR 2020 programme suggest some of Europe’s busiest airports have potential to be more efficient. The simulations studied refining separations between departing aircraft by switching from broad categories to individual ‘pairwise’ separations, where the safe separation between departing aircraft is calculated based on the wake vortices created by each aircraft type.
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