Airspace issue 38 Q3 2017

ISSUE 38 QUARTER 3 2017

journal of the civil air navigation services organisation

Africa’s journey to growth: onwards and upwards

INTERVIEWS

LFV’s Ann Persson Grivas says ATM needs a different perspective Kenya CAA’s Director General on ATM development

SPOTLIGHT

Sustainability: How can ANSPs support UN Sustainable Development Goals?

Globalisation: Will it win out over protectionism?

Corporatisation: Does a new-look industry need new business models?

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

AIRSPACE 38

IN THIS ISSUE 5 Director General

20 LETTER FROM AMERICA

Jeff Poole argues that efficient and effective ATM requires long-term planning and stability and outlines the ways in which CANSO is working with States and governments to benefit the global aviation industry.

Changes to the Top 5 Hazards list will make flying safer says Teri Bristol, COO of the FAA’s Air Traffic Organization.

6

LFV

26 GANP 2019 Feedback on the existing Global Air Navigation Plan has led to significant developments in the forthcoming edition.

Aviation thrives on connectivity so what will an increasing focus on strengthening national borders mean for the industry in the future?

12

26

iStock/SabrinaPintus

12 GLOBALISATION

iStock/guvendemir

8 SUSTAINABILITY ATM investment cannot fall behind the money made available to airlines and airports if aviation is to achieve sustainability.

Airspace No. 38 ISSN number 1877 2196 Published by CANSO, the Civil Air Navigation Services Organisation Transpolis Schiphol Airport Polaris Avenue 85e 2132 JH Hoofddorp The Netherlands

Innovation can be difficult in process-driven industries, such as ATM. Yet creativity can still flourish given the right environment.

The CANSO Global ATM Summit and 21st AGM. 34 ATM NEWS

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

communications@canso.org Editor:

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civil air navigation services organisation

29 ASSOCIATE MEMBER SPOTLIGHT

32 AGM PICTURE FOCUS

17 Kenya CAA INTERVIEW Captain Gilbert Kibe, Director General, Kenya Civil Aviation Authority, believes collaboration will help Africa attain global standards.

The corporatisation of ANSPs could be an important precursor to improvements in air navigation services.

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, 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 38 QUARTER 3 2017

journal of the civil air navigation services organisation

AfRicA’s joURnEy To gRowTh: onwARds And UpwARds

INTERVIEWS

LFV’s Ann Persson Grivas says ATM needs a different perspective Kenya CAA’s Director General on ATM development

SPOTLIGHT

Sustainability: How can ANSPs support UN Sustainable Development Goals?

Globalisation: Will it win out over protectionism?

Corporatisation: Does a new-look industry need new business models?

Front Cover Image: iStock/ajsn

Ann Persson Grivas, Director General of Swedish ANSP, LFV, says a focus on safety allows the organisation to be bold in its solutions.

iStock/-Antonio-

6 LFV INTERVIEW

23 CORPORATISATION

© Copyright CANSO 2017

AIRSPACE

QUARTER 3 2017 3

We will be exhbiting at the World ATM Congress.

Visit us at our NAVCANatm booth.

FROM THE DIRECTOR GENERAL

civil air navigation services organisation

With air traffic growing by more than 5% a year, a prime task of air traffic management (ATM) is to ensure increasing demand can be handled efficiently and safely. The ATM industry is playing its part to transform global ATM performance through new, more efficient procedures, such as collaborative decision making and air traffic flow management; and through new technologies such as automation and space-based automatic dependent surveillance – broadcast.

But to manage growth successfully and avoid capacity gaps and congestion, States also have a vital role to play. Alongside implementing the ICAO Aviation System Block Upgrades, it is the role of States to ensure that adequate public finance is made available to invest in modern, efficient ATM infrastructure that can manage increasing demand.

Efficient and effective ATM requires long-term planning and stability. However, the necessary investments in ATM are often underfunded with many competing priorities for government budgets and a danger of across-the-board budget cuts. It does not help that ATM is the invisible part of the aviation value chain so not always an obvious political priority compared with very visible airports and airlines. Some States also struggle to keep pace with traffic growth because of their often lengthy, bureaucratic and costly procurement processes for new systems and equipment.

To tackle this issue and encourage States to invest in ATM infrastructure, CANSO is working with States and regulators in three key areas.

First, CANSO is raising awareness of the important role that ATM plays in increasing connectivity, enhancing capacity, improving airspace efficiency and ultimately delivering economic benefits worldwide. CANSO wants to ensure that all stakeholders, including States, regulators, airlines, airports and manufacturers understand the need for, and support investment in, ATM. It is vital that all work together; there is no point in having modern efficient airports and airlines without modern ATM to improve capacity and performance.

To this end, CANSO is engaged at DG level in the priority initiative of the ICAO Industry High Level Group to promote more widely the benefits of aviation to governments around the world and the importance of States investing in infrastructure.

Secondly, CANSO is encouraging States to develop more robust ATM implementation plans to guide funding priorities. This encourages more long-term planning and strategic balance for investment in ATM, alongside other forms of infrastructure.

Thirdly, CANSO is seeking to ensure that States adopt a more holistic view of ATM, recognising the importance of air traffic flow management and regional airspace initiatives, rather than just operating within national boundaries.

This focus on States will be a particular priority this autumn and will be progressed at my meeting with the ICAO Council in September and at the ATAG Sustainable Aviation Summit in October. CANSO Members also have an important role to play in advocating for investment in ATM with their own governments, supported by aviation stakeholders, and you will be hearing more about this in the coming months.

We must ensure that the invisible industry makes its case if aviation is to continue to grow safely and efficiently.

Jeff Poole CANSO Director General

AIRSPACE

QUARTER 3 2017 5

LFV INTERVIEW

Innovation finds its own path

Credit: Peter Holgersson

Ann Persson Grivas, Director General of Swedish ANSP, LFV, says a focus on safety allows the organisation to be bold in its solutions.

What are your initial impressions of LFV and what are your immediate plans?

de-regulated market means I know only too well the need for cost efficiency, good productivity and competitiveness.

I was in Madrid at World ATM Congress before I took up the position so I could get a sense of LFV and the industry. I was delighted to find out that LFV has an excellent name in the industry. It is a brand known for safety and innovation.

Digitisation will be a major part of achieving those aims. Airlines are embracing technology in all aspects of operations, both customer-facing and in the back office. Going forward, I expect that to be an area we will explore fully.

And when I arrived I could see those qualities were evident in everything we do. I was impressed by the safety efforts and by safety development. In particular, I was pleased that the Just Culture ethos is strong.

How important is CANSO to LFV strategy?

Putting safety first is a good platform for development. It allows us to be innovative. It is no surprise that LFV is at the forefront of developing smart solutions for tomorrow’s air traffic management.

I am taking my time to analyse everything before I decide if any changes are needed. When you are new, you need to ensure you have a good understanding of all the challenges and opportunities before making major decisions. But, of course, there is always room for improvement. Any changes we make will be positive ones that will reinforce our reputation for safety and original thinking.

Does your background at SAS give you a different perspective of air traffic management?

I will bring a very strong customer focus with me. It is already embedded in LFV culture but it is something that I am keen to ensure our organisation continues. And coming from a

For ANSPs, the best way to achieve seamless skies will be through partnership.

We are already seeing a number of collaborative efforts, through alliances and functional airspace blocks. Significant progress has been made. NEFRA is an example of that.

6 QUARTER 3 2017

AIRSPACE

CANSO is absolutely vital to LFV and to the industry. It is speaking up for ANSPs and giving us a voice on the global stage. ATM is actually a small part of the aviation value chain and that makes it even more important for the sector to speak loudly and clearly on key issues. CANSO does that. That makes it relevant to its Members.

CANSO is also important in addressing questions about the future of aviation, which would otherwise be difficult to answer in such a dynamic industry.

ANSPs have their daily job to do and necessarily concentrate on their own requirements. CANSO is about expanding our horizons. It will help global ATM find the right path forward.

It is exciting to think about the future of the industry. I am sure CANSO will play a critical role in transforming and harmonising global ATM. What difference will North European Free Route Airspace (NEFRA) make to airspace users?

The NEFRA initiative was only launched on 25 May 2017 so it is very early days. But it will doubtless prove to be a huge advantage for airspace users.

NEFRA means airlines can fly the shortest route possible once all the relevant factors – weather, traffic, and so forth – have been taken into consideration. Such developments are vital to the sustainability of the industry not only in terms of efficiency but also in terms of the environment. Less fuel burned means a cost reduction and fewer emissions.

And as traffic grows, an initiative like NEFRA will take on even greater importance. It will not just be an advantage then – as it is now – it will be essential.

LFV INTERVIEW

What more can Europe and Scandinavia do to achieve seamless skies?

We have gained some useful experience and LFV will be looking to expand the remote tower concept in the years ahead.

To be honest, it is a question that is at least as much for politicians as it is for an ANSP. What we do technically or operationally must be consistent with the regulatory framework. And it is that framework that is the limiting factor.

It is hard to say where the technology might go in the future though. Innovation tends to find a different path from the one you expected. But you can be sure that it will lead to opportunities. LFV and, indeed, the entire industry, needs to be ready for that.

Of course, we all know that European airspace is fragmented and that many improvements could be made in airspace design.

For ANSPs, the best way to achieve seamless skies will be through partnership. We are already seeing a number of collaborative efforts, through alliances and functional airspace blocks. Significant progress has been made. NEFRA is an example of that.

There is still a lot of work ahead, but I think it is work we are all prepared to do because the potential benefits on offer are huge for all stakeholders. It will enable us all to grow in a sustainable manner.

LFV also operates in the United Arab Emirates. What is your view on corporatisation and the ANSP business model in the future?

Our business plan certainly is not based on being a big global consultant. We simply haven’t got the resources for that.

But what we do have is great technical ability and an innovative spirit. I think we can benefit from that. It is inevitable that those qualities will drive a new business model. Every business should always be looking for new revenue streams. Exactly what form they will take for LFV is still being assessed.

What are the lessons learned from remote tower operations so far and how do you see this technology developing in the future?

I am an optimist. There must be a way that we can safely handle drones without disrupting normal civil aviation operations. I am not sure yet what the solution will look like – it is too early to say – but I know that we will find one. There is too much riding on it.

Besides, ANSPs and the industry have a good track record for finding the right way forward – a way that allows us to take advantage of new technologies while maintaining an excellent safety record.

Do you see being a female DG in a male-dominated industry as significant?

I hope I can bring something different. I certainly intend to try.

In Sweden in 2014, we proclaimed the first feminist government in the world. And I have personally been involved with diversity and gender equality issues. It is not about having a particular quality but about providing a different perspective. When arriving at the right decision, you need to know you have examined a variety of perspectives.

In truth, I am just happy to be involved in aviation again and to have this opportunity. It is such a great sector to be involved in. LFV is at the forefront of digital development, and environmental and safety progress. I am determined to continue that tradition. I look forward to learning about, and from, the international community.

Credit: LFV

LFV started operating a remote tower service in April 2015. It was the first operating licence in the world for this technology.

LFV is engaged in a research project looking at drones.

What are your thoughts on how to merge drone and civil aviation traffic?

LFV began a remote tower service in April 2015 – the first operating licence in the world for the technology.

AIRSPACE

QUARTER 3 2017 7

SUSTAINABILITY

Financial fair play

ATM investment cannot fall behind the money made available to

Credit: iStock/Marcelo Horn

airlines and airports if aviation is to achieve sustainability.

ATM infrastructure must keep pace with demand for aviation sustainability.

The economic benefits of aviation are well documented.

Some $2.7 trillion in global GDP and 63 million jobs depend on air connectivity. Those benefits are set to increase as aviation grows. By 2034, air transport is predicted to generate close to $6 trillion in GDP and to support almost 100 million jobs.

This aligns the industry well with Goal 8 of the United Nations’ Sustainable Development Goals (UN SDG), which calls for “the promotion of sustained, inclusive and sustainable economic growth”.

Sustainability in aviation is not a given, however, economic or otherwise. It is a quality that is striven for across the entire aviation value chain every day. But some members of the value chain get a little more help in that quest than others.

“I am still struck by the huge investments by airports and airlines compared with the struggle that many ANSPs face in justifying and funding investments in ATM infrastructure,” says Jeff Poole, CANSO’s Director General. “ATM is a vital part of the aviation value chain and global connectivity, so this imbalance is both strange and concerning.”

Major ATM modernisation projects require extensive development and often have lengthy implementation timelines. The stability and long-term financial planning this necessitates does not sit well in an age of austerity where government budget cuts are being made across the board.

safeguards the highways in the sky – that enables these partners of ANSPs to provide the connectivity that drives economic and social development.

Yet airspace congestion and delays are becoming worse as aviation grows. Many aircraft are still flying routes established 60 years ago. The government agreements and regulations of that era as well as such technologies as ground-based navigation aids and limited communications and surveillance are no longer valid.

“Take the Middle East, for example, where the benefits of huge investments in airports and airlines are threatened by inefficient and fragmented ATM infrastructure,” he adds. “Airport and ATM infrastructure must go hand-in-hand. There is no point in having a modern, efficient airport without also modernising ATM to improve capacity and overall performance.”

Making a business case

Aircraft and airports are the visible elements of the air transport system but it is the invisible part – the efficient ATM that

On the face of it, there should not be a problem. There is no shortage of finance for good projects that easily pass a

8 QUARTER 3 2017

AIRSPACE

Solving the problems of capacity constraints and inefficient airspace requires government investment in ATM infrastructure and modernisation. This equates to Goal 9 of the UN SDG, which notes the need for resilient infrastructure and innovation.

SUSTAINABILITY

Sustainability in aviation is not a given, economic or otherwise. It is a quality that is striven for across the entire aviation value chain every day. But some members of the value chain get a little more help in that quest than others. cost-benefit analysis. The business case for improvements in air navigations services is strong and ATM should be an automatic candidate for funding.

Investment in ATM infrastructure is falling short for many reasons, however. There is competition in government budgets against many other worthy demands, for example. Education, health care, social care and security also demand their share of the national coffers.

Moreover, there is a timing issue. Major ATM modernisation projects require extensive development and often have lengthy implementation timelines. The stability and long-term financial planning this necessitates does not sit well in an age of austerity where government budget cuts are continuously being made across the board. As a result, air navigation services become chronically underfunded over time.

Furthermore, rigid and laborious government procurement practices can add significant time and cost to the purchase of major new systems and equipment. In short, ATM investment pays off far beyond a politician’s short-term horizon.

Perhaps the primary cause for the financing obstacle, though, is a failure to articulate the business case not only clearly enough but also loudly enough. Making the invisible highway visible is not easy. ANSPs have little experience and credibility in developing strong business cases that involve more than their own scope.

“The benefits fall to others, such as airspace users and national economies, and not to the ANSP investor,” argues Poole.

“Costs and benefits are often segregated with costs being part of a government budget for ANSPs and revenues from ATC charges flowing to the Finance Ministry.

Investment in ATM is treated in isolation and not as an integral part of a holistic aviation and economic strategy.”

Two solutions There are two potential solutions to this challenge. The first is partnership. Working together with governments and all parts of the aviation value chain would better highlight the benefits of a modernised and efficient ATM infrastructure.

With the support of airlines, airports and ICAO, there would be a sharper focus on system-wide requirements and the resulting economic advantages.

The second solution is an enhanced governance structure.

There are many cases of an ANSP being allowed to operate more autonomously (see Corporatisation article, P23).

Separating the ANSP from the regulator promotes normal business practices, allows the ANSP to be self-funding and to obtain its own financing for projects.

“CANSO firmly believes that ANSPs should be allowed to operate as normal businesses with a focus on the customer and on performance in service delivery,” says Poole.

“Rather than relying too heavily on regulatory mechanisms, policy makers should consider the various elements of good governance that drive ANSP performance, including the separation of regulation from service provision.”

Poole believes States should set performance targets, focusing on outputs rather than prescriptive, regulatory requirements.

This would facilitate a leaner, more effective organisation that is run according to normal commercial judgements.

$761.4 billion

11.2 million 9.9 million 5.2 million

$664.4 billion

62.7 million

2.7 trillion $892.4 billion

Source: ATAG

36.3 million

Aviation direct

$355 billion

Indirect

Induced

Tourism catalytic

Aviation’s global employment and GDP impact goes far beyond the industry.

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QUARTER 3 2017 9

SUSTAINABILITY

The advantage of removing the barriers to business-like approaches in ATM is that investments would need to be based on solid business cases that are supported by all relevant stakeholders. That in turn will make a stronger case for funding and stable, long-term investments.

“The advantage of removing the barriers to business-like approaches in ATM is that investments would need to be based on solid business cases that are supported by all relevant stakeholders,” he continues. “That in turn will make a stronger case for funding and stable, long-term investments.”

Potential paths If ANSPs win the fight and money is forthcoming, aviation’s sustainability drive could be supported in a number of ways.

ICAO’s Aviation System Block Upgrades (ASBU), for example, are an important tool in helping countries modernise their ATM infrastructure. They provide a clear roadmap to achieve the necessary infrastructure improvements, informing the choices that will improve air navigation services in a cohesive and sustainable manner. Importantly, ASBUs enable countries to modernise their air navigation infrastructure at an appropriate pace. In other words, they align perfectly with the ICAO No Country Left Behind initiative.

The countries targeted by No Country Left Behind can benefit from the technological advances that ASBUs promote by leapfrogging to the latest initiatives where possible. Though some ANSPs may lack resources or well-trained personnel, No Country Left Behind helps by pooling resources, sharing best practice and encouraging participation in regional initiatives.

“The Vision 2020 deliverables are aligned with the stated expectations of industry stakeholders for ATM and the Global Aviation Safety Plan (GASP) and Global Air Navigation Plan (GANP),” informs Poole.

He notes the industry is already employing cutting-edge technologies aimed at improving airspace safety and efficiency.

These technologies include: Space based ADS-B that will enable ANSPs to cover oceanic and remote areas Remote air traffic control towers that will improve connectivity through the ability to cost-effectively manage traffic at remote and lesser used airports System Wide Information Management (SWIM) that will enable the provision of the right information at the right time, anywhere to the user or system that needs it Automation in ATM that will enable planes to fly closer together and ATM to build capacity.

“Technology will help to harmonise systems, processes, and traffic flows in a global way without reference to national borders or even land-based equipment,” says Poole. “And it will provide the revolution to free the industry of fragmentation and ATM constraints.”

Becoming visible ATM may be the invisible part of the aviation value chain but the potential impact of CANSO’s vision is clear for all to see. Sustainability is aviation’s license to grow. The economic benefits of aviation should encourage governments to support aviation and to invest in ATM infrastructure and modernisation to ensure that sustainability.

Through partnership, government support and new business models, ATM can become more efficient and provide the capacity to handle air traffic growth. Only then can countries and their inhabitants fully realise the many advantages that aviation brings. And only then will the industry become sustainable.

Credit: NATS

This is also the core of Vision 2020, CANSO’s strategic framework for the ATM industry. A case in point is the CANSO Africa ATM Safety Peer Review Initiative. CANSO Member

ANSPs form teams and assess each other’s safety management systems along with CANSO safety experts using CANSO and ICAO guidance materials and sharing best practice.

The industry is already employing cutting-edge technologies aimed at improving airspace safety and efficiency.

AIRSPACE

QUARTER 3 2017 11

GLOBALISATION

The end of globalisation?

Aviation thrives on connectivity so what will an increasing focus on strengthening national borders mean for the industry?

Globalisation has been seen as inevitable for many years, a certainty in life to join death and taxes.

But recent protectionist rhetoric from a number of countries has caused many commentators to suggest that globalisation is slowing down, perhaps even falling into reverse.

The financial crisis and recession that hit in 2008 was one instigator of this trend. Globalisation became an easy target.

Finance abhors boundaries but capital flowing freely around the world created intense volatility and huge imbalances

Credit: iStock/honglouwawa

Some believe that a regression to protectionism will lead to a tightening up of air travel regulations. Attempts to stop large-scale population migration could conceivably drift into aviation policy, affecting ANSPs, airlines and airports alike.

Some fear protectionism has been disguised as industrial policy.

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between debtor countries and creditor countries. Localisation policies started proliferating as governments sought to rebalance their national economies to insulate them from global exposure.

At the same time, rapid technological change was taking place across a multitude of industrial sectors, from banking to manufacturing and services. While these promote globalisation on the one hand – aviation is one such example – on the other, they forced States into becoming shock absorbers, protecting jobs, culture and traditions. What is essentially security provision has been dubbed freedom from fear.

“People fear automation, the loss of jobs, and the impact of shocks,” Simon Evenett, Academic Director MBA Programs, University of St. Gallen, Switzerland, noted in a globalisation debate at the International Air Transport Association (IATA) AGM in Mexico. “They worry about their savings for old age.

We have reached breaking point. We need to address this.”

Evenett noted, however, that the trend towards stronger borders continues although it has been well disguised. “Protectionism has been rebranded as industrial policy,” he said.

GLOBALISATION

% 2016 ASK capacity 58 Within EU 27*

49

World Trade Organization figures show that trade-restrictive measures are increasing as the protectionist outlook continues. During the latest WTO review period, the overall stockpile of restrictive measures grew 11%.

UK-EU 27*

Source: IATA/OAG Morgan Stanley Research

36 31 25

24 17

0 Ryanair

easyJet

IAG

16

14

11

10 3

BA within Lufthansa IAG

1 AF-KLM Norwegian

*EU27 = 28 member States less the UK.

Share of Intra-EU air capacity exposed to Brexit implications.

World Trade Organization (WTO) figures show that traderestrictive measures are increasing as the protectionist outlook continues. During the latest WTO review period, the overall stockpile of restrictive measures grew 11%.

Global companies are not helping. It is argued they hurt globalisation through their lack of connectivity to domestic populations, instigating the fears about job loss that gives rise to protectionism.

In the US, the Trump administration, voted into power on an “America first” campaign, has been branded anti-globalisation.

A new tariff on Chinese imports has been suggested as has a renegotiation of the North American Free Trade Agreement (NAFTA). The US withdrawal from the Trans-Pacific Partnership has already been pushed through as has the well-publicised extraction from the global climate change agreement.

Meanwhile, Brexit – the UK’s opting out of the European Union – carries with it all manner of outcomes. One possibility is a complete reconfiguration of UK airports and associated processes as both passengers and freight undergo new checks and formalities.

Heathrow is the UK’s largest airport as well as a major air transport hub. Connectivity and the demand for air navigation services would surely be hit in such circumstances.

Indeed, some believe that a regression to protectionism generally will lead to a tightening up of air travel regulations.

Aviation is not as globalised as the world at large in many ways. ANSPs in the main are state enterprises providing services within the confines of national airspace boundaries. Airlines are bound by foreign ownership rules and traffic freedom rights.

Airports are literally and figuratively rooted in their domestic catchment areas.

Attempts to stop large-scale population migration could conceivably drift into aviation policy, affecting ANSPs, airlines and airports alike.

“Corporate political risk is back on the agenda and it must become an integral part of management,” Evenett suggested.

Regulated industry But the narrative of increasing protectionism curtailing aviation is probably an oversimplification.

Also at the IATA AGM, Emilio Romano, President and CEO, Bank of America Merrill Lynch, Mexico, pointed out that despite the uncertainty surrounding NAFTA, Mexico has had a record year in export volumes to NAFTA partners. Mexican GDP growth predictions have doubled on the back of a recovering US economy even as a Trump proposal for a Mexican paid-for wall between Mexico and the US hits the headlines.

There is little evidence that the White House wants to dampen air connectivity. Earlier in 2017, it explicitly noted “a huge economic benefit” in Norwegian Air’s plan to purchase more than 100 Boeing aircraft and hire more US workers.

This is despite Norwegian’s business model – a complicated affair that basically gives the carrier greater access to the US than US-based carriers think appropriate – being the topic of fierce debate in the country.

Equally true is that aviation is not as globalised as the world at large in many ways. ANSPs in the main are State enterprises providing services within the confines of national airspace boundaries. Airlines are bound by foreign ownership rules and traffic freedom rights. Airports are literally and figuratively rooted in their domestic catchment areas.

All in all, the industry operates in highly regulated markets and so the argument is that a hiatus in globalisation may not be nearly as significant as some suggest.

Evenett also explained that globalisation is not what many people think it is; the unfettered movement of people and goods between lightly regulated markets.

In fact, only a small percentage of trade in G20 countries operates on a truly open basis. He informed that governments have been very clever in recent years, following the financial crisis and recessions in 2008, at providing incentives and cash for exporters and putting new tariffs on imports.

“Imagine what would have happened to world trade without all this export support,” he said. “Market share depends on how deep the government pocket is. That is a different view of globalisation to the one we are used to.”

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QUARTER 3 2017 13

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GLOBALISATION

Some 63 million jobs depend on air travel worldwide, a figure that will get close to 100 million in the next two decades as the sector grows. ANSPs, as a vital part of the aviation value chain, would doubtless benefit from the increase in air traffic volumes even as they find ways to become more efficient.

Credit: iStock/-Antonio-

In other words, the markets are not what they were 20 or 30 years ago when integration was happening on competitive merits.

Market share is now dominated by non-competitive measures.

Free flow Even so, the aviation value chain would certainly thrive on borders that are open to the free flow of trade and people. So, regardless of geopolitical complexities, that must remain the goal.

Achieving it will not be easy. While globalisation is popular – more than 4 billion people taking to the skies in 2017 testifies to the fact – companies, banks and people demand stability.

Marrying these two concepts will not be easy as the demand for stability has been a factor in halting globalisation’s progress.

The industry does have some positive arguments to make.

Raising living standards globally means increasing productivity.

That requires access to economies of scale, the sharing of technological ideas and different resource bases, all of which are only possible in a globalised world. Domestic markets simply are not big enough to maintain or improve living standards on their own.

Aviation also creates jobs, an essential component if globalisation is to succeed. Some 63 million jobs depend on air travel worldwide, a figure that will get close to 100 million in the next two decades as the sector grows.

ANSPs, as a vital part of the aviation value chain, would doubtless benefit from the increase in air traffic volumes even as they find ways to become more efficient. The recent emphasis on customer-centric services throughout the aviation value chain

Globalisation is a difficult process to deter.

supports the job creation argument. Rather than cash or the shareholder being king, the focus on the customer makes for a far more marketable philosophy that would promote and not hinder globalisation efforts.

On top of these arguments, it is also true that globalisation is a very difficult process to turn around. There is a lot of political and financial investment in the idea of globalisation. It is reported that even though, for the first time in history, more is being deposited in banks than is being lent, the international financial architecture has not substantially altered in the post-recession years.

Even today, there are sweet spots in the world that prove open markets can work. NAFTA is a prime example, posting impressive figures despite the huge uncertainty hanging over it.

The industry, however, must also look internally at what it can do to foster deregulation. “CEOs must stand up and fight for globalisation,” Evenett said. But it is hard for aviation to do that while maintaining protectionist barriers for itself. Enhanced governance frameworks for ANSPs and performance-based regulation in air services are two ways for ATM to move towards a more open structure.

Air transport has deepened the connections that have worked so well for the world. The industry is lobbying extensively about the benefits of aviation and time will tell whether the policy makers are taking notice.

Credit: iStock/stockcam

In any case, globalisation is probably not going away. Much of the current geopolitical posturing may well be noise rather than a signal of the shape of things to come.

ANSPs would doubtless benefit from the increase in air traffic volumes.

So, though there may be some relapses in selected countries and regions, the drive towards integration should eventually win out. Despite the temporary challenges of economic downturns, external shocks and geopolitical troubles, aviation will grow. And with it will go globalisation.

AIRSPACE

QUARTER 3 2017 15

COMPREHENSIVE ATM SOLUTIONS A full suite of integrated AIXM/SWIM compliant AIM tools as used by ANSPs all around the world DESIGN & ANALYSIS e-TOD Airport and Obstacle Data Management

FPDAM Flight Procedure Design and Airspace Management

DATA MANAGEMENT & DISSEMINATION A-BMS Aviation Billing Management System DIGITAL DATA DISSEMINATION

Ubimex Aeronautical Fixed Communications (AFTN), ATS Message Handling System (AMHS), ATN Routers & Test Tools

Cronos SWIM Compliant Dynamic AIS (x)NOTAM, MET, Flight Plan, PIB

AeroDB AIXM 5.1 Static and Dynamic Aeronautical Data

FPSAT Ground Validation Check and Satellite Flyability

Airspace Designer Airspace and Route Design

Full Spatial and Temporal Support

ATFM Suite Air Traffic Flow Management Portal

ICE / WePub Charting and AIP Publishing

EMACS Electromagnetic Airport Control and Survey

TBA3D Airport Control Tower Simulator

AACS Advanced Aircraft Cockpit Simulator

A-BMS

UTM and ATFM

Support for ANS revenue collection operations

Integrated systems for web-based management of UAVs in low altitude airspace as well as Airspace and Air Traffic Flow Management

PBN Training and Services AIS to AIM Training and ICAO PBN endorsement as a PBN IFP Design Organisation

FPDO

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Kenya Civil Aviation Authority

No need to re-invent the wheel Captain Gilbert Kibe, Director General, Kenya Civil Aviation Authority, believes collaboration will help Africa attain global standards.

Are you happy with what you have achieved in the Kenya Civil Aviation Authority 2014-2017 strategic plan?

Yes, we’re very happy that we achieved more than 90% implementation of our set targets for the period. For example, we have launched e-services mainly in aeronautical information services. A link has been established so that the electronic aeronautical information publication (e-AIP) can be accessed from anywhere in the world by subscribers. And work is currently being carried out on online flight planning and briefing. That will also be web-based for approved subscribers.

We have also been heavily involved in safety performance measurement (see panel on page 19). Hazards have been identified and mitigation measures agreed. We have also agreed on safety performance indicators and have identified seven common indicators for which safety targets have been set. The aim is to improve 10% for cases where data is available.

For the rest, we started capturing data in July 2017 and we will set targets in July 2018. We will continuously monitor the set indicators for alerts to ensure compliance.

How will the Kenya CAA play its part in Kenya’s Vision 2030?

Aviation is a key driver of a country’s economic performance and air navigation is an enabler of air travel connectivity.

What are the particular challenges you face at the KCAA? Like all ANSPs, we face a number of challenges. Some of the challenges are common to all ANSPs and some are particularly acute in Africa.

Getting sufficient funds to provide the required services and procure the facilities and services in a timely manner, for example, is something that occupies the time of many organisations the world over.

In Africa, though, acquiring enough staff to provide the required services is especially tough. And once we have recruited, we face an issue in training them to have the required skills. The fact is we can only recruit entry level staff as other levels are simply not available on the open market in Kenya. That puts a lot of pressure on us internally.

What do you see as the other main challenges and opportunities in Africa?

For me, the greatest single challenge is providing near-uniform air navigation services across Africa by upgrading areas below par to meet international requirements.

That involves working very hard on the regional initiatives for seamless integrated systems. Implementing the right technologies across Africa is easier said than done, however.

The difference in standards and levels of service is huge.

Credit: iStock/mtcurado

To help Kenya’s Vision 2030 – which is the national plan to transform Kenya into an industrial, middle-income country with a clean and secure environment – we will continue to modernise air navigation service facilities to comply with ICAO’s Aviation System Block Upgrades (ASBU) programme and with the estimated replacement periods.

We are also working on providing ANS services in new international and tourist-focused airports. Tourism is vital to the economic pillar of Kenya’s Vision 2030.

In Africa, air traffic is predicted to triple by 2035 creating major opportunities for gateways such as Jomo Kenyatta International Airport.

AIRSPACE

QUARTER 3 2017 17

Context. Content. Contacts.

ENTER THE ATMOSPHERE FOR BUSINESS.

6-8 March 2018 | Madrid, Spain | IFEMA, Feria de Madrid worldatmcongress.org

@WorldATM_now

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Kenya Civil Aviation Authority

ASBUs will help but it is moving from theory to practice that is the main difficulty. It is a question of finance, of expertise, and many other factors.

As for the opportunities, that can be summed up by the growth in air travel. In Africa, traffic is predicted to triple by 2035.

There will be nearly 200 million more travellers than there are today. Even so, the aim must be to continue attracting the many people who currently do not use air travel to do so. Quite simply, Africa needs air connectivity. That is a great incentive.

How do you see Kenyan and African aviation developing in 5-10 years? Will the continent break through to become a major player on the global stage?

It can break through if we work together to align the region with global best practice and not just a few ANSPs. As mentioned, we expect to see growth in air travel in Africa and that traffic will gradually take a larger share of the global market.

The facilities and services will have to be much improved to handle the growth.

We shouldn’t expect Africa to replicate China’s rapid rise, for example, but continuous improvement will be evident.

You have been working closely with FAA and other partners.

How important is collaboration?

Collaboration is essential. It helps with benchmarking, with knowing what is available in the market, with knowing what it is possible to achieve.

That helps those ANSPs with fewer resources to avoid re-inventing the wheel. They can jump start processes that might otherwise have taken a long time to visualise and implement.

Safety Performance Indicators (SPIs) 2017-2018 Total number of reported Separation Minimum Infringements / loss of separation Total number of runway incursions Number of safety awareness programmes Number of safety management system training courses Rate of flight plan errors Rate of NOTAM (Notice to Airmen) errors Rate of system and component failures

SPIs needing data collection 2017-2018 Number of runway excursions Number of airborne collision avoidance system alerts Number of traffic collision avoidance system resolution advisories Total number of reported occurrences / the level of Just Culture examples. I think CANSO is also important on the human resources level. Global standards for staff performance, for the upgrade of skills and for licensing – for air traffic safety electronics personnel and aeronautical information management officers for example – are areas where CANSO can be extremely influential.

What leadership qualities do you think are most important for a modern ANSP? Do you need to have a technical or aviation background or are we now in need of greater business skills?

What role can CANSO play in facilitating cooperation and solutions at the global level?

You need both. At the moment, ANSPs need a leader who can interact comfortably with the technical world and the operators while correctly interpreting the political and business environment.

CANSO is critical to collaboration and harmonisation at the global level. The setting of measurable safety indicators and benchmarking service provision and facilities are just two

Most issues have to do with implementing efficient systems and utilising resources optimally while balancing the regulatory framework with service provision.

ATM SYSTEM INFRASTRUCTURE DEPLOYED BY KCAA Year of deployment

Estimated current value (Kenyan Shillings - KES*)

Radar equipment (6 SSR and 2 PSR)

2010

1.6 billion

ATM processing system (TOPSKY)

2012

420 million

ILS equipment (3)

2013

350 million

VOR/DME equipment (9)

2014

400 million

VHF equipment for area cover and terminal areas

2014

230 million

Voice recorder system (8)

2014

40 million

AIM system

2017

200 million

Domestic VSAT system

2014

110 million

Regional NAFISAT VSAT system

2008

80 million

VCS Communication System

2010

ATM System

270 million *1 USD = 103.191 KES (22/08/2017)

AIRSPACE

QUARTER 3 2017 19

LETTER FROM AMERICA

Never sit still Changes to the Top 5 Hazards list will make flying safer says Teri Bristol, Chief Operating Officer of the Federal Aviation Administration’s Air Traffic Organization.

In the FAA’s Air Traffic Organization (ATO), prioritizing our resources to address the most pressing safety issues is not only essential to ensuring the well-being of our industry, it is key to providing the flying public with the safest, most reliable mode of transportation possible.

That is why we have placed such a high level of importance, both domestically and internationally, in finding and fixing top hazards.

We do this by collecting safety data from a variety of sources, including automated data gathering tools and voluntary, confidential reports by air traffic controllers, technicians, and pilots. We then use our Risk Analysis Process (RAP) to analyze this data.

RAP is very similar to the Eurocontrol Risk Analysis Tool (RAT), both of which have been adopted by the CANSO Safety Standing Committee.

Through RAP, we generate a yearly list of the Top 5 Hazards. This year, we are tackling hazards involving close encounters between Instrument Flight Rule (IFR) and Visual Flight Rule (VFR) aircraft, Notice to Airmen (NOTAM) issuance and cancellation, NOTAM prioritization and filtering, runway flyovers, and aircraft landing on the wrong runway, on a taxiway, or at the wrong airport. We have developed and are now implementing corrective action plans for these items.

In our business, we can never sit still and be content with the progress we have made. We just do not have the luxury to relax when it comes to safety.

Data driven This is the sixth year that we’re using the Top 5 Hazard approach, and each year we have refined our data collection and analysis. This year, we have added the Service Integrity-Risk Analysis Process (SI-RAP), which enables us to analyze single loss of technical functionality events.

This process will help us assess technical risks in a more objective, data-driven way. Because of SI-RAP, we added NOTAM issuance and cancellation to the 2017 List.

For our 2016 Top 5 list, we developed many corrective actions to mitigate risk related to helicopter operations, visual scanning by tower controllers, access to weather information on the controller’s scope, and two potential hazards associated with wake turbulence.

Let me give you some examples. Our RAP data showed trends in which air traffic controllers experienced difficulty in applying wake turbulence separation standards. Also, mandatory occurrence reporting pointed to a number of wake encounters for smaller aircraft behind leading heavies or supers.

As part of our corrective actions, we included this topic in our web-based recurrent training course for controllers. This course provided a review of wake turbulence separation requirements, stressed that wake generated by these aircraft can last as much as 20 nautical miles at altitude, and emphasized the importance of issuing cautionary wake advisories.

Credit: FAA

We also looked at ways to improve access to weather information on the controller’s scope that covers their radar coverage area.

IFR/VFR

NOTAM NOTAM Issuance/Cancellation Prioritization

Runway Flyovers

Wrong Surface Landing

FAA generates a yearly list of Top 5 hazards through its Risk Analysis Process.

20 QUARTER 3 2017

AIRSPACE

As part of this effort, we have developed a technology called Offshore Precipitation Capability (OPC), which combines weather satellite imagery, lightning data, and weather model data to create a near-real-time radar-like depiction of

Credit: iStock/XiFotos

LETTER FROM AMERICA

A web-based recurrent training course for controllers providing a review of wake turbulence separation requirements is one example of corrective action.

precipitation in offshore areas beyond traditional weather radar coverage. OPC is available operationally at facilities in Miami, Houston, New York, San Juan, and the FAA’s Command Center in Virginia.

impact in reducing risk. If not, we will conduct a study to determine why and identify new fixes.

In addition, we conducted a human factors study to better understand what constitutes a good tower visual scan. The study is helping us determine best practices for tower visual scanning that we can incorporate into our training.

In our business, we can never sit still and be content with the progress we have made. We just do not have the luxury to relax when it comes to safety. That is why, even with the success of the FAA’s Top 5 program, we will be making improvements to it starting in October 2017.

In the next year, we will be keeping a close eye on these mitigations, as well as the ones we are currently putting in place for the 2017 list items, to ensure that they have the intended

We have learned that it sometimes takes more than a year to implement fixes, and even longer for those fixes to have the intended effect. So, in the future we will have a continuous Top 5 list and a hazard will not come off the list until the safety performance targets have been met. At that point, we will fill the slot with a new hazard.

Making improvements

Currently, we select a new Top 5 list every year. But we have learned that it sometimes takes more than a year to implement fixes, and even longer for those fixes to have the intended effect. So, in the future we will have a continuous Top 5 list and a hazard will not come off the list until the safety performance targets have been met. At that point, we will fill the slot with a new hazard.

Through the ongoing work of CANSO, we are likewise looking at the top contributing factors that lead to safety risk from an international perspective. Since CANSO adopted the RAP/RAT process, we can collect a lot of causal factor data and determine which ones present the highest risk.

The idea is that we can learn from each other what tools, processes, and technologies are working well and, where appropriate, incorporate them into our systems to realize the safety benefits. As we do that, we will make a lasting contribution to air navigation safety around the world.

AIRSPACE

QUARTER 3 2017 21

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CORPORATISATION

Getting down to business

Credit: iStock/SabrinaPintus

The corporatisation of ANSPs could be an important precursor to improvements in air navigation services.

Financial autonomy could prove crucial for ANSP development.

The heat has been turned up considerably on the slowburning topic of ANSP corporatisation by the news that the Trump Administration plans to break off the air traffic control elements of the Federal Aviation Administration (FAA) into a distinct unit.

“The separation of the Air Traffic Office (ATO) from the FAA would be a very welcome first step in the modernisation of the US air traffic management system,” says the Chair of the ATM Policy Institute, David McMillan. “It would also open the opportunity for the more commercial, customer-led approach that we believe is necessary to secure the performance improvements that aviation needs.”

The proposal to separate the ATO is just that. It is part of the 21st Century Aviation Innovation, Reform, and Reauthorization Act and has only just made it through the House Transportation and Infrastructure Committee in a narrow vote as Airspace went to press. No firm decisions have been made and the details of any potential separation are still being discussed.

A US Government Accountability Office study on five commercialised ANSPs in Australia, Canada, Germany, New Zealand and the UK has delivered a positive verdict on the idea on corporatisation, however.

It pointed out that the ANSPs concerned have a good track record in consulting with other aviation stakeholders in an effective manner. More importantly, it found that safety remains paramount – there were no increases in the number of incidents in any of the five case studies – and there was strong investment in new technologies and equipment. Each ANSP operates as an independent business, making decisions and generating and managing its own revenue and costs.

The concept of financial independence is particularly pertinent to the US. The appropriations process of Congress has been surrounded by political issues in recent years and a steady, predictable source of funding could prove a boon for the longterm stability of US ATM. Corporatisation of the ATO would need to address several other issues that are a familiar part of the process worldwide. How a non-governmental organisation would handle sensitive military matters is naturally a cause of much debate, for example, as is the level of influence other stakeholders could exert on a corporatised entity. The US proposal must also tackle the possibilities of strikes and unionisation. Critics argue that strikes would effectively shut down the biggest domestic market in the world while unionisation would introduce a bargaining unit – and therefore risk – into ATM. AIRSPACE

QUARTER 3 2017 23

CORPORATISATION

Golden powers

A long history

Although it did not grab the headlines or obtain the same amount of column inches as the FAA news, ENAV, the Italian ANSP, took matters a step further about a year earlier and became the first in the world to be listed on the stock market.

According to Roberta Neri, CEO ENAV, the strategy has proven successful despite confirming the IPO just a few days after the shock of the Brexit vote. The stock increased 10% on the first day. As of June 2017, shares have risen to €3.9 from €3.3 a year earlier, giving ENAV a market valuation of €2.1 billion.

In 2016, revenue grew 1.8%, EBITDA grew 8% and there was a 98% improvement in delays. Neri says “this proved the doubters wrong. We have preserved our core function as an essential public service. We have invested more than €100 million per annum over the past few years and we will maintain that level.”

Shares were eight times oversubscribed. Neri accepts that a monopolistic position was an incentive but is quick to add that ENAV’s strong desire to improve efficiency beyond targets, its investment strategy and a resilient business model were key elements in the IPO. Despite the public listing, ENAV’s relationship with the Government remains largely unchanged. The State, through the Minister of Economy, retains 53.4% of the company.

So-called “golden powers” related to security and operations protect ENAV as a provider of essential service. ENAV cannot be subject to a takeover and no organisation other than the Italian State can hold more than 5% of capital.

Other investors include hedge funds and other institutions, mainly from North America and Europe. They are mainly longterm investors specialising in infrastructure, interested in the success of the company and not short-term profit.

“There was lot of work involved in getting the company ready for the IPO, including defining a strategy and prioritising resources,” says Neri. “And corporate governance had to comply with best practice for a listed company. We adopted many new procedures and policies.”

Corporatisation is an idea more than 30 years old.

Airservices Australia was corporatised in 1988, the present organisation coming into effect in 1995 when the Australian Civil Aviation Authority was split into Airservices Australia for service provision and the Civil Aviation Safety Authority for the regulatory role.

Airways New Zealand was corporatised in 1987 but really only took on a commercial role in the later 1990s, when a major shift in the business model forced a focus on cost reduction rather than an increase in fees. Others that have travelled down the corporate path to varying distances include DFS in Germany, NAV CANADA and NATS in the UK. NATS is the only ANSP with a degree of privatisation.

In all cases, however, the ANSP is effectively contracted to manage national airspace on the government’s behalf, so the government continues to exercise its sovereignty responsibilities in a responsible manner.

Government control Best practice in governance is a huge talking point in ATM. The proposed changes at the FAA and those already enacted at ENAV separate the regulator and the means of service delivery.

This is seen by many as a hugely important first step.

Both ICAO and CANSO promote the separation of regulator and operator in ATM and the reasoning is clear. Air traffic services must be customer focused and cost efficient, responding to user needs in a dynamic environment where service level expectations are growing by the day.

And by removing the financial burden from the State, critical infrastructure can be maintained and improved with investment sought from the open market. By developing, managing and operating an ANSP in a way that is both stable and viable, innovation is more likely as are partnerships that share technology and promote best practice.

The differences between the FAA proposal and ENAV’s development show that no particular governance structure is preferable. It all depends on the circumstances in the country concerned, including the volume of traffic, growth potential, the condition of the existing infrastructure, managerial resources and, of course, the overall policy of the government to changes in the governance and ownership.

Credit: iStock/Easyturn

But, given that ANSPs are committed to providing safe, secure and efficient service to airspace users, it makes sense that the governance structure should be the best possible for attaining these goals. Financial and operational autonomy may be especially important as air navigation services will likely increasingly rely on private sector money for capital development programmes, irrespective of the choice of ownership and governance option.

ANSPs should be free to operate as normal businesses.

24 QUARTER 3 2017

AIRSPACE

“To ensure predictability and facilitate access to funding States should separate responsibility for providing ANS services from their regulatory function,” concludes Jeff Poole, CANSO’s Director General. “ANSPs could then operate as normal businesses within a performance-driven framework.”

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Who Should Attend This Course › Decision makers responsible for ATM modernisation programmes and ASBU capability implementation › Civil aviation authorities and regulators › Air navigation service providers › Aircraft operators › Airports › ATM systems manufacturers and solution providers

AIRSPACE

QUARTER 3 2017 25

GANP 2019

Feedback on the existing Global Air Navigation Plan has led to significant developments in the forthcoming edition.

There will be a conceptual roadmap to achieve a common vision for the future air navigation system, developed in coordination with the industry.

The Global Air Navigation Plan (GANP) launched at the 39th ICAO Assembly in October 2016 met many objectives.

It delivered a framework for a global investment plan, an updated Aviation System Block Upgrades (ASBU) framework and performance-based implementation strategies.

It was also agreed that the GANP would be lightly revised every three years to align with the timing of ICAO Assemblies and would also receive a major review every six years to cope with advances in

The many developments in GANP 2019 will accommodate an evolution in ICAO’s approach to standardisation. There is now far closer coordination with such other stakeholders as the Standards Round Table and industry High Level Groups as well as the GANP Multidisciplinary Vision Team.

26 QUARTER 3 2017

AIRSPACE

technology and concept of operations.

Attention has accordingly turned to the GANP 2019.

Saulo Da Silva, Chief of Global Interoperable Systems Section, ICAO, says the new edition will make several significant additions to previous versions.

“There will be a conceptual roadmap to achieve a common vision for the future air navigation system,” he says.

“This vision has been developed in coordination with the industry. The air navigation system will need to evolve to cope with increasing demand and different types of aircraft, airspace users and operations.”

The global vision for the future ATM system is interoperable airspace for all users in all phases of flight. It must: meet agreed levels of safety provide for optimised economic operations be environmentally sustainable meet national security requirements.

This future plan is essential for optimising resources and meeting expectations.

To further assist, the GANP 2019 will comprise four layers. A national level will deal with State responsibility and planning

while a regional level incorporates research and development programmes.

The global technical level will detail updates to the ASBUs and the performance-based decision making on which implementation is based.

These layers are topped by the global managerial level, which advises on the conceptual roadmap and global performance ambitions.

“The layered approach will allow CEOs as well as technical people and planning and implementation regional groups to have access to the information that affects their daily work,” says Da Silva. “This will facilitate meaningful operational improvements according to specific needs.”

Feedback from the GANP 2016 dictated this change. Comments asked for the GANP to be tailored to specific operational environments while also contributing to global interoperability.

There were also a number of observations regarding the level of detail.

“In summary, it was considered too detailed for CEOs to read and, at the same time, not detailed enough for technical people to plan implementation,” Da Silva notes.

“The changes, besides clarifying

Credit: iStock/guvendemir

A framework for the future

GANP 2019

grey areas, provide the right level of details for CEOs and technical staff, facilitating the decision-making and the implementation processes.”

ASBU evolution Aside from the layered approach, the GANP 2019 will include an evolution of the ASBU framework to align its elements with the global performance ambitions and conceptual roadmap.

Moreover, there will be an improved description of the elements available for implementation. This will enable technical people to garner a better understanding of how individual elements will affect operational performance as well as how they are best implemented, including stakeholder involvement.

“And the development of a web-based application that will contain all the information regarding the ASBUs will facilitate identification of the elements necessary to improve performance for a

Credit: ICAO

LAYERS

*Global Air Traffic Management Operational Concept ** Basic Building Blocks

The role of CANSO Myriad elements are combined to issue ICAO guidance. Needs analysis and verification, Standards and Recommended Practices (SARPs), Procedures for Air Navigation Services (PANS), implementation planning, and compliance and verification are all part of a complex undertaking.

Da Silva says CANSO, as the voice of ANSPs, has an important role to play in formulating ICAO’s vision for the future air navigation system, the global performance ambitions and the conceptual roadmap that will feature in the GANP 2019.

CANSO is best placed to anticipate the needs of the industry and collaborate on global priorities. It can also assist in recalibrating performance standards and in facilitating implementation at the national level.

Moreover, says Da Silva, CANSO can “help ICAO to promote the new GANP strategy through regional and global events.”

specific operational environment,” adds Da Silva.

The GANP 2019 will also acknowledge the near-term priorities that ICAO has identified. These include remotelypiloted aircraft systems, system-wide information management and cyber safety and resilience.

The many developments in the GANP 2019 will accommodate an evolution in ICAO’s approach to standardisation.

There is now far closer coordination with such other stakeholders as the Standards Round Table, industry High Level Groups and the GANP

GLOBAL GLOBAL NATIONAL REGIONAL TECHNICAL MANAGERIAL

The GANP 2019 will include an evolution of the ASBU framework to align its elements with the global performance ambitions and conceptual roadmap.

Multidisciplinary Vision Team. In addition, the standardisation roadmap is continuously brought in line with evolving global aviation plans.

ICAO has also adjusted its future planning structure. High-Level Meeting outcomes will feed into budget discussions.

The proposed plan is to alternate these High-Level Meetings with ICAO Assemblies, which means technical work can be assessed ahead of financial preparations.

Work continues on the GANP 2019, which will be released at the next ICAO Assembly in October 2019.

COMPONENTS GATMOC VISION*

GLOBAL PERFORMANCE AMBITIONS

CONCEPTUAL ROADMAP

FRAMEWORK BBBs** BBBs**

METHOD PERFORMANCE BASED DECISION MAKING METHOD

ASBUs

ANP R&D Programmes

Vol I

National Responsibility

Vol II

Vol III

National Plans Deployment

The next edition of GANP will feature a four-layer approach with a vision of creating interoperable airspace for all users in all phases of flight.

AIRSPACE

QUARTER 3 2017 27

CANSO GLOBAL ATM SAFETY CONFERENCE 2017 SYDNEY | AUSTRALIA | 6 - 10 NOVEMBER

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Associate Member spotlight

Making room for new ideas

Innovation has had many unlikely homes over the years.

The Massachusetts Institute of Technology’s Building 20 in the United States is one example.

Built hastily out of wood during World War 2, Building 20 survived for 55 years despite being originally intended as temporary. Because of its unappealing appearance, it attracted researchers and academics who could use it as an incubator for their research projects. The building’s temporary nature allowed its occupants to quickly modify it to their needs.

It provided a home where fundamental advances were made in physical electronics, electromagnetic properties of matter, microwave physics and microwave communication principles.

Projects seen as risky in the past were acceptable in this unusual but stimulating environment.

An engaged customer Innovation is a key feature in any successful business and it is often associated with new high-tech capabilities. But Building 20 shows that innovation is as much about visualising and then implementing a simple change that has a significant outcome as it is about applying hard graft to complex technology challenges.

customer to the internal business processes at all buying and ownership phases.

This has resulted in time efficiencies for the customer and Park Air and, most importantly, a more connected and engaged customer.

Hot desking Modern workplaces have moved increasingly towards more open plan spaces. These spaces succeed in the aim of increasing collaboration, inter-departmental working and the sharing of ideas. Companies such as Facebook have taken this to extremes with bench-style seating and hot-desking.

While this sounds ideal for creating ideas, it neglects the needs of different types of innovators. Many creatives need quiet contemplative spaces to properly develop their thoughts, free from distractions and interruptions. Studies have shown that the biggest differentiator of an individual’s performance in sports is not time spent in a game, but deliberate solitary practice later applied in a team setting.

Apple deliberately altered the layout of its headquarters to maximise the opportunity for random discussions between employees. Yet its CEO was renowned for valuing contemplative thought, spending hours sitting alone mulling over plans.

But even with the space for creative thought, what is also needed is a place to prove these ideas with the resources to make them happen.

Credit: Park Air Systems

To further illustrate, a couple of years back Park Air management realised its customers would benefit from the web portal model that is common to online consumer shopping but largely nonexistent in ATM’s high capital expenditure market. Park Air borrowed the best ideas around and as a result has linked the

Credit: Park Air Systems

Innovation can be difficult in process-driven industries, such as air traffic management. Yet creativity can flourish in the right environment, says Danny Milligan, Managing Director, Park Air Systems.

Creating a space for mutual learning and innovation demonstrates investment in staff and gives the freedom for everyone to make an impact.

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With the increased pace of technology, it is equally important to offer employees constant training and personal development without incurring huge training budgets. Creating a space for mutual learning and innovation demonstrates the company’s investment in staff and gives the freedom for everyone to make an impact.

Employees

Technology Start-Ups

Innovation Suite ATM Product Vendors

Academia

Win-win partnerships Park Air’s innovation philosophy is established around a community that embraces employees, academia, start-up technology businesses and established ATM product suppliers.

This has resulted in a series of partnerships established under the ethos that success will only occur if there is a win-win outcome for both parties.

As an example, a partnership has been set up with the cyber faculty at a local university, which is seeking real-life industry problems to focus on, such as cyber security in the ATM domain. This draws into the business those with the best contemporary cyber security skills, which are merged with Park Air’s experienced ATM network skills. The planned outcome is a set of cyber security capabilities that will remain one step ahead of the adversaries, and our competitors, and will deliver business benefits to both partner organisations.

In a similar way, highly advanced technologies are being developed locally, often for markets that have no direct connection to the ATM industry. For example, emerging cell phone radio technologies require significant financial investments; those same technologies, however, can quickly – and at lower cost – deliver benefits to ATM sensor-based systems used in communication and surveillance.

Park Air is applying these ideas at its facility outside Peterborough, UK, where it has just opened its new Innovation Suite. Allowed to evolve based on the requirements of the employees, it has a mixture of traditional collaborative discussion spaces and quiet working rooms.

The common space with multiple uses encourages different groups from around the company to meet naturally. This is

One for all – innovation philosophy creates a win-win partnership.

becoming extremely important as the industry deals with the increasing cyber threat, requiring a multi-disciplinary effort across the supply chain, engineering, production, systems and IT. The discussion spaces are next to the company’s equipment, allowing staff from all areas of the company to ponder ideas and demonstrate solutions to problems. Extra rooms allow external companies to visit for interoperability testing. The availability and flexibility of the space allows complex systems to be proven to customers, de-risking programme execution.

All the equipment racks, screens, desks and furniture are movable, allowing the room to change use within a matter of minutes. The flexible space allows a mix of study and practical hands-on learning with such topics as advanced computer networking, signal processing and radio frequency theory. Yet despite all the technology, simple things such as casual seating, plenty of white boards and a quiet space are particularly popular.

Degree of control What technology company CEO would not claim that innovation is central to everything their company does? And yes, for our business, we would make the same statement.

So, what’s different? Essentially it is about empowerment and democratisation. It is about allowing any employee who considers they have a good idea to drive the business forward. It is about ensuring they have the space and freedom to exercise that idea with collaborators from inside and outside the business.

It is not simply about technology.

Credit: Park Air Systems

While there needs to be a degree of control to confirm that the ideas being explored are broadly aligned with the business trajectory, it is essential that the employees set the agenda.

Park Air’s approach to this new ethos is to start small and work primarily with regional parties of interest. The aspirations, however, are to explore global relationships that reflect the global nature of the ATM industrial base. It is through such collaborative efforts that true innovation emerges.

The spirit of MIT’s Building 20 is alive and well in the Park Air Innovation Suite. And that spirit can drive ATM to a safer and more efficient future.

It is vital to offer employees constant training and personal development.

CANSO Director General Jeff Poole opened the new Innovation Suite at Park Air’s HQ in the UK on 8 September.

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Credit: Park Air Systems

Having a dedicated space not only allows distraction-free thought but also, in the strict process-driven culture of an engineering company, it provides one of the few places for experimental, new and unorthodox creative processes. Having a space where this is encouraged creates the freedom to try new ideas without worrying about failure. Once proven, the successes can be put straight into practice.

CANSO Global ATM Summit and 21st AGM

Flying high – onwards and upwards Some 253 participants from 106 organisations attended the CANSO Global ATM Summit and 21st Annual General Meeting, hosted by Naviair and sponsored by Aireon, in Copenhagen in June.

The Global ATM Summit saw lively discussion and enthusiastic participation in interactive sessions on the future of the ATM industry and CANSO. We also heard about the process and lessons of privatisation and the growing challenges and opportunities posed by the rise of commercial space users.

At the AGM, Members had their say on the governance and direction of CANSO, and selected new Executive Committee members (image page 33, bottom right).

We all enjoyed a wonderful social programme, offering time to network and catch up with friends and colleagues in some of Denmark’s finest cultural and historic establishments.

CANSO Members participate in an interactive strategy session on the future for CANSO and ATM.

Watch the event film on our YouTube channel – CANSOcomms

Roberta Neri, CEO, ENA V, provides an insight

Teri Bristol, Chief Operating Officer of the Federal Aviation Administration’s Air Traffic Organization and new CANSO Chair – one of the speakers outlining the opportunities and challenges presented by the coming wave of commercial upper airspace users.

Rickard Gustafson, President and CEO, SAS, explores the needs of the airspace user.

Alexandre de Juniac, IATA DG and CEO, outlines the National Airspace Strategy concept.

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into the company’s IPO .

CANSO Global ATM Summit and 21st AGM

Naviair hosts the Gala Dinner at the historic Kronborg Castle – valuable time to network and catch up with old friends.

Delegates enjoy the Welcome Reception at the iconic Carlsberg Brewery, hosted by NATS.

Lead sponsor, Aireon, reveal the latest developments in space-based ADS-B.

Anne Birgitte Lundholt, Ch airman of the of Directors, Board Naviair: “a ta ngible aspect independence of is having the fre edom to mak far-sighted bu e siness decisio ns.”

Delegates network and find out about the latest innovations from NavCan, one of eight exhibitors at the Summit.

llet, Agustin Rodriguez Gre mit tee (front row L-R): 3; Rudy Kellar, AFC ir The new Executive Com Cha & NSO CA iyane, Vice Chair mber at Chair LAC3; Thabani Mth Morten Dambaek, Me Bristol, Chair CANSO; Klausor fess Pro ): Member at Large; Teri L-R (back row ctor General CANSO. ; Kevin Shum, Chair Large; Jef f Poole, Dire EC3 ir Cha fe, Rol rtin er at Large; Ma Associate Dieter Scheurle, Memb ntative; Mark Cooper, ociate Member Represe Large. at er mb Me APC3; Don Thoma, Ass e, Kib ria ; Captain Gilbert Macha Member Representative

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ATM

NEWS

London City Airport and NATS to introduce the UK’s first digital tower Working closely with NATS, London City Airport has approved plans to become the first UK airport to install a digital air traffic control tower.

Rohde & Schwarz has been selected to supply and install the R&S VCS-4G voice communications system for the digital tower project.

Indra leads the modernisation of ATM in Indonesia

Credit: DFS

Indra has signed a contract to renew the air traffic automation systems for three AirNav Indonesia air control centres in Palembang and Pekanbaru, in Sumatra, and Tanjung Pinang in the Riau islands.

Precision navigation reduces noise.

DFS, Lufthansa and Fraport launch precision navigation system DFS, Fraport and Lufthansa have developed a new procedure to lessen aircraft noise for cities and municipalities near Frankfurt Airport through closer adherence to defined flight paths immediately after takeoff. With RNP-1 and radiusto-fix, these companies are elevating precision navigation in air traffic to a new level.

Frequentis delivers largest FAA voice communication switch installed in last 15 years The Frequentis 3020X voice communications system has been successfully installed and accepted by the FAA for Dallas Fort Worth, Texas (DFW) NextGEN Metroplex. This marks the 131st interim Voice Switch Replacement (IVSR) system delivered to date.

LVNL and Aireon sign agreement to evaluate spacebased ADS-B Aireon has signed a MoU with LVNL to assess how space-based ADS-B can act as a more efficient and costeffective secondary air traffic surveillance system in its terrestrial airspace.

New ATC tower simulator opens at Dublin Airport Entry Point North Ireland (EPNI) has opened a new air traffic control tower simulator at its Dublin Air Traffic Control Centre (ATCC) at Dublin Airport. The

Credit: NATS

Fourteen high definition cameras and two pan-tilt-zoom cameras will provide a full 360-degree view of the airfield in great detail and, together with new viewing tools, will modernise and improve air traffic management.

London City Airport’s digital tower will provide a full 360-degree view.

expansion is helping to manage the increased training demand for Dublin ATC operations.

Thales boosts digital transformation across Central America, Aruba and Cyprus The Central American Air Navigation Services Corporation (COCESNA) is now operational with Thales’ TopSky-AIM system, while Air Navigation Services Aruba (ANSA) is operational with TopSky-AMHS and TopSky-AIS. In addition, the Air Navigation Services of the Department of Civil Aviation of Cyprus (DCAC) became operational with TopSky-AMHS at the end of last year.

PANSA enhances SURVEILLANCE COVERAGE WITH MULTILATERATION TECHNOLOGY Polish Air Navigation Services Agency (PANSA) has put Comsoft Solutions Wide Area Multilateration (WAM) network into operation. The first surveillance system in Poland to

use multilateration technology to detect and locate aircraft, it will provide high accuracy coverage for an extended region around Gdańsk.

Airways supports further space launches Airways New Zealand has safely managed Rocket Lab’s Electron rocket and NASA’s super-pressure scientific balloon through New Zealand’s airspace.

To date, Airways has enabled more than 120 launches for various organisations. It has an agreement with Rocket Lab to provide air traffic services for testing and commercial operations from the world’s first private orbital launch site on Māhia Peninsula.

North European Free Route Airspace IS established The North European Free Route Airspace Programme (Avinor, EANS, ANS Finland, LGS, LFV, and Naviair) has established seamless crossborder free route operations between Danish/Swedish and North European functional airspace blocks (FABs).

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