Airspace Issue 44

ISSUE 44 QUARTER 1 2019

journal of the civil air navigation services organisation

EMBRACING DIVERSITY

VIEWPOINTS

Roberta Neri, CEO, ENAV Angela Gittens, Director General, ACI Alexandre de Juniac, Director General, IATA

Female leaders on diversity

SPOTLIGHT

Preparing Europe for growth Boosting the ATM skills mix Three steps for drone control Benchmarking for better performance

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AIRSPACE 44

IN THIS ISSUE 5 DIRECTOR GENERAL

18 DEVELOPMENTS IN SKILLS AND TRAINING

Jeff Poole explains how skills and training are as important as new technologies in equipping the ATM industry for the future.

Innovative training solutions are essential to allow air traffic controllers to meet the evolving needs of the air traffic management industry – and to help secure the future skills pipeline.

6 INTERVIEW

ENAV

6

10 ASK THE INDUSTRY: CAPACITY

18

Female leaders from the air traffic management sector explain why diversity is so important to the future of the industry.

33 UAS TRAFFIC MANAGEMENT

Airspace No. 44 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

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16 LETTER FROM EUROPE CANSO will lead the way in ATM cooperation with partners old and new, says Jan Klas, Chair, CANSO Europe.

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,

Kelly Ann Hicks, Chair of the CANSO Acquisition Excellence Workgroup, examines how to properly evaluate costs and benefits in procurement.

33 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.

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Following the suspension of services at London Gatwick due to drone activity, Ben Marcus, Chairman, AirMap, explains the three steps that need to be implemented if drones are not to continually disrupt airport operations.

ISSUE 44 QUARTER 1 2019

journal of the civil air navigation services organisation

EMBRACING DIVERSITY

VIEWPOINTS

Roberta Neri, CEO, ENAV Angela Gittens, Director General, ACI Alexandre de Juniac, Director General, IATA

Female leaders on diversity

SPOTLIGHT

Preparing Europe for growth Boosting the ATM skills mix Three steps for drone control Benchmarking for better performance

Front Cover Image: iStock.com/aelitta Additional effects: CANSO

12

ENAIRE

12 DIVERSITY

30 ACQUISITION EXCELLENCE

iStock.com/DarthArt

Angela Gittens, Director General, ACI World, and Alexandre de Juniac, Director General, IATA, outline how cross-industry collaboration can address airspace capacity issues.

28 PERFORMANCE Converting industry data into easily understandable metrics will help ANSPs manage traffic growth.

Benchmarking is a key part of the process.

Airways New Zealand

Roberta Neri, CEO of Italian ANSP, ENAV, says that new technologies will be crucial to easing airspace congestion in Europe.

© Copyright CANSO 2019

AIRSPACE

QUARTER 1 2019 3

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FROM THE DIRECTOR GENERAL

civil air navigation services organisation

New technologies such as digitisation and artificial intelligence are not only transforming air traffic management performance but also changing the role of air traffic control staff and the different skills they require now and in the future. Adaptation and flexibility are necessary in order to implement these technologies safely and keep ATM safe, efficient and effective.

A high level of performance from humans in the system has never been so important. Therefore, CANSO and its Members are developing new metrics for human performance and new innovative training and skills programmes.

CANSO is launching the CANSO Standard of Excellence in Human Performance Management to help ANSPs to manage these changes and to improve human performance.

We must also look to the future skills pipeline, as by the mid 2030s, the aviation sector is forecast to need 620,000 pilots and 125,000 air traffic controllers. CANSO Members play an important role in preparing for the future with a variety of training initiatives. This edition of Airspace looks at how Members are developing the skills and training that are needed to adapt to the rapidly changing nature of air traffic management.

These include programmes to regain the confidence and resilience of ATCOs should that be necessary in a highlypressured working environment; assessing ATCO performance and fatigue; cyber security awareness and training; cross-border training; sophisticated state-of-the art simulators including at ATCOs’ homes; training ATCOs in specific areas including PBN, ATFM, SWIM; and other examples in pages 18 to 27.

CANSO Members will be exhibiting these and other products and solutions at World ATM Congress in Madrid, 12-14 March and many are also participating in 125 hours of programming across five presentation theatres. I hope to see you there.

In addition, CANSO works closely with the ICAO Next Generation of Aviation Professionals (NGAP) programme, promoting initiatives to inspire the next generation of science, technology, engineering and mathematics (STEM) professionals.

Embracing diversity is an important part of this. CANSO is currently a collaborative partner in a global study to identify and promote means by which the aviation and aerospace industries can more effectively recruit and advance women into leadership roles. CANSO has also played an active role in the Women in Transport – EU Platform for Change initiative, aiming to strengthen women’s employment, and equal opportunities for women and men in the transport sector.

In short, people are our most important asset and we must carefully consider the requirements and demand for this fundamental resource, continuously looking for opportunities to nurture and grow.

Jeff Poole CANSO Director General

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INTERVIEW

Roberta Neri, CEO of Italian ANSP, ENAV, tells Graham Newton that new technologies, including 4D trajectory management, will be crucial to easing airspace congestion in Europe.

What influence has the ENAV initial public offering (IPO) had on your performance?

ENAV has always focused on performance with the aim of responding to its customers’ needs by providing safe, efficient and environmentally friendly services.

Over the years we have invested in innovative technologies, in new operational concepts and in training our staff to deliver bestin-class services. We are proud of our operational performance, thanks to which there are almost no delays despite the significant increase in air traffic.

The timely implementation of free route procedures above 9,000 metres, well in advance of the regulatory deadline, has also provided savings to the airlines in terms of time, kilometers flown, fuel burn and CO2 emissions.

We considered the complex European aviation sector – which is subject to strong economic regulation – when developing our business. We had to concentrate on the delivery of high-quality services and on achieving challenging performance targets.

It is this pressure on performance delivery, together with the new technologies available, that is bringing new business models to our sector, new ways of providing services and also new roles for the ANSPs. Examples include the impact from the digitisation of control towers and the evolution from local infrastructure into global services. Also, Aireon’s satellite automatic dependent surveillance–broadcast and key ATM systems, such as flight data processing (FDP) are being provided as a service to other ANSPs and were not possible until a few years ago.

There will be many more innovations that respond to the challenge of air traffic growth and new requirements, such as very low level

Credit: ENAV

If anything, this focus on performance increased after the IPO as we now have an additional customer; our shareholders. This positive tension has helped the company to further focus on the long-term sustainability of the services we deliver and the charges our customers pay.

Do you think new ANSP business models, such as ENAV’s, will help air traffic management in general to progress more quickly?

Investment in innovative technologies, in new operational concepts and in training has equipped ENAV to deliver best-in-class services.

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Credit: ENAV

Position and predict

INTERVIEW

and very high-level flights, as well as emerging technologies and new entrants in our sector.

In terms of low-level flights, how important will unmanned aircraft systems traffic management (UTM) be to future ANSP operations?

UTM has huge potential to promote social and economic growth and ENAV is fully committed to support this development while still ensuring the safety and predictability of civil aviation.

Unmanned aviation, manned aviation and military users have to share airspace. So there is no doubt that UTM will have an impact on ANSP activities. ANSPs therefore have a crucial role to play in delivering UTM and ensuring the coexistence of UTM and ATM. We have set-up a UTM-dedicated subsidiary “D-flight”, in which key industrial partners, Leonardo, IDS and Telespazio are shareholders.

Through D-flight, we have started the delivery of some initial services, such as the registration of drones, the publication of maps, and the provision of information to users. This will quickly evolve to respond to customers’ needs and to exploit the full potential of drones.

Looking at high-level flights, what were the challenges in implementing free route airspace and what are the benefits?

Implementing free route airspace (FRA) required a significant effort from ENAV in several areas, including FDP system updates, innovative operational procedures, new tools and training for air traffic controllers and cooperation with the regulator and the military.

It also required a real effort from the corporate, operational and technical departments.

But after more than two years since its implementation (in May 2016, we implemented FRA above 11,000 metres and then in May 2018 extended this to above 9,000 metres), we have satisfied users and satisfied operational staff.

We are collecting information on the benefits and this information is being shared and validated throughout the ATM community as

ENAV, together with IATA and other key aviation actors – airlines, airports, regulators and military authorities – have joined forces to face the important challenges that the sector will have to deal with in the coming years, including the capacity saturation of airspace and airport infrastructure. well as through European agencies, such as the SESAR Deployment Manager, which sponsored and participated in the different steps of the ENAV free route implementation.

Over the last two years, FRA implementation, together with the other initiatives ENAV has put in place as part of our flight efficiency plan, has enabled savings of more than 11.5 million kilometres, 75 million kgs of fuel and 236 million kgs of CO2.

Why did you decide to cooperate with IATA on a national airspace strategy?

Air travel is set to grow 50% across Europe over the next 20 years and our goal is to satisfy this demand.

ENAV, together with IATA and other key aviation actors (airlines, airports, regulators and military authorities), have joined forces to face the important challenges that the sector will have to deal with in the coming years, including the capacity saturation of airspace and airport infrastructure.

We value the importance of developing and implementing a strategy together to further support the ongoing modernisation of our national airspace with benefits for all parties involved, including the passengers.

AIRSPACE

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Visit us at Stand 816 at the World ATM Congress

INTERVIEW

This initiative is an additional tool, together with the European projects related to the Single European Sky (SES), that we would like to use to create synergies and promote cooperation.

What are the enablers to achieve a seamless European sky?

How will the (SESAR JU) Airspace Architecture Study help?

Functional Airspace Blocks, for example, have shown some limitations, bringing additional administrative complexity within the system and not fulfilling the initial expectations. We therefore have to rethink some of the initial SES tools while reinforcing the ones that are delivering results.

The upcoming digitisation measures mentioned in the study and a proactive Network Manager will enable new operational concepts and different options for ATM service provision. As mentioned, there will also be fresh and improved business models, which will bring more efficiency and increased cost-effectiveness, providing benefits to the airspace users and the aviation sector in general.

The outcome of the study will have to be used, in cooperation with the ANSPs, airports and airspace users, to define the next steps in the SES strategy Will 4D trajectory management improvement to European airspace?

make

a

significant

4D trajectory management (4DTM) enables ATM systems to improve the way they predict the trajectory and the position of an aircraft.

It is likely to be the most valuable improvement currently in the pipeline of the overall SESAR validation chain.

As soon as it is validated, 4DTM will ensure increased predictability, allowing us to remove the bottlenecks we are experiencing today.

4DTM is also likely to enable new opportunities for ANSPs and airspace users, such as evolving contractual arrangements thanks to this enhanced precision.

Credit: ENAV

The SESAR JU Airspace Architecture Study can be a powerful tool to further enhance existing initiatives under the umbrella of the Single European Sky.

The number one challenge is managing rapid growth in air traffic.

performance as the messages will be clear and less prone to error than voice communication.

In general, what do you see as the major challenges and opportunities for ANSPs in the next 5-10 years?

The next 5-10 years will be crucial for aviation and in particular for the ANSPs. There are a number of challenges ahead, the most important one being how to successfully manage the rapid growth in air traffic. This growth will put the whole system under incredible pressure. Technology and operations will have to evolve quickly to respond to the demand.

And to adapt to changing needs, new operational concepts have to be implemented. Two important factors will enable and support such evolution: regulation and the human dimension.

Regulators will have to ensure that new concepts and systems can be deployed safely and in a timely manner. At the same time, the role of the human in the system will need to change to fully benefit from automation, remote technology concepts and digitisation.

Will data-link communications make a difference to ATCO workload and ENAV efficiency?

Indeed, the digital transformation of ATC is really around the corner, and we need to focus on system architecture as well as on governance and new service provision models.

Data link communication initially suffered from disconnections caused by the use of a single frequency. However, it provides us with a very important lesson learned; that by working together the aviation community is able to overcome such problems.

Virtualisation of systems and remote provision of air traffic services will be the focus of the next cycle of SESAR research and innovation and will be a priority for ENAV as it is already strongly engaged on those threads.

Multi-frequency data link communication, implemented correctly, will help ease ATCO workload and ensure improved ATM

In general, we are positive about the future as the technology is there and the pressure from traffic growth will help to speed up implementation.

Over the last two years, free route airspace implementation – together with the other initiatives ENAV has put in place as part of our flight efficiency plan – has enabled savings of more than 11.5 million kilometres, 75 million kgs of fuel and 236 million kgs of CO2.

How can the industry encourage diversity, particularly the number of women in leadership positions?

Our company has a military history and, for this reason, women in top management positions is not one of our distinctive features.

Folllowing demilitarisation, women now represent 12% of our ATCO total. And there are some in leadership positions. Just a few years ago, we chose the first female head of Brindisi Tower.

To constantly encourage diversity, within our strategic sustainability plan, one of our objectives is to develop a policy based on diversity and equal opportunities by the end of 2019.

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ASK THE INDUSTRY: CAPACITY

Airspace asks Angela Gittens, Director General, ACI World, why airport investment needs the right framework to facilitate capacity.

According to ICAO’s most recent safety report, 2017 was the safest year on record for aviation. This outcome is the culmination of decades of fruitful collaboration among airports, air navigation services, airlines, regulators, manufacturers and other partners and stakeholders in the aviation ecosystem.

That collaboration has led the industry to better understand the vulnerabilities we face while also allowing us to improve our services to better accommodate the growth in passenger and freight demand. In addition to being the safest form of transport, the air transport industry continues to play a major role in global economic activity and the development of communities.

According to the latest ACI World Annual Traffic Report, passenger traffic posted annual growth rates above historical averages in recent years. International travel and tourism have remained irrepressible.

Global passenger traffic grew 6.5% in 2016, reaching 7.7 billion passengers. Passenger numbers continued to increase robustly in 2017, reaching 8.3 billion passengers – a figure representing 7.5% growth year-over-year, one of the strongest annual growth rates on record.

constraints on use due to concerns of noise, emissions and other local impacts means working with communities and governments.

Airports must remain good neighbors and communities need to help by instituting responsible land-use planning. We have seen situations where local governments yield to the short-term seduction of incompatible development near airports, which ultimately leads to restrictions on airline operations or operating hours.

The aviation industry has committed itself to tough environmental stewardship goals, with airports striving for carbon neutrality and dedicating considerable resources to reduce the adverse impacts of noise on surrounding communities and to avoid degradation of local air and water quality. At the same time, airports need to become more resilient in the face of adverse weather conditions that result from climate change.

Even with advances in efficiency and the protection of the use of current infrastructure, there will still be a need for additional infrastructure, as well as replacement of old infrastructure, both of which take years to plan and construct. Globally, airports project a need of some US$430 billion in capital expenditures to welcome the passengers of the future and provide the best experience possible.

In 2017, 120 million tonnes of cargo moved through airports, an encouraging increase of 7.7% from 2016 and a global record.

That being said, the forecast doubling of air traffic demand in the next 16 years is a challenge for every segment of the industry.

How will airports accommodate that level of growth and what can governments do to enable that accommodation?

Funding airport investment may come from the public sector, the private sector or a mix of the two. The last 30 years demonstrates that privatisation is a useful means to fund needed infrastructure development, with airports with private sector participation investing 14% more in capital expenditures than airports with only government sector participation.

At a minimum, three objectives must be targeted. The first is efficiency or how we can use the infrastructure we already have to the optimal extent. The second objective is protection – through policy or regulation – of the infrastructure we have so that airports have permission of stakeholders such as communities around airports to use the infrastructure to the optimal extent. The third is about building new infrastructure, finding the land for it, getting permission to use it, and paying for it.

Securing the overall bankability and financial sustainability of a project from the private investor perspective, however, requires setting the right legal framework from the very start of the privatisation process as well as ensuring transparent and competitive selection processes. Any economic oversight, if needed, should provide for the appropriate tools for recovering the cost of the investment including a reasonable return proportionate to the level of risk taken. Disproportionate efforts to restrict or regulate the airport business should be avoided, especially considering that airport charges have remained both stable and reasonable in response to the strong competitive pressures that now shape the airport industry.

With respect to efficiency, ACI and the industry have worked with ICAO to introduce data-driven aerodrome design provisions that enable airports to gain more capacity with existing airfield infrastructure. As well, we are working now with IATA on a strategic review of the worldwide slot guidelines with the intent to gain better use of existing airport infrastructure.

The industry has now accepted that substantial change in the way we conduct common processes at airports is required if we are to meet future demand. Protection of the infrastructure, mainly against 10 QUARTER 1 2019

AIRSPACE

All this just reinforces that fact that air transportation is a system, a system that works best when all stakeholders and partners work together. As an industry, to meet the challenges of the growing global demand for air services, we must continue to collaborate so that we can meet the needs of the local, regional and national communities we serve.

Credit: ACI

A collaborative global response

ASK THE INDUSTRY: CAPACITY

Airspace asks Alexandre de Juniac, Director General, International Air Transport Association (IATA), how ANSPs can help airlines to ease capacity issues.

Of course, safety is the first priority of the industry, and something on which ANSPs place the highest importance. The skies are safe, and we are confident CANSO Members will continue to ensure they remain so. But beyond safety issues, there are three specific challenges facing ANSPs. 1. Service efficiency 2. Sufficient capacity provision 3. Greater openness and consultation Efficiency can be characterised as a reliable and cost-effective service, eliminating delays and reducing fuel burn/emissions. If we take the example of Europe, in 2018 there were more than 25 million minutes of delay, a huge increase on less than 16 million in 2017 – which was itself an unacceptably high number.

Moreover, cost efficiency could also be improved. For instance, performance plan investments need to be delivered – since 2012 a total of 27% of the planned and funded investments in Europe have not been implemented.

Finally, efforts to reduce fuel burn, and therefore emissions, have also moved slowly. ATM has a huge opportunity to reduce worldwide CO2 emissions from aviation through more sophisticated routes. Such modernization and reform would also help reduce noise and generate more capacity.

Indeed, capacity provision is an issue of great concern. Sufficient capacity means ensuring the airspace system of the future can cope with the expected increase in demand and do so with no adverse impact on the efficiency aims outlined above.

IATA’s 20-year forecast suggests that more than 8 billion passengers will be flying in 20 years’ time. Even allowing for an increase in the average size of airplane, that still means we could see up to 80 million flights a year. In addition, over this period we are likely to see increasing numbers of drone flights, which could add perhaps another 80 million movements into our crowded airspace.

How will ANSPs manage this increase? They will need to be more flexible and adaptable. We know growth is coming, but we also know the future is always unpredictable. We cannot be sure what new technologies and capabilities will come to the fore. ANSPs will need to bear this in mind at every level of their business – from training, to operations, staffing levels, equipment procurement and investment plans.

The third challenge I want to focus on is openness. ANSPs have to be more transparent and offer even more consultation and dialogue.

That principle lies at the heart of any business that offers excellent customer service. And it is not just about airlines – ANSPs need to be more open with all stakeholders: governments, airports, the military, and the operators of the future.

Most crucially of all, ANSPs must become more open with each other. Only through cooperation and harmonisation can ANSPs remove the invisible borders in the sky that do so much to limit the efficiency and capacity of the system.

A new partnership initiative may offer the way forward to achieving these aims. For the past 18 months, a group of forward-thinking ANSPs in Europe has been working on national airspace strategies (NAS). IATA has provided technical assistance from the airspace user point of view.

In November and December 2018, the first such strategies, in Poland and Italy, were published, with the support of their respective governments. France, Spain and Bulgaria have publicly announced they will each develop a NAS. In the UK, a full review of the Future Airspace Strategy is underway, and other European ANSPs are in discussions to start similar planning.

Although the direct benefits of these strategies are yet to filter through, the consultative approach from these European ANSPs has been positive and indicates this is a concept that could be expanded.

There are certainly opportunities for states beyond Western Europe to work collaboratively on airspace modernisation. The airline community would welcome such a development.

If ANSPs can keep service efficiency at the center of their work, while preparing the industry for the future in a spirit of openness and collaboration, then I am certain that, together, we will meet and surpass the challenges of the future.

World ATM Congress 2019 Conference Programme will feature a session on capacity at 11:15 on 13 March.

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Credit: iStock.com/Makhbubakhon Ismatova

Air navigation service providers perform an ever-more crucial task for the global air traffic system. But the vital services they provide are set to become even more challenging in the years ahead. And as their principle customer, airlines have high expectations.

Credit: IATA

Preparing the airspace system

DIVERSITY

Credit: Airways New Zealand

Embracing diversity

Female leaders from the air traffic management sector explain why diversity is so important to the future of the industry.

Barbara Dalibard, CEO, SITA

So, diversity – gender and otherwise – starts in education. Students from all backgrounds need to be encouraged to study STEM (science, technology, engineering and maths) subjects. After that, as people progress in their careers, there are “leaks” along the way.

Each organisation needs to address these leaks.

The aviation industry is no different to others. Actions need to be taken so that roles that are traditionally held by one gender can be accessed by another and promotions are fair. Unconscious – and conscious – bias is widespread. By taking action to stop these “leaks” the range of candidates for senior management roles will grow.

At SITA, we are sitting at the crossroads of the aviation and technology industries and we take a broad view. We strive to promote diversity in general, not just gender diversity, throughout our company culture.

There is no single action, we are taking a holistic view and are changing many of our processes to ensure that diversity and inclusion are embedded in the culture of our organisation.

For recruitment, we train both our recruiters and people managers in the value and importance of having diverse teams. This drives diversity in the pool of talent from which we recruit. Then we foster a culture that allows people to progress in the organisation, including mentoring, networking and showcasing the achievement of women and other minorities to everyone.

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Credit: SITA

Aviation is similar to other industries where I have worked, specifically technology and transport. They all rely on experts coming from scientific and engineering studies, which traditionally have been male-dominated.

We also use data to analyse our actions – from recruitment to promotions and pay rises. We look across seniority levels, generations and gender to spot issues or biases and to track if our processes are working well. By using data, we can be objective and, if necessary, re-engineer our processes.

The promotion of diversity starts in the home encouraging all children to study and work in all walks of life – fathers telling their daughters that they can be engineers, astronauts or experts in artificial intelligence.

Then in the workplace by individual managers building diverse teams and through training, role modelling, mentoring, networking and a positive company culture. And finally, by using data to objectively analyse progress and make changes to deliver results.

Only by taking a broad approach will we improve diversity and inclusion across our individual organisations and the aviation industry as a whole.

DIVERSITY

Credit: CANSO

Teri Bristol, Chief Operating Officer, FAA, ATO

Our recent reauthorizing legislation calls for a new advisory board that will develop a plan to attract women to aviation broadly. I think we first have to build awareness of the careers available in our industry, to include those professions that directly support air traffic operations. ATO employees have for years worked with schools to spark interest from the youngest of grades, and there’s more that we can do.

The legislation also calls for a task force that will offer strategies to encourage high school students to enrol in classes that position them for aviation-related college or trade school coursework. The ultimate aim is to develop pathways to get those students hired directly into the industry, including here in the ATO. Ours is a complex organisation that encompasses a range of professions, and I know there are many women who would be interested in making a career with us.

Once we have them on board, we have a group that provides employees with tools to grow their careers, including skills

assessments and education, resume writing techniques, and interviewing support. We also have a series of development programmes for employees who aspire to management, both in technical and non-technical positions. While they are designed for the entire workforce, I look forward to women taking advantage of these programmes.

One thing that I believe is common among many women, me included, is that we are big planners. In Sheryl Sandberg’s book, Lean In: Women, Work, and the Will to Lead, one of the things that she talks about is, “don’t leave before you leave.” Women not only plan for today, but we may be projecting out for years to come. If you’re qualified and interested in a new position, go for it. Put your name in. Don’t not bid on a job because you might get married, might have kids, your significant other might be transferred … stay in.

And don’t over analyse! I’ve learned that the only thing you can count on is that life will change, and you don’t want to count yourself out of an opportunity.

To that point, I hope that the advisory board looks at how we have structured work in this industry, as shift work and irregular hours do have an impact on work-life balance, and women in particular may choose to opt out for these reasons.

We need to consider how structure, support tools, and mentoring by women who have made it work, can be used to keep women in the game.

Joyce HUANG, Director, ANWS

In Asian regions, women tend to focus more on family life than their careers. To support family obligations, organisations could provide more versatile working arrangements such as flexible hours, working from home, and performance-related pay (rather than hourly payment).

In addition, management should communicate with their staff regularly to maintain a balance between the organisation’s requirements and supporting the needs of the employees. This should create a win-win situation.

In Taipei FIR, all air traffic controllers and other technical roles related to air navigation are recruited through a selection process which involves examination and role-specific assessments. This selection process results in a high proportion of female applicants. Females are, on average, attentive to detail, effective in communication, and often able to deal with emergency situations promptly. Therefore, it is highly desirable to keep a balanced proportion of gender within air traffic controllers.

Credit: ANWS

To attract more women into all kinds of professional fields, not just air traffic management, organisations and corporations should first brush aside any gender-biased views to create a gender-equal work environment; both male and female workers should have equal opportunity for promotion.

For example, within ANWS, we have a total of 329 controllers, which includes 163 men and 166 women. In recent years, the number of women controllers has exceeded that of men, which is a rare case around the world.

Females often take a different approach to situations within management roles, which can lead to a more dynamic organisational culture. As with the operational advantages, I believe that moving away from a male-majority management structure can bring strong, positive changes to an organisation. For instance, one third of ANWS’ executive team consists of female managers, of which I am one, which is a positive upward trend. The organisation embraces a gender equal workplace and is supportive of a high proportion of female managers within our structure.

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DIVERSITY

Micilia Albertus-Verboom, CEO, DC-ANSP

Yet, even now, in the second decade of the 21st century, women still lag behind compared with men, although they are gaining gradually. In air traffic control and especially within ATM, one will notice that the contrast between men and women is still quite out of balance.

Globally, woman in this specific sector still form a minority compared with the number of men. In Curaçao this is just the same. At Dutch Caribbean Air Navigation Service Provider (DCANSP) we have a total of 71% men versus 29% women working as air traffic controllers.

The question is why are not more women working in this sector? Is it mainly because they are stuck in the so-called female professions such as caring professions and education?

Various studies have shown that women are strong in taking responsibility, are accurate and pay attention to detail in whatever position. To be successful as an air traffic controller, the above

Credit: DC-ANSP

A popular song of a well-known local composer is entitled ‘Woman rule the world’ (Muhé ta manda mundu). Is that pretentious? Not really. It is a fact that especially from the second half of the 20th century on, women have progressed a lot in taking over positions, which traditionally were almost exclusively for men.

abilities are of great importance. This would lead to a preliminary conclusion that an increase in women controllers would have a positive effect within air traffic management.

Slowly but surely, there is a shift to less traditional professions, of which women are also part. I favour recruiting more women as air traffic controllers as well as in senior management positions. At DC-ANSP, there is a fair distribution in management functions: of the 10 departments, five are currently run by female managers.

Mary Chance VanScyoc, Ruth Thomas, Madelyn Brown Pert, Marian McKenna Russel, Mary Gilmore, Gloria Langmade Yow and Carol White Stirr have paved the way, but in honour of them, we must continue with the same perseverance to keep inspiring women to join our force.

Credit: JMA Solutions

Jan Adams, President / CEO, JMA Solutions

The issue of increasing workforce diversity is common across many global industries where culture and tradition have prevented the inclusion of those not identified with that standard.

Decades ago, the education system followed this same exclusionary path; mainly pertaining to STEM-related programmes. The aviation industry is no exception. Pilots, air traffic controllers and technicians have been historically viewed as male dominated professions.

This perspective started within the military and has transferred to equivalent positions within the public and private sectors. This has resulted in a major shortage of non-traditional groups, including women, being represented within the aviation community. Just as other global industries have successfully challenged this paradigm, government, military and other aviation service providers have

begun the process of correcting the inequities of the past. The majority of these institutions have been actively recruiting women and underrepresented populations on a regular basis.

Within many countries, the military has opened previously stringent and restricted occupational specialties to a wider and more diverse population. Along with the rapid advance in technology, there has been a corresponding increase in STEM graduates.

As a result, these outreach programmes have increased the number of qualified candidates for aviation positions and global diversity numbers are beginning to reflect the overall population of their individual countries.

Moving forward, both public and private aviation industries need to continually promote the inclusion of women and other underrepresented populations into our community. This should include setting target goals where there is a clear shortfall in identified areas. There should be a continual review of position requirements to ensure qualification standards both meet public safety concerns and provide access to the maximum number of applicants.

Finally, those groups that are looking to improve their ranks in these positions must take on the responsibility of being role models and mentors for those that aspire to follow in their footsteps.

World ATM Congress 2019 Conference Programme will feature a session on diversity at 09:45 on 13 March.

AIRSPACE

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LETTER FROM EUROPE

Credit: ANS CR

Getting Europe ready for continuing traffic growth

CANSO must lead the way in ATM cooperation with partners old and new, says Jan Klas, Chair, Europe CANSO CEO Committee (EC3) and Director General, ANS of the Czech Republic.

The extraordinary, rapid rate of air traffic growth in many parts of the world has created several challenges for air navigation service providers (ANSPs), which they have met with positive, dynamic responses.

But in Europe, parts of the ATM community have been overwhelmed by the unforeseen surge in demand for air travel. During 2018, and in particular the summer season, certain of Europe’s airspace capacity requirements were stretched to their limits.

EUROCONTROL statistics send out a clear message. Air traffic in Europe has increased almost 4% year-on-year and on 7 September 2018 the number of aircraft flying through European airspace reached a daily peak of 37,701 movements.

Given these demands and the continuing excellent safety performance of the European ATM system, it is important to acknowledge the high level of professionalism demonstrated by Europe’s air traffic controllers.

But that is one of the few positives to take from 2018. The average en-route delay during the summer season was 2.03 minutes per flight, which represents a twofold increase compared with the previous year. Delays due to air navigation service capacity issues worsened a remarkable 67%. It is an unpalatable fact that these delays have increased threefold because insufficient numbers of air traffic controllers were available and there were several instances of industrial action.

I am sure our Members see this situation as an opportunity for some creative thinking. We all understand we cannot solve this challenge 16 QUARTER 1 2019

AIRSPACE

by merely continuing to introduce short-term capacity-enhancing measures. These measures must be accompanied by a fundamental discussion on systemic changes.

This debate is already intense and there is a great opportunity for CANSO to take an active role in shaping the discussions. The debate is made even more pertinent by initiatives such as the European Airspace Architecture Study, which is looking at the long-term design of European airspace; and the Wise Persons Group, which is exploring the future direction of ATM in Europe.

We have demonstrated that we have the knowledge to ensure a high level of operational safety but we must also be able to define and communicate institutional and business models that appropriately support fundamental systemic changes – such as flying without borders across Europe and flexible responses to demand.

Positive examples CANSO must be active in jointly enforcing its vision with other stakeholders, especially airspace users as the customers. We have to leave behind the language of the past, the statements that were inflammatory and not always justified. Instead, we need to promote a modern ATM model successfully inspired by positive examples from similar industries.

This can be the only approach that will work at political and regulatory levels (both European and national) and the only way we can extricate ourselves from the process of continually being at the mercy of reactive and opposing lobbying pressures, which are contradictory in both goals and means.

LETTER FROM EUROPE

The result of these pressures has been an increasingly rigid regulatory system without positive and natural motivations to improve pan-European system behaviour, regardless of the stage of the economic cycle.

This contribution focuses on my view of the future of CANSO. Although we perceive CANSO to be a single organisation, it comprises several very different regions. But my focus will be on the specifics of the region I represent, which means Europe, as well as the issues connecting our industry worldwide.

Operation versus capacity Air traffic is our raison d’être. Forecasts for world air traffic in the coming years suggest it is unlikely that growth rates will fall.

According to ICAO forecasts, almost double-digit growth can be expected in the Asian region and an increase of around 5% will be typical for the United States, Africa and Australia.

Forecasts for Europe also show growth. The forecasts of EUROCONTROL/STATFOR show annual growth rates of 2.1% to 3.7% for European Civil Aviation Conference (ECAC) countries over the next few years. The experience of recent years has shown that it is prudent to consider even higher estimates.

However, this is not the only specific feature of our region. It is evident that the European ATM system has reached a point that economists call a ‘production possibility frontier’. A further increase in system capacity is not possible without substantial investment and major changes within the organisation of the European ATM network. For CANSO Europe, this is one of our top priorities.

Important changes An important issue to consider is the institutional position of ANSPs. In principle, an ANSP is a monopoly provider in its segment of airspace – at least for the time being – and in the vast majority of cases is an enterprise owned by the State. As such, we are subject to economic regulation, which has many forms. So far, this regulation is common to all CANSO members.

The distinction of the European region lies in the large quantity and complex logic of regulatory measures, which are currently undergoing major changes. My colleagues and I will strive to find a common voice while these measures are being developed. We will then view the regulations in terms of customer demand for the quality and price of our services with all the consequences this implies.

to intensively train new air traffic controllers and, within their capabilities, to nullify the causes of industrial actions and reduce their impact to a minimum.

Another key positive outcome, and the result of cooperation, is the coordinated preparations for the 2019 season, which started promptly following the end of the 2018 summer season. Proposed solutions adopted so far suggest that, despite the expected increase in traffic, the quality and capacity of planned ATM services will meet the expectations of our customers.

In addition to other operational measures that will increase benefits to our customers based on the 4 ACC concept will be a better use of meteorological information and its accurate and flexible integration into operational management systems.

Common ground Returning to CANSO’s strategy as a global organisation, I believe that CANSO will be able to strengthen further those elements that each Member has in common. Air traffic management is developing globally in the same direction and the differences between regions are attributed to the pace at which this development is taking place.

We must be able to recognise future changes within our industry in the horizon of 2050. These will be more than just trends towards further liberalisation and the removal of national borders in airspace.

Regional differences will not be a major obstacle to a changing ATM environment in which, sooner or later, new players will enter our business.

We cannot expect from them any consideration or the collegiate cohesion to which we are now accustomed. Global technology e-giants have great ambitions in aviation, and advances in artificial intelligence and unmanned air systems show they are on the right track. North America, Europe and Asia will be the primary targets of these financially strong and technologically advanced players, but their global influence will be evident across all other continents. If these technological and operational concepts are to be applied, it is essential that CANSO is their active participant from the very beginning.

Only CANSO and its members can expedite these fundamental changes, build on what has been achieved so far and implement the necessary changes within the context of both regional and global cooperation.

The efforts we have made to meet our vision for the future became apparent in 2018. We have had our successes. An example which can perhaps be an inspiration for colleagues from other regions of the world is the close coordination and communication we have achieved between CANSO and the Network Manager. These cooperative measures recently succeeded, under the 4 ACC (air control centres – NATS, DFS, DSNA and MUAC) initiative, to significantly reduce overall delays in the busiest parts of European airspace.

With regard to the most pressing problems of the current ATM system, virtually all CANSO Europe Members have continued

Credit: EUROCONTROL

Sharing goals was also behind a major extension of the free route airspace (FRA) programme in Maastricht Upper Airspace Centre’s area of responsibility, one of Europe’s most complex airspaces. This achievement significantly extended the family of airspaces, where the FRA environment is already in operation.

Traffic growth up to 3.7% is forecast for Europe over the next few years.

AIRSPACE

QUARTER 1 2019 17

SKILLS AND TRAINING

Future talent for future growth

Credit: NATS

Innovative training solutions are essential to allow air traffic controllers to meet the evolving needs of the ATM industry – and to secure the future skills pipeline.

The growth in air traffic is well documented. Within 20 years, passenger numbers are expected to double. As aircraft movements grow and airports remain stunted by environmental, political and financial constrictions, air traffic management will have to find new ways of dealing with the huge surge in demand.

New technologies – many founded on some degree of automation – will doubtless take some of the strain. But air traffic controllers (ATCOs) will remain at the heart of the industry, and the need to evolve and develop new skills has never been greater.

Fortunately, this need is already being met by innovative CANSO Members. Here, Airspace showcases some of the training and development success stories and solutions on offer.

Skills and training stories NATS

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Saudi Air Navigation Services

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ENAIRE

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NLR

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Czech Air Navigation Institute

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FTEJerez

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Airways New Zealand

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HungaroControl

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Park Air Systems Ltd

PAGE 22

Micro Nav

PAGE 25

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18 QUARTER 1 2019

AIRSPACE

ESSP

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ST Engineering

PAGE 25

LVNL

PAGE 27

A4F

PAGE 27

MITRE PAGE 27

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SKILLS AND TRAINING

NATS – Confidence and resilience It is important to support air traffic controllers in what is a highly pressurised working environment. NATS has been using a ‘confidence and resilience’ programme for a number of years. It provides both trainees and valid controllers with a set of tools and strategies to regain confidence should that be necessary. It also helps them to optimise performance under pressure and to fulfil training and operational potential.

The programme has helped many trainees and valid controllers to overcome human resource issues that have caused problems in achieving validation or maintaining a satisfactory level of performance when valid.

Trainees learn techniques to help them to keep up with the fast pace of learning, to respond to feedback effectively and to maintain focus under sustained pressure. Practical techniques are taught which are taken from sports psychology and these enable trainees to develop purposeful practice, set learning goals effectively and maximise their social support structure.

Through the use of the confidence and resilience programme, NATS has increased validation rates and reduced validation times. NATS

Credit: NATS

NATS integrates the training of technical and non-technical skills together. When a trainee joins NATS, they receive a series of training modules and one-to-one coaching support to develop confidence and resilience to help them along the end-to-end training journey.

has also kept controllers operational who were at risk of losing their licence. While this provides business benefits, it also helps individuals to become and remain effective air traffic controllers.

ENAIRE – An agile solution GammaSim is a simulation platform developed in-house by ENAIRE. Air traffic controllers have worked closely with simulator developers to create a system tailored to their training needs. An internal development team has also ensured the technological autonomy needed to continuously upgrade and enhance the system.

GammaSim started as a small project for a low-cost 3D tower simulator for abnormal and emergency situations (ABES). After few months of development, GammaSim became a state-ofthe-art simulator, used in demanding situations such as at the Barcelona, Madrid and Malaga control towers for training more than 350 controllers. It also delivered substantial cost-savings with respect to alternative off-the-shelf simulation solutions. As such, GammaSim is ENAIRE’s sustainable solution to upcoming ATCO training challenges.

A GammaSim video is available on YouTube.

Credit: ENAIRE

GammaSim stands for:

GammaSim is ENAIRE’s sustainable solution to ATCO training challenges.

General-purpose: used as an ABES simulator, a conversiontraining simulator, for the design of new functions, airspace procedures, incident study and more.

Adaptable: flexible and easy-to-use to optimise training design and delivery Multi-role: high fidelity 3D-tower simulation, or en-route and approach simulation Multi-position: from standalone to full-scale multi-position and cross-unit simulation. All units are interconnected Agile: fast adoption of changing requirements, prototyping and scalability

AIRSPACE

QUARTER 1 2019 19

ATC SIMULATION AND TRAINING The leading, award-winning, specialist producer of air traffic control and air defence simulators and training systems since 1988.

TESTING

RESEARCH

DEVELOPMENT

EVALUATION

micronav.co.uk | sales@micronav.co.uk

TRAINING

SKILLS AND TRAINING

Czech Air Navigation Institute – Partnering across borders The BHANSA (Bosnia and Herzegovina Air Navigation Services Agency) New Generation Training Project is a major driving force behind a complete takeover of the provision of air navigation services in the upper airspace of Bosnia and Herzegovina (FL325 – FL660).

Now entering its third year, the Czech Air Navigation Institute, a division of Air Navigation Services of the Czech Republic (ANS CR), is leading the project on behalf of its client, BHANSA. The project was conceived to train 59 new ATCOs and re-train 10 licensed ATCOs to achieve all their appropriate ratings.

Dozens of candidates are being trained in all these countries as part of this project.

The first group of seven successful ACS-licensed ATCOs returned to BHANSA in September 2018. Several more unit training programmes will be completed in 2019, with the final programmes expected to finish during the first half of 2020. All successful candidates in other ratings completed training in 2018.

Credit: ANS CR

What sets it apart from other training projects is the inclusion of unit training outside the client’s country. Following completion of area control surveillance (ACS) rating training, positions for 45 candidates were secured in area control unit training programmes in four separate countries: Croatia, Finland, Serbia and Slovenia.

Cross-border training is a key part of the BHANSA training project.

Successful ACS candidates not only receive training from the partnering units but also receive full ATCO licences with unit endorsements from each partner’s respective civil aviation authority.

As such, this project is a true manifestation of the scope and depth of the Commission Regulation (EU) 2015/340, which lays down requirements for licences.

Airways New Zealand – World-class training Vietnamese air traffic control students are accessing world-class advanced training in a safe, supportive environment as part of a strategic partnership between Airways New Zealand and Vietnam Air Traffic Management Corporation (VATM).

The Vietnamese ANSP, responsible for air traffic services across two flight information regions, including nine international and 13 domestic airports, has partnered with Airways in a shared training model to access qualified, safe and reliable ATC trainees for its operational environment.

The VATM Train Abroad programme offers tower/approach and area training programmes, carried out at Airways’ state-of-the-art training facilities in New Zealand. Students benefit from a supportive learning environment with a low instructor to student ratio.

Credit: Airways New Zealand

The programme includes both theoretical and applied training, using Airways’ own Total Control simulator suite. Total Control offers unparalleled realism with a real-world photographic visual environment, providing students with a fully immersive environment for learning. Students also have access to advanced online learning technologies and have the unique opportunity of being immersed in an English-speaking environment and the New Zealand culture.

On successful completion of the VATM Train Abroad programme, students are eligible to be employed by VATM as an air traffic controller – commencing on-the-job ATC training at one of Vietnam’s air traffic control facilities.

Airways New Zealand’s Total Control simulator suite.

To date, 51 students have completed ATC training with Airways through this model over the past three years, and a further 15 students will join the programme in 2019.

AIRSPACE

QUARTER 1 2019 21

SKILLS AND TRAINING

Park Air Systems Ltd – Addressing cyber threats Blended learning techniques, whereby a student uses multiple senses, are the latest tools to be utilised in the training portfolio from Park Air Systems.

Credit: iStock.com/18percentgrey

Currently consisting of over 20 modules covering product training, cybersecurity and radio frequency principles, courses are designed to empower customers in the confident use and maintenance of solutions supplied by Park Air as well as the infrastructure they employ.

Backed by recent research from Athabasca University, Park Air is using blended learning techniques to ensure touch, visual and auditory senses all receive a work out in training. The company believes that this allows for a more enjoyable and memorable learning experience.

Furthermore, enabling students to vote on multiple choice questions not only adds an additional element of fun, but also allows trainers to monitor student understanding and progress.

Cybersecurity is an increasingly vital topic in ATM, with many products now being deployed in Internet protocol networks, so it is vital that customers understand the importance of network security.

Blended learning techniques engage multiple senses.

As topics can be complex, ranging from network security standards to penetration testing, it becomes increasingly important to use multiple techniques and media to convey important messages.

Saudi Air Navigation Services – A 360-degree assessment Saudi Air Navigation Services (SANS) has been empowering its employees to gain new skills and grow professionally by focusing on learning and development programmes.

internal subject matter experts. A final competency framework was established that included the required level for each competency in every ATC job.

The company adopted a new approach in 2018 to ensure efficient and appropriate training and development for ATCOs. It thought that creating a new competency framework would help in providing a comprehensive training. The human resource (HR) team worked in partnership with external field-experienced consultants to review ATCO job descriptions and meet the

In addition, SANS has conducted a 360-degree assessment for all ATCOs to define any training and development gaps.

All assessments were reviewed and analysed by the HR team and revealed full individual development plans (IDP) for all ATCOs in SANS. In 2019, SANS will begin to implement the IDPs.

NLR – Versatile and responsive Human performance is vital to safe and efficient air traffic management. But ATCO duties are changing, caused by disruptive technologies, new ATM concepts, increased automation and decision support tools. Especially in complex situations, disturbances and unpredictable events, ATCO performance is key.

Developing and ensuring versatile and responsive ATCO performance forces new requirements and challenges on ATM solutions. It is essential to create synergy by connecting all aspects of human effectiveness in an integrated way, to ensure that ATCOs are fit to operate now and in the future.

The Netherlands Aerospace Centre NLR has developed comprehensive and innovative solutions comprising the whole span of human effectiveness; from determining optimum humanmachine interfaces, developing and validating new operational concepts, automation and decision support tools, and assessing operator fatigue and ATCO performance.

The aim is not only to unlock the full potential of an ATCO but decrease costs and increase the effectiveness of training. The principles of ‘train-as-you-operate’ and ‘train-for-the-unexpected’ underpin the philosophy. And evidence based and personalised training has been developed to meets actual needs.

Credit: NLR

Simulation and new technology are also vital tools. Simulation offers a realistic, safe, controllable, and relatively inexpensive environment and can seamlessly be integrated into modern training. New technology like augmented and virtual reality and artificial intelligence provide innovative and cost-effective solutions for training.

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SKILLS AND TRAINING

FTEJerez – Catering for growing demand Flight Training Europe (FTEJerez) made significant improvements in 2018 to cater for the current and predicted demand for airline pilots and air traffic controllers.

FTEJerez’s ATC training division expanded its practical training facilities, which has brought its simulator total to 10 radar and three tower devices. After training nearly 100 ATC students in 2018, the present year will be equally busy.

facilities to provide our ATC students with the experience of backseating in real flights and multi-crew cooperation lessons in the B737-800 simulator plus visits to real-life operations at the Jerez Airport tower, among other activities.”

To maintain FTEJerez’s ‘all training and accommodation in one location’ approach, and meet growing demand for cadets, the academy plans to increase its accommodation capacity nearly 50%. It will be completed in spring 2019, offering accommodation, classrooms and catering as well as sports and leisure facilities.

“At the FTEJerez campus, all pilot cadets and ATC students share accommodation, facilities and time-off, creating an environment in which students exchange their knowledge and perspectives of the same industry. This allows us to use the pilot training division’s

Credit: FTEJerez

Regarding the campus extension, Miguel Caparrós, ATC Head of Training at FTEJerez, noted that: “A fundamental part of our vision of ATC training is a focus on creating long-term relationships between pilots and air traffic controllers, bringing both teams to a level of communication with no barriers.

FTEJerez’s vision is to create barrier-free ATM relationships.

HungaroControl – Creating a simulation HUB Fast-time simulation (FTS) is a cost-effective way to examine the impact of new operational aspects and helps stakeholders to make informed decisions. The event logs are post-processed through tailored algorithms developed by the fast-time simulation experts.

FTS can be used stand-alone or with real-time simulation (RTS).

In one project, SESAR was looking for ways to optimise airspace and manage traffic in a more seamless and efficient way. Rather than being assigned airspace, controllers are assigned aircraft to manage.

This allows a greater flexibility and pooling controllers where the traffic is heaviest eliminates the need to restrict or delay flights.

To create realistic scenarios, Simulation HUB also offers the opportunity to use the HMI (Human-Machine Interface) of ATCOs ‘home’ ATM system reproduced by HungaroControl’s simulation developers. Furthermore, HungaroControl offers basic ATCO training, refresher training and emergency simulations.

The Simulation HUB provides a wide range of training, real-time and fast-time simulation projects, and consultancy services for airports, ANSPs, functional airspace blocks and other interested parties.

Simulation HUB offers a unique service in the region. Besides the SESAR validation in January, ATCOs from ISAVIA and IAC have attended training at HungaroControl.

Credit: HungaroControl

HungaroControl recently launched Europe’s largest commercial radar simulator for validation activities. With 34 controller and 27 pilot working positions, the aim is to validate new operational concepts with the contribution of ATCOs proficient in the measured airspace.

HungaroControl’s HUB focuses on making ATM more efficient and safer, delivering benefits in real world operations.

AIRSPACE

QUARTER 1 2019 23

VISIT US AT WORLD ATM CONGRESS 2019 STAND 351, MARCH 12-14

ALL THE RIGHT INFORMATION IN ONE PLACE MAKES IT EASY TO NAVIGATE THE AIRPORT.

THAT’S WHY OUR ONECONTROL SYSTEM PUTS ALL THE INFORMATION AIR TRAFFIC CONTROLLERS NEED ONTO A SINGLE SCREEN. www.adbsafegate.com

WATMC 2019 12-14 March 2019

INVITATION AIR NAVIGATION SERVICES OF THE CZECH REPUBLIC & THE CZECH AIR NAVIGATION INSTITUTE invite you to a meeting with representatives of Czech aviation at this year’s WORLD ATM CONGRESS in sunny Madrid, Spain.

We are pleased that we can be an integral part of this global conference, where the elite of the 21st-century ATM industry will come together.

We will be greatly honoured to welcome you to our stand, number 885.

Our sales team will reveal to you the most recent news from our company and familiarise you with our training institute’s latest offer.

We would like to especially invite you to the meeting at 5:00 p.m. on 12 March with refreshments in form of cold Czech beer and Bohemia Sekt sparkling wine together with other traditional specialities.

ACCOMPANYING PROGRAMME: Tuesday, 12 March, 3:45 p.m.

SESAR WALKING TOUR

Tuesday, 12 March, 5:00 p.m.

BEER & BOHEMIA SEKT EVENING SESSION

We look forward to seeing you there!

FAB CE corner At our stand this year again

SKILLS AND TRAINING

Micro Nav – Narrowing the skills gap Micro Nav has provided its single solution BEST (beginning to end simulation and training) simulator to the UK’s Royal Navy; and delivered a military air systems control simulator (MASCS) and a synthetic air traffic management training facility.

The simulators are making a critical contribution to the Royal Navy’s Air Traffic Control, Air Battle Management and Aircraft Control Training Mission.

The MASCS implementation integrated the functionality of the Royal Navy School of Fighter Control’s legacy Fighter Aircraft Control Training System and the Royal Navy School of Aircraft Control’s Helicopter Control Trainer to create an enhanced training capability on a shared architecture and platform. The simulated environment included emulation of the Royal Navy’s Combat Management System to provide the highest levels of simulation fidelity and realism.

© Crown copyright 2019

The Simulated Air Traffic Management Training Facility is an on-board training system, which provides a high-resolution 3D-rendered view from the HMS Queen Elizabeth aircraft carrier flying control island, in addition to a simulated total ship and maritime airspace environment. This unique simulation environment provides an end-to-end training capability from aptitude testing to continuation training. At sea, deployed air traffic control officers can conduct certification and continuation training, as well as train in new scenarios derived from operational experiences.

Flight deck operations on board HMS Queen Elizabeth.

With the advent of their new aircraft carrier group and sea-borne fixed wing assets, the Royal Navy identified a key gap in the skills set of their ATCOs. The Simulated Air Traffic Management Training Facility has been instrumental in providing the tools to allow the Royal Navy ATCOs to narrow that gap, particularly during the run up to the F35B operational flight deck trials that were carried out during September 2018. ATCOs were able to practice aircraft sequencing, new arrival procedures, and visual circuit operations on the simulator many months in advance of the arrival of the new aircraft.

ESSP – Enhancing understanding of GNSS Global Navigation Satellite Systems (GNSS) is the key enabler for performance-based navigation (PBN).

The European Satellite Services Provider (ESSP-SAS), the only worldwide satellite-based augmentation system (SBAS) ANSP certified by the European Aviation Safety Agency (EASA), has indepth knowledge of GNSS and the provision of navigation services.

The BEYOND project is an example of this. From 2015 to 2017, the ESSP led a consortium of more than 15 countries in the European Western Balkans and Euro-Med area. Thanks to this project the participating ANSPs have acquired the necessary capabilities to tackle their first implementations of PBN approach procedures.

Following this, the CAAs are ready to build a country-wide PBN strategy based on GNSS.

ESSP delivers consultancy services, including capacity building, to develop GNSS and PBN skills in ANSPs, civil aviation authorities (CAA) and airport operators. This enhances their response to the highly demanding operational and regulatory challenges in aviation.

The ESSP regularly provides customised PBN and GNSS training courses worldwide. IDAC (Dominican Republic ANSP), ASECNA and JPO (Joint Programme Office for African adoption and development of Satellite-Based Augmentation Systems) are recent participants.

ST Engineering – Researching new capabilities A key initiative at ST Engineering involves the rotation of project management, engineering and support staff on projects for such key customers as the Civil Aviation Authority of Singapore and Changi Airport Group.

to co-create, collaborate, build and validate new capabilities to manage and maintain safe and seamless airspace.

Team members are given opportunities to develop and enhance their understanding of ATM and airport operations, optimising their skills and expanding their capabilities to better support our customers.

Furthermore, in partnership with leading institutions such as the Singapore University of Technology and Design (SUTD), ST Engineering offers aviation students internship opportunities to research and develop state-of-the-art technologies and capabilities supporting aviation industry transformation.

In addition, in-house programmes such as ‘Sparkathon’ – an innovation programme – enable iterative engineering and an open approach to accelerate product ideas to market. Supporting external partnerships, engineers work in a dedicated space equipped with multi-disciplinary hardware and software tools

Collaborating on research initiatives with Air Traffic Management Research Institute (ATMRI) – a joint research centre by Nanyang Technology University and CAAS – our operational staff, data scientists and team members are embedded in the research programmes to further develop their skills.

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SKILLS AND TRAINING

LVNL – Tailor-made development The development of a visual flight rules (VFR) airport to an instrument flight rules (IFR) airport requires a flexible, can-do attitude.

With the future opening of a new IFR airport in The Netherlands, LVNL is challenged to form a new unit to deliver ATC services.

Because it is not yet a controlled airport, an important element of the regular training process of new air traffic controllers – on the job training – cannot take place. LVNL found a solution in recruiting personnel with prior experience.

A supporting factor was that the team culture should fit with both the culture of the new airport and the culture of LVNL. Because the future team already had working experience, LVNL specifically put more emphasis on team culture during the training process.

To form the new ATC unit, a diverse group was selected with both civil and military backgrounds and from different countries.

Interpersonal skills and intercultural co-operation were critical.

This broad background required an individual approach to training, so every team member received a tailor-made development programme, based on the high safety requirements in the aviation industry. Three of them followed an intensive course to master the Dutch language.

With this approach, LVNL deviated from its regular training and development programme.

Though the airport is not yet open for IFR traffic and the development programme is ongoing, LVNL believes this tailormade training programme may offer important insights for future development policies.

A4F – A seminar for SWIM A4F focuses on helping the aviation industry manage the implementation of the Aviation System Block Upgrades (ASBU).

By focusing on the ASBUs – ICAO’s framework for the future of the aviation system – A4F ensures it addresses the most important issues in ATM; supporting the aviation industry of tomorrow using the experience gained from solving the real challenges of today.

The seminar is a way to learn and an opportunity to share stories with others about experiences with SWIM.

Credit: A4F

A key area within the ASBUs is system-wide information management (SWIM) – a particular specialty for A4F. A4F has designed a new highly-targeted SWIM seminar to share knowledge about SWIM, how it touches different organisations and how it can become a tool for the common good of aviation.

Highly-targeted seminar highlights SWIM experiences.

MITRE – Addressing needs in ATFM New technologies and methods are driving an evolution in air traffic management (ATM). Two major domains of ATM include air traffic control (ATC) and air traffic flow management (AFTM). The skill, knowledge and training required to be a proficient air traffic controller will no longer be adequate to operate effectively in the training and proficiency of the air traffic flow manager.

ATFM expands on ATC knowledge in strategic decision-making, traffic modelling and analysis, information exchange, and collaborative processes.

ATC behavioural competencies include active radio communication, separation management, tactical control and decision-making and near-term memory.

In comparison, ATFM behavioural competencies include traffic modelling, strategic event analysis, collaborative decision-making, long-term memory, and continual strategic planning. Given the differences in these competencies, few people would excel and possess the aptitudes needed for both domains without specialised training in each type of ability.

Recent MITRE research has identified gaps, and in many cases non-existent training, for AFTM competency. To fill this gap, MITRE developed a college level curriculum targeted at air traffic flow management skills.

The course introduces traffic flow management theory, NextGen philosophies, operational concepts, system integration, crew resource management, decision-making analysis and models.

A medium-fidelity simulator supports the learning objectives of the course through laboratory exercises and hands-on experience.

The course was offered in an experimental state at two universities that specialise in air traffic controller education; Community College of Beaver County (CCBC) and Embry-Riddle Aeronautical University (ERAU). ERAU, Daytona Beach campus, integrated the ATFM course into its undergraduate ATM curriculum.

MITRE continues to explore training efficiencies in both air traffic control and air traffic flow management domains to ensure integrated solutions for the future workforce.

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PERFORMANCE

Credit: iStock.com/marchmeena29

Creating value through benchmarking

Converting industry data into easily understandable metrics will help ANSPs manage traffic growth.

Air traffic management (ATM) is awash with data, every flight adding new information to an already enormous database. Using timely analytics to tease details and trends from that data is vital to improving the safety and efficiency of the industry.

The CANSO Global Air Navigation Services Performance Report 2018 is an important tool in this regard, helping to push the ANSP performance bar higher. It does not seek to compare the results of various ANSPs but rather highlights global performance trends and so acts as a basis for collective improvement.

A key part of this process is benchmarking. Measuring company performance against the best achievements within the industry or in another industry can help identify gaps, leading to properly informed decisions and fostering progress. As one company advances so the benchmarking standards are set higher and the industry – and its customers – benefit.

“The report is a CANSO initiative which provides an annual global picture of ATM performance, comparing key cost-efficiency and productivity indicators and highlighting global trends,” explains Jeff Poole, CANSO’s Director General.

ANSPs are accommodating more activity than ever before, while successfully developing and implementing innovative solutions that are improving ATM performance and upholding the highest levels of safety.

Cost rises

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“It provides ANSPs with a means to measure and benchmark their operations, and drives real dialogue on topics and trends related to performance and improving ATM efficiency in the future.”

A number of important trends have been identified in the CANSO Global Air Navigation Services Performance Report 2018.

Costs are on the rise in several areas. In 2017, a majority of ANSPs (56%) saw an increase in their continental (flights over land) airspace cost per information flight region (IFR) flight hour, contrasting with 2016, when most ANSPs (52%) experienced a decrease. The cost per IFR flight hour for oceanic air navigation services (ANS)

PERFORMANCE

followed a similar path with 60% of ANSPs subjected to rising costs, compared with only 25% in 2016.

Traffic growth seems to be the main reason for these cost increases.

As the report explains: “Unlike many industries where greater volume means lower unit costs, providing additional capacity in ATM can often be more complex and challenging than for the existing capacity, hence higher unit costs for that additional capacity.”

Credit: iStock.com/DarthArt

Other costs – excluding air traffic controller (ATCO) costs – are also on an upward trend. The report reveals 59% of ANSPs saw increases in their other continental ANS costs, while all ANSPs reporting other oceanic ANS costs saw these costs rise.

Again, traffic growth may be the underlying cause. ANSPs have been forced to invest to provide sufficient capacity, which may explain the rise in ANS costs and the reduction in overall cost efficiency.

ATCO productivity The positive news is that ATCO cost increases are slowing down.

Employment costs are subject to various factors, including regulation and the performance of the local economy, and are therefore difficult to compare across borders. It is possible, however, to track trends in annual growth rates and look at these values in terms of purchasing power parity (PPP).

Employment costs rose for most ANSPs in 2017. But while 73% of providers of continental ANS reported higher costs in 2017, this must be compared with 89% of ANSPs posting hikes the year before.

Furthermore, the magnitude of the cost rises is lessening. The report notes that “whereas 48% of ANSPs saw an increase in the [employment cost] metric of over 5% in 2015, in 2017 only 35% saw such a significant change.” In other words, the rise in employment costs is slowing down.

Coupled with this, ATCO productivity is surging. The ‘ATCOs in OPS hour productivity’ metric measures the performance of ATCOs. It is the number of IFR flight hours controlled for every hour that an ATCO is in operations.

Some 71% of ANSPs have seen continental productivity increases over the last year – with approximately 43% of these increases being greater than, or equal to, 4%. Because ATCO productivity is intrinsically linked to IFR hours, it means ANSPs effectively increased ATCO performance to meet the rises in IFR hours.

New technologies are likely to be the main ingredient in this transformation recipe. These often simplify processes and enhance operational efficiency. Airspace restructuring – another response to surging air traffic – would also have played a part. Such developments and their impact on human resources will increasingly influence productivity metrics in the future.

Service delivery Comparing ‘Cost per IFR flight hour’ with ‘ATCOs in OPS hour productivity’ helps to determine the cost of service delivery.

Specifically, it reveals whether changes in ATCO productivity have driven the changes in service delivery costs.

“The results demonstrate that, although CANSO ANSP Members have and are continuing to effectively drive improvements in global performance, there are signs that total costs are still rising alongside traffic levels,” the report notes.

ANSPs are accommodating more activity than ever before.

Although, not surprisingly, the majority of ANSPs with lower productivity also had higher unit costs, the picture is a little murkier than might be expected. Many ANSPs saw both productivity and costs increase.

The report suggests the answer lies in investment in long-term service provision. Simply, improved ATCO productivity and the resulting boost to cost-efficiency were not enough to overcome the level of investment. Cost pressures could also be linked to training new ATCOs to help meet the current and future demands of increased traffic.

“This ninth edition of the CANSO Global Air Navigation Services Performance Report, covering performance data from 2013-2017, illustrates the challenges that face the ATM industry at present, from increased demand for air navigation services to rising service costs,” Poole notes. “It also demonstrates the truly remarkable job that ANSPs do in powering global aviation, enabling connectivity and delivering significant economic benefits.

“ANSPs are accommodating more activity than ever before, while successfully developing and implementing innovative solutions that are improving ATM performance and upholding the highest levels of safety,” he adds. “Providing a collaborative platform to help improve global ATM performance will remain a focus of both CANSO and its Members. It is by working together that ATM will meet the challenges inevitable in the years to come.”

The CANSO Global Air Navigation Services Performance Report 2018 can be downloaded from the CANSO website: www.canso.org/publications

Some 71% of ANSPs have seen continental productivity increases over the last year ... because ATCO productivity is intrinsically linked to IFR hours, it means ANSPs effectively increased ATCO performance to meet the rises in IFR hours.

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ACQUISITION EXCELLENCE

In the first of a series of articles on best practice in procurement, Kelly Ann Hicks, Chair of the CANSO Acquisition Excellence Workgroup, examines how to properly evaluate costs and benefits.

Last year at World ATM Congress, CANSO launched its Acquisition Excellence Manual. The manual outlines often complex processes and procedures and provides insight and guidance on acquisition best practice to help Members meet current and future challenges when buying and selling in air traffic management (ATM).

ATM is a dynamic industry and air navigation service providers (ANSPs) must keep evolving and improving. Demands from airlines for increased capacity, improved resiliency and reliability, increased speed and flexibility, coupled with high levels of safety assurance at lower costs, all demand that ANSPs’ sourcing strategies be adaptable and strategic. Now more than ever, ANSPs must work together with the aviation industry to deliver better value for their customers.

What is value?

Value is a combination of what is important and the extent of that importance.

As for the what, typical procurement considerations affecting value include: Consistency, reliability, and responsiveness from suppliers (supplier culture) All costs identified through a life-cycle cost analysis (including resources necessary to conduct the procurement, purchase price, fiscal tracking, and processing costs, storage, maintenance and other operational costs, training and disposal) Meeting required standards and/or specifications both at acquisition and through their expected use life Driving continuous improvement Knowledge sharing Economies of scale Optimum risk transfer More effective working practices Environmental aspects Security Alignment with corporate vision and strategy The weight accorded to each of these considerations will depend on an organisation’s value statements, strategic priorities, and overall long-term objectives either on a single acquisition basis and/or on the basis of an overall sourcing strategy.

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The faster pace of technological change, the introduction of new concepts and radical new service models are forcing ANSPs to adapt and consider new procurement and relationship approaches.

To meet these challenges and maximise the value from procurement, purchasing and supply chain functions need to embrace a tailored, focused and flexible approach to acquisition and service needs.

Best value proposition Traditional lowest cost procurement processes may not provide the best products and services for all acquisitions in an organisation.

A competitive low-cost bid process can work well for commodity purchases where there are many competitors in the market and there is little differentiation between the offered goods or services.

However, if the market is limited, specialised and fast-changing, these processes can be inadequate or inappropriate. The approach of minimal acceptability, the basis of a lowest cost procurement, can result in higher costs in the long-term as well as quality issues or faster life cycle expiry.

To drive best value in procurement, organisations need to define what best value means for them and for each transaction, as part of a strategic procurement plan.

A traditional way of looking at this is to determine the most advantageous combination of cost, quality, risk, and social factors, among others, to properly assess the value achieved for the money.

Best value propositions will also identify key drivers for a procurement. Is it an operational safety need for example, or is it an efficiency, or even a time-critical issue? Establishing these factors at the outset will assist in a more accurate account of what best value means.

The value of procured goods or services may be simply described as a cost benefit analysis in which the cost to procure and the benefits obtained are compared. Other terms to characterise best value comparisons include strengths and weaknesses, risks and opportunities.

In the assessment of costs and benefits, it is important to identify the costs of alternative products for meeting the same need, function or programme purpose, as well as the costs of doing nothing at all. This strategic accounting of opportunity cost considers how resources can be allocated for maximum benefit relative to all the organisation’s needs, functions and programmes.

Credit: NavCanada

A best value approach

Credit: iStock.com/AndreyPopov

ACQUISITION EXCELLENCE

To drive best value in procurement, organisations need to define what best value means for them as part of a strategic procurement plan.

Best value is a broad concept though and, in addition to the considerations referenced above, organisations should consider as many approaches and methods as possible.

Alternative approaches Performance-based contracting is a set of concepts and practices that focuses on developing strategic performance metrics and directly relating contracting payment to these performance metrics.

Common metrics include availability, reliability, maintainability, supportability and the total cost of ownership. Incentivised, longterm contracts with specific and measurable levels of operational performance can support acquisition goals.

Total cost of ownership is a measure of all the cost components associated with the procurement of a product or service. This includes understanding all the supply chain-related costs of doing business with a particular supplier for a particular good or service.

What are the total direct and indirect costs of the procured system?

Technical assessment incorporates advice from the engineering department or an external specialist to ensure that the technical solution is compliant with industry standards. Comparisons with other suppliers can be made using this information.

The procurement process map is about visually mapping out the possible process steps and methodology for an acquisition. This often sparks valuable discussions examining the many alternative steps, such as which are logical, which are practical, and which have the most potential benefit. What are the main steps towards a successful acquisition?

It is also vital to recognise the value in each procurement phase.

Most procurement stages are considered essential links in a chain, but consideration should be given to which procurement stage delivers the best value.

Information is crucial to extracting value as are good contract negotiation and writing skills. Good contract administration is important to make sure the expected benefits are received and to prevent avoidable changes to the contract or avoidable increases in price. What is the purpose of each phase of the acquisition process?

Finally, there should be continuous improvement. An astute organisation will keep talking and working with providers and other partners throughout the procurement cycle about value-added activities and services. How can the partners save time or money or improve service?

Serving sourcing needs The above list is not meant to be an exclusive list of procurement practices or considerations, but it illustrates the breadth and diversity of factors and approaches that could be applied to a best value procurement.

In today’s environment, ANSPs are making significant technology and infrastructure investments to modernise their systems and ensure they can safely accommodate rising traffic levels.

While there is pressure to remain cost efficient, awarding contracts to low cost bids without examining the total value of the transaction will not serve all sourcing needs.

Procurement specialists must evaluate categories of purchasing and determine where best value fits best.

The next article in this series will examine how requirements can determine the success or failure of your acquisition.

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For the world’s largest air traffic management exhibition and conference

HEAD TO THE ATMOSPHERE FOR BUSINESS

12-14 March | Madrid, Spain IFEMA, Feria de Madrid worldatmcongress.org

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#WorldATM

UAS TRAFFIC MANAGEMENT

Preventing another Gatwick incident

Ben Marcus, Chairman, AirMap, explains the three steps needed if drones are not to continually disrupt airport operations.

From 19 December to 21 December 2018, 67 reports of drone sightings close to the runway of Gatwick Airport resulted in the cancellation of hundreds of flights and brought chaos for an estimated 140,000 passengers.

role for counter-UAS (unmanned aircraft systems) in airport safety, but they are a last resort against criminals. Without the ability to remotely identify the good actors from the bad ones, these counter systems will be constrained as drone operations increase.

In the weeks since, it is estimated that the aviation industry has suffered a loss in revenue of between £50 million and £70 million.

Thankfully, a lot can be done today to reduce the risks of drone incursions to a manageable level that only requires basic regulation and technology. Here are three concrete steps that airports and aviation authorities can take to keep airports safe from unwanted and/or criminal drone activity.

Regular operations have since resumed at Gatwick, but reactions by the UK police, military and government officials exposed a lack of preparation in responding to unlawful drone incursions and have left the rest of the world questioning the ability of air navigation service providers, civil aviation authorities, governments and airports to manage such a crisis.

As of writing this article, the perpetrator(s) remains at large, and further suspected drone sightings also affected Heathrow Airport on 8 January 2019 and Newark Airport on 22 January 2019.

Airspace authorities should establish clear regulations that require all drone operators to register themselves and their aircraft along with a simple, streamlined process for doing so.

Implementing a digital registration system is relatively easy – drone operators can enter name, contact, and aircraft details on an Internet-enabled device, which populates a secured registration

Credit: iStock.com/abadonian

Many early reactions have called for counter-UAS technology as the most effective solution for prevention. Of course, there is a key

Step 1: Implement a registration mandate with reliable, easyto-use technology.

Many airports, ANSPs, civil aviation authorities and governments around the world are not yet prepared to respond to drone incursions.

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UAS TRAFFIC MANAGEMENT

server, that also confirm identities and authenticate users. Access to registration data is managed by authorised personnel, with appropriate protections in place.

Mandatory registration can also require that a drone operator selfidentifies to get authorised access to fly in controlled airspace near airports. Registered operators are responsible actors who have demonstrated intent to operate in compliance with regulations.

Step 2: Enforce civil aviation regulations with a UAS traffic management (UTM) system.

Popular drone manufacturers already implement geofencing options and firmware updates to meet national airspace regulations. In practice, geofencing prevents a drone from flying in restricted, controlled and other unsafe airspace, which helps ward against illegal drone operations by careless and clueless operators.

Geofencing can be unlocked for authorised drone operators, such as airport maintenance staff or law enforcement operators, by connecting to a UTM system with services and procedures designed to support safe, efficient and secure access to airspace for drones.

These services include registration, flight planning, geofencing, airspace authorisation, conformance monitoring, telemetry, deconfliction, and remote identification, among others.

With all good actors participating in the UTM system, aviation authorities can visualise, monitor, and track real-time manned and unmanned aircraft telemetry for deconfliction. Participating drone operators can be remotely identified by their aircraft, flight path, and/or registration details and can be contacted directly for risk mitigation.

Step 3: Combine UTM with counter-UAS (C-UAS) system for a complete picture of an airspace operating environment.

Intentional bad actors may hack their drones, unlocking geofencing, or spoofing their location.

In these instances, the integration of counter-UAS (C-UAS) technology into the UTM system provides the ability to identify all aircraft movements within the controlled airspace. Information related to any aircraft detected by C-UAS is exchanged with the UTM system and remotely identified as either collaborative (registered) or non-collaborative, requiring intervention.

Much of the reaction to the Gatwick incident has centred on C-UAS technology as the answer to all illegal drone operations. But as drone operations near airports increase with enterprise demand, C-UAS alone will not be sufficient in determining whether a drone operation requires intervention because not all drone operations at airports are unlawful. Detection must be coupled with UTM intelligence to adequately inform and ensure the safety and smooth operations of all airports.

Credit: AirMap

The right UTM system analyses operator details, flight path information, real-time air traffic positions and more to enable airspace authorities to grant permission-based access to drone operators in controlled airspace, either manually or programmatically. The result

is enablement of safe drone operations while controlling against non-compliant or illegal activity.

The right UTM system will enable airspace authorities to grant permission-based access to drone operators in controlled airspace.

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