civil air navigation services organisation
CANSO Global Vision on the Future of Air Navigation Services
GLOBAL VISION
Introduction
Today’s airspace is highly fragmented. Image courtesy of ICAO.
CANSO unites the world’s air
the twenty-first century - in which
regulatory and operational domains
navigation service providers
a global, seamless airspace is
and the issues we must address if
and their industry partners.
developed, based on cost-effective
we are to achieve a truly global ATM
CANSO is the global voice of air
and efficient services, with sufficient
system.
traffic management (ATM). The
capacity to meet the world’s air
organisation serves as a platform
transport needs.
The CANSO Global Vision will assist everyone in the industry confront
for discussion and debate on ATM issues. CANSO members seek to
CANSO’s Global Vision on the future
the critical issues and questions
exercise leadership in shaping the
of air navigation services supports
while proposing solutions to
future of the ANS industry.
the creation of a harmonised
support us all in achieving lasting
ATM service, much in line with
improvements to global ATM
Commercial aviation is in transition
ICAO’s Global ATM concept. But
performance.
from a strictly government-
CANSO’s Global Vision adds new
controlled transport sector to a
thinking on the institutional and
much more competitive, liberalised
operational changes that must be
operating environment. For many
accommodated by all stakeholders.
years the ANS industry has been under pressure to adapt to new
The Global Vision was completed in
institutional arrangements and
May 2007 with input from all CANSO
increased operational requirements.
Members. The Vision identifies
ATM must meet the challenges of
areas of change needed within the
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Understanding the Vision FROM
TO Description of desired future situation.
Description of current situation.
RESPONSIBILITY Government is primarily responsible for the delivery of this future situation.
Industry carries the prime responsibility to deliver this future situation.
Creation of this future situation is the joint responsibility of government and industry.
Who is the Vision for? The Global Vision is intended for everyone in Air Traffic Management
CANSO Members: harmonise and coordinate views - call to action.
CANSO Global Vision on the Future of ANS
Governments / Regulators: Influence positions (institutional focus). Other stakeholders Customers, Suppliers, non-member ANS Providers gain support and buy-in.
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GLOBAL VISION
Industry Drivers FORCES DRIVING CHANGE
Demand for greater capacity Airspace users need higher performance:
FORCES RESISTING CHANGE
A naturally conservative industry Cultural differences at all levels
• Minimum delay • Optimum flight profiles
Strong governmental control
• Lower prices • High standards of safety Regulatory initiatives Environmental pressures
ANS organised on a national level Increasing National Security issues Over-regulation/inappropriate regulation
Increasing business orientation Domestic economic growth
Highly engineered solutions
Collaboration and integration
Outdated charging systems
Financial pressures Potential for service differentiation
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Different standards
Inefficient operational concepts Working practices
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Ap p re ropri gu lat ate ion
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The CANSO Global Vision
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CANSO Standing Committees policy (PSC)
SAFETY (SSC)
ed er Focuss Custom h odac h ppre ac n e A s s ro i o s - lik o c u p p l a t F A u ines Bus ple er iklee Reg m o-lp e o Pe usto ePses riat C sin op Bu ppr A
The CANSO Policy work programme identifies and creates tools and guidance materials in all areas of ATM governance and management, to help ANSPs become more customer-focused, better performing organisations. Policy Workgroups currently focus on: Ap pr op • Business Performance ria te • Global Benchmarking Re gu S la t • Human Resources ecu io ri t y n • Quality Management www.canso.org/policy
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Safety is one of the vital issues facing Air Traffic Management. Air traffic management seeks to reduce incidents that compromise safety while accommodating an ever-increasing number of flights and improvements in airspace efficiency. CANSO’s safety work programme helps ANSPs improve safety through elements Managed such as safety culture, safety Safely management systems, runway safety, safety metrics and benchmarking. www.canso.org/safety
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Optimised ATM Systems
Operations (OSC) CANSO’s Operations Standing Committee (OSC) works to facilitate the promotion and exchange of industry best practice in operations and technical areas. www.canso.org/operations
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National focus of airspace management derived from strong emphasis on sovereignty.
While national sovereignty prevails it is exercised in a way which effectively results in the airspace being managed as a common resource. Increased & effective cross border cooperation.
Supplier driven network design, fragmented airspace, different operational concepts, routes based on national boundaries, restricted areas and infrastructure location.
Customer / Demand focused network design. Airspace organised to provide safe and efficient service to customer and optimise capacity, irrespective of national boundaries.
Isolated decision making, prescriptive and unable to respond quickly.
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Collaborative decision making across all sectors to provide a dynamic response to customer needs.
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Safely
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Managed
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Legal framework impedes systematic and effective reporting and investigation of safety occurrences.
Legal framework supporting a “Just Culture� to promote systematic and effective incident reporting and investigation.
Prescriptive, excessively complex safety regulation.
Simplified, performance based safety regulation covering the whole aviation chain.
ANS systems unable to meet safety requirements in specific regions of the world.
ANS systems to meet specific needs in all areas of the world. Infrastructures in under equipped areas of the world to be up-graded, harmonised, and, where appropriate, shared regionally. Investments to be subject to rigorous risk analysis.
ICAO Safety Management Systems requirements not applied consistently around the world.
Safety Management System implementation consistent with the operating environment.
Fragmented language environment.
One common language for the ANS System worldwide: English.
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Inadequate regulatory and supervisory resources (quantitative & qualitative).
Regulatory and supervisory resources aligned with effective requirements.
Fragmented approach to regulation and oversight.
Harmonised and consistent approach to ANS regulation. Fewer regulators & fewer oversight authorities.
Over-regulation: Inappropriate & excessively complex.
Fit for purpose regulation based on industry consultation.
Rule based regulation.
Performance / output based, self regulation (e.g. technology / interoperability / environment).
Lack of uniform application of separation of provision and regulatory functions.
Harmonised and consistent application of separation of provision and regulator functions.
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Appropriate
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Collaboration
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Civil-Military
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Capacity restrictions resulting from competitive use of airspace.
Globally optimised airspace management to release available capacity Flexible Use of Airspace. Military to be treated as customers in all aspects.
National organisation of military training zones.
Integrated cross-border civilmilitary environment.
Location of military training areas irrespective of civil traffic patterns.
Direct defence & security needs clearly distinguished from training needs. Training areas not located in dense civil traffic areas.
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Bureaucratic Governmental orientation.
Market driven, performance based culture.
Nationally inward looking.
Internationally outward looking.
National training standards.
Globally harmonised training standards.
Safety culture based on national systems and inadequate legal protection.
Global legal and institutional arrangements based on encouragement and trust supported by just culture principles.
Availability of people with the right skills is unbalanced globally.
Balanced availability of staff supported by processes and automation tools that improve safety, efficiency and capacity.
National mobility with limited flexibility.
International mobility founded on a one language working environment that supports balanced availability of staff globally.
Human resources overloaded and limited.
Automation solutions to improve productivity to address shortages.
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Ap p re ropri gu lat ate ion
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National monopolies, with politically driven plans & strategies.
Performance driven cooperation between ANSPs. Competition: For the market (e.g. ATS, TWR, AIS). In the market (COM, NAV, Flight calibration, Training independent of national politics).
Complex ANS structures & interfaces based on national boundaries. National ANSPs delivering all air navigation services.
Horizontal & vertical integration leads to new opportunities & dynamics in the industry. Segmentation and specialisation in service provision.
ANS pricing governed by strict cost recovery.
Financial practices in line with “normal business practices�. Financial sustainability required. Performance related financial risks & rewards.
Widespread cross-subsidies among all customer groups.
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Approach
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Business-like
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Price aligned with the service provided to each category of users, as far as practicable. Economic oversight to drive value & transparency: ANSPs not compelled but free to select their business, and compulsory Public services to be financed under public service rules. Financial framework reflects duality of ANS market: contestable and noncontestable.
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“Administrative�, monopolistic behaviours and relationships.
Transparent customer orientated business behaviours and relationships.
Isolated, rigid, ANS focused approach.
Integrated, system, flexible responsive, value added approach.
Sub-optimal economic & operational performance.
Uncoordinated & inconsistent performance indicators.
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Performance driven: operational efficiency economic efficiency Performance & service levels supported by customers Performance driven by best practices.
One global performance measurement system.
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Optimised
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Disjointed approach to systems technology. Extensive customisation of R&D & national systems.
Technology developments based on common operational concepts. Technical systems based on interoperability System life-cycle cooperation. Cooperation and coordination in developing common ANS systems on a regional basis. Off-the shelf systems.
Procurement driven by national industry preferences.
Independent procurement, free from national industry preference.
Lack of systematic Cost Benefit Analysis.
Systematic Cost Benefit Analysis.
Overlap & Suboptimal use of existing infrastructures.
Optimised use of infrastructure at global level.
Insufficient use of existing technologies.
ANSPs optimise performance by making effective and coordinated use of the capability of existing technologies. Automation increases productivity. Performance improved by automation in the cockpit, where appropriate.
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Regulation: aviation discriminated against other industries. Fragmented aviation environmental regulation.
Regulation: harmonised regulations for all industry sectors.
Aviation singled out as the most visible & political target for constraint.
Aviation regulation consistent with the actual environmental impact.
Little recognition of the role & contribution of ANS to address environmental issues.
Interdependencies between safety, capacity, cost & environmental targets decided at the political level.
Full Collaborative Decision Making (CDM) throughout the value chain in addressing environmental issues.
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Interdependencies between safety, capacity, cost and environment not addressed.
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Security
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Fragmented security governance across aviation sectors (national & cross border).
Clearly allocated responsibilities within the security domain (civil & military).
Still an emerging area not consistently applied throughout the different regions.
Mature security applications across all ANS.
Security financed by industry.
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Trade-offs not addressed.
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Trade-offs at the political level.
Security financed by States.
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GLOBAL VISION CANSO Members CANSO—–—The—Civil—Air—Navigation—Services— Organisation—–—is—the—global—voice—of—the—companies— that—provide—air—traffic—control,—and—represents— the—interests—of—Air—Navigation—Services—Providers— worldwide.— CANSO—members—are—responsible—for—supporting—over— 85%—of—world—air—traffic,—and—through—our—Workgroups,— members—share—information—and—develop—new— policies,—with—the—ultimate—aim—of—improving—air— navigation—services—on—the—ground—and—in—the—air.— CANSO—also—represents—its—members’—views—in—major— regulatory—and—industry—forums,—including—at—ICAO,— where—we—have—official—Observer—status.—For—more— information—on—joining—CANSO,—visit—www.canso.org/ joiningcanso.— Lighter—areas—represent—airspace—covered—by—CANSO—Members
Full Members - 76 —— Aeronautical—Radio—of—Thailand—(AEROTHAI) —— Aeroportos—de—Moçambique —— Air—Navigation—and—Weather—Services,—— CAA—(ANWS) —— Air—Navigation—Services—of—the—Czech—Republic— (ANS—Czech—Republic) —— Air—Traffic—&—Navigation—Services—(ATNS) —— Airports—and—Aviation—Services—Limited—(AASL) —— Airports—Authority—of—India—(AAI) —— Airports—Fiji—Limited —— Airservices—Australia —— Airways—New—Zealand —— Angkasa—Pura—I —— Austro—Control —— Avinor—AS —— AZANS—Azerbaijan —— Belgocontrol —— Bulgarian—Air—Traffic—Services—Authority— (BULATSA) —— CAA—Uganda —— Civil—Aviation—Authority—of—Bangladesh—(CAAB) —— Civil—Aviation—Authority—of—Singapore—(CAAS) —— Civil—Aviation—Regulatory—Commission—(CARC) —— Department—of—Airspace—Control—(DECEA) —— Department—of—Civil—Aviation,—Republic—of—Cyprus —— DFS—Deutsche—Flugsicherung—GmbH—(DFS) —— Dirección—General—de—Control—de—Tránsito—Aéreo— (DGCTA) —— DSNA—France —— Dutch—Caribbean—Air—Navigation—Service—Provider— (DC-ANSP) —— ENANA-EP—ANGOLA —— ENAV—S.p.A:—Società—Nazionale—per—l’Assistenza—al— Volo —— Entidad—Pública—Aeropuertos—Españoles—y— Navegación—Aérea—(Aena) —— Estonian—Air—Navigation—Services—(EANS) —— Federal—Aviation—Administration—(FAA) —— Finavia—Corporation —— GCAA—United—Arab—Emirates —— General—Authority—of—Civil—Aviation—(GACA) —— Hellenic—Civil—Aviation—Authority—(HCAA) —— HungaroControl—Pte.—Ltd.—Co. —— Israel—Airports—Authority—(IAA) —— Iran—Airports—Co —— Irish—Aviation—Authority—(IAA) —— ISAVIA—Ltd —— Kazaeronavigatsia —— Kenya—Civil—Aviation—Authority—(KCAA) —— Latvijas—Gaisa—Satiksme—(LGS) —— Letové—prevádzkové—Služby—Slovenskej— Republiky,—Štátny—Podnik —— Luchtverkeersleiding—Nederland—(LVNL) —— Luxembourg—ANA
—— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— ——
Maldives—Airports—Company—Limited—(MACL) Malta—Air—Traffic—Services—(MATS) NATA—Albania National—Airports—Corporation—Ltd. National—Air—Navigation—Services—Company— (NANSC) NATS—UK NAV—CANADA NAV—Portugal Naviair Nigerian—Airspace—Management—Agency—(NAMA) Office—de—l’Aviation—Civile—et—des—Aeroports— (OACA) ORO—NAVIGACIJA,—Lithuania PNG—Air—Services—Limited—(PNGASL) Polish—Air—Navigation—Services—Agency—(PANSA) Prishtina—International—Airport—JSC PT—Angkasa—Pura—II—(Persero) ROMATSA Sakaeronavigatsia—Ltd S.E.—MoldATSA SENEAM Serbia—and—Montenegro—Air—Traffic—Services— Agency—(SMATSA) Serco skyguide Slovenia—Control State—Airports—Authority—&—ANSP—(DHMI) State—ATM—Corporation Tanzania—Civil—Aviation—Authority The—LFV—Group Ukrainian—Air—Traffic—Service—Enterprise— (UkSATSE) U.S.—DoD—Policy—Board—on—Federal—Aviation
Gold Associate Members - 14 —— —— —— —— —— —— —— —— —— —— —— —— —— ——
Abu—Dhabi—Airports—Company Airbus—ProSky Boeing BT—Plc FREQUENTIS—AG GE—Air—Traffic—Optimization—Services GroupEAD—Europe—S.L. ITT—Exelis Lockheed—Martin Metron—Aviation Raytheon SELEX—Sistemi—Integrati—S.p.A. Telephonics—Corporation,—ESD Thales—
Silver Associate Members - 62
—— Adacel—Inc. —— ARINC
—— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— —— ——
ATCA—–—Japan ATECH—Negócios—em—Tecnologia—S/A Aviation—Advocacy—Sarl Avibit—Data—Processing—GmbH Avitech—AG AZIMUT—JSC Barco—Orthogon—GmbH Booz—Allen—Hamilton,—Inc. Brüel—&—Kjaer—EMS Comsoft—GmbH CGH—Technologies,—Inc Abu—Dhabi—Department—of—Transport Dubai—Airports EADS—Cassidian EIZO—Technologies—GmbH European—Satellite—Services—Provider—(ESSP—SAS) Emirates Entry—Point—North Era—Corporation Etihad—Airways Guntermann—&—Drunck—GmbH Harris—Corporation Helios Honeywell—International—Inc.—/—Aerospace IDS—–—Ingegneria—Dei—Sistemi—S.p.A. Indra—Navia—AS Indra—Sistemas INECO Inmarsat—Global—Limited Integra—A/S Intelcan—Technosystems—Inc. International—Aeronavigation—Systems—(IANS) Iridium—Communications—Inc. Jeppesen JMA—Solutions LAIC—Aktiengesellschaft LEMZ—R&P—Corporation LFV—Aviation—Consulting—AB Micro—Nav—Ltd The—MITRE—Corporation—–—CAASD MovingDot New—Mexico—State—University—Physical—Science—Lab NLR Northrop—Grumman NTT—Data—Corporation Project—Boost— Quintiq Rockwell—Collins,—Inc. Rohde—&—Schwarz—GmbH—&—Co.—KG RTCA,—Inc. Saab—AB Saab—Sensis—Corporation Saudi—Arabian—Airlines SENASA SITA STR-SpeechTech—Ltd. TASC,—Inc. Tetra—Tech—AMT Washington—Consulting—Group WIDE
Correct—as—of—16—January—2013.—For—the—most—up-to-date—list—and—organisation—profiles—go—to—www.canso.org/cansomembers
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