Airspace 27

journal of the civil air navigation services organisation

ISSUE 27 QUARTER 4 2014

Safety first Global ATM Safety Conference

AEROTHAI interview CANSO’s strategic vision

PLUS: Laser Attacks, Delivering ASBUs, NextGen development, airportcollaborative decision making, data exchange standards, 100 years of ATM and the latest news

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CONTENTS ISSUE 27 QUARTER 4 2014

services organisation journal of the civil air navigation

Safety first

IN THIS ISSUE

Global ATM Safety Conference

AEROTHAI interview CANSO’s strategic vision

airport ASBUs, NextGen development, PLUS: Laser Attacks, Delivering of ATM data exchange standards, 100 years collaborative decision making, and the latest news

Front Cover: Aarrows

DIRECTOR GENERAL

LETTER FROM AMERICA

5 Jeff Poole talks about how CANSO is providing the tools to further improve safety and implement the Aviation System Block Upgrades.

22 Teri Bristol, Chief Operating Officer of the Federal Aviation Administration’s Air Traffic Organization, explains the need for global data exchange standards.

DIRECTOR GENERAL INTERVIEW

LASER ATTACKS

6 Two years on from his appointment as CANSO Director General, Jeff Poole explains the successes to date and the CANSO strategy to transform global ATM performance.

24 A CANSO survey of Members has confirmed an evolving threat from laser attacks. What can be done?

TWO YEARS AT CANSO Airspace No. 27 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 Editorial content:

Quentin Browell Quentin.browell@canso.org Advertisement Manager: Gill Thompson gill.thompson@canso.org Telephone: +44 (0)1273 771020 Design: i-KOS Telephone: +44 (0) 7928 2280 Web: www.i-kos.com The entire contents of this publication are protected by copyright, full details of which are available from the publishers. All rights reserved.

No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any other means, electronic, mechanical, photocopying, recording or otherwise, without prior permission of the publishers. The views and opinions in this publication are expressed by the authors in their personal capacity and are their sole responsibility. Their publication does not imply that they represent the views or opinions of CANSO and must not be interpreted as such.

The reproduction of advertisements in this publication does not in any way imply endorsement by CANSO of the products and services referred to herein.

10 A timeline of the key CANSO events in the past two years.

DELIVERING BLOCK UPGRADES 12 Aviation System Block Upgrades provide a clear roadmap for the industry but implementation challenges remain.MENT LEADERSHIP 14 Sarinee Sangprasit, President of AEROTHAI, tells Airspace that harmonising development with regional partners is a crucial ingredient for success.

AIRPORT COLLABORATION

NEXTGEN 26 A devastating fire has highlighted the crucial role NextGen will play in remodelling US airspace.

SAFETY 28 Two recent safety publications promise further advances in the industry’s top priority.

100 YEARS OF AVIATION 30 In the final part of the series Andrew Charlton looks at the key technologies that will shape air traffic management’s future.

ATM NEWS 32 The latest news from CANSO Members.

18 Olivier Jankovec, Director General of ACI EUROPE, believes airport-collaborative decision making will benefit all aviation stakeholders.

The CANSO Executive Committee APC3: Asia-Pacific CANSO CEO Committee EC3: European CANSO CEO Committee MEC3: Middle East CANSO CEO Committee LAC3: Latin America and Caribbean CANSO CEO Committee AFC3: Africa CANSO CEO Committee

Paul Riemens

Chair CANSO and Chief Executive Officer LVNL

Yap Ong Heng

Vice Chair CANSO and Chair, APC3 Director General CAAS

Capt. Mohammad Amin Al-Mustafa

Micilia AlbertusVerboom

Miroslav Bartos

Thabani Mthiyane

Ed Sims

Marc Viggiano

Chair, MEC3 and Chief Commissioner CARC

Chair, LAC3 and Director General DC-ANSP

Chair EC3 and CEO LPS SR š. p.

Teri Bristol

Member at Large and Chief Operating Officer FAA ATO

© Copyright CANSO 2014

Massimo Garbini Member at Large civil air navigation services organisation

Rudy Kellar

Member at Large and Executive Vice President NAV CANADA

Chair AFC3 and CEO ATNS

Member at Large and CEO Airways New Zealand

Associate Member Representative and President Emeritus Saab Sensis Corporation

AIRSPACE

QUARTER 4 2014 3

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TOWER & AIRPORT AUTOMATION SOLUTIONS

ENROUTE PRODUCTS & SERVICES

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SOLUTIONS FOR MILITARY ATC

SYSTEMS INTEGRATION & TURNKEY DELIVERY

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FROM THE DIRECTOR GENERAL

civil air navigation services organisation

It is two years since I joined CANSO as Director General on 1 December 2012. At that time I expressed the view that “The demand for greater efficiency and productivity and the introduction of new technology and more automation requires us all to accept and embrace change. CANSO has to lead the transformation of the ATM industry and the key issue for CANSO’s future is delivery”. I am delighted that only seven months later in June 2013, we launched Vision 2020 to drive that transformation, together with the associated CANSO Work Plan that ensures that CANSO delivers on its commitments. On page 6, I talk about some of CANSO’s achievements over the past two years and also highlight how new technologies are improving safety.

Safety is, rightly, our industry’s number one priority and, ahead of the CANSO Global ATM Safety Conference in January, this edition of Airspace focuses on how the industry is striving to make flying even safer. The Conference takes place in Bangkok, hosted by Thailand’s ANSP, AEROTHAI. On page 14, AEROTHAI’s President, Sarinee Sangprasit, outlines her formula for improving safety: investing in new technology; revising processes; and engaging people.

These three elements are explored in our safety feature on page 28 in which we look at how two CANSO tools are enhancing safety in ATM. The first standardises risk evaluation and assessments conducted by ANSPs; and the other helps ANSPs develop their safety management systems. Both illustrate how the AEROTHAI strategy to invest in new technology must be managed safely; and how the harmonisation of systems and procedures will facilitate the vision of safe and seamless airspace.

This edition of Airspace also explores a worrying emerging threat to safety. On page 24, we look at the increasing threat of laser attacks on both aircraft and towers. A survey of CANSO Members shows an increase in such attacks over the past few years. The threat requires a robust response with a focus on prevention and deterrence.

This is an area where States need to ensure they have appropriate legislation in place, rigorous enforcement and robust prosecution of offenders.

Improving safety through modernising airspace is at the heart of ICAO’s Aviation System Block Upgrades (ASBUs). ASBUs are a vital catalyst for transforming global ATM performance and on page 12 Airspace looks at progress on implementing them. While things seem to be going well, much work remains to be done. CANSO plays its part with training courses, seminars and promoting the Introduction to the ASBU Modules publication.

CANSO is also working on a PBN guide, Performance-Based Navigation – Best Practice Guidelines for ANSPs, which will also be a useful resource.

Harmonisation is a key CANSO objective. On page 22, Teri Bristol, FAA, examines the need for harmonisation of standards to enable a more efficient exchange of air traffic information through a more globalised, dedicated ATM messaging service. FAA is putting this into practice with information exchange models for digital NOTAMs, weather information and flight data. These technological advances enable flight operators to share information and improve collaborative decision making (CDM) between all parts of the aviation value chain.

As the year celebrating 100 years of commercial aviation draws to a close, this issue concludes, on page 30, with the last of Andrew Charlton’s four articles on the role of ATM over the first 100 years. His articles demonstrate how far we have come since the age of flags on runways and town names painted on barn roofs. The articles on NextGen (page 26), ASBU implementation and collaborative decision-making (page 18) give a good indication of where we are heading as we enter aviation’s second century.

Jeff Poole CANSO Director General

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DIRECTOR GENERAL INTERVIEW

Things will only get better CANSO Director General, Jeff Poole, says that despite two successful years in the job, the hard work is just beginning. Interview by Graham Newton.

Will Vision 2020 get the industry where it needs to go?

Yes it will. Vision 2020 is now in the DNA of the industry. It is in the way we think and work. We had overwhelming support from our Members for Vision 2020 at the 2013 AGM and all CANSO’s work is aligned with this vision.

Vision 2020 is the first ever strategic framework for the industry.

It complies with ICAO’s Global Air Navigation Plan (GANP) and describes clearly what we need to do.

But knowing what we need to do is the easy part. The challenge is how we achieve Vision 2020’s goals through understanding and making the time required to do the work. That takes strong planning and commitment from diverse stakeholders.

We certainly have that commitment from our Members and industry partners so the challenge is to implement with passion and speed in individual States and on a regional basis - in a way that is consistent with the ICAO Global Air Navigation Plan (GANP).

Why is the Aviation System Block Upgrade programme the right framework for technological upgrades?

Aviation System Block Upgrades (ASBUs) are very important.

They are a globally agreed action that States are committed to implement. So they provide the impetus for States to improve ATM performance.

Moreover, the ASBU modules provide a clear and effective roadmap that ensures convergence towards a commonly harmonised system. States can develop at their own speed and choose their own modules according to their needs, resources and capabilities but ultimately they are all heading in the same direction to the same end point.

CANSO has been fully involved in the development of ASBUs since the start and we are strongly supporting the programme through training, workshops, sharing best practice and issuing guidelines.

What do you consider to be the most important new technological developments that will transform ATM performance?

ATM is a complex and highly technical business. And we do a

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fantastic job when you think that we handle safely over 36 million flights each year.

But this is a period of change with old technologies being phased out and new digital technologies coming in. ANSPs face a big challenge in implementing these technologies. And actually, it may be easier for those ANSPs that can go straight to the new technologies, leapfrogging the previous generation. They may face less of a problem than the more mature ANSPs with legacy systems to replace.

Information management will transform the industry. Real-time information is vital but limited at the moment as platforms do not always “speak” to each other. Having the right information at the right time enables controllers to do the right thing. Technology is the key to having that ability.

Data communication is another game changer that will increase capacity and enhance safety. As part of the Big Data trend, it will allow the industry to proactively manage its data and to spot trends and patterns, addressing issues before they become a challenge. It will also facilitate benchmarking against best practice.

Going from ground-based to satellite-based operations is a key development too. It is a watershed moment in the way it facilitates aircraft tracking, increases capacity and enhances safety.

There are two important things to note about new technologies.

The first is that the way they work – for example, being spacebased – will make irrelevant many of the regulations to which we are presently subject. Airspace will become truly seamless.

Secondly, much of the innovation and technological change is being driven by CANSO Associate Members.

What is a realistic vision for the organisation of airspace?

ATM needs to be organised according to the operational needs of its users rather than according to national boundaries. There must be seamless airspace.

There is a compelling business case for air traffic growth based on the economic and social benefits. It is so powerful that I have no doubt that the barriers to seamless airspace will eventually be dismantled.

We are all very conscious that the main barriers to change are political, institutional and regulatory. If ATM operations people were able to work together freely and in partnership across borders, transformation of airspace would happen much more quickly and naturally.

and the like, and safety will only get even better and better.

This won’t be easy, of course, but we must move towards ever bigger airspace blocks. From that point, there will be an inevitable pull towards global seamless airspace. It will take longer than we would like and the massive programmes like SESAR and NextGen have their challenges.

There is a danger of reacting to the last thing that happened so we have to look at these tragedies in a holistic way. It is important to feed the lessons learned from MH370 and MH17 into our overall way of working. We will get better tracking of aircraft and better sharing of information about risks in conflict zones.

CANSO is actively advocating this bigger picture to governments. We must get them to see and acknowledge the benefits of air traffic growth and the role ATM plays in facilitating that growth and convince them that it should not just be about States managing their own airspace.

The MH370 tragedy illustrates why States must invest in infrastructure, particularly good and effective surveillance. We must therefore raise the level of awareness among politicians of the importance of safe ATM. The MH17 tragedy shows not only why sharing information is important but also why we need a strategy in place to share that information quickly and effectively.

What more can be done to improve safety?

Safety is the industry’s number one priority. The safe separation of aircraft is the raison d’être of air traffic management.

But it is a never-ending job. We can always do more to improve safety. In fact, one of the exciting things about the new technologies is that they will improve safety, for example by enabling safer separation; improved performance; and enhanced tracking and surveillance. The industry is also getting better at sharing information and doing the detailed analysis that will help to minimise risk. Partnership is key to further improving safety – the CANSO runway safety initiative is an obvious example.

Match all of this with best practice, safety management systems

Two major tragedies this year, MH370 and MH17, have led to the creation of task forces to address the issues raised. To what extent are these two incidents game changers?

You have extensive experience in government negotiations.

How can we make ATM more visible to governments?

I am a great believer in advocacy and communication. It is not just about negotiation. We need to lay the groundwork first so that the negotiation is about the details and not about whether or not something should be done. I was taught early that if somebody doesn’t understand your argument, the fault lies with you – not them. If you are losing the argument, find a better argument rather than shouting more loudly!

So, we have to make good use of the very good arguments that we have to ensure that ATM will get the attention and the funding it deserves. Aviation supports some $2.4 trillion in

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economic activity and 58 million jobs. And ATM is vital to the smooth functioning of the aviation system. But if the skies are not to become congested as air traffic grows, States must invest in upgrading ATM. I also think we must talk less to ourselves within the industry and talk more to those that have the greatest influence on our industry. We need to influence the people who are actually responsible for blocking or approving ATM improvements – and that tends to be finance, environment and foreign affairs ministers rather than transport ministers.

You often talk about the need for better regulation that is performance-based. Are you seeing any progress from States?

Prescriptive, inefficient, conflicting regulations add cost and undermine ATM’s ability to innovate and perform effectively. We have made some progress in securing better regulation but it is limited and we need to increase our advocacy.

Only States can address political, regulatory and governance constraints. They should focus on optimising performance and not just think of control.

How will CANSO continue to deliver value to its Members?

A huge amount of valuable work has been done by CANSO through benchmarking, safety tools, best practice guidelines and so on. CANSO is the global voice of ATM and we must be effective with ICAO, governments, media and all other stakeholders. We deliver value by being relevant, practical, knowledgeable, and providing thought-leadership. And our membership numbers are increasing, which shows we are being effective.

But it is important to understand that CANSO is a small organisation, so much of the work is done by our Members.

Members get real value from CANSO but CANSO gets real value from its Members and this is one of its great strengths. Because it is bottom up, it means that CANSO can focus on those issues that are most topical and important to Members, so delivering on expectations.

After two years as Director General, what has surprised you about the job?

I knew the industry and CANSO well when I joined so nothing was a surprise as such.

Understanding is slowly coming. But again, knowing what we need to do is one thing; how we do it is another matter. Countries like the United Kingdom are setting a good example. It has a good view on what better regulation would look like but admits that it is very difficult to create and implement it in a way that is effective and sustainable.

I knew CANSO was doing great work that was often not recognised. For example, all the work that I have mentioned, such as producing the best practice guides, simply was not being given the profile it deserved. In fact, the amount of work being done – and the under-appreciation – was even greater than I suspected.

We need some of the more advanced States like the UK to drive this forward with pilots and sharing best practice. For its part, CANSO we will continue to make the case for better regulation at every opportunity.

So I am happy that we are now demonstrating the value of the work done by CANSO and its Members to the wider aviation community. CANSO is punching above its weight. The association is very small and dependent on its Members so it is amazing to see what is being achieved with a small budget and limited resources. I am proud that we are lean and mean.

How can we enhance co-operation between airlines, airports and ANSPs? At most aviation conferences you will hear people talk about partnership, about co-operation and working together.

But actually, collaboration is hard and is very rarely in the DNA of those supposed to be working together. It takes a real effort and the key is to have specific programmes on which to cooperate.

At the association level, CANSO meets regularly with the International Civil Aviation Organization, International Air Transport Association, Airports Council International and International Coordinating Council of Aerospace Industries Associations to agree on common positions on key issues. The work we do together on environmental issues under the ATAG umbrella is a great example.

So there is real pressure to motivate our technical and operations people to work together. Targets must be set because what does not get measured does not get done. Really, this is classic project management.

Having a seat at the top table of aviation brings expectations though, so it is important that we continue to deliver.

If you could change one thing about ATM tomorrow, what would it be and why?

I would like the performance-driven approach to be understood and embraced by all parties. Because performance is the name of the game.

Improving performance is dependent on better regulations, better governance and letting ANSPs be run as normal businesses. In turn that would allow ANSPs to compete properly, operate more effectively and develop a true customer-focused approach. And then solid business cases would be behind every investment decision, justifying any expenditure, and leading to further performance gains.

That whole framework can be established by recognising the need for better performance.

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TWO YEARS AT CANSO

Breaking regulatory constraints December 2012 CANSO has 76 Full Members and 74 Associate Members

Frank Chinambu, Director of Air Navigation at the National June 2013 Airports Corporation Limited of Zambia says the country’s CANSO February 2013 Global ATM CANSO and ICAO potential makes the transformational challenge worthwhile.

February 2013 Summit &

December 2012 CANSO Zambia is a country with incredible December makes potential. It is politically stable withmajor 2012 growth, averaging contribution strong economic Jeff Poole to around 6% annual GDP growththe in Global joins CANSO Air Navigation recent times. And of course the Planone at the countryasisDirector home to Victoria Falls, General. of the Seven Natural Wonders of the ICAO 12th Air World.

Navigation Conference.

sign Memorandum of Cooperation to improve air navigation safety performance.

Inaugural World ATM Congress sees over 5,000 attendees and 160 exhibitors gather in Madrid.

17th AGM, Delivering on our Commitments.

But having potential is a description you can only use for so long. The task ahead for air navigation is to make the improvements that will provide the necessary framework for this potential to be realised. As a landlocked country, air transport will be a critical ingredient in Zambia’s future success.

But we face a number of challenges. One positive pressure for progress. Safety is performance in Africa is demonstrated by such challenge is the constraints placed always paramount. hosting CANSO’s second Africa Regional upon air navigation development by an conference.

March 2014 outdated regulatory framework. These To overcome these challenges, March 2014 there is February 2014 CANSO and April 2014 we face and the good constraints have held us back for many a very ambitious programme place The challenges 6,265 attend in the CANSO MITRE years. It wasn’t possible to raise charges launch to ensure we aresecond as well prepared as we work being done to clear the paths to At the World May 2014 publishes training and without an Act of Parliament, for example, can be. An ongoing study will allow us progress are also clearly illustrated by a Sustainable ATM Congress.

CANSO Common Safety and there were lots of exemptions to project to collaborate on upper airspace a guide to redefine our Master Plan and give us Aviation Summit, CANSO reports on DG calls for Methods on Risk air navigation charges too. The result, realistic short, medium and long term inCANSO the Southern implement DG African Development the commitments regulation Evaluation and understandably, is ageing infrastructure Community countries. We have Aviationstrategies. highlights the it made at the toupper be for that isAssessments constricting growth. established that we could make System Block importance of first World ATM performanceANSPs Other industry initiatives are also airspace far more efficient but its impact Upgrades. efficient ATM and costbased; Congress. lays Fortunately, all that is about to change. providing an excellent framework for on lower airspace recovery and infrastructure We have begun a serious attempt to put planned improvements. Aviation System complexities are causing concern within out five to enablecircles.

CANSO the right rules in place. New regulations Block Upgrades, for example, give us the government principles sustainable should be operational opportunity to develop new technology Standard of within a few years of better growth of air and theseExcellence will allow us to transform in a realistic timeframe without making us But this does not mean we regulation. simply blame airspace over Zambia. And we will use the feel as if we are missing the boat. governments traffic and or stop trying to resolve the in Safety ageing Management infrastructure to our advantage many issues facing us. We must always its economic by effectively skipping a generation of CANSO is providing an excellent have ideas and we must evaluate them benefits.

Systems. technology. So we’re confident of being platform for African collaboration and if possible implement them where at a compatible level of technology with too. Every ANSP realises that it can’t appropriate. the rest of the world in the near future. go it alone if seamless airspace and harmonisation are the goals. Several subAnd this is the biggest difference today We must rise to many other challenges. committees have been formed under the compared with the Africa of a few years There is double digit growth in air traffic CANSO banner that are doing excellent ago. Now, there is a real desire to work in Zambia and we must ensure we have work in moving specific areas forward. through the issues and arrive at a mutually sufficient capacity to deal with this These are meeting regularly, reviewing agreed solution. The ideas keep coming. demand. progress and ensuring inter-operability.

There is drive and purpose in our work.

Where possible, CANSO is also helping And most importantly, we must respond to allocate resources so these are shared I look forward to meeting you all at the to the global need for improved safety to everyone’s advantage. The National CANSO Africa Conference to discuss and for compliance with global standards Airports Corporation of Zambia’s active existing ideas and to generate new ones. and initiatives. We are using this as participation in transforming ATM Welcome to Zambia!

Operated by CANSO in association with ATCA

10 QUARTER 4 2014

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June 2013 CANSO announces Vision 2020, the first strategic framework for the ATM industry.

June 2014 CANSO DG briefs ICAO Council on global ATM issues and the need to focus on four key priorities.

June 2013 CANSO launches runway safety initiative.

June 2014 CANSO publishes CANSO Cyber Security and Risk Assessment Guide.

June 2013 CANSO announces Flightyield, its billing, collection and revenue management service.

June 2014 CANSO Global ATM Summit & 18th AGM, Embracing the Future.

June 2013 CANSO calls on States to adopt global measures to mitigate the environmental impact of aviation.

July 2014 CANSO plays key role in ICAO Task Force to improve the safety of aircraft in conflict zones.

September 2013 CANSO DG urges States to break down barriers to transformation of global ATM performance.

September 2014 At World Travel and Tourism Council conference, CANSO DG urges States to invest in ATM infrastructure to improve connectivity and enhance economic benefits.

November 2013 CANSO welcomes and commits to the Global Air Navigation Plan and Global Aviation Safety Plan at ICAO 38th Assembly.

November 2014 CANSO provides new IT communications infrastructure for Members.

December 2014 CANSO has 87 Full Members and 81 Associate Members

DELIVERING ASBUs

An end-to-end approach ANSPs should consider the bigger picture in their development strategy.

At the 38th Assembly of the International Civil Aviation Organization (ICAO), States agreed the 2013-2028 Global Air Navigation Plan (GANP). This introduced the concept of Aviation System Block Upgrades (ASBUs).

The ASBU initiative will advance ATM interoperability, harmonisation and modernisation through a menu of modules organised in four blocks with set timeframes (see panel and diagram). The improvements will result in an ATM system that enhances the vital elements of safety, efficiency, capacity, security and environmental stewardship.

“A year on, the program is going very well,” says Nancy Graham (pictured right), Director of the Air Navigation Bureau at ICAO. “The specific priorities and timings give real meaning to the initiative.”

PBN priority

the ICAO Capacity and Efficiency Air Navigation Report (2014), PBN implementation continues to be a concern, and “as of the end of 2013, only 102 countries out of 191 ICAO member States have committed to PBN by publishing a State PBN Implementation Plan”.

Too many States have failed to achieve the PBN implementation targets: some 53% of all States meet the 2010 targets for PBN approaches while just 30% meet the 2014 target. The more advanced States may be making excellent progress – two years ahead of schedule, 19% of States already meet the 2016 target – but there is a danger that many could forever be in catch-up mode.

Despite this, Graham insists the efforts to date are “priming the pump for future development. She points out: “Work is being carried out in co-operation with industry partners, such as CANSO, Airports Council International (ACI) and the International Air Transport Association (IATA), and also with individual players, such as airports and regulators.

Block 0 developments have already seen significant uptake. Graham reports that States have been supportive and there are a number of ongoing initiatives to ensure each ANSP develops the building blocks for future technologies.

“Every single planning and implementation group has adopted the ASBU strategy with specific priorities and timelines,” she stresses. “That means we will have alignment at the global, regional and local level. The system is working.”

Going forward, for example, a cornerstone of ASBUs will be system-wide information management (SWIM). Although this technology is available today, it still needs further refinement.

Nevertheless, it could prove central to everything that ASBUs are trying to achieve. “There was a debate about whether SWIM should be mandated,” informs Graham. “Everyone sees its importance.”

But there is a more intangible quality to the ASBU system that Graham is keen to promote. Although ASBUs are primarily technology-based, this alone doesn’t ensure safe and efficient airspace operations. There is also the organisation of airspace to consider, as well as many other factors that affect implementation.

ICAO’s Standards And Recommended Practices (SARPs) are also playing their part in early ASBU deployment, ensuring that all States are operating within an acceptable framework.

But the key to ASBU success is real world benefits for airspace providers and users. In this respect, performance-based navigation (PBN) has been earmarked as a top priority. PBN is already the subject of a flight procedures project in Asia for a few years and a similar project was launched this year in Africa.

Nevertheless, much work remains to be done. According to

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Assisting implementation

“So the challenge now is to look at this from the point of view of the implementer,” says Graham. “What do they need, from regulations to training, to adopt the requisite technologies?”

In other words, clear and harmonised operational improvements are needed, not just a shiny new piece of equipment or bells-and-whistles software. And the many implementation challenges need to be properly addressed.

ICAO has developed implementation kits (i-kits) that help the regulator, the service providers and the airlines put the

How it works ASBU blocks are structured in 5-year segments that began in 2013 and continue until 2028. The modules provide the flexibility for technology to be implemented based on the varying needs, readiness-levels and associated business cases of the State.

So, not all States or regions will implement all modules, nor will they be implemented at the same time or in a particular order.

The flexible implementation method of ASBU module elements will allow States and stakeholders to achieve global harmonisation, increased capacity and environmental efficiency in a consistent manner, independent of when and where specific performance improvements are introduced.

There are four blocks with a varying number of modules in each block. Block 0, for example, has 18 modules that are fully developed and ready for implementation.

disparate elements together. Graham likens the i-kit to a flatpack from a furniture store. “We are not just interested in the people making the shelves,” she says. “We are interested in the guy putting the shelves together at the end. And that is a massive change in our planning and support approach.”

ICAO is not leaving the delivery of ASBUs there either.

Another vital strand is that no State will be left behind, reiterated on many occasions by the President of the ICAO Council, Benard Aliu.

This is easier said than done. Although funding is always a challenge, ensuring all States are on board is not primarily about money. Rather, it is about having the expertise to make the right decisions and follow them through. ICAO, together with its industry partners, has set up “go-teams”, which travel out to the States in need of assistance, to help them understand and develop their requirements. Dialogue with all relevant stakeholders is essential and part of the go team process.

This enables an ANSP to view its ASBU implementation strategy in the context of its region and its main city-pairs. In short, it begins to breed harmonisation above and beyond compatible ASBU modules.

In addition to this support, the GANP is reviewed every ICAO Assembly and the ASBU modules are a constant work in progress, updated according to State feedback. Cases in point include remote control towers and satellite ADS-B, each of which needs to be allocated a role within the overall framework.

IATA has been asked for the airline top 15 implementation priorities, which will then be co-ordinated with CANSO and ACI, so that ASBU progress reflects the needs of the main airspace users and service providers as well. This will factor into the next update to the GANP being produced for 2016.

Finally, ICAO will host a Block Upgrade Demonstration Showcase and Symposium in May 2015 to demonstrate the end-to-end capability of selective technology and the operational improvements this can provide. This will help States and all relevant stakeholders better understand the level of support they would need to fast track implementation of the Block 0 and 1 modules, and identify

areas where enhanced co-ordination and organisation in the implementation of ASBU modules would be needed.

CANSO challenge Graham insists “we are where we want to be” but is asking CANSO for even greater assistance in tackling the implementation challenges.

“CANSO has a huge role to play,” Graham notes. “We need to encourage ANSPs to plan on the basis of needed operational capability and not just technology upgrades.

And that means promoting a common understanding of what is necessary for not only the service provider but also the entire aviation system. CANSO can help by continuing to be a part of the planning process, and working to establish the above mentioned priorities. In addition, CANSO can encourage the ATM industry to organise itself to promote aviation capabilities, of which technologies are a component.”

CANSO has already played a major role in ASBU development but stands ready to do more for ANSPs, according to Kapri Kupper, CANSO’s Operations Programme Manager. “CANSO made a significant contribution to the development of the methodology of the ASBUs,” she says. “We see their implementation as a vital catalyst for transforming global ATM performance. Implementation of PBN, ADS-B, collaborative decision making and air traffic flow management are all priorities. However, we are concerned about the progress of PBN implementation by States and we are therefore urging ICAO to provide continued support for those States that are falling behind with implementation, particularly of PBN.” Kupper says CANSO is focusing on helping States with ASBU implementation, with seminars for ANSPs and other stakeholders; a guide; and a training programme. The CANSO Needs and Dependency Analysis, Business Case, and Cost Benefit Analysis all assist States in the establishment of priorities and targets for ASBU implementation, as well as effective implementation strategies to ensure expedient and cost-effective results. CANSO has also established Regional PBN Champions who ensure that States receive PBN-related information and that they are fully briefed on implementation progress and issues.

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LEADERSHIP

A regional perspective Sarinee Sangprasit, President of Thai ANSP, AEROTHAI, tells Airspace that harmonising development with regional partners is a crucial ingredient for success.

What is your strategy going forward?

How is your organisation performing in 2014?

The target for overall performance in the fiscal year 2014 has been reached. There has been constant growth in air traffic volume in 2014, both domestically and internationally. The total number of flight movements will be around 700,000, an unexpected 14% growth compared with 2013.

With this growth, there is a challenge in terms of capacity management. We therefore have to focus on operational awareness and risk management, while balancing between demand and capacity for all airspace users to obtain their optimised services.

With our cost-recovery basis structure, over-collection from air navigation charges can be retained for future investment or also refunded to member airlines. Therefore, we have refunded the 2013 over-collection to member airlines operating flights during fiscal Year 2013 at 20% of the accumulated over-collection, which has reduced ANS charges for fiscal Year 2014 to reflect our willingness to meet our customers’ expectations.

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To achieve AEROTHAI’s vision to be one of the best ANSPs in the ASEAN region, the strategy is to continue with the implementation of new technology, the development of standard operating procedures and the consideration of human factors.

To my mind, we cannot move forward if we leave any of these three behind. New technology can help to cope with the rapid growth in global air traffic. At the same time, standard operating procedures help to ensure a high level of safety. And human factors cannot be overlooked based on the fact that people are the most fallible part of a safety system.

This strategy will be developed in line with the ICAO Global Air Navigation Plan as well as regional implementation priorities.

And a performance-based approach will be utilised to support all of our work.

All of these factors are important because long-term strategic planning is crucial to have the organisation growing in the correct direction.

Does the diversity in airport size and ownership in Thailand, from Suvarnabhumi to Bangkok Airways’ Sukhothai, make providing air navigation services more challenging?

Actually, the size and ownership of the airports in Thailand are not a challenge to air navigation services. It is the diversity of growth and complexity of air traffic that create a challenge.

That is why we need to make ourselves ready for growth with our long-term strategy.

Of course, different sizes of airport require specific provisions for the smooth flow of air traffic. And we do need to make sure our stakeholders understand the specific type of investment required for each airport, to provide diverse services, such as a tower or no tower or even a remotely-operated aerodrome.

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How closely do you work with your partners at the airlines, airports, and government? Do you consult them on your strategy?

We have been working closely with our partners and stakeholders as our business concepts include working in harmonisaton with the aviation community and ‘Partnering for Success’.

We have regular consultation meetings with the International Air Transport Association, for example, together with frequent meetings with airlines and non-commercial aviation. We also work with ICAO and CANSO to ensure that we are engaged and in line with the Global Air Navigation Plan.

Additionally, we have signed Memorandums of Co-operation with the Department of Civil Aviation, Airports of Thailand, the Royal Thai Air Force, Thai Airways, the Civil Aviation Training Center, Bangkok Airways and the National Broadcasting and Telecommunication Commission.

This involvement with the entire air transport community means we can co-ordinate all air traffic management-related matters, including the sharing of knowledge and resources.

The relationship with the government and its agencies is conducted at a high level too. With the new Thai government, the National Airspace Plan will be revised and all the parties involved are putting in the effort to take aviation in Thailand to the next level.

I am confident that within two years, you will see a new era of air transport in Thailand.

What are the best ways to improve safety and what new technologies or processes do you believe will help?

We are in the process of modernising all of Thailand’s CNS/ ATM systems. This will be one of the answers to improving safety. It will also increase capacity as well as enhance the efficiency and competitive capabilities of Thai airspace. To prepare our people for the new technologies, management and staff have been given the tools to boost their competencies and improve the quality of our service.

Knowledge management is another key to success. And, of course, a concerted effort from the entire aviation community is needed.

So really, there are three main ways to improve safety: new technology; the revision of processes; and engaging people.

How can CANSO help in your safety efforts?

CANSO has always been a great partner to us. Our engagement with CANSO has continued for almost two decades. We always value how best practices are shared and the networking opportunities provided by several CANSO events. Our vision is aligned with CANSO’s Vision 2020.

There is no doubt that the CANSO Global ATM Safety Conference (the next one takes place 25-30 January 2015 in Bangkok) and regional safety meetings are a great help to all of us.

Do you think the ASBU modules are the best way forward for the harmonisation of airspace?

In my opinion, the ASBU programme is a systematic method that provides a useful approach to support harmonised technology and procedure implementation among States.

However, we also need to consider regional and partner

priorities while planning our deployment. For the Asia Pacific region, ICAO/APANPIRG (Asia Pacific Air Navigation Planning and Implementation Regional Group) makes this easier by including the ASBU Block 0 modules together with their implementation priority in the regional plan – APAC Seamless ATM. What are the challenges for air traffic management at the regional level?

Airspace sovereignty is at the top of the list of challenges in air traffic management in our region.

Asia Pacific is the region with arguably the greatest diversity in the world in terms of politics and society, not to mention the financial situation. That means different national interests and investment capabilities.

Many forecasts of air traffic show that Asia Pacific will have the fastest growth and handle the most movements in the years ahead. While that is clearly understood it will still take a tremendous effort to get all the States to have the same understanding of the big picture and agree on how air traffic management should be developed.

What can we do to make ATM more visible to governments to secure more funding?

The Government of Thailand and the Ministry of Transport recognise the importance of air transport and its direct link to national economic growth. The Government has consequently approved a mega project for the modernisation of the CNS/ ATM systems, which will solve problems associated with the growing number of flight movements.

The Government is also looking into any adjustments in the rules and regulations that would be in line with aviation trends globally.

In terms of the business opportunities concerning our related services, the Government also supports us in making use of our expertise in providing cost-saving, improved quality and reasonably priced product and services to other air navigation service providers in the region.

Finally, how would you describe your management style?

I have always positioned myself as a catalyst in AEROTHAI, striving to drive people and the company to reach their full potential.

My focus is on having a clear policy and direction and then communicating the vision, mission, value, strategic objectives and performance targets, as well as risk management, in a transparent manner to all management and staff.

The ultimate goal behind all of this is to gain the trust and confidence of all stakeholders.

So I guess my management style is to inspire, involve and fully engage with my management and staff. I always inspire our staff to work to their fullest potential for the company, while also creating value to the aviation industry.

We need management and staff involvement to work effectively with partners and stakeholders in the aviation community. Full engagement among all the people in the company is also required to deliver and maintain our quality of service to achieve the ultimate goal of sustainable growth for AEROTHAI, the country, the aviation industry and global aviation harmonisation.

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AIRPORT COLLABORATION Working together to improve performance Olivier Jankovec, Director General of ACI EUROPE, believes airport-collaborative decision making will benefit all aviation stakeholders.

The global economic crisis along with financing challenges and changes in the structure of the European aviation market have led to a stronger focus on quality, efficiency and performance for Europe’s airports.

This involves working on more efficient ground operations to reduce both related costs for airlines and CO2 emissions.

It has also involved more vocal support for the Single European Sky, as well as taking active steps to participate in the deployment of the Single European Sky ATM Research (SESAR) programme – along with airlines and air navigation service providers.

In that context, European airports have been leading the implementation of airport-collaborative decision making (A-CDM) globally, working closely with their operational partners at a local level. They have done so under the umbrella of a specific joint action plan, initially launched by EUROCONTROL and ACI EUROPE back in 2008, as part of a wider cooperation agreement linking the two organisations.

This collaboration was also complemented by similar action plans with IATA and CANSO.

Total system approach Streamlining air and ground processes is part of the underlying philosophy of the Single European Sky, which is based on a total system approach – and this is exactly what A-CDM is about, as one of the initial key prerequisites of SESAR deployment.

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In concrete terms, A-CDM allows for the exchange of accurate and timely operational data and information across all stakeholders involved at tactical level. It also has repercussions at strategic and wider network levels through the involvement of the EU’s Network Manager.

As this real-time information sharing improves interaction between the airport operator, airlines, ANSPs and ground handlers, it consequently allows for improving operational efficiency by reducing delays between the landing and departure of aircraft. This in turn allows the optimal use of resources and ground facilities – helping airports to sweat their assets and make the most of their capacity – and enhancing predictability and recovery in relation to disruptions. All of this obviously comes with additional benefits for the passenger and for the environment.

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AIRSPACE

QUARTER 4 2014 19

AIRPORT COLLABORATION

On average, A-CDM delivers a three-minute reduction in aircraft taxiing time, with related fuel savings presently amounting to €56.3 million for the airlines using the European airports where it has been fully implemented so far. This real time information sharing is also key to improving airports’ own performance in areas such as the optimal use of gate and de-icing operations. And, simultaneously, this improves the performance of the network as a whole.

Significant achievements This year’s annual progress update on the commitment of airports in the implementation of A-CDM was released at the 9th Annual ACI Airport Exchange Conference & Exhibition, which was hosted by Aéroports de Paris and took place on 3-5 November 2014 in Paris.

Munich Airport (top) and Gatwick Airport (below) have both adopted A-CDM.

On this occasion, ACI EUROPE and EUROCONTROL announced that A-CDM is implemented at 15 airports, with Oslo Airport, Rome-Fiumicino, Berlin-Schoenefeld, Adolfo Suárez Madrid-Barajas, Stuttgart, Milan-Malpensa and London Gatwick all joining the A-CDM airport community over the past 12 months.

The 15 airports where A-CDM has been fully implemented collectively welcome 27.8% of European passenger traffic, equivalent to 480 million passengers a year. A further 12 airports across Europe are in the process of implementing A-CDM either locally or fully. This means that more and more airports are now willing to connect and to cooperate with the whole network – a significant achievement compared with the initial years of the ACI EUROPE action plan, when making progress was much more difficult.

The economic and financial crisis of 2008/2009 initially impacted airports’ willingness to engage in the A-CDM process. They also faced resistance from other stakeholders – which mainly came from the fact that A-CDM involves a significant change in operational culture, including an acceptance for more transparency and genuine collaboration efforts.

There is little doubt that A-CDM is the way forward and that it is a win-win-win-win for airports, airlines, ANSPs and the travelling public. Ultimately, it also represents the first step towards Total Airport Management and the Ground Coordinator concept, which should see airports taking a more active role in coordinating the way in which their infrastructure and facilities are used so as to guarantee the best outcomes for all partners and passengers.

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civil air navigation services organisation

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COMMENT

Letter from America Accessing a global network

Teri Bristol, Chief Operating Officer of the Federal Aviation Administration’s Air Traffic Organization, explains the need for global data exchange standards.

The FAA is committed to achieving global harmonisation of air traffic management systems. This effort includes working with our international partners to develop standards to achieve a more efficient global exchange of air traffic information.

Communication between ANSPs is done one-to-one and therefore is less efficient and more expensive. The data is sometimes not formatted in the same way, requiring labour-intensive re-entry that introduces greater potential for error. Time and money spent adapting to each other’s rules, definitions and formats results in a less-than-optimal global air navigation system.

A more globalized, dedicated ATM messaging network is in everyone’s interests. This network will enable all air navigation service providers to access air traffic information according to a common set of publishing standards. We will be able to exchange ever-increasing, relevant information in a more timely and less costly way than with the current nation-to-nation legacy systems. When implemented, this global ATM system will finally join banking, finance, and healthcare industries, among others, in fully embracing the Internet.

Over the past several years, we have made great progress towards this goal by creating standard models for the

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exchange of aeronautical, weather and flight information. Using the Aeronautical Information Exchange Model (AIXM), the FAA implemented a Digital NOTAMs system last year.

Under the legacy system, when a NOTAM was issued, there were numerous instances of manual intervention before a pilot could make use of it. Under the digital system, authorized persons can submit NOTAMs directly into the system in a format that allows for easy computer search. This capability enables airspace users to easily view the most up-to-date status and prioritise the NOTAMs, which enables better flight planning and greater situational awareness. With the legacy system, it took an average of 15 minutes to originate a NOTAM. Through the digital system, it takes five seconds.

Assisting with flight planning Beyond NOTAMs, the FAA recently approved a final investment decision for Aeronautical Information Management Modernization, Segment 2 (AIMM S2).

AIMM S2 will provide a real-time view of special activity airspace in a format that can be used by flight planning tools, instead of relying on paper charts. This will enable airspace users to acquire the information more efficiently and accurately to assist with their flight planning.

When it comes to weather, we’ve released Weather Information Exchange Model (WXXM) 1.1, and soon we’ll release version 2.0. The FAA and the US National Weather Service, along with EUROCONTROL, have taken the lead to move all weather information products into the standard WXXM format.

ICAO and the World Meteorological Organization are releasing standards – known as ICAO’s WXXM (IWXXM) – for a subset of these weather products.

For flight data, we recently released the Flight Information Exchange Model (FIXM) 3.0. FIXM 3.0 includes data for 4D trajectory and surface operations.

FIXM 3.0 builds on previous versions which included standardised information about boundary crossings between air navigation service providers, carriage of dangerous goods, fleet prioritisation and airport collaborative decision making.

Showcase To support more efficient data exchange across the globe, the FAA hosted the Mini Global demonstration this past September at our NextGen test bed in Daytona Beach, Florida. Using the FIXM, AIXM and WXXM standards, Mini Global showed how the world’s ANSPs and flight operators are able to share common information to improve collaborative decision making and air traffic management.

System Wide Information Management (SWIM) as Global ATM Messaging Network Concept.

The event included more than 100 participants, including the FAA, along with ANSPs for Australia, Canada, Japan, Portugal, South Korea, Singapore, and Thailand, and with observers from Brazil, Colombia, the United Arab Emirates and SESAR in Europe. The Mini Global team included staff from the FAA, EmbryRiddle Aeronautical University, Harris Corporation, Mosaic ATM, CSSI, Metron Aviation, Solentus, and Lockheed Martin.

Specifically, the demonstration provided simulated and live flight data to showcase the benefits and feasibility of automated information sharing, such as flight plan submission, international boundary coordination, carriage of dangerous goods, volcanic ash avoidance, airport configuration changes, fleet prioritisation, and weather forecasts, among others. Through the demonstration, participants were able to assess their current formats and levels of compatibility with each other.

In 2015, we will begin plans to conduct Mini Global II, which will expand the

number of participants, and incorporate additional enterprise messaging services (EMS) so we can demonstrate more robust data exchange and give partners a choice of EMS providers.

Making progress We have made a lot of progress by laying the groundwork for standard information exchange models. And with progress comes a new set of questions.

What are the next steps? What challenges lie ahead?

First, we have to continue to develop the standards for a global ATM messaging structure. We have to move this effort up to the ICAO Standards And Recommended Practices (SARP) level, to enable greater adoption of common standards by air navigation service providers.

Second, we must do all that we can to help all nations have access to this global ATM network. As part of this effort, we need to encourage regional solutions through CANSO and ICAO regional planning groups. A good

example is the common regional Virtual Private Network, an ICAO initiative to enhance information exchange in the Asia Pacific region. We need to ensure these regional solutions are building blocks for the global ATM network.

Third, with technology evolving at an ever faster rate, what can we accomplish beyond the three exchange models? What would be the next step technologically?

Fourth, what is the appropriate pace that we, as a global community, are committed to moving at? With the technology rapidly evolving, we do not want to move our systems at a faster rate than the humans in the system can handle. There is always a delicate balance in air traffic control which is, and remains, a human-centred endeavour.

As we address these and other questions, we will support a global harmonisation of air traffic systems. In doing so, we will contribute to a more seamless, efficient, green airspace system to the benefit of all airspace users.

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SAFETY

Shedding light on laser attacks A CANSO survey of Members has confirmed an evolving threat from laser attacks. What can be done?

Earlier this year, a green laser beam was directed at the cockpit of an aircraft performing an ILS landing at India’s Delhi International Airport. According to the Airports Authority of India, the first officer reported a short period of impaired vision.

Fortunately, the flight landed safely. But there is no doubt that laser attacks – on aircraft during approach and landing or on air traffic control towers – is an emerging threat to aviation safety.

Given the potentially serious consequences of such an attack, industry partners have co-operated to increase awareness of the problem. The issue was raised during last year’s ICAO Aviation Security Panel meeting and ICAO has since issued a State letter asking States to consider criminalising laser attacks. The ICAO Working Group on Threats and Risks is also examining this evolving menace.

CANSO is supporting all efforts and in particular is looking closely at how laser attacks are affecting ANSPs. “We have been involved in all the work being done on this emerging threat, adding our expertise to ensure the issue is properly addressed,” says Eugene Hoeven, CANSO Director, ICAO Affairs.

Recording attacks A CANSO survey of Members reveals a wide variety of responses to laser attacks. Results show that most ANSPs gather reports on laser attacks in a methodical fashion. The Civil Aviation Authority of Singapore, for example, reports there were just 5 laser attacks in 2009 but by 2012 there were 45 attacks. Although there was a slight dip in 2013 (25 reported incidents), by the first quarter of 2014 16 laser attacks had been recorded, underpinning concerns about the issue.

In Singapore, once an attack has been reported, security forces are sent to the indicated source location within 30 minutes. These forces stay in the area for an hour to prevent any further incidents and all activity is reported back to CAAS.

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“ANSPs are doing well in recording attacks,” says Hoeven.

“However, more focus needs to be directed at prevention and this is where the relevant State authorities can make a difference, by making the public aware of this menace and by prosecuting those who break the laws where these exist. We encourage those States that do not have appropriate legislation and regulations in place to establish them as soon as possible.”

Specific regulation Airways New Zealand has also recorded laser attacks, seeing the numbers rise from less than 10 in 2006 to 119 in 2013.

Despite this, like many other ANSPs, they have not benefitted from any major public awareness campaign about the dangers and implications for aviation safety. The last attempt was in 2008 and this was just an article in the Civil Aviation Authority’s own magazine. Other countries that have not undertaken any major awareness campaigns include India, Israel, Italy, Japan and Portugal.

Japan and Israel do not have specific regulations regarding laser attacks either. India at least can rely on a 1937 rule that prohibits the use of false lights in the vicinity of an aerodrome and a 2006 Civil Aviation requirement ensures a laser-free zone in a similar area.

South Africa introduced new text to Part 91 of its Civil Aviation Regulations. It says: No person shall cause, by any means, a beam of light or other energy source, either visible or not, to be emitted towards any aircraft or air traffic control tower or any person therein such that there would be the potential for causing blindness or otherwise adversely affecting the ability of such person to safely carry out his or her duties.

Singapore also introduced new legislation in December 2012.

It explicitly defines the act of directing a light at an aircraft as an offence. Any person convicted of such an offence could be liable for a fine of up to S$20,000, which can be increased and even lead to imprisonment if there is a subsequent conviction.

CAAS has gone one step further. It also has in place surveillance and enforcement efforts around the seafront area facing aircraft landing and taking off at Changi Airport, including residential areas. A commercial enforcement agency

has been engaged to patrol these areas and officers are empowered to take the necessary enforcement action against anyone caught directing laser lights at aircraft.

Proactive stance The Federal Aviation Administration has been equally proactive concerning laser attacks in the United States, the size of the country and the prevalence of attacks forcing it to be a front runner in dealing with the threat.

The number of incidents reached close to 4,000 in 2013. In the past four years there have been 28 attacks specifically on control towers.

The latest public awareness campaign was a partnership with the FAA, FBI and ALPA, which produced joint press events in Houston, Los Angeles, Phoenix, Albuquerque, Sacramento and San Antonio. The press conferences announced the FBI’s $10,000 reward programme for information about laser strikes (which ran until June 2014) and an education campaign targeting young people. The joint campaign also comprised billboards around the country and a video.

Further, the US Congress has introduced new legislation and in 2012, the President signed into law the FAA Modernization and Reform Act of 2012. This introduced section 39A, which makes it a federal crime to aim a laser pointer at an aircraft. The crime is punishable by up to five years in prison and/or a fine up to $250,000.

The FAA can also impose a civil penalty on any individual who violates the FAA regulation prohibiting interference with a flight crew. The civil penalty could include a fine of $11,000 per violation. And various cities are passing legislation restricting the sales and use of lasers due to the high number of laser events in their areas.

A CANSO survey has shown laser attacks are on the increase.

In North Myrtle Beach, South Carolina, for example, the local authorities passed a laser pointer ordinance, which prohibits the sale and possession of lasers by minors. For adults, the ordinance prohibits use in public places such as beaches, parks or streets. It also makes it illegal to point lasers at moving vehicles, persons or animals, and individuals can be fined up to $500 and/or spend 30 days in jail.

“It is only through such proactive steps taken by legislators and regulators, working together with the aviation community, that we can get a grip on this serious emerging threat,” concludes Hoeven.

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Image credit: Airways

The FAA Air Traffic Organization (FAA ATO) has been actively coordinating, supporting and campaigning to promote public awareness regarding the threats of lasers to aviation safety and security since late 2010. The messaging has been packaged for various media outlets and has also been given to other aviation organisations.

NEXTGEN

Reshaping US skies The US NextGen programme is moving forward despite funding challenges.

In late September 2014, a fire at the Air Route Traffic Control Center in Aurora, Illinois, forced the delay and cancellation of thousands of flights in the United States. The incident highlighted the need to proceed to the greater flexibility of NextGen as soon as possible.

infrastructure for ADS-B, which gives us the capability to track aircraft using satellites instead of radar,” says Huerta.

“What we need is equipped aircraft to take advantage of the system we have built. In the past, we’ve called ADS-B a game changer, but that’s only if we all use it.”

A key objective of NextGen is the ability to move air traffic management responsibilities between facilities quickly and efficiently. But, as Michael Huerta, Administrator of the Federal Aviation Administration, noted in a recent speech, “getting there requires stable and adequate funding, the right people in the right place, and a sustained commitment to follow through on today’s plans”.

The FAA held a Call to Action regarding ADS-B equipage at the end of October to examine the existing state of play.

This has enabled the identification of the main issues, which will allow airlines to work with the industry to ensure they are properly equipped by the January 2020 deadline.

Airline deadline According to many reports, not all of those conditions have been met in recent times. Stable and adequate funding has particularly been in the spotlight, for example, as the US Government sought to cut budgets following the global economic meltdown of 2008-2009.

Nevertheless, the NextGen programme has faced those challenges and still managed to make progress.

A joint decision between industry and the FAA in 2010 to move to a system of satellite-based surveillance and navigation that will provide greater situational awareness for all airspace users has been enacted. Automatic dependent surveillance broadcast (ADS-B) will bring more flexibility and more options throughout United States’ airspace.

“In the spring, we completed the installation of the baseline ground

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Huerta is adamant that the deadline is not going to change. “NextGen is on track,” he confirms. “And we will keep it on track.

But to do so, we’ve got to meet that equipage mandate.”

Shrinking distances, fuel and emissions Meanwhile, the reshaping of US airspace due to NextGen procedures continues.

In May 2014, the Houston Metroplex site went live. Some 61 new satellitebased procedures in the Houston area are providing a plethora of benefits to the airlines. These procedures include continuous descent operations – which allow aircraft to descend at a constant rate – and the ability to allow planes to climb without levelling off so they can reach a cruising altitude sooner.

As a result, fuel use and carbon emissions have reduced. Based on flight plans, the FAA estimates airlines will fly 648,000 fewer nautical miles each year in Houston.

Not only will this help improve on-time performance but also it will save up to 3

million gallons of fuel and reduce carbon emissions by as much as 31,000 tonnes each year. Airlines could save $9.2 million dollars in fuel each year, according to the FAA, the equivalent of taking 6,000 cars off the streets of Houston.

The Houston project was completed in only 30 months, which is 6-12 months less than previous projects of this scope. Huerta calls this is “a major accomplishment”. Similar improvements are being rolled out in other US metropolitan areas, including North Texas and Northern California.

“And then there are NextGen benefits in places like Atlanta, Louisville and Memphis, thanks to new wake turbulence separation standards,” Huerta informs.

“In Atlanta, we implemented the new standards in June 2014. After 90 days, Delta Airlines is reporting a 2.3 minute reduction in taxi out times and a 14%–24% reduction in departure queue delays. On the arrival side, Delta is also benefiting from each aircraft spending two minutes less in the TRACON airspace. These efficiencies are reducing fuel usage and emissions.”

In 2013, new wake separation standards were implemented in Louisville and UPS is saving 52,000 pounds of fuel per night on arrivals. The same procedures were in place in Memphis 12 months before that and the airport capacity in Memphis is up by more than 20%.

Building consensus While Huerta insists the FAA will follow through on NextGen implementation, he says the organisation remains in a difficult situation when it comes to long term planning and budgeting.

talk with the aircraft in any part of it as well. The NAS Voice System is taking communications equipment from point to point communications to a Voice Over Internet Protocol (VOIP) system, using the Federal Government’s more secure version of the Internet.

“Because of this greater flexibility, we will be able to rapidly reconfigure a facility’s access to radio resources to allow them to hand off control of sectors of airspace from one facility to another if traffic becomes extremely busy or if we lose the capability of a facility, as happened in Aurora,” explains Huerta.

Michael Huerta

In December 2013, Congress passed a two-year budget resolution that provided the FAA with some degree of certainty for fiscal years 2014 and 2015. The deal temporarily suspended the cuts the FAA faced under the sequestration following the global economic meltdown. The funding levels for FY 2015 have yet to be finalised by Congress, but the FAA is in a continuing resolution that keeps funding at 2014 levels until 11 December 2014.

around the future direction of the FAA is critical if we’re going to resolve our longterm funding challenges.”

“We have to prioritise our work, and the current budget environment is making us take a closer look at what we can do differently or perhaps stop altogether,” says Huerta. “In addition to modernising through NextGen, we have to maintain our existing infrastructure. We are having discussions with our stakeholders about our mission and our work – what should be high on the list and what shouldn’t be on the list at all.

The groundwork has been laid. The FAA has updated the air traffic control automation system in almost all of its en-route centres and is doing the same for its terminal facilities too. These systems provide both the capacity and functional capability to see well beyond the traditional airspace boundaries.

“In an aviation community as diverse as ours, this is obviously a much larger discussion,” he continues. “We want to build consensus on the direction we’re going, and I believe that consensus

Beyond boundaries One priority – brought home in dramatic circumstances in late September in Chicago – is the ability to deal with emergencies by rapidly reconfiguring facilities.

When the power of these systems is combined with the greater precision and coverage of ADS-B, any single facility can be configured to view any part of US airspace.

In addition to seeing any part of US airspace, it will also be possible to

“For example, in the outage at Chicago Center, we would be able to have each of the neighbouring en-route centers reach into Chicago Center’s airspace and take control of all of the radios used to control aircraft there,” he adds. “Additionally, we would be able to rapidly establish ground-to-ground connections between these en-route centers and the TRACONS that normally connect to Chicago Center. This would greatly increase the range of our operational response, ease the burden on the surrounding TRACONS and increase arrival and departure throughput. It could also open additional routes into and out of Chicago.”

NextGen tools will provide more accurate information and airspace flexibility in a much more dynamic way than is possible today. These improved capabilities will enhance safety, efficiency and the travel experience.

“We are at a critical point in aviation, where the decisions we make today will affect this industry for decades to come” Huerta concludes.

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SAFETY

The right tools for the job Two recent safety publications promise further advances in the industry’s top priority.

As CANSO gears up for its annual CANSO Global ATM Safety Conference, two recently launched tools are already making a major contribution to enhancing safety in air traffic management.

CANSO’s Standard on Common Safety Methods on Risk Evaluation and Assessments for ANSPs (CSM) and the Safety Management System Standard of Excellence (SMS SOE) are further additions to an already impressive toolbox.

As ANSPs strive to transform ATM performance globally, the coming decades will present many challenges for them, including significant increases in traffic demand; the implementation of new technology under programmes such as SESAR and NextGen; unmanned aircraft; environmental expectations and regulations; and security considerations.

“Technology changes quickly and with its implementation come new procedures as well as benefits to the industry,” says Mark DeNicuolo, CANSO Safety Programme Manager.

“The challenge for safety is to ensure that any potential risk associated with any change is well understood ahead of implementation and is appropriately mitigated.”

To maintain and improve safety, ANSPs must improve the ways they identify risks and manage the consequences. This requires a formal and proactive approach to identifying hazards, analysing risks and taking appropriate control measures, which in turn requires organisational structures, policies, practices and culture to be in place. The need for a framework within which aviation can manage safety has been recognised at an international level and in a growing number of domestic regulations.

But the diversity within the industry presents an extra challenge. There is considerable variation among ANSPs with regard to national and regional cultures, organisation and business models, levels of traffic density, traffic complexity and ATM infrastructure.

ANSPs use different technological platforms, for example, and can often rely on secondary providers for services, such as communication links via landlines or satellite. Furthermore, ANSPs are at different stages of safety management system (SMS) development. Some have mature SMS systems, which are fully integrated into their operations while others are

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just starting to build safety management practices and a safety culture.

While guidance material covering the implementation of an SMS is available, ANSPs still need help to determine what they need to do to comply with existing or proposed safety requirements. Value can be added by steering ANSPs through the regulatory waters, to take account of and understand variances in the guidance material and regulations.

Managing safety The first tool, Standard on Common Safety Methods on Risk Evaluation and Assessments for ANSPs (CSM), will standardise risk evaluation and assessments conducted by ANSPs. CSM can be utilised to streamline risk assessments across FIR and state boundaries and can also formalise risk evaluation processes for ANSPs that do not yet have a formal system in place.

“To meet future challenges, ANSPs must improve the ways they identify risks and manage safety,” said Jeff Poole, CANSO Director General. “This requires a formal and proactive approach to identifying hazards, analysing risks and taking appropriate control measures, which in turn requires the right framework. The CSM provides guidance on how to achieve this.”

The second publication is CANSO’s Safety Management System Standard of Excellence (SMS SOE), which outlines SMS development from basic ICAO Annex 19 compliance to a mature SMS. SMS SOE is a planning tool that emphasises the phased step-by-step implementation of a SMS. This provides a framework to plan and document what the organisation is aspiring to achieve in safety management as well as the people accountable for delivering this aspiration.

SMS SOE recommends that the phased approach proceeds in a direct and deliberate manner. The first phase should set out an implementation plan containing clear deliverables and milestones. The second and third phases of implementation would build on the embedded SMS framework and focus on improving the organisational capability in the measurement and analysis of safety performance. This will enable the organisation to measure the gap between current performance standards and its stated safety policy goals and targets.

(Annex 19). The Standard has therefore been updated to assure it is compliant with Annex 19 while also addressing feedback received from ANSPs and other industry bodies, and evolving safety management thinking and practice. As

The revised SoE in SMS consists of a system enabler (Safety Culture) and a framework of five components addressing 16 elements. The structure is presented below:

Safety culture

Element: Development of a positive and proactive safety culture Safety policy and objectives Elements:

Safety Policy Organisational and individual safety responsibilities Compliance with international obligations Coordination of Emergency Response Plan Safety Management System Documentation

Safety risk management Elements:

Risk Management Process

Safety achievement

Safety assurance

Safety promotion

Elements:

Elements:

Elements:

Safety Interfaces Safety by Design Fatigue-related Risk Management

Safety Performance Monitoring and Measuring The Management of Change

Safety Communication Training and Education

Continual Improvement of the SMS Safety Reporting Investigation and Improvement Operational Safety Surveys and SMS Audits

The SOE in SMS consists of a system enabler (safety culture) and a framework of five components addressing 16 elements.

The SoE in SMS will continue to be periodically reviewed so that it reflects developments in the industry.

In the final phase, the organisation would look to implement the more sophisticated aspects of SMS. These enable the ANSP to measure and critically evaluate its safety improvement performance and draw on lessons from other organisations to further its commitment to continuous improvement.

So, SMS SOE allows safety managers to prioritise their safety efforts, initially focusing on implementation of the basic elements that will deliver immediate safety benefits, while planning to implement the more sophisticated SMS elements in the later phases of SMS development. It also enables them to measure against a common industry ATM standard and understand SMS maturity in their organisation; and it enables each SMS to be measured.

SMS SOE succeeds CANSO’s 2009 publication, Standard of Excellence in Safety Management Systems (SMS). This came out before ICAO developed Annex 19, its industry-wide annex on safety management. Annex 19 and its complimentary domestic regulations are intended as general statements against which compliance can be tested. Annex 19, however, does not provide an evolutionary pathway to drive a culture of continual improvement.

CANSO has therefore updated its Standard to ensure it is compliant and aligned with Annex 19 while also addressing feedback from ANSPs and industry partners concerning evolving safety management thinking and practice.

Valid and consistent The two new tools will make a significant difference to ANSPs. To begin with, the vision of seamless airspace globally will be facilitated by the harmonisation of systems

and procedures in ANSPs across the globe. Both the SMS SOE and the CSM will not only assist in standardising processes for evaluating safety risk and the assessment of SMS maturity across ANSPs but also will provide airspace users with a higher level of certainty that safety measures are valid and consistent when travelling through the airspace of ANSPs that have implemented these standards.

ANSPs that implement the CSM will be able to work more effectively with one another, for example, as they will understand the process that each has utilised to achieve a safety standard. It provides a certainty that a valid methodology is being utilised. CANSO recommends that ANSPs adopt the methods and principles within CSM. Some ANSPs are already utilising these methods but for ANSPs just developing their risk evaluation process, it would be prudent to adopt the information provided in the standard and implement the measures, saving time and money.

CANSO is also asking members to participate in the annual SOE survey, which is one of the benefits of CANSO membership. Each year, in April CANSO sends out a survey, which is aligned with the SMS SOE. Once completed the results are independently audited and follow up interviews scheduled. This is an excellent method for an ANSP to have an objective independent review of their SMS. The final report provides recommendations and next steps for the ANSP to achieve the next highest level of SMS Maturity.

“CANSO recommends that ANSPs adopt and implement the two standards,” says Poole. “The publication of both documents and the work that went into producing them mark another milestone in the completion of deliverables in the safety element of Vision 2020.”

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100 YEARS OF AVIATION

Dealing with demand In the concluding part of the series on 100 years of ATM, Andrew Charlton explores the major reorganisation programmes of the last two decades.

The Second World War saw enormous step-changes in the size and reliability of airframes and of course, the jet propulsion engine. But without the quantum leaps made by air traffic control technology and procedures, modern aviation would look considerably different today.

The past 20 years have brought extraordinary growth in air traffic. Markets around the world have expanded and are now connected in ways unimaginable 100 years ago. But the air traffic control service paradigm, established after World War II, of voice communications, radio navigation and radar surveillance has sometimes struggled to scale up to meet the challenges of this rapid growth in demand.

In the late 1990s, the pressures on the system started to tell, with delays and congestion causing passenger disruption.

In response, in 2004 the Single European Sky (SES) initiative was officially adopted by the European Commission to reform Europe’s air traffic management architecture.

At the same time, and in response to the same growth pressures, in the United States the Next Generation Air Transportation System (NextGen) programme was developed by the Federal Aviation Administration. Designed to modernise the national airspace of the United States, NextGen offers greater flexibility to pilots and air traffic controllers. NextGen developments are being implemented across the United States in several stages. These started in 2012 and will conclude in 2025.

A move to satellites In both Europe and the United States, there is a clear convergence on the technology of the future. Enormous amounts of money have been invested in transforming air traffic control services from a ground-based system to a satellitebased one. Global Positioning System (GPS) technology will be used to shorten routes, save time and fuel, reduce delays, augment capacity and enhance the monitoring and safety of airspace.

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A fundamental part of this proposed system is space-based automatic dependant surveillance-broadcast (ADS-B), which uses GPS satellite signals to provide accurate and stable information to ANSPs. This is nothing less than the satellitebased successor to radar. The data is of immediate use to the controllers but can also be streamed to the cockpits of properly equipped aircraft. Once implemented, this structure will allow the real-time display of air traffic for the first time, substantially improving safety.

Fit for purpose The ambitious SES and NextGen projects are trying to speed up the process of innovation in a period when it is most needed. But there are many other projects underway to make the air transport system fit for purpose in its second century.

Probably the most significant work is being done by the International Civil Aviation Organization (ICAO), which has the task to coordinate, develop and implement its Global Air Navigation Plan. This framework defines the building blocks necessary for the upgrade and development of ATM systems and concepts around the world. These building blocks, called Aviation System Block Upgrades or ASBUs, are aimed at ensuring global upgrades proceed on a consistent and predictable basis, as each State moves along the development path at an appropriate pace.

In Asia Pacific, countries like Australia and Japan are also dedicated to developing strategic plans for the future of ATM consistent with the ASBUs. Meanwhile, the inappropriate distribution of airport capacity across the globe is predicted to cause significant problems by 2035. While several major airports cannot easily continue to expand, some regional airports have overcapacity. As a consequence, by way of example, EUROCONTROL estimated that by 2035 approximately 12% of the demand for flights in Europe will have to remain unfulfilled. The causes of delay may be multiple (airport capacity, airspace capacity, weather

Once again, the ATM system will be called on to find innovative technological solutions to overcome the issues caused by the predicted demand surge and to maintain the current high safety levels.

Air traffic flow management (ATFM) was developed to improve the operational side of aviation by using up-to-date flight information to anticipate future traffic demand across the entire network. First in the Command Center in the United States, and then with the Central Flow Management Unit in Europe, ATFM has become a fundamental part of managing and optimising congested airspace.

It’s all about the data As with most other aspects of modern life, that cannot be done without access to appropriate data. Aeronautical information services (AIS) were introduced to maintain the flow of aeronautical information to both operators and controllers, ensuring that the most up-to-date and accurate information is available as flights are planned and operated. Most of the recent innovations in ATM, including area navigation implementation, performance-based navigation, airborne computer-based navigation and data link systems depend on accurate data.

As the data supply has moved to digital, and the understanding of how this information can be used dynamically has increased, it was recognised that ATM needed a global and interoperable provision of aeronautical data. Consequently, the concept of aeronautical information management built on AIS has been introduced. AIM monitors and controls the quality of the available information, providing the right mechanisms that support the ATM community in digitally managing the shared information.

Performance-based navigation (PBN) is a concept introduced in 2008 by ICAO to address airspace requirements. PBN allows

New ATM technologies will transform airspace.

the systemisation of air traffic through strategic separation of ATS routes. This decreases the need for tactical ATC intervention, allowing aircraft-to-aircraft separation to be “builtinto” the airspace design, thereby enabling the migration from ATC to ATM. This allows the airline to have more flexibility to fly more direct routes.

Among the cutting edge changes of the last 25 years, reduced vertical separation minima (RVSM) is also noteworthy. It has made safe, optimised flying profiles accessible, with fuel savings and increased airspace capacity. In 1988, the ICAO Review of General Concept of Separation Panel completed the study that subsequently permitted the global standard of 1000-ft minimum vertical separation, from 2000-ft, above flight level 290.

Recent progress includes data replacing voice. In 2013, the controllers at Memphis International Airport started sending texts to FedEx Express pilots. Under the aegis of the SESAR programme, Europe too has seen trial flights that do not use the radio for voice communications at all.

The FAA is planning that by 2016 data communication will be used at ATC towers for sending pre-departure and revised pre-departure clearings. By 2019, this is expected to go further to air route traffic control centres for in-flight communication.

Although voice messages will always be available for timecritical communication, a higher level of safety and improved efficiency are expected.

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Image credit: SITA

disruptions) but the challenges of growth foreshadow a significant capacity gap in the coming 20 years.

ATM NEWS LFV FIRST IN WORLD TO RECEIVE OPERATING LICENCE FOR REMOTE TOWERS LFV has received an operating licence for remote tower services from the Swedish Transport Agency. This will make Örnsköldsvik Airport the first airport in the world to have remote air traffic control services. LFV developed the operational concepts and Saab the technical solutions.

The aim is to go live during the first quarter of 2015.

DIGITAL TOWER TECHNOLOGY TO BE INTRODUCED IN FOUR NEW LOCATIONS Airservices will fit the latest Integrated Tower Automation Suite (INTAS) digital technology to existing air traffic control towers in the Gold Coast, Perth, Cairns and Brisbane. The suite combines flight and operational data, surveillance and voice communications into a single integrated, control towerspecific layout. It will provide tower controllers with four customisable touch screens displaying electronic flight strips, operational information, weather, terminal area radar displays, and, where available, surface surveillance data.

ZURICH INTERNATIONAL AIRPORT PARTNERS WITH AIRBUS PROSKY TO IMPROVE CAPACITY IN LOW VISIBILITY CONDITIONS Zurich International Airport is seeking to improve efficiency and capacity in low visibility, by reducing spacing behind medium-sized aircraft. It

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is partnering with Airbus ProSky to analyse reduction of separation behind medium aircraft in low visibility operations using ELISE (Exact Landing Interference Simulation Environment) 3D interference simulation software. To optimise aircraft separation in CAT III operations, Zurich Airport and skyguide have invested in the most advanced equipment and are developing optimised concepts of operations.

POLAND INCREASES AIR TRAFFIC CAPACITY Poland’s air navigation service provider, PANSA, has successfully installed COMSOFT’s Enhanced Tactical Flow Management System (ETFMS) Entry Node in Warsaw, enhancing awareness of the air traffic situation over Polish airspace; increasing efficiency; and improving capacity.

Poland borders six countries and is a gateway to the East for en-route air traffic from central and northern Europe.

ETFMS enables an overview of traffic across Europe and adjacent airspace by collecting the most up-to-date air traffic position data together with flight plan data. This allows a more accurate correlation of

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the air situation to be sent to EUROCONTROL, significantly increasing the precision of traffic prediction with real-time knowledge of the actual and expected air traffic situation.

AVINOR IMPLEMENTS SECOND POINT MERGE SYSTEM Avinor Air Navigation Services is the first in the world to implement a second Point Merge project.

It has implemented the Southern Norway Airspace Project (SNAP) with Point Merge arrival sequencing to improve airspace capacity and flight safety in south-western Norway. Benefits include reduced fuel consumption through improved arrival sequencing. Additionally, it simplifies the workload of air traffic controllers.

GLOBAL TRACKING SERVICE WILL PROVIDE LOCATION OF AIRCRAFT IN EMERGENCY SITUATIONS NAV CANADA announced a plan by Aireon LLC to provide a free global

emergency tracking solution for all automatic dependent surveillance broadcast (ADS-B) equipped aircraft.

The Aireon Aircraft Locating and Emergency Response Tracking (Aireon ALERT) service will allow rescue agencies to request the location and last flight track of any suitably equipped aircraft flying in airspace currently without surveillance.

Aireon is deploying a global space-based ADS-B realtime surveillance capability providing direct tracking of remote and oceanic flights aiming to be operational in 2017.

COLLABORATIVE AVIATION CLIMATE ACTION TAKES FLIGHT Air Transport Action Group (ATAG), along with CANSO, ACI, IATA and ICCAIA signed a commitment with the International Civil Aviation Organization (ICAO) on climate action. It outlines the areas on which the industry and ICAO will partner to achieve a sustainable international aviation sector: supporting the development of sustainable alternative fuels; continuing the deployment of new technology aircraft and operational improvements; accelerating

NATS GUIDED TOUR OF UK AIRSPACE UK skies have been brought to life in a short video by NATS showing a day of air traffic. Created from actual radar data showing over 7,000 flights, the video graphically illustrates the daily task facing air traffic controllers and the airspace features that help make it all work.

The video takes viewers on a unique tour from the four holding stacks over London and the military training zones above Wales, to the helicopters delivering people and vital supplies to the North Sea oil and gas rigs. It highlights the major air routes and shows how this ‘invisible infrastructure’ helps underpin the entire operation.

Watch the video at http://nats.aero/ blog/2014/11/take-guided-tour-uk-skies/ the transformation of global air traffic management performance; working with partners to develop a global CO2 standard for new aircraft; working with partners to design and implement a global market-based measure for international aviation; and working together to further efforts for capacity building in Member States across the world.

NAV CANADA AND PARTNERS COMPLETE FUEL SAVING AND EMISSIONS REDUCTION PROJECT FOR TRANS-ATLANTIC FLIGHTS The ENGAGE II efficiency initiative, led by NAV CANADA in partnership with Air France and in conjunction with NATS, has successfully demonstrated the viability and safety of aircraft varying speeds (Mach) and altitudes while transiting the unsurveilled airspace over the North Atlantic.

ENGAGE II was undertaken and supported by The SESAR Joint Undertaking as part of its Atlantic Interoperability Initiative to Reduce Emissions (AIRE) Program. The 210 flight trials validated the overall

safety of varying oceanic flight profiles. Fuel and emissions savings per flight averaged 1%–2%. With close to 400,000 flights each year, the potential economic and environmental benefits are substantial.

NAV CANADA has also released its annual report outlining progress to reduce aviation’s impact on the environment. The 2014 edition of Collaborative Initiatives for Emission Reductions profiles numerous initiatives designed to reduce fuel burn and associated greenhouse gas (GHG) emissions. Its efforts in 2013 resulted in a reduction of GHG emissions of 1.3 million tonnes and a fuel cost saving of over $500 million.

PARTNERSHIP KEY TO SECURE ECONOMIC BENEFITS OF AIR NAVIGATION INFRASTRUCTURE IN AFRICA Speaking at the CANSO Africa Conference, CANSO Director General Jeff Poole said that Africa now has a unique opportunity to modernise air navigation infrastructure across the continent. The combination of technological advances

and States’ commitment to implementing system upgrades mean there has never been a better time to implement infrastructure improvements. These would improve aviation safety; enhance efficiency for airlines; and increase connectivity to boost African GDP. Support and co-operation from industry partners and States is critical to making this happen.

Modernisation of air navigation infrastructure will result in huge benefits: it will enable Africa to cater for the expected 5% a year growth in air traffic; provide muchneeded connectivity across the continent, providing access to markets and tourism and boosting GDP growth; and further improve safety, the industry’s number one priority.

CANSO has a clear road map to achieve the necessary infrastructure improvements through its strategic plan, Vision 2020, and ICAO’s Aviation System Block Upgrades that are fully aligned with each other.

They enable ANSPs to put in place the latest technologies and practices, without having to convert from legacy systems. For example, new satellite-based technologies can be adopted where there is no significant ATM

coverage, particularly in Africa’s remote areas.

CANSO Africa Chair and ATNS CEO, Thabani Mthiyane said delegates who attended the CANSO Africa Conference have realised the importance of increasing collaboration and co-operation among member states, thereby accelerating progress towards a safer, more efficient and cost-effective ATM system in Africa.

AIRWAYS AND CAMIC LAUNCH AVIATION TRAINING PARTNERSHIP Airways New Zealand has launched its exclusive partnership with the Civil Aviation Management Institute of China (CAMIC) for the delivery of air traffic control short courses in China. Airways will provide ATC refresher training to improve proficiency for up to 200 controllers over the next three years. CAMIC students will use Airways’ world-renowned Total Control LCD air traffic control simulator. The simulator will be installed at the institute’s purpose-built ATC facility, incorporating it into a blended learning environment with other computer-based training tools.

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In association with civil air navigation services organisation

MITRE

Comprehensive and Integrated Training

Aviation System Block Upgrade (ASBU) Methodology and Best Practices for ASBU Implementation

More Information and Registrations at http://mai.mitrecaasd.org 34 QUARTER 1 2014

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Millions of critical decisions are made every day in aerospace. Thales is at the heart of this. Our TopSky-ATM solutions are trusted by key ATM professionals across 180 nations and our components, systems and services are integral to the SESAR and NextGen programmes. With an impressive two out of every three planes around the world landing and taking off with the help of Thales, we give decision-makers the information and control they need to make more effective responses in critical environments. Everywhere, together with our customers, we are making a difference.

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