civil air navigation services organisation
Progress report on CANSO commitments March 2014
Foreword by CANSO Director General Jeff Poole At the inaugural World ATM Congress in February 2013, CANSO asked ICAO and its industry partners what they expect from the ATM industry. They made a series of requests and proposals, which were the focus of the discussions during the event. These were shaped by CANSO into a comprehensive set of actions, with measurable deliverables, to improve the performance of ATM globally. CANSO committed to take action in three broad areas: safety, operations and policy. We committed to report back on these commitments at World ATM Congress in 2014 and this report provides an update on progress. The CANSO commitments from World ATM Congress 2013 were all incorporated into CANSO’s Vision 2020 and its associated CANSO Work Plan that were announced in June 2013. Vision 2020 provides the first ever strategic framework for the ATM industry. It has three core elements: being a strong Partner; creating Value for members and stakeholders; and optimising the efficiency and effectiveness of the Organisation. In addition, it focuses on two new areas of reform: Better Regulation and Service Priority. Vision 2020 is supported by the CANSO Work Plan which captures 126 supporting activities planned at global and regional level, each with detailed actions, deliverables and timescales. Overview The ATM industry is long-term, complex and diverse technically, geographically, culturally and in terms of maturity, with different business models and regulatory frameworks. It is therefore quite natural that the commitments entered into by CANSO at World ATM Congress 2013 vary from those with a short-term timeframe for completion, such as production of guidance and best practice on important issues like runway safety, ASBU implementation and Just Culture, to those that will take many years to complete, such as military-civil cooperation and better regulation. Most of the commitments are on-going but we have identified the various milestones and deliverables along the route to achieving them. Many of the commitments require the support and commitment of third parties including industry partners and States. In line with its strategic approach of “global initiatives, implemented locally”, CANSO has worked with industry partners and States to deliver global initiatives, while at the same time we have been carrying out steady work to deliver specific aspects in the regions. There are many examples of this but in this Progress Report we focus on regional activity in runway safety, ASBU implementation, roll-out of PBN, implementation of ADS-B, and promotion of A-CDM. On safety, the industry’s number one priority, we worked with industry partners to launch the Runway Safety Initiative in June 2013. This provides a runway safety checklist for airports and air navigation service providers as well as key tips for both pilots and air traffic controllers. We have also released recently two publications that will make major contributions to enhancing safety in air traffic management. CANSO’s Standard on Common Safety Methods on Risk Evaluation and Assessments for ANSPs is a vital tool to standardise risk evaluation and assessments conducted by ANSPs. CANSO’s Standard of Excellence in Safety Management Systems is a tool to measure SMS maturity from basic ICAO Annex 19 compliance to a mature safety management system. CANSO is exploring various frameworks for a possible CANSO Safety Certificate and has produced an initial feasibility paper, which proposes a first step of a CANSO safety certificate programme focused on the Standard of Excellence in Safety Management Systems, managed by CANSO certified consultants. CANSO is preparing a Statement on “Commitment to Just Culture”, to encourage a culture in which staff feel secure that their organisation will treat them justly and fairly when they report safety mistakes and errors. In the operations area, following the approval of ICAO’s Global Air Navigation Plan in November, we are focussing on the implementation of the ICAO Aviation System Block Upgrades (ASBUs). We have recently launched a guide to ASBU implementation, which provides a comprehensive explanation of the initiative as well as tips on implementation. We are also launching a training programme on ASBU implementation, in partnership with The MITRE Corporation. Around the globe, CANSO is working with industry partners on issues such as service priority,
the roll-out of performance-based navigation, continuous climb and descent operations, airport-collaborative decision making (A-CDM) and air traffic flow management (ATFM). These and many other initiatives, which come under the ASBU umbrella, will help us take steps towards our vision of achieving seamless airspace globally. CANSO has been active on the environment. It has published documents that provide best practice on minimising the environmental impact of air transport - by examining the difference between actual travel time, travel distance or fuel burn against an un-impeded or benchmark travel time, efficiencies can be identified. We have published guidance on assessing noise impacts. CANSO is promoting the use of the ICAO Fuel Estimation Savings Tool (IFSET) which allows States and ANSPs to assess the benefits of operational improvements and estimate fuel and CO2 savings. On the policy side, CANSO has played a full role and influenced the outcomes of some important policy developments over the past year, including ICAO’s Global Air Navigation Plan and Global Aviation Safety Plan. The CANSO initiative for better regulation is being promoted through representations to governmental organisations, speeches, articles and other means. CANSO continues to work hard to persuade States that harmonisation of airspace is not incompatible with State sovereignty. CANSO is making steady progress with airspace harmonisation and regional airspace initiatives. This report on progress of the CANSO Commitments confirms that much has been done and is being done but also that much remains to be achieved. CANSO will continue to work in partnership with other stakeholders to deliver on its commitments at the World ATM Congress 2013, through the Vision 2020 strategic framework and the associated and detailed CANSO Work Plan.
Jeff Poole Director General CANSO
SAFETY COMMITMENTS 1. Safety remains the industry’s number one priority, with 2012 being the safest year for aviation ever. (Note: since this commitment, 2013 was an even safer year). CANSO initiatives will lead to further improved safety to match the expected traffic growth. Specifically, CANSO will:
1.1. Fulfil the commitments it has made with ICAO in the Memorandum of Cooperation signed in 2013 to create a framework for enhanced air navigation safety dialogue, cooperation and information exchange. The two organisations have agreed to develop an aviation safety intelligence model that brings together all industry stakeholders in the collection, analysis and sharing of safety information.
The objective of the Memorandum is to establish a framework for cooperation to include the five core mutual commitments as follows: —— Engaging in regular dialogue on safety related matters of mutual interest: CANSO continues to engage in formal and informal dialogue
—— Supporting the improvement of global ANSP performance through technical assistance projects and programmes: CANSO is a partner in the multi-stakeholder Runway Safety Programme sponsored by ICAO; is engaged with ICAO and IATA in the promotion of PBN through the Go Team initiative and CDM/ATFM through the recently held Advanced ATM Techniques Symposium; and is working with ACI specifically on A-CDM implementation projects. In addition to the capacity and efficiency benefits, these also have safety elements that enhance ATM safety overall
—— Promoting the regular exchange of safety-relevant information and data and by providing mutual access to databases: In addition to the general sharing of safety information, CANSO is helping to determine proper definitions and taxonomy for runway safety incidents and indicators —— Providing expert advice and guidance on training initiatives and material: CANSO’s continuing development work on its SOE on SMS and safety maturity allows it to provide valuable input into training needs and requirements —— Promoting regional cooperation: CANSO continues to evolve and develop regional cooperation which is conducted through the coordination of meetings, events and initiatives (e.g. safety seminars) IN PROGRESS. CANSO is engaged in continuing dialogue on aviation safety with ICAO, IATA and ACI. ICAO is working to establish a framework for governance and management of a global information sharing network based on accepted principles for data sharing and protection. A multi-stakeholder Aviation Safety Intelligence model will be developed based on this framework. It will integrate data from multiple aviation domains in order to provide a holistic, multi-dimensional view of safety.
1.2. Consider the possible establishment of a CANSO safety certificate, focusing on the maturity of safety management systems and practices, which would include an evaluation and audit programme for ANSPs.
1.3. Further address the shared risks between controllers and pilots by developing guidance on safety and organisational culture.
IN PROGRESS. CANSO is working on the feasibility of the possible establishment of a CANSO safety certificate. One option is a first step of a CANSO safety certificate programme focused on the newly published CANSO Standard of Excellence in Safety Management Systems that would be managed by CANSO certified consultants. This concept would permit CANSO to certify consultants who would be approved to provide audit and assessments against this Standard of Excellence. There will be a coordination meeting in May 2014 with potential stakeholders to explore different options and define next steps.
IN PROGRESS. CANSO continues to communicate safety culture best practices and lessons learnt. See 1.5 and 1.6 below. In a continued effort to raise the global level of safety, CANSO is facilitating the sharing of best practices and lessons learnt, and providing educative regional safety seminars.
Staff safety reports are one of the most valuable sources of information for learning safety lessons. To receive as many reports as possible, it is necessary to encourage an organisational culture in which staff feel secure that their organisation will treat them justly and fairly when they do report. CANSO is preparing a Statement on “Commitment to Just Culture” to encourage the widespread adoption of Just Culture.
1.4. CANSO will (also) develop guidance on handling the challenges of automation for the humans in the system.
IN PROGRESS. CANSO continues to develop ‘Safety by Design’ principles which outline processes for safety to be considered throughout the entire ATM system acquisition and change processes. The CANSO ‘Safety by Design’ guidance being developed will outline processes for assessing the impact of automation on controllers. This guidance will be included in the CANSO Safety Management System Evolution Guide. This will be carefully developed in stages over the next two years and will be published in 2016. It will guide SMS-implemented organisations through the next steps of maturity. Guidance will include ‘Safety by Design’ and human factor principles. This guidance will not only promote cost effective system safety analysis but will enhance ATM System design by building systems that allocate roles to the controller that are best carried out by a controller, versus placing controllers in a monitoring role where humans are known to fail.
1.5. Use CANSO best practice risk guidance to raise the safety performance bar of air navigation service providers by actively monitoring safety performance and risks, collecting real–time data and providing accurate safety benchmarks.
COMPLETED. CANSO launched the first Standard on Common Safety Methodologies on Risk Evaluations and Assessments for ANSPs (CSM) in February 2014. This is a tool to standardise risk evaluation and assessments conducted by ANSPs and provides step by step guidance. It can be utilised to streamline risk assessments across FIR and State boundaries and can formalise risk evaluation processes for ANSPs that do not yet have a formal system in place. The standard means that CANSO Members will be evaluating risk on a similar platform as one another with similar processes. Not only will it strengthen the integrity of their safety assessment but will also provide assurance to others that the safety assessment was conducted in accordance with a verified process/CANSO Standard.
The emphasis is now on promoting widespread adoption of the tool among ANSPs. Those ANSPs with defined risk evaluation and assessment practices will want to ensure their processes align with CANSO’s Standards when conducting safety assessments outlined within the CSM. ANSPs without defined risk evaluation and assessment practices can adopt the CANSO CSM. IN PROGRESS. CANSO is presently considering the options for its data collection, analysis and management activities. This is an important step toward defining the necessary infrastructure CANSO will require to move toward actively monitoring safety performance. As more real time data becomes available, it can be analysed for safety performance trends for not only current risks but potential future risks as well. CANSO is working with ACI, IATA, FAA and ICAO to study taxonomy, indicators and metrics for establishing predictive analysis, targets, measurement and reporting. Separately, CANSO is collecting definitions and interpretations of the runway incursion and excursion metrics from across the globe. It is working to define safety performance targets that can be collected globally.
1.6. Work with ICAO and industry partners to improve runway safety by supporting the establishment of local runway safety teams and the development of guidance material, particularly focused on runway excursions.
COMPLETED. In June 2013, CANSO launched its Runway Safety Initiative. This comprised a set of materials designed to improve runway safety. The one-page easy-to-read ‘key tips’ for pilots and air traffic controllers (ATCOs) are designed to ensure that aircraft are managed safely in the final stage of flight before landing. CANSO is focused on ensuring that the right systems are in place to improve runway safety overall through our Runway Safety Maturity Checklist. This is designed to be used by ANSPs, airlines, airport operators, regulators and ATEL/ANAV providers to benchmark their levels of maturity with regard to managing runway safety risks. The checklist identifies key elements of risk control and uses a series of questions to assess the maturity of an organisation against each element. The materials also include a revised and updated education booklet “Unstable Approaches – ATC Considerations,” as well as an app that can be downloaded to smart devices such as tablets and smartphones at www.cansosafety.com. IN PROGRESS. ANSPs are in the process of implementing the CANSO Runway Safety Initiative and the materials have also been disseminated to airlines and airports via IATA and ACI. CANSO will conduct a survey of its membership in June 2014 to assess the take-up of the initiative among ANSPs. IN PROGRESS. Complementary to this initiative, ICAO has designed an i-Kit, based on the runway safety products provided by all partners including CANSO, which will include the first edition of the Runway Safety Team (RST) Handbook compiled by ICAO with input from ACI, CANSO, FAA, FSF, IATA and due to be released in Q1 2014. ICAO has also updated the Runway Safety website with input from all partners. The success of the Runway Safety Programme will be measured by the increase in number of Runway Safety Teams at airports and the reduction of the number and severity of runway safety-related accidents and incidents. The data for the former will be collected at a regional level by the Regional Aviation Safety Groups (RASGs) and ICAO Regional Offices.
IN PROGRESS. CANSO is working with industry partners in the Runway Safety Programme to organise regional runway safety seminars. In Africa a runway safety seminar was held with ICAO and ACI in Agadir, Morocco in October 2013, with a further joint seminar scheduled in October 2014 in Livingstone, Zambia. Runway safety teams have been established at airports in Agadir, Nairobi and Cape Town. In Asia Pacific CANSO’s global runway safety initiative was endorsed by ICAO which issued a State letter informing APAC States to download the materials from the CANSO website. The APAC Safety Work Group met twice in 2013 - in Jakarta in May 2013 and in Bangkok in November 2013. The APAC Safety Work Group completed an SMS Maturity Survey tailored to the region and discussed priority areas for follow up. An APAC Safety Workshop with a focus on Runway Safety will be held in Colombo in May 2014. In Europe, CANSO members participated in the Third European Regional Runway Safety Seminar (RRSS) co-organised by ICAO, Eurocontrol and IATA in Istanbul, Turkey, in November 2013. CANSO will support the Safety Enhancement Initiatives of the European Regional Aviation Safety Group (RASG-EUR) in 2014. In Latin America and Caribbean CANSO presented its Runway Safety Initiative and explained its benefits during the annual safety meeting of the Regional Aviation Safety Group – Pan America (RASG-PA) held in Costa Rica and ICAO´s DG meeting held in Bogota. CANSO is organising a safety seminar in December, 2014 in San Salvador, El Salvador. In the Middle East there will be a safety seminar in Dubai in June 2014 in which CANSO and its Members will actively participate.
OPERATIONS COMMITMENTS 2. On Operations, CANSO will cooperate with ICAO and its industry partners across a range of specific operational issues to drive improvements in ATM performance. Enhanced advocacy will be undertaken on the benefits of air transport generally and of ATM specifically in order to create a more positive environment for the significant investments and changes that are required in the ATM industry.
2.1. CANSO is fully committed to working together with IATA and airlines on a broad range of operational issues including: (i) the implementation of ICAO’s Aviation System Block Upgrades (ASBUs)
COMPLETED. In December 2013, CANSO launched its Introduction to the Aviation System Block Upgrade (ASBU) Modules. This is an easy to understand document that outlines the concept of ASBUs and provides information on how to proceed with making investment decisions. IN PROGRESS. CANSO has partnered with The MITRE Corporation on the delivery of an ASBU implementation course. This includes: a deeper understanding of the ASBU methodology; a needs dependency analysis (NDA) and business case development; and stakeholder engagement, all geared towards making appropriate investment decisions. It is expected that courses will be delivered through 2014 and beyond.
CANSO is focused on driving ASBU implementation across the regions: In Africa CANSO held an ASBU implementation seminar in November 2013 in Maputo, Mozambique. The participants were assisted in identifying their implementation status and helped with recommendations for next steps. An update on the status of Members with regard to ASBU implementation is scheduled for October 2014 in Ghana. In Asia Pacific CANSO is working on a number of projects to support ASBU implementation. We have worked with IATA on ADS-B implementation and collaboration among ANSPs and on promoting air traffic flow management (ATFM) implementation; with airlines (SQ and TG) and airports (Changi, Singapore and Suvarnabhumi, Bangkok) on the Bangkok-Singapore CDM city pair project; and on harmonising en-route PBN implementation on appropriate city pairs such as Bangkok, Thailand-Kuala Lumpur, Malaysia and Singapore-Jakarta, Indonesia. In Europe CANSO is monitoring and influencing updates of the European ATM Master Plan and the Single European Sky Interoperability Regulation to ensure compatibility with the ICAO ASBUs. CANSO participated in the ASBU Workshop organised by the European Air Navigation Planning Group of ICAO EUR/NAT in Paris in November 2013. In the Middle East, detailed briefing sessions on the implementation of ASBUs were given at the CANSO Middle East Conference in February 2014. In Latin America and Caribbean, CANSO has given several presentations explaining the ASBU initiative in the region: at the Regional Aviation Safety Group – Pan America’s (RASGPA) annual meeting and at the ICAO DG and technical meetings. CANSO Members and other attendees gained a greater understanding of the ASBU concept and the requirement to conduct a Needs Dependency Analysis and put together a business case in collaboration with their stakeholders. Jamaica and El Salvador are two States that have already begun the ASBU implementation process.
(ii) the further roll-out of Performance Based Navigation (PBN)
COMPLETED. As part of the CANSO/ICAO/IATA initiative, CANSO surveyed its membership to assess the status of implementation; the challenges for implementation; and what assistance they required from CANSO. The survey found that Members believed that the highest priority for implementation was in Oceanic and En-route phases. The major challenges included regulatory issues, resources and lack of knowledge/experience.
IN PROGRESS. CANSO is fully committed to the global roll-out of PBN. It helps provide information on implementing PBN to States and ANSPs around the world. CANSO fully participated in the three Go Team meetings in 2013 (Bangkok, Johannesburg, Dubai) and will participate in the Beijing Go Team visit later this year. In addition, CANSO was a major contributor to the ICAO Advanced ATM Technologies Symposium held in November 2013 where significant discussions took place on CDM, ATFM and CCOs and CDOs. IN PROGRESS. CANSO is producing a “CANSO PBN Best Practice Guide” which will be published in Q2 2014. This will be a basic understanding and roadmap for PBN implementation utilising a ‘lessons learnt’ approach to address key areas of concern, including regulation, knowledge, fleet equipage, resources and training. CANSO has been active in promoting PBN in the regions and has held a number of workshops to help States and ANSPs with PBN implementation: In Africa, PBN implementation was identified as a significant requirement during the CANSO Africa Conference that will be followed up with ICAO and industry partners. In Asia Pacific, CANSO is focusing on the harmonisation of PBN implementation for routes between city pairs such as Bangkok, Thailand and Kuala Lumpur, Malaysia and Singapore and Jakarta, Indonesia. Other city pairs being considered would depend on the successful implementation of ADS-B surveillance, for example, between Colombo/Male and Dhaka/Kolkata. In Europe, the European Commission is expected to launch an Implementing Rule on Performance Based Navigation (PBN) in 2014, to implement ICAO Assembly Resolution A37-11. CANSO is satisfied that many of its recommendations have been integrated in the initial PBN IR Regulatory Approach Document (RAD) following a consultation process and is monitoring developments to ensure elements such as Basic 4D operations by 2025 and Multi-constellation by 2025 are incorporated in the final proposal. In Latin America and Caribbean CANSO and ICAO jointly organised a regional workshop on ‘Airspace Concept Redesign and Operational Approval of Performance-Based Navigation’ in November 2013. Implementation methods and best practices were shared. The workshop also included STARs and SIDs, CDP, CCO, and IFSET.
(iii) implementation of ADS-B globally based on common standards
COMPLETED. CANSO has completed work on ADS-B In-trail-procedures in collaboration with ICAO (ICAO Draft Circular 325) and this will be published in due course. This circular provides procedures and separation minima for ADS-B aircraft to climb/descend during the en-route phase of flight where there is no surveillance service or where large separation criteria exist. IN PROGRESS. CANSO’s ADS-B work continues through the ICAO Airborne Surveillance Task force (ASTAF). Regional efforts to accelerate ADS-B implementation are continuing as follows:
In Africa, CANSO held an Airspace User Seminar in Zanzibar, Tanzania which focussed on technology implementation to facilitate airspace interoperability in Africa. The seminar decided that all technology including ADS-B should be prioritised in terms of implementation. However, funding continues to be a major challenge in Africa. In Asia Pacific, CANSO has promoted ADS-B to States and ANSPs. The initial project involving ADS-B data sharing among the ANSPs of Indonesia, Singapore and Vietnam on two trunk routes over the South China Sea was implemented successfully in December 2013. With the bridging of surveillance gaps by ADS-B, the next step is to increase airspace capacity on these routes by gradually reducing aircraft separation. We are also promoting ADS-B collaboration for routes over the Bay of Bengal, specifically between the ANSPs of India and Myanmar and for the Indian Ocean between the ANSPs of India, Sri Lanka and the Maldives. In Latin America and Caribbean CANSO is a member of the ICAO ADS-B Task Force and CANSO is sharing best practices. For example, at the next ADS-B Workshop in Mexico City in May 2014, CANSO will be briefing delegates on the best practice case studies from the Asia Pacific Region. In Europe, the CANSO IOP (Interoperability) Task Force has collaborated with IATA to provide the ANSP view on ADS-B as a technology with great potential for cost-saving and increasing efficiency. As this is also part of the European ATM Master Plan it will be considered as an element in the future Common Projects under the responsibility of the SESAR Deployment Manager.
(iv) presenting a common position paper on guiding principles to service priority policy
TO BE COMPLETED. CANSO has been actively promoting service priority in speeches and articles and is working towards the proposed common position paper with IATA and others. CANSO is also represented on the ICAO MultiDisciplinary Task Force that is working on guidance for incentives, mandates, issues of access and equity, and service priority policy. CANSO and IATA are working together to identify successful implementation of technology based procedures (e.g. Hudson Bay, ADS-B) and identifying potential trial areas.
2.2. CANSO is fully committed to working together with ACI and airports on a broad range of operational issues including: (i) promoting and implementing Airport Collaborative Decision Making (A-CDM) by which data and information is shared to improve communication among all stakeholders on the ground for coordinated actions
IN PROGRESS. CANSO is working with ACI to share experiences and to promote A-CDM implementation. A draft A-CDM work plan is being developed with ACI to establish an A-CDM Go-Team framework. CANSO is promoting and implementing A-CDM across its regions as follows: In Africa, ATNS hosted a CDM conference in Johannesburg in January 2014, attended by IATA representing the airlines.
In Asia Pacific, the BKK-SIN en-route CDM pilot project was completed in 2013. The project team led by the ANSPs of Thailand and Singapore built the CDM model for the city pair, designed the method of information exchange and conducted a live trial of over 100 flights between the city pair. The participating ANSPs are now studying the feasibility of implementing a distributed sub-regional ATFM/CDM system based on the work done. The concept was presented at last year’s CANSO Asia Pacific Conference in Jakarta and at the 2nd meeting of the ICAO APAC ATFM Steering Group Meeting in Hong Kong. CANSO participated in an ACI A-CDM Workshop in Singapore in October 2013 and gave a presentation on the pilot BKK/SIN CDM city pair project to share its views and experiences and to promote CDM implementation In Europe A-CDM implementation is progressing under the framework of the Interim Deployment Programme (IDP). A-CDM is already implemented at several major airports in Europe and based on further standardisation it will be used as a backbone element for the implementation of the first SESAR operational improvements. In Latin America and Caribbean CANSO and ACI are promoting A-CDM through conference presentations to show the real benefit of A-CDM. Efforts with ACI-LAC are being explored but we are waiting for airports to join. The concept is being promoted, but this is a new concept for the region. In the Middle East an A-CDM pilot project is underway at King Abdulaziz International Airport (KAIA) in Saudi Arabia. The aim of this project is to improve the information sharing among all stakeholders at KAIA, to enable optimal use of the airport’s capacity. (ii) helping airport operators to minimise noise at airports in consideration of local communities
COMPLETED. CANSO released Considerations for Community Noise Interactions in 2013, which identifies best practices for managing airspace changes and encourages community engagement. The document includes a guide for assessing noise impacts; noise targets and dispersion vs. concentration. This document also provides a case study using RNP. In addition, CANSO plays an active role in the ICAO Committee on Aviation Environmental Protection (CAEP) where we have observer status.
(iii) continuing its work to improve runway safety at airports This is covered in para [1.6 ] above.
2.3. CANSO is fully committed to working with governments and their military on more flexible use of airspace so that civil traffic can make better use of military airspace, leading to more efficient routing, lower costs and reduced emissions
IN PROGRESS. CANSO has been part of a concerted effort and active in regional ICAO Civil/Military Seminars to promote better understanding and implementation of civil/military cooperation in the use of the airspace. The next CMC Symposium is planned for 2016 at ICAO. CANSO is in the initial stages of development of a best practice guide to outline how to collaborate with civil/military stakeholders based upon the work of the CMC Seminars and on recent examples of successful collaboration. This will update CANSO’s current publication, Civil-Military Cooperation, the CANSO Perspective. In the regions, CANSO and its Members are working with stakeholders to organise meetings with government authorities to identify and press for the appropriate and safe freeing up of military airspace to improve efficiency.
2.4. CANSO is fully committed to working with a wide range of stakeholders to…
IN PROGRESS. CANSO’s vision is for seamless airspace globally and harmonisation plays a critical part in achieving this. The endorsement of the Global Air Navigation Plan and the ASBU methodology during the ICAO Assembly has set the course for the creation of (i) harmonise airspace use across an integrated, globally harmonised and interoperable ATM system States and regions with a consistent with sequential implementation of operational improvements based set of standards, rules, procedures and on available technology and operating procedures, standards, equipage for all levels and classifications of airspace certification and approval processes and a supporting business case. In the meantime, CANSO is conducting a project on FIR boundary crossings. It is widely recognised that there are concerns across several regions where differences exist in CNS technologies and procedures, let alone language or cultural differences that are a challenge from flight crews to deal with. Issues such as changes in barometric pressure measurement can lead to potential safety issues and operational challenges. A small team of subject matter experts has been assembled that is preparing to identify key common causal factors associated with these FIR boundary crossings and to analyse available data sufficiently in order to develop mitigation strategies that will minimise risk.
(ii) modernise Aeronautical Information Management
IN PROGRESS. CANSO participates in Information Management conferences and forums across the globe. As part of the ICAO AIS-AIM SG, CANSO is directly involved in determining standards and best practices for the AIM industry. Key among recent achievements is the redrafting of ICAO Doc 8126 (Aeronautical Information Services Manual). CANSO members have also led the redrafting activities for the Aeronautical Charting Manual and the WGS-84 Manual (an ICAO recognised guidance document for geographical coordinates to assist in the implementation of ICAO SARPS). CANSO is developing plans to expand into other information management areas such as Flight Information Exchange Model (FIXM) and Weather Information Exchange Model (WXIM) in anticipation of additional opportunities in these areas.
COMPLETED. CANSO published three documents in 2013 that provide best practice on minimising the environmental impact of air transport. Methodologies for Calculating Delays/Improvement Opportunity Pools by Phase of Flight examines the difference between actual travel time, travel distance or fuel burn against an un-impeded or benchmark travel time, travel distance or fuel burn for the different phases of flight. The second publication is Considerations for Community Noise Interactions (mentioned above), which identifies best practices for managing airspace changes and encourages community engagement. The document includes a guide for assessing noise impacts; noise targets and dispersion vs. concentration. The third document is Potential Air Traffic Management CO2 and Fuel Efficiency which identifies and promotes appropriate metrics to measure ANSP performance. ANSPs can therefore influence fuel efficiency through improved airspace design, and by supporting more fuel efficient trajectories.
(iii) provide guidance on best practices for ATM efficiency and minimising the environmental impact of air transport.
CANSO has played an important role in the development of the ICAO Fuel Estimation Savings Tool (IFSET) and in promoting its roll-out to the regions. This allows States and their ANSPs to estimate and report the benefits (fuel/CO2 savings) from operational improvements in a consistent manner. CANSO members worldwide are at the forefront in evaluating and implementing more efficient aviation operations. For example: —— NATS in the UK implemented a comprehensive efficiency improvement programme in 2011 known as “3Di”. Since then, NATS has trained hundreds of air traffic controllers on how to minimise inefficient flight, and measured real efficiency improvements in every phase of flight. —— Airservices Australia has conducted a detailed analysis of flight efficiency and the remaining inefficiencies throughout its airspace. —— CANSO Europe Member ANSPs are collaborating and sharing “lessons learned” in the frame of the EU Network Manager, based on the Eurocontrol Central Flow Management unit (CFMU), to improve further the efficiency in this very busy and constrained airspace and to coordinate the necessary adaptions in preparation for the implementation of the operational improvements based on SESAR, which will affect the whole European ATM network. —— CANSO Europe Member ANSPs are supporting both the FAA in the US and Eurocontrol, with implementation of numerous individual programmes for efficiency improvements through the NextGen and SESAR initiatives. These programmes are realising between 1-2% efficiency improvements each year in reduced ground delay, less taxi time, less inefficient routing and altitudes, and more efficient descents and airport arrivals.
(iv) CANSO will conduct a review on driving ATM efficiency improvements through the planned and accelerated decommissioning of systems and equipment that are no longer necessary. Removal of legacy systems such as radar can have potentially as big an impact on efficiency as the implementation of new systems.
IN PROGRESS. This is a continuing long term activity related to the implementation of the ASBU modules. Primary and secondary surveillance radar will be eventually replaced by cooperative surveillance techniques encouraging data correlation from a variety of sources. The ASBU methodology sets the stage for this evolution. As States implement the ASBUs, CANSO will seek to establish the best means to determine the short and long term planning for decommissioning ground based surveillance systems. This activity will be completed in Q1 2015.
POLICY COMMITMENTS 3.
On Policy issues, CANSO will:
3.1. Cooperate with ICAO and industry partners to better and more expeditiously overcome institutional and regulatory barriers to the global harmonisation of airspace, including the removal of excessive and redundant regulations
IN PROGRESS. CANSO Director General has been calling for better regulation in speeches, meetings and articles. He has called for a new approach to regulation where regulations should be proportionate, consistent, accountable, transparent and targeted. Specifically, we would like States to conduct a full impact assessment of regulations; fully implement the separation of regulation from service provision; reduce the number of regulators and oversight authorities; and reduce the sheer number of regulations but enhance their effectiveness.
3.2. Campaign to ensure that State sovereignty of airspace is not an obstacle to progress of ATM harmonisation. CANSO presented a paper on this subject at the sixth ICAO Air Transport Conference in Montreal in mid-March 2013 and will work hard to persuade States that harmonisation of airspace use is not incompatible with sovereignty
COMPLETED. The paper was introduced and a variant was presented to the 38th Assembly, which stressed that airspace structures should be established on the basis of technical and operational considerations with the aim of ensuring safety and optimising efficiency, and that opportunities for capacity and efficiency improvements be covered in the annual ICAO Global Air Navigation Report, for greater visibility. There is still a long way to go to persuade States of these arguments but there was recognition during the ICAO Assembly in September 2013 that ICAO should make public where airspace constraints exist, in an effort that these be addressed at the regional level.
3.3. Work with politicians, regulators and industry partners to ensure improved delivery of the Single European Sky. This was one of the key subjects discussed at World ATM Congress 2013 and CANSO listened carefully to the views and needs of different stakeholders on how better to push this transformational undertaking
IN PROGRESS. CANSO and its Members in Europe are fully committed to the SES. Steady progress has been achieved since the first SES package was launched in 2004. Continual improvements have been delivered in the key performance areas of safety, cost efficiency, and environmental impact. ANSPs have significantly improved their partnership with each other, social partners, airspace users, airports and the air transport industry. CANSO and its Members continue to cooperate to develop, implement and monitor up-to-date interoperable new technologies and systems under the SESAR and ICAO strategies We recognise there is still much to do and we would like to see a better regulatory framework enabling performance-led cooperation between ANSPs e.g. a focus on the delivery of performance outcomes rather than prescriptive inputs will lead to a better SES. We seek a macro approach under which the EC would set requirements and targets so that ANSPs can implement solutions appropriate to their circumstances, rather than the EC trying to micromanage. In short, we need a business driven approach rather than increased regulation. CANSO has presented these views in a Position Paper on SESII+ to the EU institutions. In addition, CANSO is preparing for the second reference period of the European Performance Scheme; preparing for the imminent deployment of SESAR; and contributing to the full understanding of the impact of the Eurocontrol initiative on Centralised Services for ATS provision on the European ATM business.
3.4. Continue the work already underway on regional airspace initiatives in the Middle East, Asia Pacific and the Caribbean
IN PROGRESS. CANSO is undertaking work on regional airspace initiatives as follows:
In Asia Pacific, CANSO is a member of the ICAO APAC Seamless ATM Planning Group, APSAPG, comprising States and other industry representatives. The APSAPG has completed its work and has submitted a draft Asia Pacific Seamless ATM Plan to the ICAO APANPIRG spelling out the preferred aerodrome/airspace/route specifications and ATM service levels and prioritises the ASBUs for implementation by States. The CANSO work programme supports the APAC Seamless ATM plan by focussing on the higher priority ASBU elements that require cross-border collaboration such as ADS-B, CDM and ATFM. In Latin America and Caribbean CANSO is calling for integration and better communication within the Caribbean FIRs but there are no plans for a single regional airspace. In the Middle East, CANSO created the Middle East Airspace Review (MIDRAR) initiative. MIDRAR involves all aviation stakeholder groups (ICAO, IATA, ACI, ANSPs and airlines) and is working towards resolving airspace challenges and meeting future demand through effective and efficient airspace management at a regional level. It recommends airspace solutions such as the restructuring of Middle East airspace. At the CANSO Middle East Conference in February 2014, all aviation stakeholders agreed to the need for a common approach to the management of Middle East regional airspace. In addition, in Africa, the ANSPs of Malawi, Mozambique, South Africa, Swaziland, and Zimbabwe are collaborating and discussing the achievement of seamless airspace. CANSO and IATA promoted the concept of harmonised and interoperable airspace during the Airspace User Seminar in Tanzania in May 2013.
CANSO Members CANSO – the Civil Air Navigation Services Organisation – is the global voice of air navigation service providers (ANSPs) worldwide. CANSO Members support over 85% of world air traffic. Members share information and develop new policies, with the ultimate aim of improving air navigation services (ANS) on the ground and in the air. CANSO represents its Members’ views in major regulatory and industry forums, including at ICAO, where it has official Observer status. CANSO has an extensive network of Associate Members drawn from across the aviation industry. For more information on joining CANSO, visit www.canso.org/joiningcanso. civil air navigation services organisation
Full Members - 82 — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — —
Aeronautical Radio of Thailand (AEROTHAI) Aeroportos de Moçambique Air Navigation and Weather Services, CAA (ANWS) Air Navigation Services of the Czech Republic (ANS Czech Republic) AirNav Indonesia Air Traffic & Navigation Services (ATNS) Airports and Aviation Services Limited (AASL) Airports Authority of India (AAI) Airports Fiji Limited Airservices Australia Airways New Zealand Albcontrol Austro Control Avinor AS AZANS Azerbaijan Belgocontrol Bulgarian Air Traffic Services Authority (BULATSA) CAA Uganda Civil Aviation Authority of Bangladesh (CAAB) Civil Aviation Authority of Botswana Civil Aviation Authority of Mongolia Civil Aviation Authority of Singapore (CAAS) Civil Aviation Authority of Swaziland Civil Aviation Regulatory Commission (CARC) Comisión Ejecutiva Portuaria Autonoma (CEPA) Department of Airspace Control (DECEA) Department of Civil Aviation, Republic of Cyprus DFS Deutsche Flugsicherung GmbH (DFS) Dirección General de Control de Tránsito Aéreo (DGCTA) DSNA France Dutch Caribbean Air Navigation Service Provider (DC-ANSP) ENANA-EP ANGOLA ENAV S.p.A: Società Nazionale per l’Assistenza al Volo Entidad Pública Aeropuertos Españoles y Navegación Aérea (Aena) Estonian Air Navigation Services (EANS) Federal Aviation Administration (FAA) Finavia Corporation General Authority of Civil Aviation (GACA) Ghana Civil Aviation Authority (GCAA) Hellenic Civil Aviation Authority (HCAA) HungaroControl Pte. Ltd. Co. Israel Airports Authority (IAA) Iran Airports Co Irish Aviation Authority (IAA) ISAVIA Ltd Japan Civil Aviation Bureau (JCAB) Kazaeronavigatsia Kenya Civil Aviation Authority (KCAA) Latvijas Gaisa Satiksme (LGS) Letové prevádzkové Služby Slovenskej Republiky, Štátny Podnik
— — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — —
Luchtverkeersleiding Nederland (LVNL) Luxembourg ANA Maldives Airports Company Limited (MACL) Malta Air Traffic Services (MATS) National Airports Corporation Ltd. National Air Navigation Services Company (NANSC) NATS UK NAV CANADA NAV Portugal Naviair Nigerian Airspace Management Agency (NAMA) Office de l’Aviation Civile et des Aeroports (OACA) ORO NAVIGACIJA, Lithuania PNG Air Services Limited (PNGASL) Polish Air Navigation Services Agency (PANSA) PIA “Adem Jashari” - Air Control J.S.C. ROMATSA Sakaeronavigatsia Ltd S.E. MoldATSA SENEAM Serbia and Montenegro Air Traffic Services Agency (SMATSA) Serco skyguide Slovenia Control State Airports Authority & ANSP (DHMI) State ATM Corporation Sudan Air Navigation Services Department Tanzania Civil Aviation Authority Trinidad and Tobago CAA The LFV Group Ukrainian Air Traffic Service Enterprise (UkSATSE) U.S. DoD Policy Board on Federal Aviation
Gold Associate Members - 12 — — — — — — — — — — — —
Airbus ProSky Boeing FREQUENTIS AG GE Air Traffic Optimization Services GroupEAD Europe S.L. ITT Exelis Lockheed Martin Metron Aviation Raytheon SELEX Sistemi Integrati S.p.A. Telephonics Corporation, ESD Thales
Silver Associate Members - 67
— — — — — — —
Adacel Inc. Aeronav Inc. Aireon Air Traffic Control Association (ATCA) ATAC ATCA – Japan ATECH Negócios em Tecnologia S/A
— — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — —
Aviation Advocacy Sarl Avibit Data Processing GmbH Avitech AG AZIMUT JSC Barco Orthogon GmbH Brüel & Kjaer EMS BT Plc Comsoft GmbH CGH Technologies, Inc EADS Cassidian EIZO Technologies GmbH European Satellite Services Provider (ESSP SAS) Emirates ENAC Entry Point North Era Corporation Etihad Airways Guntermann & Drunck GmbH Harris Corporation Helios Honeywell International Inc. / Aerospace IDS – Ingegneria Dei Sistemi S.p.A. Indra Navia AS Indra Sistemas INECO Inmarsat Global Limited Integra A/S Intelcan Technosystems Inc. International Aero Navigation Systems Concern, JSC Jeppesen JMA Solutions Jotron AS LAIC Aktiengesellschaft LEMZ R&P Corporation LFV Aviation Consulting AB Micro Nav Ltd The MITRE Corporation – CAASD MovingDot New Mexico State University Physical Science Lab NLR Northrop Grumman NTT Data Corporation Núcleo de Comunicaciones y Control, S.L.U. Quintiq Rockwell Collins, Inc. Rohde & Schwarz GmbH & Co. KG RTCA, Inc. Saab AB Saab Sensis Corporation Saudi Arabian Airlines Schmid Telecom AG SENASA SITA SITTI Snowflake Software Ltd STR-SpeechTech Ltd. TASC, Inc. Tetra Tech AMT Washington Consulting Group WIDE
Membership list correct as of 13 February 2014. For the most up-to-date list and organisation profiles go to www.canso.org/cansomembers