Airspace 14

journal of the civil air navigation services organisation

ISSUE 14 QUARTER 3 2011

WORLD VIEW: Leading ATM transformation

CYBER SECURITY & ATM Plan, protect, detect and respond

DATALINK: Taking air traffic management into the 21st Century

PLUS: Global Aviation System Block Upgrades, CANSO Chairman Paul Riemens on leading change, Required Navigation Performance, people and culture, and leading news and comment from the world of ATM. AIRSPACE

QUARTER 3 2011 1

Transforming the air traffic management (ATM) system is essential for improving safety, efficiency and the environment around the globe. Boeing is fully committed and uniquely qualified to help make ATM transformation a reality. It’s the right time and Boeing is the right partner.

CONTENTS COMMENT journal of the civil air navigation services organisation

ISSUE 14 QUARTER 3 2011

5 MESSAGE FROM THE EDITOR The CANSO Global ATM Summit highlighted the need for ANSP leadership, with calls on CANSO to lead industry transformation.

WORLD VIEW: Leading ATM transformation

8-9 LETTER FROM AMERICA

Carey Fagan, the FAA’s Executive Director of International Affairs discusses global ATM system harmonisation and the role of the Aviation System Block Upgrades.

CYBER SECURITY & ATM Plan, protect, detect and respond

DATALINK: Taking air traffic management into the 21st Century

PLUS: Global Aviation System Block Upgrades, CANSO Chairman Paul Riemens on leading change, Required Navigation Performance, people and culture, and leading news and comment from the world of ATM. AIRSPACE

ATM NEWS

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Airspace No. 14 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 team:

Robert Hutchison Tim Hoy timothy.hoy@canso.org Advertisement Manager: Gill Thompson gill.thompson@canso.org Telephone: +44 (0)1273 771020 Design: i-KOS Telephone: +44 (0)1322 277255 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. © Copyright CANSO 2011

10 THE CEO COLUMN Carmen Librero, former CEO and Director General of Air Navigation, AENA, discusses people and culture issues critical to ATM performance.

6-7 THE LATEST INFORMATION ON… CANSO Steps up to lead change, establishes Africa Office and welcomes new members, industry supplier acquisitions, ATCO licensing in Europe, and more

FEATURES 12-14 UNDER ATTACK? CYBER SECURITY AND AIR TRAFFIC MANAGEMENT ANSPs need to make cyber security a top priority and work together to ensure the safety of the air traffic management system.

24-26 MANAGING DELAY TO REDUCE FUEL BURN

CANSO’s Environment Workgroup is developing a methodology to help ANSPs, airlines and airports manage delay in the most fuel-efficient way possible.

AIRSPACE PEOPLE 11 PAUL RIEMENS

Recently elected CANSO Chairman Paul Riemens reflects on recent events and the association’s role in leading ATM transformation.

22-23 ROB EAGLES

IATA’s Director Infrastructure shares the airline perspective on airspace efficiency initiatives such as ASBUs, Flexible Use of Airspace and performance-based navigation.

TECHNOLOGY & OPERATIONS 16-18 MORE AIRLINES CAN ACCESS DIRECT, EFFICIENT FLIGHT PATHS

Required Navigation Performance Authorisation Required (RNP AR) routes and procedures are helping airlines save fuel and cut emissions.

20-21 DATALINK: COMMUNICATIONS FIT FOR THE 21st CENTURY

The move from voice-based controller-pilot communications is essential in the drive towards a more automated ATM system.

INSIDE CANSO 28 AVIATION SAFETY INDEX CANSO is playing an active role in the development and implementation of the first-ever worldwide indication of ANSP safety performance.

29 FOCUS ON... CANSO IN LATIN AMERICA AND THE CARIBBEAN Micilia Albertus-Verboom, Chair of the Latin America and Caribbean CEO Committee (LAC3) takes a closer look at the industry’s priorities in the region.

30

CANSO MEMBERS

civil air navigation services organisation

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EDITOR’S NOTE

civil air navigation services organisation

It is a continual challenge to keep abreast of the key issues impacting our industry, which is important when you consider the influential role that CANSO plays, working on behalf of our members. Making the most of our participation at important industry events is therefore vital, and I was pleased with how we maximised the opportunity presented by the ICAO Global Runway Safety Symposium (GRSS) in Montreal in May and subsequently the CANSO ATM Summit in Bangkok in June.

At the GRSS not only were we able to actively participate with speakers in a number of the sessions and outline our recommendations for improving runway safety, we also used the opportunity to conduct a survey and gauge feedback from delegates concerning what they considered to be the top operational safety issues that need to be addressed. The results have enabled us to confirm that the CANSO Safety Standing Committee is focusing on the issues that are of prime concern to the industry.

The results of this survey were one of the items that we discussed at the CANSO ATM Summit in Bangkok. In preparation for the summit we asked the speakers and session moderators to critique the role played by Air Navigation Service Providers in delivering a safe, efficient and cost-effective service, with a view to advancing the pace of improvement in ATM. We were not disappointed… Short, punchy and in some cases controversial presentations were encouraged, with stimulating debate in the Q&A sessions that followed. We essentially got what we asked for and the consistent message that we heard was that if real progress is to be made then clear ANSP leadership is required.

Many of the delegates and speakers described the summit as a ‘watershed’ event and a ‘step-change’ in what the industry normally delivers. This has prompted us to give some thought to what sort of conference / event we could stage annually that would deliver the same level of impact, specifically to the benefit of our members and the industry that we serve.

As you will appreciate this is just one of a number of projects ongoing and I am finding that one of CANSO’s key strengths is it’s ability to continually juggle multiple priorities, whilst not losing sight of the end goal. Nevertheless, we are keen to continually challenge what we are doing to ensure that we are being both efficient and effective.

Welcoming new blood into any organisation is generally a good thing because it brings new ideas, insights and opinions that encourage you to challenge the status-quo. I am sure that this will be the case following the recent changes made to ExCom, including the appointment of Paul Riemens as Chairman.

July and August is traditionally a holiday period here in Europe and normally provides a short respite and time to pause for breath. I would like to say that this is the case at CANSO, but it is now the start of September and I haven’t noticed any let-up in pace!

Robert Hutchison Director Communications & Marketing

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ATM NEWS CANSO STEPS UP TO LEAD CHANGE At the CANSO Global ATM Summit, kindly hosted by AEROTHAI in Bangkok, 9-14 June, the world’s foremost aviation leaders were asked to critique Air Navigation Service Providers’ role in delivering a safe, efficient and cost-effective service, with a view to advancing the pace of improvement in ATM. ICAO President Roberto Kobeh Gonzalez; David McMillan, Director General of EUROCONTROL; Paul Steele, Executive Director Air Transport Action Group (ATAG); Andrew Herdman, Director General of the Association of Asia Pacific The world’s aviation leaders shared their views of air traffic management during the CANSO ATM Summit in Bangkok Airlines (AAPA); and Monte Belger, Chairman of the Air for the ATM industry. We’ve discussed the right topics at the Traffic Control Association right time, and as a result we have been given a clear message (ATCA), were among the impressive line-up of speakers. from the industry that now is the time for CANSO to ‘step-up’ and drive the ANSP change that is required.”

The presentations highlighted the key issues, namely the risk of an airspace ‘capacity crunch’ as air transport continues to grow, “We have been honoured by the presence of President Kobeh the lack of global interoperability, and the inflexible nature of Gonzalez throughout the duration of the event. This was the ATM business model. There was widespread agreement that the ATM industry has a vital role to play in delivering a safe, unprecedented for CANSO and further demonstrates not only how compelling the summit was but also how the relationship efficient and cost-effective air transportation system, but for between ICAO and CANSO is continuing to strengthen.” real progress to be made ANSP leadership is required.

In his concluding comments CANSO Director General Graham Lake said: “This year’s ATM Summit was a watershed event

PAUL RIEMENS APPOINTED CHAIRMAN OF CANSO Mr Paul Riemens (49), Chairman of the Executive Board and CEO of Luchtverkeersleiding (LVNL), the Air Traffic Control organisation in the Netherlands, has been appointed as Chairman of CANSO. He brings significant industry expertise; with more than 25 years’ experience in progressively senior air traffic management roles. Mr Riemens is supported

by Mr Greg Russell, Airservices Australia, who will serve as Vice Chair, and a team of seven senior aviation leaders from around the world.

6 QUARTER 3 2011

A video summary of the event can be accessed from www.youtube.com/cansocomms

CANSO CREATES AFRICA OFFICE, APPOINTS PROJECT LIAISON OFFICER CANSO’s plans to expand its activities in Africa are forging ahead with the creation of a dedicated Africa Office and the appointment of Boni Dibate as Africa Project Liaison Officer.

Boni, who is on secondment from ATNS, the air navigation service provider for South Africa, will act as a focal point for the air traffic management industry in Africa.

She will serve as the regional interface between CANSO and its Member ANSPs, other international aviation bodies, ICAO, airlines, airports and air traffic controllers. More information can be CEO of ATNS Patrick Dlamini and CANSO’s accessed from www.

Graham Lake during the Africa Office signing ceremony canso.org/africa.

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EUROCONTROL NOMINATED AS EUROPE’S ‘NETWORK MANAGER’ Eurocontrol has been nominated to take on the role of European ‘Network Manager’ as defined in the Single European Sky II (SES) legislation.

The network manager is a key part of the SESII package. Its main function is to ensure improved performance across the network by developing and implementing common procedures for designing, planning and managing the European ATM network.

Industry Acquisitions Swedish Defence and security company Saab AB has recently completed its acquisition of U.S. based Sensis Corporation in a move to gain a stronger foothold in the North American market.

The newly named Saab Sensis Corporation will continue operations in the U.S. as a subsidiary within the Saab Group. Marc Viggiano has been appointed as President and CEO. Meanwhile, France based Airbus has entered into a definitive agreement to acquire U.S. based Metron Aviation. The acquisition follows the recent launch of Airbus subsidiary Airbus ProSky, which is dedicated to supporting the FAA’s Next Generation Air Transportation System (NextGen), Europe’s Single European Sky ATM Research (SESAR) and other global ATM modernisation programmes. Metron Aviation will operate as a US subsidiary of Airbus Americas, Inc. and its Board of Directors will be chaired

by Allan McArtor, Chairman of Airbus Americas and former Administrator of the FAA. The transaction is subject to customary regulatory approvals, with the acquisition expected to be completed later this year

Industrial action Plagues European air transport On 4 July 2011, the Finnish Air Traffic Controllers’ Association issued a strike warning for selective strikes during the peak hours of air traffic. The planned action was postponed and later cancelled following the successful outcome of negotiations. Then, on 2 August GdF, the union representing 3,400 of Germany’s air traffic control staff announced

a six-hour strike following the breakdown of lengthy negotiations regarding salary and working conditions.

CANSO issued a press release urging GdF to cancel the strike, which it argued would result in serious economic consequences.

GdF then cancelled the 4 August strike only to announce another strike on 9 August. DFS called in an arbitrator to assist with the negotiations, prompting GdF to cancel the strike. Writing in a blog CANSO Director General commented that German air traffic control staff have amongst the best conditions in the industry, adding that the closure of airspace must not be a negotiating tool in industrial relations.

New Members for CANSO CANSO’s steady growth has continued in the third quarter of 2011, with four new members joining the association. Aeroportos de Moçambique has joined as a Full Member while Guntermann & Drunck GmbH, NTT Data Corporation, and Rockwell Collins have joined as Associate Members.

Airport CDM Launches at Madrid Barajas Airport The Airport Collaborative Decision Making (A-CDM) Project at Madrid-Barajas Airport (AENA) was officially launched on 26 July 2011, with the signing of a Memorandum of Understanding (MoU) between the main stakeholders, AENA, AENA Aeropuertos Sociedad Anonimo and Iberia. The benefits to the airport partners are significant both at local and network level as

proven by other European airports who have fully implemented Airport CDM (Munich, Frankfurt, Brussels and Paris CDG). CANSO, ACI Europe and Eurocontrol are working together to accelerate the roll-out of A-CDM across Europe, with a shared goal of having A-CDM fully implemented at 10 airports by 2011.

Pilot Project to Improve ATM Between Bangkok, Singapore A pilot project aiming to improve the efficiency of air traffic management between two major cities in the Asia-Pacific region has been announced by CANSO. The project seeks to demonstrate the potential efficiency gains from the implementation of CDM at Suvarnabhumi airport in Bangkok and Changi airport in Singapore, and the integration with en-route CDM for seamless ATM operations. The BangkokSingapore city pair was selected on the basis that there are relatively few air traffic constraints that could hinder the identification and further development of best practice. It is hoped that the data collected will contribute to the development of CDM implementation best practice for other city pairs in the AsiaPacific region. The project is co-chaired by AEROTHAI and CAAS, with support from the CANSO Operations Standing Committee (OSC).

Europe, Japan to Cooperate on ATM modernisation The European Commission and Japan have signed a Memorandum of Cooperation to establish

a framework of cooperation between Japan’s long term vision of the future air transportation system, CARATS, and EU’s SESAR programme. The agreement strengthens the mutual understanding between Japan and the EU in the development of their respective future air traffic managements systems.

Each region will share its roadmaps, among other activities, enhancing the working level cooperation for the implementation of interoperable and seamless air traffic management systems worldwide.

European Regulation on Air Traffic Controller Licensing Enters into Force The European Commission Regulation on the Licensing of Air Traffic Controllers entered into force on 31 August 2011.

The Regulation provides for a common set of EU rules on ATCO Licensing and Training to be applied in all Member States. It effectively replaces the previous EU Directive on this subject.

The Regulation represents the first Commission Regulation developed by the European Aviation Safety Agency (EASA) which directly covers the work of Air Navigation Service Providers. Two further Commission Regulations (revised versions of the Common Requirements for ANSPs and Safety Oversight rules) developed under the auspices of EASA will be published later in the year, with further rules expected in 2012 and beyond. EASA has been assisted in this work by industry and regulatory experts from across Europe, including several members of CANSO.

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COMMENT

Letter from America Carey Fagan, Executive Director of International Affairs, Federal Aviation Administration In the United States, the Federal Aviation Administration is rolling out the Next Generation Air Transportation System (NextGen) to safely guide and track air traffic more precisely and efficiently while saving fuel and reducing noise and pollution.

Similar efforts are under way in other parts of the world. From Europe to Japan, air navigation services providers are looking to implement cutting-edge technology and procedures that will transform the way the world flies.

But without harmonisation, these efforts will not provide full operational and performance benefits to the aviation industry, and nor will they result in a seamless transition to the global air navigation system of the future. Interoperability is a necessity – both to ensure safety and efficiency, and to give industry stakeholders a basis for sound investment strategies.

This is why the FAA is actively supporting the new Aviation System Block Upgrade (ASBU) interoperability initiative that is being undertaken by the International Civil Aviation Organization (ICAO). ASBU offers a global approach for facilitating interoperability, harmonisation and modernisation of air transportation, as well as for fostering transparency and collaboration among all stakeholders. It simplifies efforts under way today by using proven capabilities, which reduces system risk.

The FAA is pleased to be part of the two groups – the Technical Team and the Future Aviation Challenge Team – established to define, govern and champion the work of the ASBU initiative. And, as a new member-at-large of CANSO’s Executive Committee, I am pleased to note that CANSO is also participating on both ASBU teams.

The Technical Team’s subject matter experts are packaging the block upgrades into logical groupings called modules that support key performance improvement areas defined in terms of time and evolving technologies. Representatives from the FAA, the Joint Planning and Development Office (JPDO) and the U.S. aviation industry are contributing their expertise to this team.

The excellent work of the Technical Team alone, however, cannot ensure that ASBU will be widely implemented. Buy-in from the global aviation community is vital, and attention to key impediments is critical. The Future Aviation Challenge Team has begun tackling these issues. This team consists of senior executives from government and industry who are providing senior level policy guidance and oversight.

Deputy FAA Administrator Michael Huerta is among the senior executives on the Challenge Team, as are his colleagues from the European Commission, the International Air Transport Association (IATA) and other international bodies.

The Challenge Team members have been engaging in frank discussions on the tough questions confronting aviation decision makers at the global level. These questions include how to develop business cases, secure funding, bolster user confidence and generate political support. This face-to-face approach by team members is refreshing, and allows key international counterparts to work multilaterally to achieve a common goal. It also sets the stage for the effective communication of ASBU’s benefits in ways that are meaningful to each stakeholder.

The block upgrade initiative offers a menu, not mandates. It builds on existing near-term implementations and operational concepts included in NextGen, Europe’s Single European Sky ATM Research (SESAR) program, and Japan’s Collaborative Action for Renovation of Air Transport Systems (CARATS) program.

Its structured approach allows individual aviation communities worldwide to take advantage of current equipage at their own pace, and it establishes a transition plan that provides key performance improvements.

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The upgrades are occurring in four performance improvement areas (PIA). They are: • Greener Airports • Globally Interoperable Systems and Data • Optimum Capacity and Flexible Flights • Efficient Flight Path The “blocks” in ASBU refer to the time frames in which PIA modules will be available to be deployed globally in five-year increments, beginning with Block 0 in 2013 and continuing through Block 3, which covers 2028 and beyond. Each block contains modules offering deployable improvements in areas ranging from runway sequencing and wake separation vortex to traffic complexity management.

Details of the ASBU initiative will be discussed this September at the Global Air Navigation Industry Symposium.

Since ASBU is to be formalised as a revision to ICAO’s Global Air Navigation Plan at the 12th Air Navigation Conference in November 2012, this year’s symposium provides the perfect forum for international aviation stakeholders to offer their input on what is being proposed and suggest refinements.

The Aviation System Block Upgrade initiative is designed to provide a collaborative, pragmatic and flexible framework that ensures harmonisation and interoperability as air traffic management systems worldwide evolve to meet the needs of the 21st century.

As ASBU goes from concept to reality, it deserves the support of the entire international aviation community.

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COMMENT

The CEO Column People and Culture

Carmen Librero, former CEO Director General of Air Navigation, AENA The entire air traffic management industry is immersed in the challenging process of continuously improving its performance, but it is the air navigation services providers which are responsible for delivering the improvements.

The High Level Conference in Budapest, March 2011 can be considered a milestone to the new era for conveying recommendations to stakeholders and for identifying areas with the potential to deliver early benefits and help accelerate the achievement of performance targets.

One of the areas addressed by the European Commission was the invitation to contribute to efforts to develop proposals on air traffic controller (ATCO) mobility. This is of paramount importance in the current situation where market demand for ATCOs outweighs supply.

From my point of view, the main hindrance to controller mobility is the lack of harmonisation in training, accreditation and implementation, both at the global and regional levels.

In the global ATM environment, the approach to training is made through the ICAO annexes. In the European environment this is complemented by EASA regulations.

In Europe there have been timid advances on these issues. The European Commission has recognised the importance of a European student/controller license, for example, but so far mobility has not become a reality.

Despite the existence of a common core course, the common syllabus, a basis for unified training is needed and activities such as on-job-training and ATCO “ab-initio training” must be harmonised.

Other areas also need to be explored: • Finding some common initial contents to be taught out of the aeronautical environment, e.g. a university module which is more accessible to students and has much lower initial costs.

• New technologies in the training field (more robust simulators, traffic casuistic…) and an assessment of the cost-efficiency achieved by the use of simulators.

Harmonisation should be gained at global level by exploring and bringing together regional initiatives. I encourage all the actors involved in the harmonisation process, such as governments, regulators, authority supervisors, ANSP management and staff alike, to commit to a clear action plan to assess the current barriers, address the aforementioned issues and, if necessary, modify regulation to assure a level playing field.

I kindly invite the European Commission and ICAO to take the initiative to include and immediately address the identified areas and activities within the EASA developments and ICAO Air Navigation Bureau, potentially at the ANC next year.

I would like to encourage CANSO to explore the development of a common standard of excellence on education and practical training focusing on increasing the percentage of practical vs. educational training; reduced lead times to rating; recruitment and the need for legislation or aviation authority authorisation on working hours and rostering.

These are fundamental for our business.

Since writing this article, Carmen Librero has been replaced by Mr Reinaldo Rodríguez as AENA Director General of Air Navigation.

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AIRSPACE PEOPLE

The CANSO Column Leading change

Paul Riemens, Chairman of the CANSO Executive Committee Paul Riemens is Chairman of the Executive Board and CEO of Luchtverkeersleiding (LVNL), the Air Traffic Control organisation in the Netherlands. He was elected as CANSO Chairman at the association’s AGM in June 2011.

My first three months as CANSO Chairman have been anything but sedate with our industry facing a multitude of challenges. All too often we face the media spotlight for reasons that our customers find hard to understand.

As the CEO of an air navigation service provider, I know that dealing with the media can be a testing experience fraught with all sorts of risk: sending “the wrong message”, whether it impacts managing staff, customer relationships, or managing owner expectations (yes even ANSP have owners). These are all perspectives which must be carefully considered and just thinking about it can sometimes send even the most experienced leader into a cold sweat!

But it does not need to be like this. As captains of our industry, we must look at the bigger picture. We should not be afraid to tackle the challenges head on, and it is my belief that our relationship with the media has a key role to play.

Open Communications are important, both internally and externally.

This is why at CANSO’s ATM Summit & AGM in Bangkok earlier this year, we challenged the world’s aviation leaders to be blunt about air navigation services. Carpe Diem was the order of the meeting and we were not disappointed.

Among the many conclusions was the need to get the best interests of our industry high on the global political agenda. Personally speaking I couldn’t agree more. Air traffic management is an integral part of the aviation system and it’s about time politicians took note of the vital role we play.

Unfortunately, there is much progress to be made. Since our meeting in Thailand, we’ve had yet more European industrial action blighting the reputation and reliability of our industry. Flights cancelled or delayed, thousands of passengers inconvenienced and hundreds of thousands of Euros in lost revenues. Why do we let this continue?

We must change the paradigm and get common sense back into these industrial relationships.

CANSO is opposed to closure of airspace as a negotiating tool. Air transportation is a fundamental right which should not be interrupted. What are the Governments going to do to protect the people and business that rely on our industry every single day? Politicians are asking us what they need to do to resolve this continuing challenge, and it is CANSO’s responsibility to tell them.

Meanwhile, on the other side of the Atlantic we have seen air traffic control services reduced to a political football being kicked around US Congress. It is no more acceptable that vital air traffic services be compromised by political interference, than by industrial unrest. As industry leaders we cannot simply wait for Governments to take the necessary and appropriate action. It is up to us to take the initiative.

In Bangkok CANSO was given the mandate to lead the change, and this is exactly what we intend to do.

The Executive Committee’s approach is simple: meet the needs of our customers by thinking globally and acting regionally. Our success depends on developing industry-wide solutions to industry-wide challenges, and this means we must position ourselves to build stronger relationships with our partners – ICAO, airlines (IATA), airports, air traffic controllers and suppliers. We are already taking steps to achieve this, and I look forward to updating you in the near future.

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FEATURE

Under attack?

Cyber Security and Air Traffic Management

Unlike in the past, information sharing in the future will not only be limited to point-to-point communications, it will also utilise open systems architecture and internet-based flow of information.

The “Optimised ATM Systems” wedge of the CANSO Global Vision describes a trend toward increased use of existing technologies, increased interoperability among systems, and use of automation to improve productivity. This trend is not unique to ATM; most industries are applying information technology to improve the efficiency of existing operations as well as to enable new modes of operation. Benefits are achieved by allowing information to be rapidly shared among humans and systems, wherever and whenever it is needed. Unfortunately, these benefits come with risks. Increased use of information technology means increased exposure to cyber attack. The threat is both very real and very serious. ANSPs must develop and execute strategies to ensure continued mission operations despite this threat.

Past experience is not the best predictor of current and future cyber security threats.

All information systems are subject to cyber attack. Military systems, defended by top computer security 12 QUARTER 3 2011

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Cyber Threats and Preparedness Levels 5

4

3

2

1

Cyber Threat

Cyber Prep

Very sophisticated adversaries; capable of multiple, coordinated, continuous attacks.

Organisation applies agility, adaptation, and flexibility to dynamically reshape all aspects of operations despite adversary actions. Ensures continuity of mission operations (albeit degraded) despite being under continuous attack.

Sophisticated adversaries; capable of multiple, coordinated attacks, able to establish persistent footholds within the organisation’s infrastructure;

Adversaries with moderate expertise capable of launching multiple attacks, seek to gain foothold in the organisation’s infrastructure.

Adversaries with limited technical expertise; intent is to acquire critical information.

Adversaries with very limited expertise; non-targeted attacks, primarily focused on organisation’s perimeter.

An increasingly sophisticated and motivated threat requires increasing preparedness

The current trend in Air Traffic Management (ATM), both on an international level as well as within individual Air Navigation Service Providers (ANSPs), is toward increased sharing of information and creating a common situational awareness for a wide spectrum of aviation stakeholders. While this enhances the efficiency of operations and raises productivity, it also opens up the potential for cyber attack.

Organisation is architected to contain, limit and impede actions of adversary who has persistent foothold. Ensures continuity of critical mission operations (albeit degraded).

Organisation monitors for and defends itself against attacker gaining persistent foothold.

Organisation protects information regardless of form or location. Sample techniques include: hard drive encryption, encryption of wireless traffic.

Organisation establishes and defends perimeter; sample techniques include: perimeter firewalls, use of anti-virus software.

Approved for public release: 09-3376. Distribution Unlimited

What the experts say I am convinced that every company in every conceivable industry with “ significant size and valuable intellectual property and trade secrets has

been compromised (or will be shortly), with the great majority of the victims rarely discovering the intrusion or its impact. In fact, I divide the entire set of Fortune Global 2000 firms into two categories: those that know they’ve been compromised and those that don’t yet know.

”

Dmitri Alperovitch, VP of Threat Research at McAfee

experts, and even isolated systems not connected to the Internet are susceptible to compromise.

The systems used by ANSPs to provide safe and efficient air transportation are no different. They, too, are vulnerable, and the vulnerabilities are only increasing because current and next generation systems, like NextGen and SESAR, demand increased information sharing through increased use of commercially available information technology, shared network and computing infrastructures, and networkcentric architectures and operations.

Potential attackers span a wide range

of abilities, resources, and motives.

At the bottom of the scale are the traditional Hackers who hone their skills and claim “bragging rights” by vandalising easy targets. Attackers in this group have limited expertise and resources. They typically are not focused on any specific target; they will attempt to compromise any vulnerable systems that can be reached via the Internet. The result of attacks at this level may be limited or may have serious effects far beyond those intended by the hackers. Defences at this level are focused on establishing a perimeter around an organisation’s information system infrastructure, and defending

Image courtesy of NATS. All rights reserved.

that perimeter using firewalls and other commercially available tools.

At the next level are Cyber Thieves who attempt to acquire critical information – anything from credit card numbers to proprietary business plans. Defences at this level include protecting information and systems not just at the perimeter but wherever it resides within the enterprise, using techniques such as hard drive encryption.

The third level is Cyber Surveillance, in which attackers seek to obtain a foothold within an organisation and execute subsequent higher-level attacks on their own timetable. Attackers at this level will have moderate expertise, and may launch multiple attacks targeting particular organisations. The consequences for ANSPs of attacks at this level and above may be quite serious, ranging from loss of proprietary information to partial or total failures of air traffic management services, whether as an intended or unintended consequence of the attack. Defence at this level requires continuous internal monitoring and system hardening throughout the enterprise.

At the fourth level are Cyber Espionage units – sophisticated adversaries capable of mounting

multiple coordinated attacks aimed at establishing a persistent foothold within an organisation’s infrastructure, which may be used to exfiltrate sensitive information or plant capabilities to disable or disrupt systems. Defence at this level requires an enterprise architecture that can impede an attacker’s actions within the organisation’s information system infrastructure and ensure continuity of critical mission operations.

At the fifth level is Cyber Warfare.

Attackers at this highest level are very sophisticated, and have the resources for continuous, coordinated attacks.

Defence at this level requires agility, adaptation, and flexibility to dynamically reshape operations and maintain mission continuity even while under continuous attack.

The range of threats is so broad, and the sophistication and resources available to attackers at the top of the scale are so great that this problem cannot be addressed with a single solution, nor can it be addressed only at a single point in time. The tools, tactics, and strategies of attackers at all levels will continue to evolve, and the threat will continue to increase. Responding effectively to this threat will require a

long-term commitment from senior leadership to an ongoing process of building and operating increasing levels of information system security capabilities.

To help organise efforts for responding to the cyber threat, MITRE has applied an approach that divides the ongoing security process into four complementary areas (depicted as quadrants): Plan, Protect, Detect, and Respond. (see page 14).

The Plan quadrant includes creation of design strategies and an enterprisewide or overall system-of-systems architecture that enhances security, provides agility, and reduces overall costs. To effectively implement the architecture, organisations must develop policy and fund security solutions throughout the enterprise with total management commitment.

The Protect quadrant includes prioritising information security investments in both new and legacy systems. Protection techniques must be agile; that is, they must be able to quickly change and adapt to an ever changing threat. This requires the organisation to leverage emerging technologies and implement them AIRSPACE

QUARTER 3 2011 13

FEATURE A Model For Effective Cyber Security Protect

Plan

P

Pr io r

n la

se iti

• Agile architecture and design strategies • Enterprise wide ISS solutions • ISS policy making • governance model

at an enterprise wide level. While some aspects of security must be built into individual systems, enterprise solutions can be shared throughout an organisation and are a key underlying element of an effective architecture.

Enterprise security solutions reduce overall costs and, just as importantly, make it possible for new and evolving threats to be addressed centrally rather than having to introduce new measures into every part of the system.

Cyber security is not a choice but a requirement.

The need for the next two quadrants, Detect and Respond, reflects the unfortunate reality that no matter how much planning and protection is put in place failures will occur and determined attackers will gain access to protected systems. This fact does not minimise the need for good architecture design and investment, both of which reduce the susceptibility to compromise.

Detection requires a centralized cyber security operations center (SOC) staffed by experts with up-to-date knowledge of the evolving cyber threat. The SOC must be supported by analysis tools fed by intrusion monitoring sensors installed throughout the enterprise,

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sp

on

ec

• Contingency planning to support continuity of operations • Multi-organisational cooperation • Training and awareness

Re

Respond

Threat

t

Threat

• Investment prioritisation • Legacy system compliance • Leverage emerging technologies

d

t De

which provide the ability to detect when an organisation’s information system has been compromised.

The Response quadrant includes contingency planning, procedures, and training and awareness, which allow an organisation to quickly and effectively respond to a compromise and minimise the possible impact on mission operations. The combination of detection and response provide the organisation an ability to know when cyber compromise is a problem, and assist the organisation in executing cyber procedures to ensure the operational mission is fulfilled (although perhaps degraded) throughout an attack.

Past experience is not the best predictor of current and future cyber security threats. As new systems like NextGen and SESAR are designed, implemented, and operated, increasing vulnerabilities to the cyber threat must be mitigated.

It is essential that ANSPs (individually and collectively) make cyber security a top priority, and that they work together to ensure a secure global air transportation system. Cyber security is not a choice but a requirement.

Acknowledgment: The authors would like to acknowledge Frank Buck and Duncan Thomson of The MITRE Corporation for their significant contributions.

Detect

• Centralised cyber operations • Detection monitoring and analysis • Shared knowledge of cyber threats

Recent high profile cyber attacks 2006-2011: ‘Operation Shady RAT’ A sustained five-year attack on up to 72 different organisations, including the International Olympic Committee, the United Nations and internet security firms.

June 2011: International Monetary Fund Intruders aimed to install software that would provide a “digital insider presence” on the IMF network.

May 2011: Lockheed Martin Lockheed Martin thwarts a “significant and tenacious” cyber attack.

Thanks to an aggressive response, no data was compromised.

June 2010: ‘Stuxnet’ Malicious computer code was specifically designed to take control of machinery in nuclear facilities in Iran.

February 2011: ‘Night Dragon Attacks’ A series of coordinated attempts to penetrate at least a dozen multinational oil, gas and energy companies. Sensitive documents, proprietary production data and other files were found and pilfered.

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TECHNOLOGY & OPERATIONS

More airlines can access direct, efficient flight paths A new study suggests more users can take advantage of performance-based navigation, broadening the benefits of precision approach procedures way beyond highly specialised applications to date.

corridor, to within 0.3 miles accuracy in the case of RNP-AR, freeing an aircraft from having to fly over ground-based navigational aids. The aircraft rely on GPS sensors backed with inertial reference units to monitor position reports and the flight management systems detects any deviation from the required RNP accuracy specification.

South African Airways expects to save 20 n miles on each arrival and cut 10 n miles per departure from the current 70 n mile approach path at Cape Town International Airport when new procedures begin operations later this year. The airline accounts for two thirds of the airport’s annual 100,000 annual movements, and expects significant savings in both fuel and emissions.

The airline retained Airbus subsidiary Quovadis to develop the Required Navigation Performance Authorisation Required (RNP-AR) routes and establish the new procedures in conjunction with South African service provider ATNS. The performance-based navigation (PBN) procedures cover several aircraft types including the A320 family and B737 aircraft and already other airlines say they want to take advantage of the more direct flight paths to and from the airport.

For example, airports in the Tibetan region of China benefit from RNP approach paths that enable aircraft to fly precise approach paths through the Himalayan Mountains. Airports such as Lhasa and Yushu introduced RNPAR paths in association with several Chinese airlines as early as 2005, and more than six airports and airlines now use the technology in place of groundbased navigational aids. The Civil Aviation Administration of China (CAAC) contracted Quovadis in May 2011 to develop a Tibetan RNP network linking five airports and saving many flight miles.

Because RNP does not rely on static ground-based navaids, there is flexibility to redesign the flight paths RNP is a precise PBN application that has been used to navigate challenging terrain since the 1990s, for example providing more predictable and accurate flight paths to airports in Alaska, Canada, New Zealand and China. The technology relies on onboard avionics that keep an aircraft within a tightly specified airspace 16 QUARTER 3 2011

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Similarly, New Zealand’s Queenstown Airport, surrounded by snow-capped mountains, used RNP procedures to introduce a precision approach path in 2004, supporting low visibility landings for the first time and averting many cancellations. The airport is now experiencing strong growth and Airways New Zealand selected GE Aviation in March 2011 to expand the company’s original procedures to accommodate more RNP as well as non-RNP traffic.

Because RNP does not rely on static ground-based navaids, there is flexibility to redesign the flight paths to accommodate changing airspace needs.

The airport plans to raise capacity from five to 12 operations per hour and lessen the complexity of air traffic management for controllers.

But RNP applications are not just designed to overcome issues of challenging terrain and poor weather.

An RNP procedure can be used to replace a non-precision approach with a precision approach path that benefits from vertical guidance and enhances safety. A specific flight path can be

designed to avoid densely populated areas to mitigate noise. Shorter, more direct routes that are unconstrained by ground-based navaids can be used to reduce fuel burn. Making more users aware of the benefits arising from RNP procedures is a priority for GE Aviation, which published a study in May 2011 showing that significant efficiency savings can accessed through wider adoption of RNP. “We carried out an analysis based on GE’s experience around the world that showed that on average RNP-capable aircraft could save three minutes per flight, or about 250lbs of fuel, using

RNP approach operations,” says Ken Shapero director of US programmes for GE Aviation. The company has designed more than 330 PBN procedures at over 50 airports around the world including a precision approach procedure at US airport Bradley International which is publically available to all RNP-capable aircraft. “The point is, we have capability built into aircraft today that is not being used. It can only begin to be used if you integrate these efficient procedures into the airspace. This is a fundamental component of NextGen. It is time to harvest some of the hard work that has been accomplished over the past decade.”

GE says half the commercial aircraft flying in the US are capable of flying RNP-AR procedures today. These include nearly all the Southwest Airlines’ fleet, almost all of American Airlines, much of Delta, Continental and United Airlines aircraft. US Airways is in the process of converting many of it aircraft and planning pilot training. Every new aircraft delivery by Boeing and Airbus is equipped to fly RNP to an accuracy of 0.3 n miles, a typical RNP-AR requirement.

The Highways in the Sky published by GE in May 2011 focused on 46 mid-sized US airports - such as Alberquerque,

Salt Lake City and St Louis - where RNP arrivals would bring benefit. All revealed some measurable benefit, and overall the average savings were calculated to be 12.9 million gallons of fuel, USD65.6 million cost savings and 276.6 million lbs less carbon dioxide emitted over a year.

The study makes a compelling case for deploying RNP at those airports that do not currently have optimised published procedures to bring tangible benefits to airspace users.

The study included only direct operational savings and is based on 2009 fuel prices, which have since risen considerably. Indirect costs, such as AIRSPACE

QUARTER 3 2011 17

TECHNOLOGY & OPERATIONS

on-time performance and diversions were not included. Similarly, the opportunities for noise mitigation, stable approach procedures, safety and capacity improvement are not included in the analysis. GE based its calculations on six models of aircraft for 12 national carriers.

The busiest airports are deliberately excluded from the study as they are part of a separate FAA programme targeting so-called ‘Metroplex’ airports, where the agency has started to design new procedures to de-conflict arrivals and departures. The FAA plans to introduce some of these operational changes at busy centres such as Washington, Dallas and Atlanta from 2013.

Across 46 US airports RNP would save: • 12.9 million gallons of fuel • USD65.6 million • 276.6 million lbs of CO2 “There are things we can do that are made possible by this new technology that we are only just starting to realise,” says Shapero. “We have to get creative.

We are on the dawn of an exciting period.” He does not see the study as a commercial vehicle for GE, but to inform the aviation community in 18 QUARTER 3 2011

AIRSPACE

general. “The FAA could validate the study to see if the technology is really beneficial. The results could be monitored right away. Or a group of airlines could identify where the business case supports RNP.”

the country, Airservices says operators will save an estimated 39 million lbs of fuel each year in addition to reducing noise and emissions.

The study has struck a chord with the airport community and Shapero reports interest from specific airports in the report. “Airports historically have not been involved in airport design.

But progressive airports are starting to look at NextGen and recognise there are tools there that could be valuable to them. When they look to relieve congestion and mitigate noise problems, they can identify flights procedures that are unconstrained by ground based navaids that were previously unavailable.”

Other countries are starting to recognise the benefits offered by RNP. Earlier this year the Philippines CAA began work with Quovadis to deploy an RNP network covering at least 11 airports over the next two years. The CAA is developing procedures to backup and in some cases replace conventional ground-based navigational aids for use by RNP aircraft.

The arrival procedures are expected to benefit a wide range of aircraft types, offering more precise flight paths, shorter routes and more stable approaches.

By including departure routes, the CAA aims to expand the range of benefits available to RNP-capable aircraft.

Airservices Australia recognised the benefits of RNP when it announced a nationwide implementation programme in 2009. In a pioneering move, Airservices contracted GE to develop procedures at 28 airports over a five year period, following the successful Brisbane Green Trial conducted with Qantas in 2007. These procedures save on average 2.6 minutes of flying time, 125kg of fuel and 390kg of carbon dioxide per flight compared to standard approach procedures at Brisbane. The trial also delivered benefits to non-RNP aircraft as a result of more predictable arrivals flow. By rolling out RNP across

The CAA is pioneering the technology in Manila, before rolling it out across the country where the programme represents a very new approach to airspace design.

In place of conventional design methods, the airspace will be designed according to aircraft performance. This represents a new approach to airspace design where procedures are developed to reflect the most efficient routes based on performance-based trajectories. The Philippines is leading this new approach and aims to establish airspace procedures that will enable as many operators as possible access to stable, optimised flight paths.

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AIRSPACE

QUARTER 2 3 2011 19

TECHNOLOGY & OPERATIONS

Data Link

Communications fit for the 21st century Civil Aviation Historical Society collection - www.airwaysmuseum.com

The patient work of many data link pioneers is finally paying off, with European ANSPs and aircraft operators implementing the data link systems and services that are required by EU Single Sky regulation.

Published in January 2009, the data link regulation is arguably one of the strongest examples to date of the EU Commission’s influence in the ATM domain. It has created far more pressure for change than the previous consensus based approach.

While the Single Sky process has created many regulations, none have imposed such a fundamental change on the ATM system as requiring practically all aircraft flying in European upper airspace to be capable of data link communications with controllers, and that all ANSPs upgrade their systems with corresponding capability.

Since its creation, air traffic control in Europe has been based on VHF voice communications. Inserting data links to take over the more routine communications will change the core activities of the people working on the front line of air traffic control 24 hours a day. They will probably feel this change much more than seeing an ATC centre display use a new symbol to indicate a position based on ADS-B instead of radar, for example.

The European data link implementation grew out of the Eurocontrol Link 2000+ work which has been fitted into the SESAR Implementation Package 1. IP1 covers all new upgrades that were ongoing before the SESAR Joint Undertaking (JU) began its work on what is called SESAR Implementation Package 2. This means that Europe will have its data link foundation in place before the JU gets to its deployment phase.

The ANSPs covering the Western European countries in the regulation’s first 2013 phase have all started implementing data link capability in their Flight Data Processing Systems 20 QUARTER 3 2011

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Air traffic controller-pilot communications: 2011 or 1947?

(FDPS), although some will only complete the implementation when they get the new generation FDPS they have acquired. The Eurocontrol Maastricht centre is already operational, and DFS is next in line.

European data link enabling ATM The European ATM environment will use data link in a very different way from the oceanic use which has allowed new controller pilot exchanges not possible using HF voice radio.

The European ATM system will use data link to take over from VHF voice the routine exchanges for transfer of communications between sectors and delivery of enroute clearances.

Giving controllers and pilots data links for routine communications will allow the automation of exchanges which are sometimes so routine that the human brain does not hear unusual variations when they are inserted on purpose to test the system.

Freeing controllers from continuous voice radio communications and the

automation of routine exchanges is essential for giving controllers time to think about managing airspace and enabling the move from Air Traffic Control to Air Traffic Management. This has been shown in simulations and initial tests, but the European implementation will be the first opportunity to test its full scale impact.

The data link system required by the Single Sky regulation will enable a first step on the move from voice to digital radio and is an example of a bottom up solution that sets realistic targets for what can be achieved instead of a top down definition of an ideal system that could face to many practical obstacles to implementation to be feasible.

The European selection of data link technology can be criticised, but immense effort is needed to reach consensus. When the Single Sky technology selection was made around 2006 it was already the fruit of 15 years of work by Eurocontrol and national ANSPs, as well as global industrial partners developing avionics and network systems.

If Europe had not managed to establish a regulation based on the technology that the Eurocontrol Link 2000+ community had been testing for 10 years, at that point the selection process would have been pushed into the SESAR JU process and the operational implementation would probably have been pushed back by 10 years, compared to the dates specified in the regulation.

Aircraft Equipage is Key ATC data link evaluations in dense airspace like Europe have shown that only when the proportion of the aircraft operating in the ATM system with data link avionics is above 50%, do the benefits significantly outweigh the disadvantages of requiring controllers to mix the voice and data link methods.

The Single Sky data link regulation will take the aircraft that fly in Europe, and especially the local short haul fleet, to a fleet-wide data link baseline, making data link equipage the norm.

This will take ATC in Europe to a new level on which the longer term even more automated ATM system can be built.

Pilots flying highly automated aircraft use computers for everything except for the most critical air traffic control function, which still relies on voice radio.

“Voice communications channels are becoming progressively congested and should be supplemented by air-ground datalink communications.

A number of studies and trials performed within the Community and EUROCONTROL confirmed the capability of data link services to enable the provision of additional air traffic control capacity. - EC Regulation on datalink, January 2009”

It’s time to build on the years of work and provide pilots with computers that can communicate with the ATM computers used by controllers. Only then can we take air traffic management into the 21st century.

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AIRSPACE

QUARTER 3 2011 21

AIRSPACE PEOPLE

ATM efficiency initiatives – the airspace user perspective Rob Eagles, Director Infrastructure, IATA

Air Navigation Service Providers around the world are working together, and with their airline customers, to implement a raft of initiatives to improve the performance of the ATM system. Rob Eagles, Director Infrastructure at IATA, shares the airspace users’ view on the progress so far, and the next steps going forward.

1. Performance-Based Navigation is a cornerstone of ATM modernisation. What needs to happen to expedite its implementation?

Performance-Based Navigation is most definitely a cornerstone of ATM modernisation and that is why it is so important to implement it as soon as possible. However, many states lack the internal expertise and resources to implement PBN and need support at the working level in order to properly plan, execute and sustain PBN operations. To help address this, PBN Go Teams have been established, under the ICAO, the IATA and CANSO banner, to facilitate PBN knowledge transfer 22 QUARTER 3 2011

AIRSPACE

from key aviation stakeholders (including original equipment manufacturers and procedure design companies) to ANSPs and regulatory authorities.

The Go Teams have already visited three regions - Asia, the Middle East and Latin America. This important and well received initiative is proving particularly effective demonstrating the benefits of industry stakeholders working closely together to evolve the navigation infrastructure.

Aeronautical information is a critical element of any PBN implementation.

However, its collection and management is a weak area for many states. In order for PBN to be properly implemented, states must accomplish the required data surveys based on WGS-84 (to be maintained and updated in an appropriate electronic terrain and obstacle database). The development of robust aeronautical information management tools and instrument flight procedures are essential to ensure a safe air navigation system of the future.

Finally, better promotion of the safety, efficiency and environmental benefits of PBN is required. State authorities need to understand the tangible benefits associated with en-route, terminal and instrument procedures in order to drive the political and financial will to invest.

2. What work is underway to ensure that the airlines are ready for PBN, in terms of navigation capabilities and crew training?

Most airline fleets are equipped to support the main PBN operations.

Airlines will invest in advanced capabilities such as Required Navigation Performance AR (Approval Required) if there is a business case to justify equipage and training.

Crew training and competence is a fundamental requirement that an operator must meet prior to PBN operational approval. As such, both flight operations inspectors and operators must understand the training aspects and requirements associated with each navigation specification.

Additional guidance is needed from ICAO, particularly in the area of operational approvals. The PBN Manual (ICAO DOC 9613) provides good high-level information, but further information is required to detail operator and aircraft requirements.

In 2010, ICAO produced the PBN Operational Approval handbook that includes information on PBN and Global Navigation Satellite System theory as well as detailed guidance on operator training. The handbook is currently under review to form the ICAO PBN Operational Approval Manual in support of the PBN Manual.

3. What technological changes are needed on the ground and in the air to support the air navigation system of the future?

For the last 20 years different concept of operations, roadmaps and project plans have boldly defined timelines for implementing different communication, navigation and surveillance technology.

However, technology alone will not evolve the navigation/ATM system.

The introduction of new technology should complement, support and enhance operational procedures and practices. To make this a reality, and to ensure that technology delivers maximum benefit, there needs to be more engagement at the day-to-day working level with controllers, pilots and airline operations staff. We need

home-grown requirements to evolve the operational system based on realistic and timely improvements for safety and efficiency. The technology required to do this is available today and on the aircraft.

Looking ahead to the future, Air Traffic Flow Management (ATFM) systems will play a critical role in managing increasing traffic volumes and supporting the air navigation system of the future. The automated management of traffic flows can reduce controller workload whilst helping to ensure that new procedures are effectively utilised within the confines of busy airspace. Continuous descent operations and continuous climb operations, based on PBN, are being developed today. However, they can fall short of delivering their full potential benefits if implemented in congested airspace that is managed with basic air traffic systems. ATFM can be used to maximise the use of 4-D trajectories allowing management of the aircraft based on current and future position.

4. According to IATA, world air traffic is forecast to grow by 5% every year. How important is the Flexible Use of Airspace in freeing airspace capacity for civilian use?

Flexible Use of Airspace (FUA) is an important concept of operation that helps ensure current and future traffic levels are managed safely and efficiently. Airspace is a natural resource with finite capacity for which demand from all users is constantly expanding. The basic implementation of FUA is an easy and quick way to deliver significant benefits to airspace users. This is because it concentrates on better communication and co-ordination between airspace controlling authorities and is not reliant upon the introduction of any additional airborne technology. IATA encourages

Industry collaboration is essential for the advancement of airspace efficiency initiatives

states to embrace the ICAO Flexible Use of Airspace concept, where the airspace is perceived as a continuous area accommodating all user requirements (civilian and state aircraft) to the best extent possible.

5. From an airline perspective, what should the ATM community focus on over the next five years?

IATA member airlines have already made a significant investment in aircraft CNS equipage and there are high expectations that these investments will turn in operational benefits. For the next five years the ATM community should strive to make best use of the technology available today whilst being mindful of the critical importance of global harmonisation and the goals of major projects on-going around the world. Key to a successful incremental evolution of the ATM system is effective communication and co-ordination between states and key stakeholders.

All of the major players in the aviation industry have a responsibility to ensure that their decision making process considers the bigger picture.

6. What are IATA’s key priorities going forward?

IATA’s key priorities are based on working and building strategies with key stakeholders to modernise the ATM landscape. Although our primary focus is on operational implementation we also have to address some very serious work challenges concerning the economics of ATM and aircraft equipage. The investment in avionics reaches into the tens of billions of dollars. IATA, on behalf of its members, must ensure the costs are justified and the advertised ATM benefits are delivered.

To do this we will continue to work closely with major stakeholders to evolve the ATM system. Our work with CANSO is critically important as it provides the global interface to the ANSP community.

Working together, IATA and CANSO are a strong team able to influence the direction and progress of ATM advancement. Key working areas for the future include PBN, implementation of FUA through civil/military cooperation, introduction of more flexible routing and the definition and implementation of the ICAO Global Block Upgrades.

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FEATURE

Managing Delay to Reduce Fuel Burn Efficiency has focused on the how direct a flight is flown, along with the efficiency of the vertical profile. Excess distance flown and unplanned changes to the vertical profile impact the Environment as extra fuel burned is directly related to excess CO2. When there is a shortfall in Capacity, Efficiency and Environment are adversely impacted through absorption of delay.

98%

Non-recoverable interdependencies

Weather (including wind) is the biggest Delay is an excellent measure for 96% driver of delay as it reduces airport and identifying problems and focusing ATM innovations have delivered each year 94% ATM Efficiency Goal US $662m fuel savingscapacities airspace capacities.

Delays may also resources on either increasing 92% 6m tons CO reduction. result from ANSP capacity shortfalls or efficiently absorbing “necessary” 90% By 2050 ATM will deliver each year due to staffing shortages and system delay due to weather reduction.

79m tonsor CO other 88% ATM Efficiency – increasing fuel efficiency for aircraft using the ATM system outages.

Additionally, delays are driven constraints.

In most cases it is more 86% 2010 2020 2030 2040 2050 by1999 airline operational factors often efficient to absorb delays at higher Year 2

2

ATM Efficiency & Air Traffic Growth 100

4%

6% CANSO ATM Goal 9

Actual ATM Efficiency gains >4%

75

ANSPs

ATM efficiency decreas es as traff ic c ong est ion in cre as es

G

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y 2

05

0

50

25

af fic

The effect of continuing air-traffic growth is key to setting ATM performance objectives because clearly, capacity is needed to meet this expected demand. At a high level,

100% ATM fuel efficiency is not achievable due to interdependencies.

100%

0% Tr

How do we measure performance in the ATM system? ICAO has defined many key performance areas; the ATM community has focused primarily on Safety, Cost Effectiveness, Capacity, Efficiency, and Environment. The challenge for ATM is improving these areas without adversely impacting others. Safety and Cost Effectiveness are more generally understood performance measures within the CANSO membership and the broader ATM community, but what about the interaction between Capacity, Efficiency, and Environment?

Delay is a primary Environment – indicator of where capacity increases How efficient is ATM? and route changes are needed

40

For airlines and indeed the flying public there is a need for on-time, efficient airline performance to create a consistent level of expectation. Air traffic management plays a significant role in supporting these goals and must address equitable services not just for airlines but aviation and the business aviation community in general.

Within the work of SESAR and NextGen, technologies and procedures are being designed to provide more resilience in airport and airspace capacities during bad weather. These capacity gains will help reduce delay. But without new capacity, delays will continue to grow as traffic grows. It is the responsibility of ANSPs, Airlines and Airports to absorb necessary delay in the most fuelefficient way on the day of operation.

Delay is a primary indicator of where capacity increases and route changes are needed. For ATM purposes CANSO has defined delay as “additional time flown” compared to a flight that is “the only aircraft in the sky during good weather”. This benchmark is available by observing actual flights in non-busy times with no weather constraints. (This is different from delay versus an airline schedule, which already includes extra time built from past experience.) The total delay pool calculated using the CANSO method provides a consistent picture of the “best” a flight could operate. Clearly, some delay will always be needed to operate a safe ATM system that makes economic use of ATM Efficiency Improvements available capacity.

ATM Efficiency (%)

The International Civil Aviation Organisation (ICAO), CANSO, and IATA are all focused on improving the performance of the ATM system.

While safety has, and always will take primacy in the performance of the ATM system, improving efficiency and reducing environmental impact are key focus areas for reducing delay and unnecessary fuel burn.

causing flights to “bunch up” during daily operations. This includes airlines increasing profile speeds on delayed flights, to ensure passengers make connections.

1999

2005

2010

2015

2020

2025

2030

2035

2040

2045

2050

Year

24 QUARTER 3 2011

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Interdependencies & Operating Constraints

Stakeholder Commitment Required

Airports Airlines ATM States

Innovations Efficiencies Cooperation Collaborative Decision Making Capacity Flight Planning Fundamental Restructuring ATM System Modernisation Fragmentation Disputed Airspace Civil/Military Interdependencies

Without new capacity, delays will continue to grow

altitudes, with speed control or at the departure airport. The CANSO method addresses the efficiency of a flight within an airborne flight phase using radar data to identify both excess distance flown and inefficient level segments. The level segments represent opportunities for a more continuous climb or a continuous descent like approach. The excess distance represents opportunities for strategic airspace management, and more direct routing.

There is an important distinction between ATM/ANSPs ‘being responsible’ for the root cause of delay and ‘taking responsibility’ for managing it. This is very complex, as ANSPs globally play a key role in the facilitation and connection of many of the ATM components required to meet current and future capacity needs of customers.

When capacity does not meet demand ANSPs are responsible for managing necessary delay.

So how much delay/“inefficiency” do we currently have in the system?

A recent FAA/EUROCONTROL study concludes that flights are experiencing 10-12 minutes of excess time. This figure varies between different city pairs and congestion levels of both the departure and arrival airports involved (with more and more of this delay being absorbed on the ground prior to departure).

In terms of fuel burn this translates to 6-8% excess verses the “only aircraft in the clear sky” CANSO definition.

The FAA/EUROCONTROL report estimates the total fuel improvement pools that would be available for the busiest 34 airports in the US and Europe.

These pools are calculated using the unimpeded definition of delay discussed earlier therefore overstate what is actually recoverable. The report estimates 5 min/80kg fuel is available per flight in the taxi phase; an estimated 3 min/150kg fuel available in the cruise phase; and 3 min/120kg fuel available in approach phase.

Boeing, in its 47th “Current Market Outlook” report released at the 2011 Paris Air show forecasts that passenger traffic will grow at a 5.1% annual rate over the long term and the world aircraft fleet is expected to double by 2030. This predicted growth in both passenger numbers and aircraft is an important component when planning for future ATM change. As discussed previously, when demand increases and if capacity is not able to keep up – delays will increase. Less busy airports today will experience DELAYS PER FLIGHT more similar to congested airports like Heathrow, Frankfurt, Laguardia, Newark, JFK, Sydney…etc. The same inefficiencies will occur in currently less congested airspace.

This progression will impact the overall perflight delay/inefficiency.

There is overwhelming evidence that building new runways to absorb this growth is becoming increasingly difficult.

The effect of aircraft noise on communities is increasing political and social pressure AIRSPACE

QUARTER 3 2011 25

FEATURE

often leading to a ‘status quo’ for future airport development. Increasing noise over existing communities or shifting noise to new communities to increase efficiency or reduce track miles is often seen as “opportunistic” and “increasing revenue” for the airlines, which in tough economic times, is a hard sell to the community.

CANSO’s Environment Workgroup met at the Boeing facility in Seattle, March 2011

The issue here is that the baseline challenge is not linear. ATM with the help of airlines and airports will do well just to keep airborne delays at the 6-8% level with the projected growth in traffic.

The CANSO “ATM Global Environmental Efficiency Goals for 2050” report suggested that ATM influences approximately 3-4% of the 6-8% total pool of recoverable CO2. It is important to note that this 3-4 % reduction does not include the larger improvement associated with absorbing new demand.

Without ATM improvements to improve resilience of capacity and the management of delay, today’s “fuel inefficiency pool” would increase significantly. Additionally the complex process of identifying and managing the many, often competing interdependencies, requires greater fidelity and clear performance outcomes. For this to succeed, industry must agree on the specific priorities and outcomes and work with airport communities to deliver this performance.

As we continue to support the ICAO global aspirational goal of 2 percent fuel efficiency till 2020+, we need a better understanding of the effect of ATM. Clearly ATM needs to help provide more capacity, more direct and wind optimal routes, and more fuelefficient management of necessary delay.

This work is key to the efficient movement of traffic, and the economic viability of our industry. But ATM is only a small component of that required to achieve the aggressive 2 percent per year goals.

Still, we need to do our part to meet the projected demand of the future and achieve the overall 3-4% reduction from today’s baseline by 2050 as outlined in the CANSO 2050 report.

26 QUARTER 3 2011

AIRSPACE

Slowing down to save fuel In late March 2011 the CANSO Environment Workgroup held a special meeting at Boeing’s Headquarters in Seattle Washington.

The four-day working meeting included a full day session on best practices related to managing speed in cruise to reduce terminal congestion and save fuel. Seven Case Studies were presented from ANSPs and industry partners related to speed control and controlled times of arrival (CTAs) to manage fuel and terminal congestion.

The Workgroup believes that the pool of fuel savings for arrivals at congested airports worldwide potentially represents “the most significant” near-term opportunity for improvement.

Realising these fuel savings will clearly be assisted by the introduction of ATM technologies such as data communications between pilots and controllers, which will enable the uplink of arrival times, and potentially routes, directly to the cockpit (FMS). While datacomm and associated uplink of trajectories may be a longer-term solution, the Workgroup believes that there are also near-term opportunities to refine existing procedures and gain much

of the benefit from aircraft assisted flow management. Success depends on collaboration between ANPS, Airlines, and Airports.

Measuring performance The CANSO Environmental Workgroup is developing ‘bestpractice’ for ANSPs to measure their operational environmental performance.

The ‘Quality of Service’ work performed by the CANSO Global Benchmarking Workgroup, has fed the Environment Workgroup measurement activities. The goal of the Workgroup is to develop a ‘global’ approach for measuring ATM efficiency and establishing “opportunity pools” for improvement. This refined focus includes a methodology for using radar trajectory data to tease out excess distance flown as well as fuel-inefficient level segments. The key driver for future fuel efficiency is the absorption of necessary delay in all phases of flight. The Workgroup has further examined a methodology for trading off delays on the ground versus in the air and is developing a White Paper on the value of speed control in cruise to manage terminal area congestion.

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Working Together for Safer Skies 7-9 November 2011 Cancun, Mexico

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Key Speakers include: Loretta Martin, Regional Director, ICAO NAM/CAR Alex de Gunten, Executive Director, ALTA Ever Molina, Director General, SENEAM Graham Lake, Director General, CANSO Micilia Albertus-Verboom, Chair CANSO LAC3, & Director General, NAATC Brig. Ramon Borges Cardoso, Director General, DECEA Brazil Rick Ducharme, Deputy Chief Operating Officer, FAA ATO Juan Ignacio Lema Devesa, President, AENA The CANSO Latin America & Caribbean Conference is the one event in the year that unites leading ATM organisations and important industry partners from across the world to discuss important ATM issues facing this crucial region today.

Sessions will focus on: Collaborative Decision Making - Infrastructure & Performance - Regional Implementation of RNAV/ RNP Environment - Customer Relations & Stakeholder Engagement

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INSIDE CANSO

The Global Aviation Safety Index Roberto Kobeh González, President of ICAO, used his speech at the recent CANSO Global ATM Summit to discuss a new ICAO initiative: the Global Safety Index (GSI). He specifically challenged CANSO to play a significant role in its development and implementation.

The Global Safety Index The GSI will be the first ever worldwide indication of ANSP safety performance, or in other words, a public indicator of a country’s aviation safety. It is envisioned to be a summation of individual indices comprised from data supplied by the key components of the aviation system; regulation, air navigation service provision, airlines/carriers and airports.

CANSO, along with ICAO, IATA and ACI are being called on to supply the necessary data to support this important initiative.

ICAO and IATA already have the Universal Safety Oversight Audit Programme and the IATA Operational Safety Audit respectively, and these can be used to support the GSI. However, at present there is no equivalent for air traffic management which is why CANSO has been challenged to take the lead in developing one. GSI trial runs are planned for 2014 with full implementation scheduled for 2015.

Significant challenges “If you’re thinking this is a significant endeavor, you’re absolutely right,” says Mark DeNicuolo, CANSO’s Safety Programme Manager, “But it’s an important one both for CANSO and the aviation community as a whole”.

DeNicuolo believes that the very fact that CANSO has been given this challenge is further evidence of a maturing association. The CANSO Executive Committee agrees and has made it a priority for CANSO, he adds.

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However, the project is not without its challenges and DeNicuolo is well aware that there will be “hills to climb”. Historically speaking, air navigation service providers have been reticent about openly sharing safety data and information, even among themselves, for fear that the information will be misrepresented or used inappropriately.

“Other industries have overcome this culture and ICAO President Roberto Kobeh Gonzalez addressed the world’s aviation it’s time for us leaders at the CANSO ATM Summit to do the same,” says DeNicuolo. the team has already started to develop “We need to be smart about how we a 10-step implementation plan for the implement the process and develop the initiative, which has been given the relevant criteria and parameters that are draft name ‘CANSO Safety Assessment amenable to our Member ANSPs.” Index’, or C-SAI for short.

Despite the scale of the challenge, The final draft of the implementation CANSO is convinced that the GSI is a plan will be vetted through the positive intiative and that its Member Executive Committee in October and ANSPs can be persuaded to supply the SSC at its annual Global ATM Safety the necessary data. “It’s time to drive Conference in November. a different reporting behavior and this initiative is just the impetus to get it Over the next several months the SSC done,” says DeNicuolo. will be working with ICAO, IATA and ACI to develop the high level Safety Index Programme and over the next year to The Safety Standing Committee develop the C-SAI process.

The GSI initiative falls under the As ever, with an association as lean purview of the CANSO Safety Standing Committee (SSC) and the SSC Chairman, as CANSO there will be resource challenges, which is why the SSC will Stephen Angus; Vice-Chariman, David be looking to its Membership to help Harrison and Safety Programme develop, implement and maintain the Manager, Mark DeNicuolo who have CANSO version of the index. already got started on the work. In fact,

INSIDE CANSO

Focus on...

CANSO in Latin America & the Caribbean Micilia AlbertusVerboom, CEO of NAATC was recently elected Chair of the Latin America CANSO CEO Committee (LAC3)

CANSO is working with key industry partners to promote initiatives for transforming air traffic management in Latin America and the Caribbean.

Focus areas include AIS-AIM, FP2012, PBN, CDM, RNAV/RNP and the improvement of aviation safety.

In November 2009 CANSO held its first Latin America and Caribbean ANSP Conference, hosted by NAATC, to explore the region’s air traffic management challenges and crucially, provide industry experts in the region the opportunity to build bridges to enhance collaboration. It was the first event of its kind in the region and highlighted the benefits of working closely together to address common challenges.

SENEAM—a relatively new Member of CANSO— kindly offered to provide the necessary office space at their Headquarters in Mexico City. AENA, the ANSP for Spain, seconded Javier Vanegas to serve as a full-time Latin America and Caribbean Liaison Officer.

Building on the momentum was viewed as essential so CANSO held its second Latin America and Caribbean ANSP Conference in November 2010, once more hosted by the NAATC. With the seeds of collaboration sewn, this event took a more content-based approach with a focus on safety, operations, and ANSP performance issues. It was immediately followed by regional seminars for Safety and Global Benchmarking, as well as the inaugural meeting of the LACPG.

Just over half a year later at the CANSO’s 2010 AGM in Oslo, the CEOs of five ANSPs (AENA, FAA, NAATC, NAV Portugal and SENEAM) signed a joint letter of intent to work together as part of a Latin America and Caribbean Project Group (LACPG). The LACPG was tasked with providing the structure and focus for CANSO to expand its presence and ramp-up its activities in the region.

The appetite for change continued to grow and it soon became clear that a more permanent body would need to provide strategic oversight if progress was to continue. The proposition to form the Latin America and Caribbean CEO Committee (LAC3) was formally approved at CANSO’s EGM in Amsterdam in March 2011. Mrs. Micilia Albertus-Verboom officially became Chair of the LAC3 and Javier Vanegas was appointed Director Latin America and Caribbean Affairs

Impressed with the success of the first conference and convinced of the merits of enhanced regional collaboration,

CANSO continues to seek new Members and industry partners to strengthen the ATM system in the region.

The LAC3 focuses on providing strategic oversight to CANSO’s Office and activities in the region.

It focuses on: • Implementing CANSO’s mission of transforming Air Traffic Management performance in the Latin America and the Caribbean region • Providing high level of coordination and support to Latin America and Caribbean CEO Committee initiatives and activities • Closely liaising with ICAO, IATA, ALTA, and other regional and global organisations • Promoting the CANSO global vision for a seamless air navigation system • Enhancing global networking and information-sharing opportunities under the CANSO umbrella • Developing and agreeing with its members, a CANSO vision for the region, in service of CANSO’s global vision • Developing a strategy and work plan for the region in collaboration with the CANSO Secretariat • Seeking new members and industry partners to strengthen the ATM system in this region • Encourage more participation in CANSO’s regional activities

Latin America and Caribbean CEO Committee (LAC3)

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CANSO Members CANSO – The Civil Air Navigation Services Organisation – is the global voice of the companies that provide air traffic control, and represents the interests of Air Navigation Services Providers worldwide.

CANSO members are responsible for supporting over 85% of world air traffic, and through our Workgroups, members share information and develop new policies, with the ultimate aim of improving air navigation services on the ground and in the air. CANSO also represents its members’ views in major regulatory and industry forums, including at ICAO, where we have official Observer status.

For more information on joining CANSO, visit www.canso.org/joiningcanso

Full Members – 64 • Aeronautical Radio of Thailand (AEROTHAI) • Aeroportos de Moçambique • Air Navigation and Weather Services, CAA (ANWS) • Air Navigation Services of the Czech Republic (ANS Czech Republic) • Air Traffic & Navigation Services (ATNS) • Airports and Aviation Services Limited (AASL) • Airports Authority of India (AAI) • Airservices Australia • Airways New Zealand • Austro Control • Avinor AS • AZANS Azerbaijan • Belgocontrol • Bulgarian Air Traffic Services Authority (BULATSA) • CAA Uganda • Civil Aviation Authority of Singapore (CAAS) • Civil Aviation Regulatory Commission (CARC) • Department of Airspace Control (DECEA) • Department of Civil Aviation, Republic of Cyprus • DFS Deutsche Flugsicherung GmbH (DFS) • DSNA France • ENAV S.p.A: Società Nazionale per l’Assistenza al Volo • Entidad Pública Aeropuertos Españoles y Navegación Aérea (Aena) • Estonian Air Navigation Services (EANS) • Federal Aviation Administration (FAA) • Finavia Corporation • GCAA United Arab Emirates • General Authority of Civil Aviation (GACA) • Hellenic Civil Aviation Authority (HCAA) • HungaroControl Pte. Ltd. Co. • Irish Aviation Authority (IAA) • ISAVIA Ltd • Kazaeronavigatsia • Latvijas Gaisa Satiksme (LGS) • Letové prevádzkové Služby Slovenskej Republiky, Štátny Podnik • Luchtverkeersleiding Nederland (LVNL) • Luxembourg ANA • Maldives Airports Company Limited (MACL) • Malta Air Traffic Services (MATS) • NATA Albania • N ational Air Navigation Services Company (NANSC) • NATS UK

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• NAV CANADA • NAV Portugal • Naviair • Netherlands Antilles - Curaçao ATC (NAATC) • Nigerian Airspace Management Agency (NAMA) • O ffice de l’Aviation Civile et des Aeroports (OACA) • ORO NAVIGACIJA, Lithuania • PNG Air Services Limited (PNGASL) • Polish Air Navigation Services Agency (PANSA) • Prishtina International Airport JSC • 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 • The LFV Group • Ukrainian Air Traffic Service Enterprise (UkSATSE)

Gold Associate Members – 14 • Abu Dhabi Airports Company • Airbus • Boeing ATM • Era Corporation • FREQUENTIS AG • GroupEAD Europe S.L. • ITT Corporation • Lockheed Martin • Metron Aviation • Raytheon • SELEX Sistemi Integrati S.p.A. • Sensis Corporation • Telephonics Corporation, ESD • Thales

Silver Associate Members – 50 • Abu Dhabi Department of Transport • Adacel Inc. • ARINC • ATC Global (UBM Information Ltd) • ATC Network

Light area illustrates airspace controlled by CANSO members

• ATCA – Japan • ATECH Negócios em Tecnologia S/A • Aviation Advocacy Sarl • Avibit Data Processing GmbH • Avitech AG • AZIMUT JSC • Barco Orthogon GmbH • Booz Allen Hamilton, Inc. • Brüel & Kjaer EMS • Comsoft GmbH • Dubai Airports • EADS Cassidian • EIZO Technologies GmbH • European Satellite Services Provider (ESSP SAS) • Emirates • Entry Point North • Etihad Airways • Fokker Services B.V. • GE Aviation’s PBN Services • Guntermann & Drunck GmbH • Harris Corporation • Helios • HITT Traffic • Honeywell International Inc. / Aerospace • IDS – Ingegneria Dei Sistemi S.p.A. • Indra Sistemas • Inmarsat Global Limited • Integra A/S • Intelcan Technosystems Inc. • Jeppesen • LEMZ R&P Corporation • LFV Aviation Consulting AB • Micro Nav Ltd • The MITRE Corporation – CAASD • M.L.S. International College • Nokia Siemens Networks • Northrop Grumman Park Air Systems AS • NTT Data Corporation • Quintiq • Rockwell Collins, Inc. • Rohde & Schwarz GmbH & Co. KG • Saab AB • SELEX Systems Integration Inc. • SITA • Ubitech Systems, Inc. • U.S. DoD Policy Board on Federal Aviation • WIDE

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