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journal of the civil air navigation services organisation

ISSUE 16 QUARTER 1 2012

PARTNERS FOR PROGRESS Sharing the benefits Siim Kallas: SES is at a crossroads

Neil Planzer Towards competition in ATM services

ANSP Priorities: CANSO survey results explained PLUS: Shaping UK airspace, FABEC focus on operational efficiency, DanishSwedish FAB to go live, Brazil re-draws routes, Serco in the Middle East, and latest comment and analysis. AIRSPACE

QUARTER 4 2011 1


CONTENTS IN THIS ISSUE COMMENT

PEOPLE

10 The time has come to shape UK airspace for the future, according to NATS CEO Richard Deakin.

8 Siim Kallas, VP of the European Commission in charge of transport says the SES has reached three fundamental milestones.

12 Safety is the number one priority for the FAA and for CANSO under the Waypoint 2013 Strategy, says Carey Fagan, FAA Executive Director of International Affairs. 28 Frank Erb, Serco’s Middle East Director of Aviation outlines Serco’s role in transforming ATM in the region. Airspace No. 16 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 Editor: 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) 7928 2280 Web: www.i-kos.com

ATM NEWS 6 The latest ATM news and developments from around the world. FEATURES 14 Dieter Kaden, Chairman and CEO of DFS discusses the impact of Frankfurt airport’s new runway and restructured airspace. 26 The Nordic Unified Air Traffic Control company will go fully operational this summer, providing air traffic services to the Denmark-Sweden FAB. 30 CANSO takes the pulse of the industry by asking ANSP and supplier CEOs their top priorities.

17 Following two years as CANSO’s Environment Programme Manager on secondment from Airservices Australia, Tim Rees shares his experiences. 20 Neil Planzer, VP of Boeing Flight Services proposes three ideas for addressing the industry’s priority challenges. TECHNOLOGY/OPERATIONS 18 Introducing new procedures in Europe’s core airspace requires a step-by-step approach by FABEC member states. 24 The implementation of PBN, satellitebased navigation and advanced flight aids are helping DECEA prepare Brazil’s airspace for the future. INSIDE CANSO 33 Ruediger Schwenk, Chairman of the new CANSO Policy Standing Committee explains the group’s role and remit.

The CANSO Executive Committee 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.

APC3: Asia-Pacific CANSO CEO Committee

EC3: European CANSO CEO Committee

MEC3: Middle East CANSO CEO Committee

LAC3: Latin America and Caribbean CANSO CEO Committee

Paul Riemens Chairman and Chief Executive Officer, LVNL

Greg Russell

Vice Chairman, Chairman APC3 and CEO, Airservices Australia

Massimo Garbini

Micilia AlbertusVerboom

Chair, EC3 and Director General, ENAV S.p.A.

Chair, LAC3 Director General, NAATC

Carey Fagan

Yap Ong Heng

Neil Planzer

Associate Member Representative and Vice President ATM, Boeing Air Traffic Management

© Copyright CANSO 2012

Capt. Mohammad Amin AlMustafa

civil air navigation services organisation

Chairman, MEC3 and Chief Commissioner CARC

Juan Ignacio Lema Devesa

Members at Large and former President and Director General, Aena

Members at Large and Executive Director of International Affairs, Federal Aviation Administration (FAA)

Member at Large and Director General, CAAS

AIRSPACE

QUARTER 1 2012 3


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EDITOR’S NOTE

civil air navigation services organisation

Air traffic management is changing. With SESAR, NextGen, CARATS, and now the ICAO Aviation System Block Upgrades, the industry stands at a historic crossroads and there is no turning back. As CANSO Director General Graham Lake frequently observes, aviation is a globally interdependent system. Improving air traffic management in the priority areas of safety, efficiency and cost-effectiveness is the shared responsibility of all industry stakeholders. So what are we all doing about it? As this issue of Airspace Magazine goes to print, CANSO is preparing for a hectic month packed full of conferences and meetings. Most notably our EGM & CEO Conference, CEO Dinner & Jane’s ATC Awards, Operations Conference, and of course our milestone attendance at ATC Global before the inaugural World ATM Congress, organised by ATCA and CANSO in February 2013. One of the themes you may see emerging from the speeches and hallway mutterings this year is the need for bold leadership, collaboration, and perhaps even a new way of thinking. CANSO and its Members know that together, they have an unprecedented opportunity to affect real change. We have the vision; we’ve got the strategy. We now need to work with our partners to make it happen. It is perhaps fitting then, that this issue of Airspace focuses on strategic relationships for transforming ATM performance. For its part, CANSO takes collaboration very seriously and increasingly, so too do other industry stakeholders. The fruits of our efforts are both plain to see and mounting. Over the past twelve months CANSO has worked with IATA on i-Flex routes; ICAO on rolling out the Fuel Savings Estimation Tool (IFSET); ACI on promoting Collaborative Decision Making (CDM) and much, much more. I encourage you read the soon-to-be published CANSO ATM Report & Directory 2012 for a comprehensive overview of our efforts in 2011. But this is 2012 and we already have some impressive developments to share with you. At the biennial Aviation and Environment Summit this March, CANSO and Boeing will launch a joint white paper on accelerating ATM efficiency. This important document summarises the Herculean efforts already underway to improve ATM efficiency with a timely ‘call to industry’ on the priority actions needed to drive further progress. Meanwhile CANSO continues to develop its Policy Standing Committee (page 33), making full use of the data collected in its annual ANSP Fitness Check and ATM Survey. You can see the key findings of each on page 30. As usual this issue features the latest news, comments and insights from the world’s most prominent ATM thinkers. But before you turn the page, I would like to take the opportunity to thank everyone who has contributed to the ongoing success of this publication, and to Robert Hutchison for his invaluable guidance and support over the past year.

Timothy Hoy Head of Communications

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QUARTER 1 2012 5


ATM NEWS canso C  ANSO Members Control 1.8% ATM STATISTICS: GROWTH IN 2011 More Flights in 1.8% 2011 In 2011 48 CANSO Member air navigation service providers (ANSPs) around the world were responsible for handling 51.5 million IFR (Instrument Flight Rules) movements compared to just over 50.6 million in 2010. This represents an increase of 1.8%.

Year to Date 5.500.000

5.000.000

4.500.000

4.000.000

CANSO Director General Graham Lake said: “It is encouraging that there has been an increase in traffic in the last 12 months and aviation is generally known to be a reliable indicator of economic health. However, there were still fewer movements in 2011 than in 2008 when the economic recession began to hit aviation the hardest. This presents serious challenges for the world’s ANSPs, which cannot simply switch off equipment or ground aircraft in order to cut costs.”

Three Priorities for Improving European ATM At the 47th meeting of the European CANSO CEO Committee (EC3) in Belgrade on 22 February, CANSOs European Member CEOs agreed three main priorities for the short- and long-term improvement of the European ATM system. 1) CANSO Member CEOs reiterated that operational stakeholders – airports, ANSPs and airspace users - must take the lead in the governance of SESAR deployment. They also underlined the need for public funding to secure the necessary investments that will deliver the projected benefits in both the performance of the ATM system and the subsequent estimated GDP increase of €419Bn. 6 QUARTER 1 2012

NEWS

3.500.000

3.000.000

2.500.000

2.000.000

Jan Feb Mar Apr May Jun Total 2007 3.987.76 3.742.44 4.319.78 4.280.27 4.630.87 4.699.77 Total 2008 4.065.72 3.943.31 4.336.60 4.438.56 4.697.40 4.697.71 Total 2009 3.714.60 3.484.50 3.990.16 4.037.62 4.256.65 4.349.30 Total 2010 3.688.33 3.494.38 4.138.15 3.906.81 4.436.96 4.566.61

Jul

Aug

Sep

Oct

Nov

Dec

4.903.95 4.954.63 4.652.04 4.655.02 4.207.50 4.060.58 4.958.84 4.890.22 4.570.56 4.497.06 3.854.18 3.760.19 4.651.50 4.592.56 4.321.35 4.274.56 3.840.16 3.748.55

4.844.32 4.789.05 4.503.98 4.457.34 3.939.79 3.795.28 Total 2011 3.817.65 3.578.37 4.199.07 4.205.52 4.517.62 4.614.21 4.873.92 4.817.92 4.591.51 4.462.13 3.917.70 3.860.14

2011 CANSO Member air navigation service providers (ANSPs) around the world were responsible for handling 51.5 million 2011Instatistical graph showing 1.8% increase in traffic. IFR (Instrument Flight Rules) movements compared to 50.6 million in 2010. This represents an increase of 1.8%. • •

Most European data sourced from EUROCONTROL/STATFOR Includes data from:

CANSO therefore calls on 3) CANSO Members are the EU Council of Transport committed to improving Kazaeronavigatsia Aena Ministers to, at its next DCAC the efficiency and costAEROTHAI meeting in March 2012, DFS effectiveness ofLFV the LGS Airservices Australia DHMI support European air traffic LPS Airwaysthe NZ Commission DSNA Communication on management system. ANS Czech EANS LVNL ANWS ENAV MATS of Governance and incentive However, the reform ATNS FAA MoldATSA mechanisms for the the institutional framework Finavia NAATC Austrocontrol deployment of SESAR; inGCAA needs to accelerate Avinor NATA in order Hellenic to ensure that the NATS AZANS the estimated €3 particular objectives NAV Portugal Belgocontrol HungaroControl billion EU funding over the of Single European Sky are BULATSA IAA Naviair period 2014-2020 and the fulfilled, and to allow for CAAS ISAVIA Oro Navigacija timely establishment of the its extension beyond EU governance structure. borders for a widespread European Single Aviation 2) Effective social dialogue is Market. To support the crucial to the constructive transition to a modernised, employer-employee efficient European aviation relationship that is institutional framework, needed for the successful CANSO calls on the implementation of the European Commission and Single European Sky. EUROCONTROL, on behalf Accordingly the EC3 of their Member States, reaffirmed its support for to agree a further reform the 10 point action plan of EUROCONTROL which that was agreed following includes the alignment the Venice Conference on of the governance and The Role of Social Dialogue funding arrangements for in SES Implementation, 16the fulfilment of the SES 17 November 2011. legislation and principles.

AIRSPACE

China to Enhance ATC PANSA PNG Air Services Development

ROMATSA The development and Sakaeronavigatsia application of new ATC SENEAM technologies, skyguide as well as the Slovenia Control construction of a number of SMATSAhas been urged key projects State ATM Corp to keep pace with growing UkSATSE air traffic in China. In 2011 China’s ATC system handled up to 6.55 million takeoffs and landings in 2011, up 8.15 percent year on year. In 2012 China will add about 150 aircraft further increasing Page 1 the pressure on the nation’s ATC system. Last year, 114 ATC projects – attracting total investment of 9.8 billion yuan – were submitted to the government.

World’s First 4D Flight

The first four dimensional (I-4D) trajectory flight has successfully taken place approximately two and a


half years into active SESAR development work. An Airbus A320 test aircraft taking off from Toulouse to Copenhagen and Stockholm, successfully validated the capability of the aircraft system to comply with time constraints elaborated and negotiated with ground ATC systems through air ground datalink communication. I-4D is a cornerstone of the SESAR programme as it is the first step towards more predictable flights.

Shorter Flight Courses Cut Flight Time, Save Fuel

NAV Portugal, ONDA (Office National Des Aéroports) – and a major airline – TAP Portugal – recently concluded the implementation and evaluation of shorter flight courses from a combination of free route airspace at Lisboa FIR and direct route creation at Casablanca FIR. New flight paths led to an average time saving of 2:32 minutes per flight and a reduction of 167 kg in fuel consumption, with consequent decrease of 526 kg in CO2 emissions. This represents an average saving of about USD 285 per flight. Meanwhile, the Dynamic Optimisation of the Route In flight (DORIS) project, integrated in the AIRE programme and cosponsored by the SESAR Joint Undertaking, concluded the validation of oceanic airspace flight routes dynamic optimisation. The project was conducted by a consortium involving NAV Portugal, Air Europa, Iberia, INECO, AESA and SENASA. As a Partner to the AIRE Agreement the FAA supported the project and provided air traffic services for the flights transiting from Santa Maria FIR (NAV Portugal) to the New York FIR. The results assessed from 44 flights showed that the optimised routes resulted an average reduction per flight of 995 kg in fuel consumption, with consequent savings of 3,134 kg in CO2 emissions.

This represents a saving of 2.5% of both the total fuel used and the CO2 emissions for the entire flight.

Record Flights in Czech Airspace

Air Navigation Services of the Czech Republic (ANS CR) registered a record 714,279 flights in the Czech Republic’s air space last year, a growth of 4.6 percent compared with 2010. The level of 700,000 flights was exceeded for the first time ever, said Jan Klas, Director General of the ANS CR. “Traffic is important for us, but safety comes first,” he said. The number of planes in the Czech air space has doubled in the past ten years.

Capacity Gains at Karlsruhe

In December 2010 DFS introduced its new air traffic services (ATS) system P1/ VAFORIT at the upper area control centre (UAC) in Karlsruhe. The new system has made it possible for the capacity of the airspace to increase by 11 per cent. DFS expects further increases in capacity of five to seven per cent annually. A significant new feature in the P1/VAFORIT system is four-dimensional trajectory prediction and an electronic system which makes paper flight progress strips obsolete. The new system also allows for the use of Free Route Airspace structures which have been defined as the standard by FABEC (Functional Airspace Block Europe Central).

5 New CANSO Members

During the first quarter of 2012, CANSO welcomed four new full members – organisations responsible for providing air navigation services: Angkasa Pura I, PT Angkasa Pura II (Persero), National Airports Corporation Ltd. and the Israel Airports Authority. CANSO also welcomed Tetra Tech AMT as an associate member.

NEFAB On Track At the end of 2011 Estonia, Finland, Latvia and Norway and their respective Air Navigation Service Providers (EANS, Finavia, LGS and Avinor) provided the European Commission with the documentation required by the EU to establish a North European Functional Airspace Block (NEFAB) by December 2012. The documents were provided the Commission six months ahead of the deadline, giving NEFAB the opportunity to be the first FAB, invited by the Commission, to present the entire concept and framework to stakeholders. “This was a very constructive meeting and I believe it saved us all a lot of time and energy, making the NEFAB project more accessible to stakeholders inviting to deliver observations. You got some difficult questions, but you answered them well,” said Olivier Waldner, Deputy Head of Unit Single European Sky. The states plan to sign the agreements for establishment of NEFAB this spring.

CCAMS Operational in Ukraine UkSATSE has become the first air navigation service in the world to implement CCAMS – the Centralised SSR Code Assignment Management System. CCAMS is a pan-European solution to overcome the shortage of available SSR (Secondary Surveillance Radar) transponder codes used by air traffic control. Until now, SSR codes have been statically allocated to States and assigned to flights by Air Navigation Service Providers (ANSPs), based on a pre-defined scheme. The current static system of code allocation is running out of codes at peak times in some parts of Europe and this problem will become more acute with the expected increase in traffic.

CCAMS, a service based on a central server located at the EUROCONTROL Network Manager Operations Centre in Brussels, will assign a deconflicted code to each flight operating in the European CCAMS region.

Multi-Year FAA Reauthorisation Bill Passed by Senate A four-year blueprint for programmes that hasten the transition to a new air traffic control system based on GPS technology has been given final approval by the Senate, after it was passed by the House in February. The bill requires the FAA to accelerate its development of new arrival procedures for planes using the moreprecise GPS navigation. Instead of time-consuming, fuel-burning stair-step descents, planes will be able to glide in more steeply with their engines idling. Aircraft will be able to land and take off closer together and more frequently, even in poor weather, because pilots will know the precise location of other aircraft and obstacles on the ground. Fewer planes will be diverted. U.S. Transportation Secretary Ray LaHood said: “I’m glad to see the Senate passed the FAA multi-year authoriastion bill that was also passed by the House last week. Senator Reid and Speaker Boehner deserve a great deal of credit for setting aside politics and passing a bill that will ensure Americans continue to benefit from the best aviation system in the world. Since 2007, the FAA has worked hard to manage the 23 short-term extensions, and this four-year, $63 billion bill will provide the stability and predictability to ensure critical aviation safety programs, NextGen, and infrastructure investments move forward.”

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AIRSPACE PEOPLE

The Single European Sky is at a turning point Siim Kallas, VP of the European Commission in charge of transport For the past decade, the Air Traffic Management (ATM) sector and Air Navigation Service Providers (ANSPs) have been carrying out a structural reform project known as the ‘Single European Sky (SES)’. Driven by legislative action at EU level, the reform should result in a cohesive industry capable of providing safe, smooth and seamless services to air traffic operators. Assessing the progress so far, the European Commission recently concluded that there are still implementation gaps at European Union (EU) and national levels. Changes agreed under the legislative framework have not been fully or properly implemented by Member States and industry. The changes required under two packages of legislation (in 2004 and 2009) are even more urgently needed today because SES could help economic recovery by stimulating growth in the ATM and aviation sectors and its supplying industry. ANSPs are responsible for the efficiency and performance of the aviation market. As a network industry, serving a well-functioning and competitive market, ATM should allow airlines to grow and enjoy economies of scale. The reality, however, is that the provision of ATM services in Europe remains too fragmented – inspired by national monopolies, confined by national borders and subject to sovereign principles. This year, SES will be at a crossroads. What is at stake is the implementation of three fundamental milestones: performance growth, operation of functional airspace blocks (FABs) and technological progress with due regard to the maintenance of a high level of safety. Following the entry force of the second package of legislation in 2009, the reform is now geared to performance growth. This will mean increasing safety performance, reducing delays both on grounds and in the air, reducing the environmental impact of flights and containing costs of ANSPs. FABs and SESAR (the Single European Sky’s research programme) should contribute to this goal. The first reference period (2012 – 2014) of the performance scheme has just begun. The impact on ANSPs will be considerable. Their business plans have been revised to deliver an increase of capacity and cost-efficiency by the end of 2014. National performance plans submitted to the Commission in mid-2011 showed gaps between EUwide and national targets. Efforts must be made to close these gaps and thus deliver further capacity growth and cost savings. The Network Manager, under the aegis of Eurocontrol, has just started its operations to support the achievement of performance targets. Summer 2012 will be a first important test, showing the difference that a centralised network support service can bring to the daily business of ANSPs. Reforming and modernising the ATM industry means consolidating and rationalising ATM services across the EU. That is why the FAB concept was introduced in 2004, based on operational requirements rather than institutional agreements, so that ATM services can be provided in a performance-driven manner regardless of national boundaries. While the FAB concept is not in dispute, its enforcement within the existing nine FABs raises doubts about how best to structure and operate them in the spirit of the legislative framework. They have to be up and running by 12 December 2012, and Member States and ANSPs will have soon to demonstrate that the FABs they are proposing represent the best use of airspace and technical resources, have a positive financial impact and deliver

8 QUARTER 1 2012

AIRSPACE


environmental benefits. Up to now, we have been told mainly of additional bureaucracy and paper work with no tangible achievements in terms of capacity and cost-efficiency growth. Airspace blocks depart from national territorial boundaries but confirm borders of flight information regions, the ICAO sovereign national airspaces. National priorities still predominate and prevent SES to become a reality. It is undeniable that, in an ideal scenario, regardless of legacy constraints, FABs would have been defined differently, including their geographical shape, airspace design and sector structure. ANSPs should actively seek to change the way the ATM industry implements regional initiatives, including joint ventures and alliances. The existing regulatory framework is permissive and conducive to such joint initiatives, and airspace sovereignty need not prevent the industry from carrying out its operational responsibilities in a more efficient and integrated way. ATM should also have the necessary infrastructure in terms of Communication, Navigation, Surveillance (CNS) and ATM systems. State-of-the-art technology must be used to deliver efficient systems linking all the players in this field. This is the objective of the SESAR joint undertaking, a successful private-public partnership set up to define and validate innovative technological solutions for modernising ATM over the coming decades. With SESAR deployment imminent, the European Commission has recently tabled proposals for the governance of this deployment. This approach gives a central role to ANSPs, who are responsible for the performance of the system and need to adapt their investment decisions in line with the SES objectives. An industrial partnership will be created to lead the deployment in accordance with a streamlined and agreed European plan. The Network Manager and the SESAR joint undertaking will provide feedback on the effect of investments on operations and the availability of operational and technical improvements. European players should continue discussions within ICAO and with other international partners to ensure global interoperability. The next Air Navigation Conference will provide a good opportunity for these talks. Recent studies have shown that it significantly improves growth and competitiveness in a technological sector where the EU has the edge over the rest of the world. SESAR implementation is one of the priorities in the Commission’s recent proposal to set up a Connecting Europe Facility. Financial incentives will be targeted to projects delivering EU-wide benefits, contributing to the creation of a cohesive and integrated ATM system which can effectively deliver the expected performance growth. Suitable governance mechanisms will have to be established to achieve timely and synchronised deployment. Institutional and organisational changes should go hand in hand with the reform. While the industry has a key responsibility to implement the agreed changes, other institutions should also fully play their role in accordance with the established legislative framework and their respective competence. The European Commission and its agencies, in particular the European Aviation Safety Agency with the support of Eurocontrol, should devise a smart agenda for regulation which improves the business environment and allows ANSPs to increase their efficiency, transparency and the quality of their services. Member States should improve the capacity of their public administration ( the supervisory authority), meet their legal obligations and ensure that they continue to implement them. Existing governance deficiencies should be removed through a clearer separation of roles between public authorities and ANSPs. Eurocontrol should complete its transformation into a body that supports the European Commission in developing and implementing the SES while providing services under the governance of the ANSPs. Its further reform should therefore bring its various functions under their natural leadership in accordance with the powers and duties that the SES legislation has assigned to the various economic and institutional players. The efficient and effective development and implementation of the SES depends on the continual involvement of all stakeholders, including their involvement in social dialogue.

AIRSPACE

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COMMENT

Now’s the time to shape airspace for the future Richard Deakin, CEO, NATS This year marks the 25th anniversary of London City Airport – which has grown in that short space of time to be the fifth busiest airport serving London. Heathrow, the busiest 2-runway airport in the world, is less than 30 miles away; Gatwick, the busiest single-runway airport in the world, less than 50 miles south. Luton and Stansted, also in the top five busiest UK airports, are a stone’s throw to the north. Some 1.3 million flights climb and descend every year through the tight confines of the London TMA, making it amongst the most complex airspace in the world. London City opened as a short take off and landing airport with airspace designed around turboprops. Today it operates jets – which have a completely different set of performance criteria and corresponding airspace requirements. Just as London City’s needs have changed over the past 25 years, so have the needs of the whole of the UK network, which has developed around individual airport expansion on a reactive and incremental basis. This approach will not be sufficient in the future, and a new integrated approach is needed if the UK is to address increased demand in the years ahead. Heathrow is already operating at around 98% capacity and aviation traffic movements are forecast to grow by almost 50% by 2030. Now is the time to modernise and shape UK aviation capacity strategically, mindful of the European and transatlantic network that sits around us. The Government is about to start a second round of consultation on aviation policy and hub capacity – and there has never been a more important opportunity to ensure airspace is given the same priority as tarmac. Our controllers are immensely skilled at getting the best possible performance out of constrained infrastructure, and ensuring our busy airspace is as efficient as it can be. Based on delay, the UK is more than twice as efficient as Germany, the closest market in terms of size and complexity.

World ATMs by Runway Number for Top Airports 2010

10 QUARTER 1 2012

AIRSPACE


In terms of volume, NATS squeezes more capacity out of our key airports than anyone else in the world, as the diagram below shows. Any additional runway capacity in the UK, regardless of where the Government decides it should be, will clearly require major redesign of the airspace – the largest for 50 years. With jet fuel now around five times more expensive than it was ten years ago, saving it is a top priority. Direct routes, continuous climb and descent, eliminating holding and optimizing flight profiles are now the major factors driving airspace operations and design. Fuel efficiency reduces both airline cost and carbon emissions and with the European ETS launched this year, there has never been a more important time to meet the challenge. With increasing competition from emerging markets, the UK will have to fight like never before to retain the economic benefits it undoubtedly derives from its aviation infrastructure. We must seize the opportunities presented both by this policy review and the Single European Sky to improve efficiency and export our capabilities to the wider world. The global market has changed out of recognition since our airspace was first designed. The ATM industry has developed technologies and procedures alongside to keep our airspace fit for purpose. Governments and Regulators now need to show equal speed and adaptability in creating a modern aviation framework that allows us to capitalise on tomorrow’s opportunities.

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COMMENT

Letter from America Carey Fagan, Executive Director of International Affairs, Federal Aviation Administration Safety is the number one priority for the Federal Aviation Administration (FAA) and, as CANSO’s Waypoint 2013 Strategy makes clear, is the primary concern of every air navigation service provider. Reports that 2011 was the safest year ever for commercial flights worldwide underscore the strides the international aviation community has made in preventing accidents and saving lives. But a record low global fatality rate does not mean we can relax our safety efforts. More must be done to effectively identify and mitigate the risks that pose the greatest threats to aviation safety. In the United States, the skies are the safest they have ever been. But they can be even safer. That is why the FAA implemented four new safety orders and an individual performance management order effective January 30. The new safety orders cover occurrence reporting, voluntary safety reporting programmes, quality control and quality assurance. Together, they mark a significant step in the ongoing transformation of our safety culture. The orders are designed to follow the core principles of the Safety Management System, which integrates safety-related operational processes, procedures, policies and programs. The goal is to have a safety culture that is just, informed and flexible, and that encourages reporting and learning. The FAA is committed to better identifying system-wide safety trends rather than just focusing on single events. In the past, our success was often measured by counting the number of mistakes we made and placing the appropriate blame. Now, we are measuring our success by the number of potential hazards that we identify and correct. The new orders are just one part of the FAA’s continuing effort to improve its Safety Management System. For example, the FAA established a Risk Analysis Process that identified the top five hazards contributing to risk in the U.S. National Airspace System (NAS). The list was determined by an analysis of events over an 18-month period, and currently deals with issues such as arrival sequencing, unplanned go-arounds and altitude clearance compliance. Operational units within the Air Traffic Organization (ATO) are working together on corrective action plans that will address policy, procedures and training. The FAA also recently introduced a risk-based metric, the System Risk Event Rate (SRER), based on output from the Risk Analysis Process. The Risk Analysis Process follows the development of voluntary confidential reporting systems for Air Traffic and Technical Operations. Voluntary, non-punitive reporting such as the four-year-old Air Traffic Safety Action Program (ATSAP) and the recently launched Technical Operations Safety Action Program (T-SAP) empower employees to play a direct role in the safety of the NAS. ATSAP received and reviewed more than 12,000 reports in the past year that provided safety-relevant information not usually available through other sources. ATSAP serves 322 facilities across the national airspace system, making it the largest aviation voluntary safety reporting system in the world. In addition, ATSAP and participating airline Aviation Safety Action Programs created a Confidential Information Sharing Program to further enlarge the pool of safety data. Participation rates in ATSAP indicate that FAA employees want to be part of the process to improve safety, and the FAA has taken steps to encourage their involvement. The agency is using the collaborative process to partner with our labor unions to harness the expertise of our employees. Our unions play an important part in our voluntary reporting programs and in the Partnership for Safety program, which encourages local management and labor unions to work together to resolve risks at their facilities. Collaborating with unions on the new safety orders allowed the FAA to work through how the rules 12 QUARTER 1 2012

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will impact operations, from data collection to performance management. In addition, the FAA is using new and better technology to gather safety data, including a common software platform at all facilities that is simpler, and easier to use on the operations floor. Within the ATO, safety and technical training functions have been combined in a new Safety and Technical Training office to better coordinate safety efforts. And the agency recently launched an awareness campaign called All Points Safety to tie together all the changes we are making to enhance safety. All Points Safety uses a variety of media – from posters to videos – to emphasise that safety involves “everyone, everywhere, everyday.” Because the world’s air navigation service providers need harmonized, consistent and coherent safety management processes, the FAA’s commitment to safety reaches far beyond the United States. The FAA is cooperating and collaborating with international counterparts to advance safety through better data reporting, risk identification and mitigation, performance metrics and technology. We fully support CANSO’s Waypoint 2013 Strategy to enable the aviation industry to implement best practices, and are actively involved in the work of its Safety Standing Committee. Runway safety has been an area of focus by the international aviation community for research, data collection and performance improvement. Better runway safety is achievable, but it requires change. The FAA has worked in partnership with the International Civil Aviation Organization and CANSO to help make that change. Joseph Teixeira, the ATO’s vice president of Safety and Technical Training, who is an active member of CANSO’s Safety Standing Committee, recently observed that the FAA has never been better positioned to embrace every opportunity to identify, understand, correct and communicate the root causes of risk in the system. The same can be said of air navigation service providers throughout the world. Working together, we can share best practices and lessons learned, ensuring aviation’s safety record will continue to improve in the years to come. AIRSPACE

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FEATURE Air traffic infrastructure megaproject and its environmental impact Dieter Kaden, Chairman and CEO of DFS “German Air Force six two five, runway zero seven left, cleared to land.” These words from Frankfurt control tower greeted the first aircraft to land on the new runway with German Chancellor Angela Merkel on board. The megaproject of building a new runway has brought with it many tasks and challenges for DFS Deutsche Flugsicherung, the German air navigation service provider. As the airport is located directly in the middle of a densely populated conurbation, environmental impact and protecting the population from excessive aircraft noise are important issues. Moreover, Germany has more than three million aircraft movements per year and the highest volume of air traffic in Europe rendering it one of the most complex airspaces worldwide. Frankfurt Airport has 51 million passengers per year and is the third largest airport in Europe. Increasing traffic volume was the motivating factor for the airport operator Fraport AG to construct a new runway. The 2.8 km long runway went into operation on 21 October of last year – 10 days ahead of schedule – without a hitch and without any significant delays.

Image courtesy of Fraport AG

Highest priority: safe, orderly and expeditious flow of air traffic The biggest challenge of the project proved to be the restructuring of the airspace. The entire airspace around Frankfurt had to be completely reorganised, which in turn affected the airspace structure in a radius of hundreds of kilometres. While planning the arrival and departure routes,

DFS paid special attention to protecting the population from aircraft noise. In accordance with the German Aviation Act, DFS is, above all, obliged to ensure a safe, orderly and expeditious flow of air traffic. In particular, aircraft noise reduction is a must according to German law. This is why DFS plans air traffic control procedures designed to avoid unnecessary aircraft noise and CO2 emissions, whenever possible. For en-route flights, this has already been accomplished. It is worth mentioning that, at the moment, DFS guides 95 percent of all supraregional flights on direct flight routes resulting in significant savings in flight time, fuel and CO2 emissions. However, in the terminal area it remains a great challenge to find flight routes that all parties consider optimal. What an average citizen considers optimal is much different from what the airlines need and expect. Local residents want noise abatement measures for densely populated areas and the airlines want short, economic routings that are as direct as possible.

Frankfurt airport’s new runway is 2.8km long.

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Sophisticated processes ensure that a balancing of interests takes place and that the interests of those affected by aircraft noise are integrated into the planning as much as possible. DFS plans routes in accordance with national and international regulations and tests these with respect to safety, noise abatement and capacity. It also consults with a local Noise Abatement Commission which is composed of representatives from the affected communities, the airlines and the airport operator. Not until all this has taken place does the Federal Supervisory Authority for Air Navigation Services (BAF) publish the plans.


Increasing the approach angle from 3.0o to 3.2o for the ILS of landing runway northwest (westerly landing direction).

Measures for more quiet To successfully protect the environment, it is absolutely critical to work together in a constructive manner with the air transport administration and the partners in the air transport industry. Only through close cooperation can wide-reaching and sustainable solutions be found. To this end, other committees in addition to the Noise Abatement Commission were founded which provide all system partners with a forum to come up with innovative strategies for active noise abatement in a communal setting. Some short- and medium-term measures currently under evaluation are explained here: Later in 2012, there will be measures to benefit areas a bit further from the airport. Namely, the altitude of the downwind leg of the approach will be increased; to the north of the airport from 5,000 to 6,000 feet and to the south from 4,000 to 5,000 feet. Furthermore, for several years now, aircraft have been landing using a continuous descent approach at times of low traffic. There are plans to further optimise this procedure in a twostep process. Air traffic controllers will provide pilots with the distance from touchdown (distance to go) which will support an optimal CDO profile. Additionally, a transition and profile procedure will be established enabling CDOs to be flown even at times of higher traffic density. Long before the runway was constructed, there were recommendations that the approach angle to the new landing runway should be increased from 3.0 to 3.2 degrees. To

enable this, the new runway has been equipped with a total of four ILS facilities (two for each direction). This increase of altitude will reduce the amount of noise for residential areas close to the airport. Test operations are scheduled for the autumn of 2012. Another short-term measure meant to distribute noise is the concept of alternating runways called Dedicated Runway Operations. It will provide breaks from noise disturbances in the very early morning hours and late in the evening. Runways used for departures will be interchanged on a daily basis to relieve the communities which are located directly under the departure routes. To the west of the airport, there are some residential areas very close to the runways that are disturbed by very low-flying aircraft coming in to land. Fortunately, about 75 percent of arrivals are from the east. The goal is to use this landing direction even more often in the future. An exception will be granted so that the allowable tail wind component for arriving aircraft can be raised from five to seven knots. Another promising idea at the moment is to use the Point Merge Procedure in combination with continuous descent operations (CDO). Significant improvements are expected here for large portions of the terminal control area. However, to achieve this, great effort and expense will need to be invested in research and development, for instance for comprehensive airspace restructuring. All parties involved in the project see great potential for a long-term, sustainable improvement of the situation.

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DFS is also working on introducing a Ground Based Augmentation System (GBAS). Taking the concerns of the population seriously With an increase in the amount of air traffic, there is an unavoidable increase in the level of aircraft noise and thus also more potential conflict in the area around an airport. This means that the highest priority next to the communication of complex technical air navigation service topics is the human dimension. DFS wants to take the concerns of the population seriously. In the 1980s while runway 18 was under construction, there were massive and sometimes violent demonstrations protesting against the runway. All those involved in the present project resolved that this should not happen again. That is why, in conjunction with the technical realisation of this very large infrastructure project, transparency in the introduction of new procedures plays such a big role. Involving all parties as early as possible and fostering an open dialogue were the means used to prevent massive protests. Mediation procedures were held between politicians, representatives from the communities, grassroots movements, environmental organisations and the airport as well as the airlines and DFS. However, the fact remained that a new runway in the middle of the Frankfurt metropolitan area would unavoidably produce noise for segments of the population not affected before. This is why DFS is faced with the permanent challenge of providing transparency and informing the public about the complex topic of air traffic control procedures. In November 2002 – many years before the new runway went into operation – DFS published the first plans for routings. The DFS website provides a large range of detailed depictions of applicable procedures and additional in-depth information about flight routes. DFS also provides a program called STANLY_Track (Statistics and Analysis) on its website where citizens can follow the live air situation, which is displayed with a time lag of 15 minutes, or look at flight tracks from the previous 14 days. The fourth runway lets traffic flow From an operational standpoint, the new runway is a great success: the two independently operating landing runways 16 QUARTER 1 2012

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The new DFS tower at Frankfurt airport.

allow for smooth traffic handling; and, since the end of October 2011, approximately 90 aircraft movements per hour have been handled. Nearly all passengers reach their destination on time. The goal of the project to increase the landing capacity by constructing a new landing runway at Frankfurt Airport was achieved and thus consolidates Frankfurt’s role as an international hub. Even if there is increased public resistance to infrastructure projects in Germany, as seen in the massive protests against the new railway station in Stuttgart, the fact remains that Frankfurt’s new runway is important for the Rhine Main region and all of Germany in its economic role. The successful reorganisation of procedures for this project is the DFS contribution to the large picture in a world in which transport and logistics are becoming more and more indispensable for economic success.


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Working for a sustainable future Tim Rees, former CANSO environment programme manager I am amazed how fast the years go when you’re not just working hard but totally enjoying it! The last two years have served as the most challenging and rewarding years of my career. The opportunity to work on an international stage, to network with some of the greatest ATM and ENV folk from around the globe and to be a part of developing and delivering environmental outcomes under the CANSO Waypoint 2013 strategy has been a wonderful experience. For the last two years I have had the role of CANSO’s Environment Programme Manager. This position, as part of the CANSO secretariat, is responsible for developing and managing various environment projects and initiatives that support global ANSP environmental outcomes. I have worked with environmental and ATM experts from around the world, including from our associate members including Boeing, GE, Thales and Metron (Airbus). Airservices Australia has provided programme manager resource, on secondment, for the last four years and is true to say has benefited immensely with this rotation as the Secondee returns armed with experience, knowledge and sometimes (fierce) determination to bring about change! There is never a more important time to focus on ATM and environment. The world is intensely aware of CO2 and climate change, with many forces trying to restrict future aviation growth. With many conflicting opinions, it can be difficult to understand what the facts are and most importantly what the CANSO position should be. It is therefore vitally important that the Industry becomes globally aware of the issues and ready to state its position when needed. We have seen this with the inclusion of international aviation in the European ETS. The opposition to this unilateral approach has seen global uproar with the potential of hurting the industry. We have seen many threats from Asia and even legislative instruments being introduced into the US Congress to try and influence policy makers in Europe. It is important that CANSO, representing its members, clearly understands where the battle lines are and develops a strategy to focus policy makers on true sustainability of our Industry. Often Environment and ATM operations are seen as competing or opposing forces and it has been challenging to bring them closer together. As I depart and return to Airservices Australia I can honestly say that we have begun to break down the walls. Environmental responsibility starts with acknowledging ‘what we are responsible for’ and ‘what we are responsible to manage’ – this important difference helps us set the right goals and manage expectations. Importantly though, we must begin to show leadership. The challenge for all CANSO members is to begin to measure their ATM performance – “you can’t manage what you don’t measure” – this measurement requires collaboration working with all stakeholders including our airline customers, airplane and avionic manufacturers, airports and importantly our communities – without this transparency and robust measurement process, we will never achieve true sustainability for the industry. But the work has not finished! CANSO still needs dedicated resource to advocate our position and educate both Industry and policy makers on how CANSO members are building towards a sustainable future. The heart of this sustainability lies in true collaboration, lead by our ANSP members. I would encourage all CANSO members to consider supplying resource for this important role of securing our aviation future. Like all wonderful things in life, there must be an end, and this is true with my secondment. I want to thank Airservices for believing in a simple air traffic controller, empowering him to make a difference and trusting him with something as important as sustaining the future of our Industry. To all my friends and colleagues that have participated in this journey, I want to thank you for your support and friendship – but remind you that the work has only just begun! To all the CANSO members that support positive environmental outcomes every day – thank you! The baton is now being passed your way – are you ready to take it and run? AIRSPACE

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FABEC focus on operational efficiency Introducing new procedures into Europe’s core airspace calls for a step-by-step approach by FABEC member states. Europe’s largest Functional Airspace Block Europe Central (FABEC), handling 55 per cent of all European traffic, launched a new airspace strategy in January 2012 aimed at improving flight efficiency. The six states of Belgium, France, Germany, Luxembourg, Netherlands and Switzerland have agreed to create a seamless airspace that will enhance safety, capacity and efficiency in a region that includes some of Europe’s most complex airspace. But achieving consensus among seven ANSPs and their military counterparts is a challenging process. The new strategy builds on the success of initiatives such as Free Route Airspace, introduced in Maastricht and Karlsruhe upper airspace during 2011. The CEOs of all the FABEC ANSPs have agreed to introduce free routes across all FABEC states, initially at night and weekends, as low as possible but as a minimum above flight level 365 (FL365). This enables airspace users to flight plan a direct route between defined entry and exit points and to benefit from more direct routes than currently provided under the existing air traffic network and hence to carry less fuel. A second phase expects the service to extend to weekdays in close cooperation with the military, and eventually to introduce trajectory-based operations. FABEC CEOs also agreed to develop an Extended Arrival Management (XMAN) function to extend the planning horizon of already existing arrival management systems to the airspace of upstream 18 QUARTER 1 2012

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Free Route Airspace over Maastricht provides aircraft operators with 142 direct routes during night and weekends.

centres, across national boundaries. A first step occurred in February 2012 when LVNL began sending arrival management messages electronically from Amsterdam to Maastricht Upper Area Control (MUAC) to manage flights inbound to Schiphol. MUAC controllers issue speed instructions at an early stage during the descent, resulting in improved flight efficiency and saving up to 110kg of fuel per flight. LVNL launched the Speed And Route Advisor (SARA) project more than two years ago to make traffic flows more predictable and stable in the core area of Europe.

FABEC states plan to introduce crosscentre arrival management for other hubs like Paris, Frankfurt, Munich and London Heathrow. The new measures are the work of the FABEC Standing Committee Operations and represent a move by member states towards processes and operations and away from the institutional and legal issues that have been the focus to date. The strategy is based on the layered airspace structure and makes use of new flight processing tools to provide conflict detection and resolution.


Electronic messaging is harmonised as more states deploy the latest Online Data Interchange (OLDI) formats. Paul Riemens, responsible for FABEC Operations, says: “We are redesigning the airspace with a FABEC vision that is not based on personal ANSP interests. We can do things differently and achieve early results.” The first phase targets successful crossborder projects that can be expanded and shared on a broader scale. For example DSNA of France has been providing approach control services to German airports in the vicinity of Strasbourg for more than 10 years and DFS and DSNA expect to sign a new agreement in 2012. MUAC, Europe’s very first prototype FAB established in 1972, controls the upper airspace over Belgium, Luxembourg, the Netherlands and north-west Germany. Airspace design centres on traffic flow rather than national boundaries and controllers controlling civil and military traffic either sit in the same operations room (Hannover UIR) or they exchange the same ATC data (Brussels UIR and Amsterdam FIR). It is by expanding existing concepts such as these that the Standing Committee hopes to realise the first benefits by 2013 and for member states start to introduce operational efficiencies. “ANSPs are already optimising their processes to deliver safety and capacity. It is necessary to bring that to a higher level in order to have more synergy between all the actors,” says Riemens.

Environmental benefit MUAC was among the first centres to introduce free route airspace at the end of 2010 when 115 new night time routes were created within FABEC airspace. MUAC created 142 direct routes in early 2011 and extended the service to weekends at the end of the year. If airlines used every free route opportunity, MUAC estimates they would save 3,700 tonnes of fuel and shorten flights paths by 1.16 million km per year compared to the fixed

A map of Maastricht upper airspace showing 526 Free Route Airspace direct routes.

route network. Project Leader Jean-Marie Leboutte says: “The benefits amount to more than EUR6.5 million a year.” At the start of 2012 about 20 per cent of flights were using the service, double the number a year earlier. “We assess the traffic regularly and visit operators to show them how they can benefit.” MUAC is looking at adding more routes, and plans to run a simulation with over 500 routes in March 2012. In addition to assessing safety, the research looks at controller workload, human machine interface and impact on military training activity. Leboutte says free routes airspace leads to more predictable traffic flow. “The sector sequence is always correct, the traffic count is correct, and we transmit more accurate data to the military.” MUAC is also reviewing airspace design and optimising sectorisation to accommodate the new procedures. Meanwhile the first cross-border free routes are due to be introduced between MUAC and Karlsruhe control centre in 2012. Karlsruhe already offers 150 direct routes above FL345 in Germany’s less dense eastern airspace on a 24 hour basis, offering potential savings of 850,000 nm a year for airspace users. The procedures are

supported by the new P1/Vaforit flight processing system which supports four-dimensional trajectory prediction and electronic data transfer with the advanced flight data processing system at MUAC. “We are also looking at a similar initiative between MUAC, Denmark and Sweden to make the benefits even larger for the operators,” adds Leboutte. DFS says about half the traffic flight plan direct, rather than fixed, routes and the service provider is now looking at ways to extend the concept to its busier western sectors. Free route airspace is already improving flight efficiency in several FABEC states, and airline participation is growing steadily. The next step is to bring similar benefits to transition airspace and eventually lower airspace in the European core area. For this reason, the FABEC airspace strategy targets arrival and departure management at the main hub airports. To address this network performance issue, all the FABEC ANSPs have agreed to implement Airport-Collaborative Decision Making (A-CDM) based on the Single Sky specification. It is another example of the step-by-step approach which over time could lead to convergence towards a common airspace concept. AIRSPACE

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Towards competition in Air Traffic Management services Neil Planzer, vice president ATM, Boeing Flight Services, CANSO Board Member CANSO’s 2011 Annual General Meeting in Bangkok was a watershed event. Our industry’s challenges were made clear to CANSO’s members as never before. Some of those challenges are well known. Traffic growth is straining existing infrastructure and new technologies are changing the balance between ground infrastructure and the aircraft. It is now up to the ATM industry to respond. Already, there are a number of people, including some within ANSPs, who concede that the current working model for ANSPs needs to be improved. I would suggest that what needs to improve is the response from all of us. What needs to change is not one single act. Instead, we all need to work together to change the entire industry. ANSPs are the “production line” that airlines and passengers move along so that airlines and airports can make a profit. As was made clear in Bangkok, airlines and airports are not likely to sit idly by if their business is at risk. Other parts of the industry will work around the ATM industry if it is the weak link in the supply chain.

Change the paradigm We need to articulate changes that will allow us to succeed well into the future. The best way to do that is to unleash the knowledge, the vitality and the innovation we already have available. If we fail to make these changes, there are others in the air transport industry ready to step into the breach. In all sorts of industries around the world, the fastest, most innovative way to do get things done has been to change the basic operating paradigm. In short, we need to open some parts of the ATM industry to competition, now, more than ever. We should not downplay the structural and political difficulties, nor should we advocate wholesale upheaval. Nevertheless, there is a strong argument to suggest that there are significant parts of our industry that can be liberalised. Currently there are few models to work from, and little precedent for such thinking. But that should not be a barrier to start modelling what sort of competition we might be able to introduce to help us deliver better service to our customers. The European Union’s Performance Review Board is focusing attention on a number of these issues for European ANSPs. Its targets are likely, over time, to further the need for more structural changes. In addition to safety improvements, which we applaud, those targets are both cost-based and operational. It is in these areas that there may be room for improvement. This is particularly the case when you consider the technology changes that we have available, on the ground, in the cockpit, and increasingly, in the sky, being delivered from satellites. These developments are going to put into question the traditional sovereignty-based, Flight Information Region (FIR) organised allocation of ATM duties. The current economic situation, particularly in Europe, is an additional significant imperative for change. Few Stateowners of ANSPs can easily fund the technology upgrades required in the short to medium-term. At the same time, many State treasuries appreciate the contribution their ANSP can make to the national balance sheet. That financial reality may start to drive political will towards consideration of alternative models. I would like to put forward three ideas for discussion that might address these concerns.

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Create alliances of interest First, rather than forming into geographically based units, ANSPs should have the flexibility to offer services that meet their customers’ requirements, such as offering trajectory management from the airport of departure to the airport of arrival. The city pair approach to ANSP services and technology implementation can be successful and will be a significant change to our current paradigm. There are a number of sectors where this might be of particular interest. Long-haul trips across many FIRs, for instance a flight between the UK and New Zealand, or trans-Atlantic flights between the USA and Europe, are examples of such areas. Offering airlines integrated management of their trajectory, with an agreed time of arrival, will give certainty and schedule reliability to our customers. This is something airlines value. This is exactly why Boeing has been active in promoting what we call the “Air Bridge” for trans-Atlantic services. The Air Bridge involves bringing together ANSPs on both sides of the Atlantic as well as airframers and suppliers of data link services. This concept can only be made real through a solid foundation of system-wide information management (SWIM). Imagine the fuel and emissions savings! Putting such an alliance of interests together calls for a mutual transversal appreciation of the interests and roles of each party. It will also help to address concerns that airlines have as they cross the Atlantic each evening only to be held in holding patterns on arrival. There are a number of other flight sectors that will be able to benefit from the lessons we learn in building the Air Bridge, trans-Pacific flights, for example. That is why we are encouraging South Pacific ANSPs such as Airways New Zealand and Airservices Australia to be involved in the Air Bridge concept. In ATM, SWIM sits at the core of the collaborative decision making (CDM) process. If the CDM process produces efficiencies, over time, it will also produce cost savings. Under the current charging practices there is no incentive for ANSPs to be involved in such activities because they do not share in any cost benefits. Consequently, my second suggestion is that we move away from the current one-price-fits-all model of charging.

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Show me the money There are a number of pricing practices that we could consider immediately. This may include volume discounts, differential time-based pricing to encourage a wider spread of traffic and offering advanced services, such as agreed time of arrival, at a premium. At its core, this is no more than the current Federal Aviation Administration’s (FAA) goal of “best equipped, best served” attempts to do. However, by making clear the financial incentive, airlines are more likely to focus on the business case. That will also help the industry with the deployment, or equipage as it is known in the U.S. To do this will require a change in the role the ICAO Charging Guidelines have played. I am of the view that the benefits of doing so will outweigh any disadvantages. That is a role for CANSO, on behalf of the industry, to take forward. I believe we should work with our industry partners, such as IATA, to confront this challenge.

The case for outsourcing My third suggestion is to look more closely at the opportunities for outsourcing the provision of ATM services. This includes both control services such as en-route and terminal services and also the many support services required by ANSPs, such as training and meteorological services. Too often these are provided in-house with enormous cross-subsidies. They need to be brought into the light to create a competitive market to the benefit of all. Third party supply of training will also facilitate common licensing of controllers. That, in turn, will allow market forces to ensure a better match of controllers and controller need. For some States, the social cost of guaranteeing uninterrupted ATM service is disproportionately high, particularly in difficult economic times. Attempts to reduce wages or conditions can lead to industrial disputes that threaten the delivery of a safe and reliable ATM service. There are also national sovereignty issues. The political cost to be seen to be “ceding” airspace is significant. That is not the case with outsourcing. A number of States have done this. A number of Gulf States, for example, have a third party provider, Serco, providing ATM services. The FAA provides en-route services for Bermuda and a large contract tower program. Eurocontrol’s Maastricht centre provides upper airspace services for Belgium, Luxemburg, the Netherlands and part of Germany. Switzerland provides services above both neighbouring France and Germany. Such an arrangement can ensure service delivery and revenue for the outsourcing State and allow the serviceproviding State to take advantage of benefits of scale and scope in pricing their services. A bolder proposal would be for States in a particular region to agree to put out to tender the supply of ATM services for that region, and to pool the revenue they receive from the provision of ATM services, distributing it in proportion to each State region’s airspace, traffic or some other agreed formula. This is a fascinating time for ATM. We all need to think long and hard about how we can continue to deliver safe and reliable services in this rapidly-changing environment. ANSPs have little choice but to adapt to the new environment but they need to do so thoughtfully and creatively.

Let’s unleash that creativity, vitality and innovative spirit!

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TECHNOLOGY & OPERATIONS DECEA redraws routes in Brazil The Implementation of PBN in the country’s main air terminals has led to an optimised structure of airways supported by satellite-based navigation and advanced flight management systems. A new paradigm for the South American airspace control, the implementation of CNS / ATM concept in Brazil has been integrating technologies and resources – physical and human – targeted to the development of air navigation. By applying large-scale satellite technology, digital communication and a strategic management of air navigation, this process has been rising up the activity to a condition of excellence in the region. In this context, the accomplishment of PBN (Performance Based Navigation) – a concept which, among other benefits, reduces and optimises the routes – is a crucial step towards the consolidation of future air transportation. Its operation in Brazilian airways will aggregate significant results while optimising flight paths, providing more autonomy to the aircraft, and reducing greenhouse gas emissions, to name a few. Some of these advantages have been recently observed at the Air Terminals

of Recife and Brasilia – which have operated the procedure since 2010. The challenge, however, will be the implementation of PBN on the approaches of the busiest air terminals of the country – Sao Paulo and Rio de Janeiro by 2013. To achieve it, the Brazilian Department of Airspace Control (DECEA) has been fulfilling a plan of actions ranging from the adequacy of technology to the training of human resources. An important step in this process will be concluded in March 2012 when DECEA will provide to the users of Brazilian Airspace Control System a new structure of routes, over the center-south of Brazil (an imaginary polygon whose vertices bond five Brazilian cities: São Paulo, Brasilia, Belo Horizonte, Vitória and Rio de Janeiro). The enterprise is aimed at advancing the adequacy of existing routes in this area – under the jurisdiction of the Area Control Centres (ACC) – in order to match them to future PBN operations foreseen for the following year. That’s mandatory because is essential to harmonise the terminals and routes air traffic flows. Therefore, this restructuring will order the aircrafts according to the demands – and benefits – of PBN. It will

Rio de Janeiro airport is one of Brazil’s busiest air terminals

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provide more direct routes and enable parallel airways, resulting in a reduction of intersections of airways and in the needs of any Control intervention. Benefits will be achieved gradually from now on to April 2013 – when São Paulo and Rio de Janeiro Air Terminals start to operate the procedure. DECEA´s strategy also aims at the improvement of Control Sectors distribution in Flights Information Regions, adjusting them according to their necessities, by using dynamic and vertical sectorisation concepts. The dynamic sectorisation is, in short, the flexibility of coverage applied to specific sectors submitted, for example, to peaks of air traffic. Thus, in any given time of day, these sectors may be extended or restricted to strategic circulations, changing their lateral boundaries. The vertical sectorisations, would, delineate these sectors according to their flight levels (altitudes). In this fashion, certain regions with a large arrival and departure air traffic flow – as Air Terminals, usually at medium and low altitudes – are kept apart from the aircrafts at the higher levels, where the airways requires a different kind of service.


The implementation of Performance-based Navigation is essential for optimising routes in Brazil’s busy airspace

These initiatives, will promote, according to the organisation’s estimates, an increase of capacity around 47% in Brasília-FIR and 39% in Curitiba-FIR, as well as other benefits such as fuel savings and shorter routes. In other words, preliminary studies developed by DECEA suggest a reduction of about 10 minutes in flights connecting São Paulo to Belo Horizonte, Salvador, Recife, Fortaleza or Natal. Since these airways carry out more than 35,000 flights per year, 10 minutes may

aggregate savings of about 12 million Kg of fuel and prevent the emission of about 38 million kg of CO2 into the atmosphere each year. These statistics are even conservative; projections talks about numbers even better than the indicated by the preliminary perspectives. According to the DECEA schedule’s, the consolidation of a new south-central structure of routes in march 2012 and the beginning of PBN operations in the

two largest Brazilian Air Terminals in 2013, will lead to the implementation of Performance Based Navigation operations in other sites, within two years, as Belo Horizonte, Salvador, Curitiba and Porto Alegre Air Terminals Lower fuel consumption, fewer emissions, faster travels, much more accurate airways. Daily flights crossing all over these areas will soon be granted with what is the most effective and reliable in the air navigation based on the CNS / ATM concept. AIRSPACE

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FEATURE

NUAC Company goes fully operational this summer NUAC (Nordic Unified Air traffic Control) will be the first integrated service provider in Europe under the framework of SES to deliver ATS to a Functional Airspace Block (FAB). When fully operational expected from mid-2012, the NUAC Company will operate the three en route control centres in Copenhagen, Malmoe and Stockholm and deliver ATS in the Danish-Swedish FAB on behalf of the co-owners, the Swedish ANSP LFV and the Danish ANSP Naviair. First step was already taken on 1 January 2011 when LFV and Naviair handed over the national operational support units to the NUAC Company together with the ATCO support staff. The joint cross-border support organisation delivers planning and follow-up to en route production in the DK-SE FAB.

Morten Dambaek, CEO Naviair and chairman of the NUAC Board: When I look back at the time spent on analysing and creating the path for the NUAC, it is almost comparable with the famous Danish poet H.C. Andersen’s personal life, symbolised in his famous fairy tale “The Ugly Duckling” where one has to endure much hard work and a lot of trouble before one can see and reap the fruits. So, now after almost 10 years of strong belief, co-operation and shared vision in LFV and Naviair, we are satisfied to see the results of common efforts. Just before the upcoming spring, we are so close to the goal line and expect NUAC to be certified as an ATS provider by the authorities prior to the Full Scale Commencement date set as 1 July 2012. We have a long history of cooperation and have more than ten years of mutual understanding of the need to ensure a solid foundation for the future development within the ATM 26 QUARTER 1 2012

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The NUAC Office was opened in October 2010 by Morten Dambaek, NUAC Chairman and CEO of Naviair, and Thomas Allard, NUAC Deputy Chairman and Director General of LFV.

and especially we saw the challenges coming for the rather small ANSPs in the Nordic region. Doing nothing was not an option – it was the way we spoke of it. Thus, we had been working together for several years in terms of e.g. Airspace, Training and ATM systems, it became our mutual goal to develop long lasting strategies to ensure a cost efficient service to our customers ensuring a strong position in the future European ATM landscape. So, when Single European Sky and SESAR were adopted by the EU, we had already co-operated for a long time, and were able to adjust our goals in compliance with the goals of SES. The preparation for establishing a Danish-Swedish FAB was suddenly not so far away, as the strategies were founded on the benefits of our customers and the societies. It has been a great help to us, that the Swedish as well as the Danish authorities have been very positive and dedicated in their handling of the process and finally the FAB was declared by the governments in 2009, says Morten Dambaek. Parallel to this process, we worked

vigorously to establish our integrated company, NUAC HB, in 2009. There are, of course, always challenges when two companies with different cultures, procedures and regulations establish a joint venture with the aim to take over three control centres in two countries. Just think of all the work needed to harmonise the future procedures, and then add on top that we are working with two different regulators. Another challenge has been to plan and introduce the changes to our employees to secure that they are playing along with a positive support. We are happy to notice, that we have also succeeded with that part of the project. NUAC, when fully operational, will comprise approximately 750 people working integrated in the support units and the three control centres. I think we were on right track from the first step creating a co-owned integrated provider, so then it felt good being noticed doing so, when the Executive Agency for the Trans-European


Transport Network (TEN-T EA) in November 2011 even selected the NUAC Company as one of the ten most successful transport projects in Europe. A Danish-Swedish FAB Performance Plan sets common targets for the performance within the airspace as well to the en route providers. Some of the targets the NUAC Company will be responsible for delivering results on behalf of LFV and Naviair, e.g. Capacity and Safety KPI within the DKSE FAB, while the national designated ANS providers LFV and Naviair will be responsible for the financial targets, as the en route charges within the national airspace still are collected by the national providers.

Thomas Allard, Director General, LFV and Deputy Chairman, NUAC Board Since the time when LFV and Naviair agreed upon the founding the NUAC Company, it was all about having the will to just do the things and find the best possible solutions all the way. This also means that all parts in a joint venture have to be ready to give in. Our common LFV-Naviair philosophy is to always choose the best solution no matter whether Swedish or Danish. Our advice to other companies is to be ready to make individual sacrifices in order to achieve the best possible common results. That is how we also will meet the targets in the FAB Performance Plan, as well as we have set out that NUAC, LFV and Naviair can save internal operating costs by at least e13M within 2015 and reduce emissions considerably by the results of a FAB Airspace strategy. And on top of that, we expect further savings when the NUAC Management can focus on harmonising and being cost-effective in every step of delivering ATS to the FAB. All along the NUAC programme process it has been challenging but also rewarding to be a “front

NUAC is expected to begin providing air navigation services by July 2012.

runner�, and to make an already efficient airspace even more efficient. Concerning the costs we are convinced, that NUAC will lead to an even more efficient ATM provision in the DK-SE FAB. Our common strategy is based on a wish for standardisation and closer co-operation leading to even better efficiency and lower costs for the services provided, combined with a wish for a strong position in the future European ATM community. For the time forward to Full Scale Commencement of NUAC this summer, we are aimed at the transition and getting things done in due time and consolidating NUAC. But in the long term we are open for new partners and new areas of cooperation that will lead to even higher efficiency. There are many efforts taken in Europe in the framework of SES and SESAR and this calls for a close co-operation among the ANSPs. I think we have just taken the first important steps. So, no one knows the day after tomorrow, and personally it is very challenging and exciting to be part of it, says Thomas Allard, smiling.

The new DK-SE FAB

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COMMENT

Regional contribution to a global vision Serco’s ANS provision in the Middle East In a recent article ‘ANSP Structure & Consequence’ CANSO Director Graham Lake wrote about the different models of air navigation service provision that can be found globally. Graham referred to the option for a state to elect to outsource the ANSP functions wholly or partly to a commercial provider, such as Serco. This is a model that is in wide operation across the Middle East and is one that is working extremely well. The Middle East is without doubt one of the fastest growing markets globally with sustained annual traffic increases of eight per cent or more. It is here where you will find Serco playing an important part in the region’s development.

You may be surprised to learn that Serco is now the third largest air navigation service provider in the world in terms of the number of aircraft movements it controls, second only to the US FAA in whose country Serco provides a service at over sixty regional airfields, and Canada. Serco manages 192,000 square miles of airspace in five countries. This is significant in terms of Serco’s global capability and it offers Serco a unique perspective on the requirements of the future of air navigation service provision globally; however it is in the Middle East where the need to support the exciting growth of the region’s aviation market is providing the most exciting challenge for Zafar Raja, Serco’s Middle East Chief Executive Officer, and his team.

In a recent speech to the CANSO Executive Committee and members of the Middle East CEO Committee Zafar said “The future development of air traffic control requires global collaboration and system development that reaches far beyond the limits of what we have today. The concepts included in ICAO’s Aviation System Block Upgrades that will be endorsed at this year’s Air Navigation Conference will only be successful if the sensitivities associated with national boundaries and sovereignty of airspace can be overcome. Future ATM service provision cannot afford to be limited by national boundaries or by the capabilities of one airport or one piece of airspace. Serco’s customers are rightly demanding true regional and global collaboration to achieve the benefits this offers and the Middle East cannot afford to wait to embrace these kinds of changes.”

Image: Dubai International Airport

Serco and its predecessor businesses have been involved in aviation in the Middle East for over 60 years. They are immensely proud of their history in the region and they clearly feel privileged

to be able to continue to deliver an excellent level of service to their customers; but the growth in aviation in the Middle East doesn’t come without its challenges.

Serco provides a broad range of services across the Middle East and plays an active role in CANSO’s regional activities.

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The vast majority of Serco’s growth has come by being seen to deliver results and building long term partnerships with customers. This is the recipe that will enable the Middle East to meet its forecast growth successfully. In a region that does not share the same level of political stability as the US, Europe or the APAC region Serco’s themes – such as thinking differently and the importance of innovation – will be especially relevant. Future ATC capacity will not be limited by the bounds of the human mind i.e. by the controller’s mental capacity. It will be limited by the capabilities of a new technological system, aspects of which can already be seen being delivered around the world through collaborative initiatives such as SESAR, CARATS and NEXTGEN. In Europe, for example, the solution has not come at an ANSP level, rather it has been State and Government led. States are demanding that ANSPs develop procedures that disregard national boundaries to meet the needs of airline customers and regional economies; this has enabled regional progress, however there is a need for wider, global harmonisation that is in danger of being overlooked. Some of the regional challenges that other states around the world have overcome have still to be met in the Middle East, yet the growth in traffic across the region shows no signs of letting up, it is apparent that meeting the forecast growth in the Middle East will only be achieved through both regional and global collaboration. Serco’s lack of political allegiance and the fact that they are not subject to state ownership leaves them in a unique position to support the Middle East on its journey. Over the years Serco’s product in the Middle East has evolved from being a provider of air traffic controllers to the modern broad service offering that is supplied in Bahrain, Abu Dhabi, Dubai and elsewhere within the region. Serco is proud of the capability it has developed

to deliver engineering, project management, airspace development and air traffic control consultancy services in partnership with its Serco Aviation Group colleagues from across the globe. Serco’s global activities have seen it develop its agility, flexibility, wisdom and foresight however a regional challenge requires a regional solution. In consideration of this Serco have restructured their organisation to better support the requirements of the Middle East. Serco have made fresh commitments in support of Middle East aviation development and to the Middle East CANSO CEO Committee (MEC 3), CANSO Middle East Region Airspace Review (MIDRAR), Middle East Airspace User & Stakeholder Engagement (MEAUSE) group, and other initiatives that support the region’s growth. Serco are confident that they have the right team to support and challenge CANSO, as Serco would want CANSO to support and challenge them, to deliver the changes in our method of operation required in the future by Middle East aviation customers, the region, and the world of aviation. Serco cannot make this happen in isolation though; these challenges must be faced collaboratively and quickly as the Middle East does not have the time to wait. The time for Serco to shine has arrived and observers can look forward to a refreshed and re-invigorated approach to meeting the region’s challenges from Serco’s Middle East team.

Frank Erb is Serco’s Middle East Director of Aviation. He has worked in the ATM domain for more than 20 years leading large multinational teams across Asia, Australia, Africa and the Middle East, with customers including air navigation service providers, airlines, airport operators and central government departments. A computer science engineer by background, Frank has formerly worked for companies including Thales Air Systems in the Netherlands, Australia, France and Singapore, and the International Air Transport Association in Singapore where he was leading the Global ATM Consulting Team.

The demands of the region have to be met; in this there is no choice. Serco has an important role to play in continuing to support the collaborative growth within the area. Serco’s aim is to build long term relationships by bringing innovation and assured service delivery to help their clients achieve their ambitions. What faces the region is an exciting journey that Serco look forward to sharing with its customers while they collectively bring unprecedented success to the region’s states AIRSPACE

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FEATURE

Identifying the top priorities for ATM Giles Pateman, Chair of the CANSO Quality Management Workgroup With its mission to ‘transform global air traffic management performance’ CANSO works closely with its member ANSPs and suppliers to improve the safety, efficiency and cost-effectiveness of the air traffic management system worldwide. To achieve this is in the most effective way possible, CANSO regularly asks itself and its members two key questions:

1. What are the current priorities of ANSPs? 2. What do ANSPs want from CANSO to support their future aspirations? ANSP Priorities To help answer the first question, as part of the 2010 BT Programme, the CANSO Quality Management Workgroup has developed “The CANSO Fitness Check.” which is now in its third year. This was specifically developed to help ANSP CEOs and management teams identify priorities and, over time, track progress.

The Fitness Check corresponds to CANSO’s Global Vision for a Seamless Air Navigation System

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The Fitness Check comprises several ‘health criteria’ that are viewed as essential for moving the industry towards achieving the CANSO Global Vision for a seamless air navigation system.

TRANSFORMING

GLOBAL ATM PERFORMANCE

Fitness Check 2011 Results

In order to achieve sustainable excellence in all aspects of performance, the Fitness Check supports the notion that organisations must first understand where they are today, by identifying their current strengths and areas for development, in order to help them move to where they want to be in the future. The Fitness Check also specifically asks CEOs to list their top three priority areas. In 2011, 25 CEOs provided input, which gives a broad indication of what really matters to ANSP leaders. It also indicates on what they may focus in the near future. The 2011 responses are shown in Figure 2 (green) contrasted with the responses from 2010 (grey). (See graph, bottom page 31) Shifting Focus In 2010 ANSP CEOs said that their top priorities were strategic development, managing people and developing the safety culture. In 2011, the focus shifted to performance, customers and collaboration. Even though ‘Alignment of key strategies’ again featured in 2011, this was more focused on building alliances rather than simply developing a clear strategy. ‘Managing infrastructure’ also showed a marked increase in importance and again this was focused on increased interoperability, joint systems development and even collaborative procurement.

January 2012

Fitness check results are shared with all contributing ANSPs and used by CANSO to assess the value and relevance of its work programmes.

Industry Priorities In answer to the second question, ‘What do ANSPs want from CANSO to support their future aspirations?’, CANSO acknowledges that ANSPs will not always need support in order to meet their goals, so it is important to understand where CANSO can most effectively add value. Furthermore, CANSO recognises that even though its 70+ ANSP members support around 85% of world airspace, there are still a considerable number of organisations providing air navigation services that are not yet part of the association. In Q4 2011 CANSO invited ANSPs all over the world, as well as industry


suppliers, to share their priorities regardless of their CANSO Membership status. Engagement was high and we were able to collect feedback from an impressive range of organisations. Like the Fitness Check, the results show that individual ANSPs and regions face very different challenges. Accordingly, it is perhaps unsurprising that they have very different priorities. However, there are global commonalities and it is in these areas that CANSO can provide maximum value to the highest number of organisations.

CEOs were asked to assess the value of current CANSO activities.

Overall there were 40 unique responses to the industry survey. The questionnaire asked participants to share their views on the top priorities for CANSO and provide a view on

CEO Prioritised List of Capability Areas.

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FEATURE

Priority Areas CANSO Can Support ANSPs:

Safety

• Develop safety culture with particular focus on the future air traffic controller • Support training, sharing of best practice and developing safety competency

Operations

• Airspace planning and flexibility, including collaborative decision making (CDM) • Guidance on performance based ATM and infrastructure technology • Business transformation, performance and customer focus

Policy

• Global requirements, procedure standardisation and quality • Customer focus, benchmarking, efficiency and improvement activities • Performance, best practice and customer alignment

ICAO

• Representing the position of ANSPs and in particular the global view • Ensuring standardisation and ICAO block upgrade work • Enhancing and championing safety

the current value of CANSO activities (based on how CANSO influences the transformation of ATM Safety, Operations, Policy and the work of ICAO). The feedback confirms that CANSO is representing the industry well through its three global Standing Committees – Safety (SSC), Operations (OSC) and Policy (PSC); its ICAO Liaison Office; and the network of Regional Offices. However, there is also room for improvement; some participants said that certain CANSO activities add only little or no value to their organisation, or indeed to the transformation of ATM performance. The following table highlights the main priority areas for CANSO support that were reported through the CANSO 2011 questionnaire: Next Steps The results from both the Fitness Check and industry survey reveal 32 QUARTER 1 2012

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some interesting trends. Reassuringly, priorities around safety, environment, operational alignment and performance are largely being addressed by CANSO under its Waypoint 2013 Strategy. Specifically, CANSO is providing guidance, direction and action on: •S  afety delivery and safety culture for the future air traffic controller (SSC) • O ptimising use of infrastructure and airspace through collaboration and collaborative decision making (OSC) • Benchmarking, Procedure and Quality standardisation (OSC and PSC) • Representing ANSPs at global level and in particular in supporting the ICAO block upgrades (OSC) CANSO also now needs to consider how it (and the working groups) can best support joint strategic ANSP development, standardisation and customer alignment within the standing committees. In particular: • Customer-based performance metrics (OSC & PSC)

• Optimising strategic planning, performance and policy (PSC) • Improvement mechanisms and prioritisation (PSC) The 2011 Fitness Check results have been completed and the more detailed report will be distributed to all contributors by the end of February. The 2012 Fitness Check will be launched soon and please feel free to call one of the Quality Management Workgroup (QMWG) members to support you in your response. The Quality Management Workgroup look forward to supporting future discussions on these important issues through future Fitness Checks and industry surveys, or by engaging ANSPs or regions directly through its Workgroup meetings.


INSIDE CANSO

Promoting Global ATM Policies Ruediger Schwenk, Chair of the CANSO Policy Standing Committee To be the clear voice of ANSPs is a top level objective of CANSO’s Waypoint 2013 Strategy. Since was established, CANSO has served ANSPs as a platform for developing and promoting common policies. Now this role is formalized with the creation of Policy Standing Committee (PSC), which sits alongside the Safety Standing Committee and Operations Standing Committee.

regions, the PSC will bundle the positions on particular topics to a consistent package. There will be more dialogue and collaboration between the different global and regional work streams in order to achieve the buy-in from the whole membership and consistency in our advocacy activities at various levels. The PSC will also seek opportunities to work together with other air transport

For the latest news and updates go to www.canso.org/policy

to Separation of Service Provision & Regulation” is an important deliverable from the Business Performance Work Group which forms part of the PSC.

PSC functions: • Develop recommendations for CANSO policies and positions on key issues for the aviation industry • Propose campaigns to promote CANSO policies and positions with governmental, intergovernmental and other air transport stakeholder groups and institutions • Identify, facilitate and promote possible partnerships with air transport stakeholder groups •R  eview the implementation of external policies and propose corrective measures • Streamline the process for developing and promoting CANSO policies and positions •P  rovide a forum for members to share best practice guidance on specific topics of primary interest for CANSO members

stakeholder groups, in particular the airspace user and airport associations. To join forces on the key issues determining the future of the air transport industry will be a key to success.

A top priority for the PSC will be the advocacy of CANSO’s policies for the upcoming ICAO Air Navigation Conference in November. Building on the expertise of the other Standing Committees as well as related work in the

The ICAO Air Navigation Conference in spring 2013 is another important external event for the PSC to prepare for. It will provide an important opportunity for CANSO to advocate governance and funding issues. In this context, the recently finalised “CANSO Guide

Three more work groups currently form part of the PSC: Human Resources provides a platform for sharing experience and data on HR issues thus supporting members in HR management; Global Benchmarking prepares the annual Global Air Navigation Services Performance report as a key deliverable of CANSO; and Quality Management develops the “Fitness Check” of ANSP progress against the global vision for a seamless air navigation system. The PSC is a very exciting area of work; one which will truly place CANSO in a leadership position both within ATM, aviation and among political decisionmakers. CANSO members are kindly invited to nominate PSC members to contribute to global policy development. We are also looking for a secondee PSC programme manager; a role that will doubtless prove pivotal in the years to come. The PSC will hold its first meeting 1213 March at CANSO Headquarters in Amsterdam. AIRSPACE

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CANSO Members CANSO Members CANSO – The Civil Air Navigation Services Organisation – is the global voice of the companies that provide air traffic control, and represents the interests of Air Navigation Services Providers worldwide. CANSO members are responsible for supporting over 85% of world air traffic, and through our Workgroups, members share information and develop new policies, with the ultimate aim of improving air navigation services on the ground and in the air. CANSO also represents its members’ views in major regulatory and industry forums, including at ICAO, where we have official Observer status. For more information on joining CANSO, visit www.canso.org/joiningcanso

Lighter areas represent airspace covered by CANSO Members

Full Members - 71 • 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 • Angkasa Pura I • Austro Control • Avinor AS • AZANS Azerbaijan • Belgocontrol • Bulgarian Air Traffic Services Authority (BULATSA) • CAA Uganda • Civil Aviation Authority of Bangladesh (CAAB) • Civil Aviation Authority of Singapore (CAAS) • Civil Aviation Regulatory Commission (CARC) • Department of Airspace Control (DECEA) • Department of Civil Aviation, Republic of Cyprus • DFS Deutsche Flugsicherung GmbH (DFS) • 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. • Israel Airports Authority (IAA) • Irish Aviation Authority (IAA) • ISAVIA Ltd • Kazaeronavigatsia • Kenya Civil Aviation Authority (KCAA) • Latvijas Gaisa Satiksme (LGS) • Letové prevádzkové Služby Slovenskej Republiky, Štátny Podnik • Luchtverkeersleiding Nederland (LVNL) • Luxembourg ANA • Maldives Airports Company Limited (MACL) • Malta Air Traffic Services (MATS) • NATA Albania • National Airports Corporation Ltd. • National Air Navigation Services Company (NANSC)

• NATS UK • NAV CANADA • NAV Portugal • Naviair • Netherlands Antilles - Curaçao ATC (NAATC) • Nigerian Airspace Management Agency (NAMA) • Office de l’Aviation Civile et des Aeroports (OACA) • ORO NAVIGACIJA, Lithuania • PNG Air Services Limited (PNGASL) • Polish Air Navigation Services Agency (PANSA) • Prishtina International Airport JSC • PT Angkasa Pura II (Persero) • ROMATSA • Sakaeronavigatsia Ltd • S.E. MoldATSA • SENEAM • Serbia and Montenegro Air Traffic Services Agency (SMATSA) • Serco • skyguide • Slovenia Control • State Airports Authority & ANSP (DHMI) • State ATM Corporation • The LFV Group • Ukrainian Air Traffic Service Enterprise (UkSATSE) • U.S. DoD Policy Board on Federal Aviation

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

Silver Associate Members - 55 • Abu Dhabi Department of Transport • Adacel Inc. • ARINC • ATCA – Japan • ATECH Negócios em Tecnologia S/A

• Aviation Advocacy Sarl • Avibit Data Processing GmbH • Avitech AG • AZIMUT JSC • Barco Orthogon GmbH • Booz Allen Hamilton, Inc. • Brüel & Kjaer EMS • Comsoft GmbH • Dubai Airports • EADS Cassidian • EIZO Technologies GmbH • European Satellite Services Provider (ESSP SAS) • Emirates • Entry Point North • Era Corporation • 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 • INECO • Inmarsat Global Limited • Integra A/S • Intelcan Technosystems Inc. • Iridium Communications Inc. • Jeppesen • LEMZ R&P Corporation • LFV Aviation Consulting AB • Micro Nav Ltd • The MITRE Corporation – CAASD • New Mexico State University Physical Science Lab • NLR • Northrop Grumman • Northrop Grumman Park Air Systems AS • NTT Data Corporation • Quintiq • Rockwell Collins, Inc. • Rohde & Schwarz GmbH & Co. KG • Saab AB • SENASA • SITA • STR-SpeechTech Ltd. • Tetra Tech AMT • Washington Consulting Group • WIDE

Correct as of 13 January 2012. For the most up-to-date list and organisation profiles go to www.canso.org/cansomembers

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