Airspace Issue 5

AIRSPACE QUARTER 2 2009 1

journal of the civil air navigation services organisation ISSUE 05 QUARTER 2 2009

Remote Control:ATM and UAS integrationThe US, European and CANSO perspectives

PLUS

NextGen next steps, AIS-AIM transition, CANSO’s Chairman on how to get through the downturn, and much more from

the world of ATM

Samer Majali

– Royal Jordanian’s President & CEO talks Middle East reform

BREAKING THE BOUNDARIES:How ANSPs are cooperating to cut costs

Airspace Management

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09NCS164_AM_AirspcJ_Mar09.indd 1 2/12/09 11:20:18 AM


CONTENTS

civil air navigation services organisation

Airspace No. 5ISSN number 1877 2196Published by CANSO, the Civil Air Navigation Services Organisation

Transpolis Schiphol AirportPolaris Avenue 85e2132 JH HoofddorpThe Netherlands

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Editor: Chris Goater [email protected]

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The entire contents of this publication are protected by copyright, full details of which are available from the publishers. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any other means, electronic, mechanical, photocopying, recording or otherwise, without prior permission of the publishers. The views and opinions in this publication are expressed by the authors in their personal capacity and are their sole responsibility. Their publication does not imply that they represent the views or opinions of CANSO and must not be interpreted as such. The reproduction of advertisements in this publication does not in any way imply endorsement by CANSO of the products and services referred to herein.

Copyright CANSO 2009

ATM NEWS

FEATURES

PEOPLE

TECHNOLOGY & OPERATIONS

COMMENT

5 EDITOR’S NOTE CANSO members are showing leadership during this crisis – now it’s time for others to step up to the plate

8 THE CEO COLUMN Ashley Smout, CEO of Airways New Zealand and CANSO Chairman, explains how Airways NZ is negotiating the economic crisis, and gives six suggestions for CEO leadership.

9 THE CANSO COLUMN Hai Eng Chiang, CANSO’s Director of Asia-Pacific Affairs, reflects on one year of operation of the CANSO Asia-Pacific Regional Office.

10-11 LETTER FROM AMERICA ‘Thomas Paine’ on the challenges facing Randy Babbitt, the new FAA Administrator, and the efforts of ‘task force 5’ to deliver NextGen benefits.

6-7 THE LATEST INFORMATION ON CANSO’s warning on industry change, IATA Eagle Awards, the growing status of CANSO’s regional programmes, latest industry statistics, and environment commitments.

12-14 BREAKING THE BOUNDARIES – ANSP CROSS-BORDER COLLABORATION With traffic and revenues falling sharply in 2009, airlines are asking what ANSPs are doing to reduce costs. Here we run down some of the key projects delivering efficiencies across the board – and across borders.

21-22 NEW IDEAS BUZZING THROUGH US AIRSPACE As CANSO Members arrive in San Diego for the 13th AGM & CEO Conference, event Hosts the FAA are finding new techniques to respond to the new complexities in its airspace.

18-19 BOARDROOM VIEW: SAMER MAJALI The CEO of Royal Jordanian and 2008-2009 Chairman of IATA’s Board of Governors, on ATM challenges in the Middle East, and the opportunities presented by the economic crisis.

27-28 FRONTLINE: DMITRY KOSOLAPOV The Director of Safety and Quality

Management at State ATM Corporation (Russia) explains why a good fishing trip can improve ATM safety, and on growing a good safety culture.

15-17 THE TRANSITION FROM AIS-AIM Nowhere is the move from traditional world to the digital age more acute than in the

world of Aeronautical Information Services (AIS). The transition from AIS to Aeronautical Information Management (AIM) is crucial to driving the performance-focused ATM of the future.

23-26 INTEGRATING THE UNKNOWN – EUROCONTROL UAS ATM INTEGRATION ACTIVITY AND CANSO UAS GUIDANCE Unmanned Integration Systems are becoming a familiar feature in Europe and the US. EUROCONTROL is proceeding with a twin-track integration plan to 2020 and beyond. Meanwhile CANSO has issued its own UAS guidlines.

29 CANSO WORLD VIEW A snapshot of ATM Data, News and

Events from around the globe.

30 WHO WE ARE AND WHAT WE DO Information on joining CANSO and benefits to members.

INSIDE CANSO

4 QUARTER 2 2009 AIRSPACE

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It is time for CANSO’s AGM & CEO Conference once again, and it is certainly

a totally different world to the one facing us in Madeira twelve months ago.

Since then, we’ve seen the oil price drop (and start to creep up again) and a

severe recession take hold in every region of the world – the first such simultaneous

downturn since 1945.

The first half of this year has seen the whole aviation industry in crisis mode as it

attempted to minimise the damage. While there is still a long way to go to put the

industry on an even keel, there are hopeful signs that the situation is stabilising.

But that brings with it a new challenge. Do the world’s aviation leaders take this

opportunity to remodel our industry and take the big decisions that will enable us

to be a stronger industry, or do we return to the same way of operating as before?

Many of these decisions are out of the hands of ANSPs, but where no regulatory

guidance or leadership has come forward, our industry has been taking its own

steps. Two good examples are covered in this issue of Airspace: cross-border

cooperative ventures, which are cutting costs and increasing efficiency, and the

work to integrate UAS into the ANS system. In both cases, it could be argued that

there is a lack of political leadership driving this through, but at least ANSPs can’t

be accused of dragging their feet. Indeed, CANSO Members are leading the way

on finding solutions to these challenges. It’s all part of our ‘Business Transformation’

ethos – ANSPs are in a mood for change and leadership.

The CEO Conference is going to see some debate and discussion which is going

to continue this kind of leadership, both in thought and deed. We’re going to be

discussing the best way forward on ATM funding. We’ll look at the future of ATM

Performance, and there will be a number of workshops exploring key ATM issues.

Perhaps most significantly, CANSO will launch its Operations Standing Committee,

and present to the AGM its first ‘Standard of Excellence’, designed to raise the

performance of the ATM system. CANSO has chosen to use this period of crisis

to reflect one what is needed to ensure that the next crisis doesn’t hit us as hard.

We’ve taken to heart the title of our Conference, and with help, we will ‘Navigate

to Better Times’.

Chris Goater

EDITOR’S NOTE


ATM NEWS

CANSO news

CANSO WARNS THAT “FUNDAMENTAL INDUSTRY CHANGE IS INEVITABLE”, CALLS FOR “A RADICALLY NEW INTEGRATED APPROACH”.

CANSO the global voice of ATM, has issued a call for states and industry to embrace “fundamental change” if the aviation industry is to prosper in the future. Commenting on the eve of CANSO’s13th AGM & CEO Conference in San Diego, Secretary General Alexander ter Kuile said:

“This financial crisis is laying bare the structural issues which have long hampered the aviation industry. Just like the airlines, ATM is reporting dramatic losses in revenue, and CANSO members are making significant efficiencies to lower the burden on the airlines. We are seeing a dramatic change in the way aviation is perceived, operated, and organised, and the whole industry faces fundamental challenges to existing business models, environmental impact, safety, capacity and efficiency issues, and new technology and regulatory requirements. To take control of these issues, CANSO Members launched a Business Transformation programme last year, and this year is setting up a new Operations Standing Committee to drive rapid performance improvements across the ATM system.

The aviation community cannot expect to get through this by relying on the status quo. Only a coordinated industry-wide vision and action programme to address the key issues will be able to pull us together. A radically new integrated approach is needed, with all industry sectors collaborating together strategically. This will not be successful without the full support of the States, through ICAO, exercising policy leadership, by acknowledging the need for ‘institutional transformation’ to enable the industry to deliver the aviation system of the future. The economic crisis offers us a once-in-a-lifetime chance to achieve reform, and keep aviation at the heart of the global transport system. We must not miss this opportunity.”

CANSO MEMBERS DO WELL AT EAGLE AWARDS

IATA has announced the winners of its 2009 Eagle Awards. The recipient of the award for ‘Best ASNP’ was CAAS, ‘Most Improved ANSP’ went to Vietnam Air Navigation Services Corporation, and there was an ‘Honourable Mention’ for BULATSA (Bulgaria).

The Eagle Awards honour ANSPs and airports for outstanding performance in customer satisfaction, cost efficiency and continuous improvement. They are based on the recommendations of the independent Eagle Awards Panel. Commenting on the winning ANSP, IATA’s Giovanni Bisignani said: “CAAS plays a key leadership role in regional and global air traffic management initiatives by sharing its expertise. It is

acknowledged across the industry for its contributions to enhancing safety and efficiency.

CANSO Secretary General Alexander ter Kuile commented,

“Once again CANSO members are in the vanguard of customer awards this year. The recognition of CAAS is a reflection of the tremendous leadership shown by Mr Lim Kim Choon, and the professionalism of his team. Mr Choon is stepping down from CAAS in July, which means he will also be leaving the CANSO Executive Committee. His perception and wit will be much missed by the ExCom and the whole ATM Community, and we wish him every success in the future.”

“Congratulations too to VANS Corp, on their ‘Most Improved’ award. I recently visited Vietnam to discuss future ATM cooperation in the Asia-Pacific, and was most impressed with their vision and commitment to greater performance.“

“Finally, I must congratulate BULATSA and their DG and CEO Emanuil Radev, on their honourable mention. Emanuil is also a member of the CANSO Executive Committee, and BULATSA’s mention is a testament to his leadership and the team he has put together.”

On the eve of CANSO’s 13th AGM and CEO Conference, Alexander ter Kuile called on States and the Industry to “embrace fundamental change”.


CANSO’s new statistics service is tracking the number of aircraft movements reported by Members wordwide

ECONOMIC CRISIS BOTTOMING OUT?Conflicting information and a lack of a definite trend in the statistics is making it difficult to call the bottom of the economic crisis, but despite encouraging signs in other economic sectors that the worst could be over, CANSO movement statistics show no definite trend.

An encouraging March, which saw the gap to 2008 narrowing, was reversed in April, with a sharp decline. If the trend does not pick up, the peak season could see nearly 1 million fewer movements than last year. Meanwhile IATA believes that passenger demand worldwide will be 8% lower, with freight down a further 11%.

Even if traffic starts to recover, it will be too late for a recovery in profitability. Ryanair just posted its first-ever loss, IATA recently doubled its members’ projected 2009 loss to a huge $9bn, while CANSO’s European members forecast a decline in revenues of 1bn EUR.

CANSO REGIONAL PROGRAMMES START TO BEAR FRUITCANSO’s commitment to ‘strong regional programmes’ has started bearing fruit, with a number of initiatives in recent weeks. Following a very successful 4th Regional ANSP Conference in April, CANSO’s Asia-Pacific Office celebrated its 1st year of operation by signing a memorandum of understanding with the Singapore Aviation Academy to collaborate in promoting learning and human capital development in air traffic management and air navigation services. The MOU provides an avenue for the development of joint training programmes, the sharing and exchange of expertise and speakers by SAA and CANSO, collaboration in research and studies, and cooperation in raising awareness about each others programmes.

In May the Asia-Pacific Regional Office also released a crucial study of a cost-benefit analysis of ADS-B implementation in the South China Sea (see ‘The CANSO Column’ page 9) which concluded that the benefits on operational costs, safety and environment significantly outweighed the initial investment

outlay. This study will be the basis on which the roll-out of ADS-B in the region is accelerated.

Meanwhile in the Middle East, preparations are under way to launch a CANSO regional programme. At the Middle East Seminar in May, MESCC, the Middle East Strategic Cooperation Committee, was set up in order to provide overall direction and help coordinate CANSO’s activities in the Middle East. As part of this, the group will devise a strategic plan and make recommendations for the region, which will be presented to the high level delegation of decision makers at the 2nd Middle East Regional ANSP Conference in January 2010.

The Seminar was arranged to follow up the major progress made at CANSO’s first Middle East ANSP Regional Conference. The Conference identified 4 main action areas: safety, airspace planning, operational/technical issues, and ANSP Cooperation. The May Seminar has developed further plans in all four of these areas.

CANSO MEMBERS COMMIT TO NEW ENVIRONMENTAL INITIATIVESCANSO joined with industry partners at the recent Aviation Environment Summit in Geneva (31/3 - 1/4) to commit to two new initiatives designed to cut fuel burn and emissions from aircraft.

The CDA Action Plan, launched by ACI Europe, CANSO, EUROCONTROL and IATA, is designed to cut 500,000 tons of CO2 per year by accelerating the take up of Continuous Descent Approaches at European Airports. The plan requires the close cooperation of airports, airlines, EUROCONTROL, and CANSO’s European members, and calls for CDA’s to be in place at up to 100 airports by 2013.

The second programme was the Declaration in support of Performance Based Navigation. CANSO Secretary-General Alexander ter Kuile introduced the Declaration, endorsed by a video presentation from the President of the ICAO Council, Roberto Kobeh González. PBN takes the best that aircraft flight management systems and global navigation satellite systems, such as GPS, have to offer - and bundles these capabilities into a global set of navigation standards called PBN.

“From the perspective of air navigation services, it does not get any better than this” said Ter Kuile. “With PBN we can develop an arrival and departure procedure that offers a better service, with enhanced safety, that is environmentally friendly, and with a lower cost than what we have today.”


COMMENT

The Crisis: ANSP CEOs in the Eye of the Storm Unlike some of my more esteemed colleagues I’ve been in the ANS business for ‘only’ 10 years, but without doubt this is the most challenging time I have faced. In New Zealand we’ve gone from 10 years of ‘Sharing the Gains’ to a (probably) lengthy period of ‘Sharing the Pain’. And this is the role of the CEO in these times: to make sure that the pain is being spread as equitably as possible amongst the key stakeholders – the owners (usually the Government), the customers (usually the airlines), and the ANSPs themselves (usually our people).

For the owners of the ANS system, this means going from earning a decent return on capital to making economic losses. For those of us who borrow from the banks, it may also mean not breaching banking covenants which could trigger a significant rise in interest rates. For the airlines who are reducing capacity to keep load factors up, this requirement for ANSPs to remain solvent, means many ANSPs are under pressure to increase their prices just to break even. The airlines cannot accept this when they’re fighting for survival. They want to see extraordinary measures being taken by the ANSPs to reduce costs, and to avoid price increases. Which brings us to the third stakeholder group – the ANSPs. What measures is our industry taking to demonstrate a commitment to cost-cutting? Following the lead from the CANSO CEO Forum in Amsterdam, Airways held a two day Cost Summit to which we invited a cross-section of staff, facilitated by an external partner. We zeroed in on five significant initiatives, which could be implemented over the next 90 – 360 days, to reduce our costs by approximately 5%. Now 5% may seem a bit modest, but in a business that is 90%+ fixed cost, and when you’re already benchmarked as low cost, believe me 5% is a tall order. We’ve set up a Project Team, reporting to the Executive to oversee the process. We’ll be reviewing all our capital expenditure, looking hard at staffing levels in certain areas, conducting a sector review, and having (another) look at procurement.

Which brings me to the last point. At times like this it can feel quite lonely as a CEO, because it seems that everyone – customers, staff and the Government – wants you to perform a little better for them. So what sort of leadership is needed during turbulent times. Here are some thoughts:*

• Confront reality – see things as they are – be upfront that you don’t have all the answers (“We have a compass but not a map“). Be clear that these events are not of our making and are a real test of our character and culture. But don’t tell them all is lost – this immobilises people

• Remain calm. That was the main strength of Capt Sullenberger when he landed in the Hudson• You have to be very visible – possibly 10x as visible as before, and with your sleeves rolled up • You need to be absolutely clear with your communications – repeat everything in simple terms• Make sacrifices early (e.g. CEO salary cuts) – “I don’t like this any more than anyone else and by taking

a pay cut I sure want to fix it as soon as possible”• Beware the unknowns – what else can go wrong – don’t forget Business as Usual.

So good luck during the crisis. And don’t forget your CANSO CEO network is there if you need ideas or support.

*Acknowledgement: Lester Levy, Chief Executive, NZ Leadership Institute

The CEO columnAshley Smout, CEO Airways New Zeland and CANSO Chairman


COMMENT

The CANSO columnHai Eng Chiang, Director, Asia-Pacific affairs

The CEO columnAshley Smout, CEO Airways New Zeland and CANSO Chairman

ADS-B study shows CANSO’s value CANSO’s Asia-Pacific Office in Singapore has just passed its first year of operation. Much has been achieved over the past 12 months but the last couple of months have been a particularly busy time, with our 4th Asia- Pacific ANSP Regional Conference preceded by visits to potential CANSO Members by our Secretary General and myself. Most importantly, we have also published our Cost Benefit Study for the initial phase of ADS-B implementation over the South China Sea. The study showed that deployment of ADS-B stations by the ANSPs of Indonesia, Vietnam and Singapore would result in significant improvements in airborne efficiency and a reduction in ground delays.

I am grateful to the FAA/ATO and CAAS for their help with this Study, which we produced in partnership with IATA. The cost-savings it identified for just one part of the airspace – some $4m dollars a year – along with additional safety and environmental benefits, should help to focus minds on accelerating deployment of ADS-B in the area. The next step for the for the ANSPs concerned is to enter into formal agreements for the sharing of ADS-B data and VHF communications so that operational trials can proceed by the end of 2010.

Here at the CANSO Asia-Pacific Office we are keen to maintain the momentum of this project, not only for the performance benefits it gives to the aviation system, but also to demonstrate to ANSPs in the region the important role CANSO can play in bringing ANSPs together and facilitating cooperative initiatives. The project is an excellent example of how regional collaboration among neighbouring ANSPs can deliver real benefits to our customers.

Our aim is to expand ADS-B coverage beyond the airspace of this initial phase. This study has generated much interest from other ANSPs who are keen to reap similar benefits. CANSO will conduct a cost benefit study for other airways in the South China Sea involving ADS-B deployment in the Philippines and Brunei. We are also planning to work with India, Indonesia and Malaysia to examine if a similar initiative could be started over the Bay of Bengal where there is no radar coverage.

The ADS-B programme is only one of the projects we are working on in this region. Within its first year of operation, the CANSO Asia-Pacific Office has clearly established the ANSP Conference as the premier ANSP event in the region. The recent Conference has identified Safety and HR management as high priority items for ANSPs here. At that Conference, CANSO signed an MOU with the Singapore Aviation Academy to collaborate on ATM training for ANSPs. This MOU will provide a useful platform for CANSO to extend its reach into the region by offering ANSPs training in best practices on areas that are most pressing.

I am pleased with the momentum we are building, after one year of operation. However to be truly effective, we need to grow CANSO’s membership in the region, so that our work programmes can reach a wider audience and deliver even greater improvements to the ATM system in the Asia-Pacific.


COMMENT

It has been an exciting four months here in the States since we last shared what was happening in the U.S. The Senate has confirmed Randy Babbitt and he was sworn in as the FAA administrator on June 1. Randy is a well respected aviation safety expert, airline pilot and was also the President of the Airline Pilots Association. Randy is a gentleman with strong leadership skills, his presence will serve us all well. However Randy faces a number of significant challenges as he takes the helm. The controller contract issues are still not over but are in negotiation with a team of mediators, supervised by former FAA Administrator Jane Garvey. Jane believes that there will be an agreement by the end of June. This will give Randy a step toward union peace and allow him to focus on the second expressed priority of getting NextGen on course. The focus for him will be to include near term benefits from NextGen for the airlines and the public.

The FAA has been struggling to come to grips with what NextGen will supply to the airlines and when. To move the issue forward the FAA has established a task force to work with the airlines and industry to develop a consensus of opinion on what benefits can be provided in the next three to five years. The task force, referred to as task force 5, is being managed by the U.S. standards organisation RTCA. The group is broken down into work groups with 283 work group members, representing 116 organisations from airlines to industry suppliers to labor, which is to say at the least is a large and difficult organisational task. The task force has defined their outcomes differently than preceding groups that reviewed the state of progress in ATC. The task force 5 product will be a shortlist of operational capabilities that can move forward rapidly. The goal is to have the recommendations include a great depth of detail necessary for each recommendation to be implemented. RTCA will stress the need for a performance based operating environment and focus on implementing beneficial operational capabilities instead of “technology for the sake of technology”. It seeks to achieve the backing of the airline operators’ financial decision makers, as well as consensus from all the stakeholders involved in the new ATC concepts.

I thought it would be interesting to look at their guiding principles of task force 5, some of the tasking, and their scheduled milestones.

Task force 5 has established the following eight guiding principles:

1. The work groups are to be consensus driven

2. The objectives are to be operator focused

3. They will look at the use of avionics in the following order of consideration: • Current equipage on the airframes • “Available” equipage that is deployable such as ADS-B • The last in the order is new equipage

4. There must be improvement to the current system through metrics that measure system performance every three years

The CANSO columnLetter from America


5. Each proposed operational capability will include an integrated set of technologies, procedures, policies and standards before it can move to implementation

6. There will be a positive business case every time the operators have to “open” their flight management systems

7. The task force recommendations will leverage existing plans, studies and analyses

8. There will be a requirement that at least one operator must sign for each capability before it can move forward.

Through this approach the task force believes it will provide actionable recommendations. The task force will also be required to identify all the work required by government and industry to implement a specific capability into the U.S. National Airspace System. It will also establish firm commitments and metrics for follow-up evaluation. The final recommendations from the task force will provide a list of operational capabilities with defined benefits, including all elements, challenges and issues that must be resolved to achieve the defined benefit.

Where is the task force and when will we see their products? RTCA held their annual symposium in Washington on June 10th and 11th. The theme was: “NextGen: How Far…How Fast”. This was the first major public sharing of their direction and the specifics of their findings to date. Their interim report is due on June 30. There is an Air Traffic Management Advisory Committee meeting, which acts as a steering committee for the task force, on August 5. It is open to the public and it is where RTCA will review the interim report. The final report of the task force is due to the FAA on August 31.

The hope is that they will be able to produce a strong product that helps the new Administrator develop a plan for early, welcomed adoption of NextGen capabilities. There are however a few concerns about the task force. In many cases you can be assured that they will not achieve consensus – an example being access to airspace between commercial, business, military and general aviation. The task force 5 group has not laid out a process for moving forward when you do not achieve consensus between members of the working groups. When this occurs it will push the decision to the government executives in the FAA who are responsible for NextGen implementation. They must then decide an outcome that will by definition not meet the task force’s guiding principle. This then has the potential to weaken the concept of the task force and may cause a diversion to the goals of the new administration. Task force 5 has been strongly encouraged to have a self designed process to move forward when consensus is not achieved. It is important that they design that process taking notes from the Europeans, who seemed to have mastered the ability to achieve consensus on many of the same complicated issues. I hope the U.S. can do the same. One of the dangers in a consensus driven process that is not well managed is that it can provide outcomes that are less valuable to good public policy. We must remember that the tendency for each business entity is promote their own business case or needs. It is the government function to provide an overarching definition of what is in the public interest. This is but one of the tasks that face the new Administrator. We all wish him great success in achieving the critical goals for air traffic transformation.

‘Thomas Paine’

The CANSO columnLetter from America


FEATURE

Breaking the boundariesANSP cross-border collaboration Providing cost-effective services has never been so important for Air Navigation Service Providers. With traffic forecast to fall at least five per cent this year, and aircraft load factors dropping below 75 per cent in the first quarter, the airlines are right to ask what the ANSPs are doing to ease the cost burden.

There are high profile programmes, like Europe’s commitment to replace its fragmented airspace structure with Functional Airspace Blocks (FABs) from 2013. Europe’s 38 en route service providers have signed up to a range of initiatives which target double digit cost reductions by 2018. There is also increasing pressure to move away from charges based on cost-recovery towards planned revenue streams that can accommodate peaks and troughs in traffic levels.

But more important for current operations are the actions taken by ANSPs ahead of these longer term measures. Among those already making a contribution is the Scandinavian training academy Entry Point North (EPN) that opened its doors in 2006. A partnership between Avinor of Norway, LFV Group in Sweden, and Naviair of Denmark, the facility provides harmonised training for all three service providers at much lower cost. “Evidence from the last few years shows the cost per student has decreased by 11 per cent,” says Peter Kantner, EPN Business

Development Manager. LFV reports training costs per student no higher than in 2000, showing a clear economic advantage.

Entry point North has decreased costs per student by 11% since 2006“When we started, we expected to train 36 students a year. High demand has resulted in 115 students each year,” says Kantner. The simulation capability includes high traffic movements typical of Copenhagen and Malmo centres, offering valuable experience for those graduates who complete their unit training at the national centres. “We believe the facilities available at EPN help to reduce the cost of on-the-job-training,” adds Kantner. The States benefit in other ways. The facility

provides a unified training platform that supports controller mobility.

Adhering to common core content supports the European directive for a common controller license and EPN is among the first training academies to embrace this international concept. EPN provides third party training, for example to the Danish military, Estonia, and offshore operators like Statoil and Conoco. Kantner says: “Our broad perspective is valuable for Europe’s Single Sky ambitions.”

Sweden and Denmark have also come together to create the NUAC FAB to provide air traffic services in both countries at lower cost. The NUAC company is due to be established in 2009 and subcontracted by the two ANSPs to provide air traffic services. It is the first step towards creating a North European FAB that includes Iceland, Ireland, Estonia, Finland and Norway.

ANSPs are increasing their cooperative activities in response to the economic crisis

AIRSPACE QUARTER 2 2009 13AIRSPACE QUARTER 2 2009 13

ANSP collaboration is behind a joint development launched by the South African Development Community (SADC) to create a VSAT network that extends from Africa’s southern tip to Cairo and beyond. Established in 1998, the network fulfills the region’s communication requirements in terms of the ICAO Africa/Indian Ocean plan, is financially sustainable, and enhances air traffic safety. South Africa’s ATNS is the network service provider and recovers capital and operational costs through a special tariff agreement with IATA. Connectivity with ASECNA states was achieved in 2002, and in 2003 and 2004 Burundi and Rwanda joined the network.

ATNS also operates the VSAT network in North East Africa known as NAFISAT, covering the states of Djibouti, Egypt, Eritrea, Ethiopia, Libya, Kenya, Saudi Arabia, Seychelles, Somalia, Sudan, Uganda, Tanzania and Yemen. This network became operational in April 2008. NAFISAT interconnects with the

SADC network and a further VSAT network in West Africa called AFISNET. The latter is operated by ASECNA and includes the Democratic Republic of Congo, Ghana, Chad, Niger, Senegal and Ivory Coast.

ATNS says operational costs and capital costs are reduced as a result of the programme. The joint procurement of equipment allows for economies of scale and joint operations lead to cost reductions as all member states have access to the network’s resources. ATNS completed a major upgrade to the SADC network in 2007, replacing the original system with VSAT II technology.

Joint procurement is also used in Europe, where some ANSPs aim to reduce life-cycle costs by as much as 30 per cent. Three countries signed the COOPANS agreement in 2006 to capitalise on the shared experience of operating Eurocat systems to harmonise software upgrades. The Irish

Aviation Authority, Naviair, and LFV agreed to converge their architecture requirements to meet future operational needs. Equipment supplier Thales is under contract to establish a common platform that will be available in 2010 and will eventually lead to all participants using identical systems.

Europe’s 38 en route service providers want double digit cost reductions by 2018

ANSPs are increasing their cooperative activities in response to the economic crisis


FEATURE

ATNS:

joint procurement

of equipment allows

for economies

of scale and joint

operations lead to

cost reductions

on long haul routes between Australia/New Zealand and the US. It is anticipated that UPR and DARP will

available on an unrestricted basis anywhere in the South Pacific within about a year as the remaining ANSP complete their ATM system update programmes. A fuel burn reduction model being developed by the Asia and South Pacific Initiative to Reduce Emissions (ASPIRE) shows the city pair routes between Auckland/Sydney and Los Angeles/San Francisco could save in the vicinity of 20,000 metric tonnes of fuel and 80,000 metric tonnes of CO2 emissions over a year as a result of these procedures.

The measures taken in the South Pacific illustrate what can be achieved through ANSP collaboration, and the opportunity that exists to bring these operations into more widespread use. The challenge ahead is to involve more ANSPs and see benefits at the international rather than national level.

COOPANS is an open-door agreement that allows other ANSPs to join at a later date to take advantage of potential savings in software development costs. It relies on a degree of collaboration between ANSPs not experienced hitherto.

Meanwhile Thales is part of a separate joint procurement venture, involving both suppliers and customers. In April 2009, France, Italy and Switzerland awarded a third-phase contract for the common flight data processing (FDP) system being developed jointly by Thales and SELEX SI. This latest award covers system requirements for an interoperable system that will support automatic coordination between controllers across Europe. The Coflight eFDP project began in 2003 and anticipates replacing the current FDP systems currently in use with a new Europe-wide solution from 2013.

A parallel joint procurement by service providers in the UK, Germany, and Spain selected Indra to develop the iTEC eFDP solution to the same common standards. Both programmes are designed to support the trajectory-based operations envisaged under SESAR with clear interoperability requirements. The first FDP to meet these new standards was installed at the Maastricht Upper Area Centre in December 2008 when Indra supplied the New Flight Data Processor (NFDP) and for the first time opened up the opportunity for seamless electronic coordination with neighbouring ATC centres.

Rather than wait for infrastructure to deliver benefits, some ANSPs have agreed new procedures to save costs, such as the introduction of User Preferred Routes (UPR) by ANSPs in the Pacific. Airlines flying between New Zealand and South America, and New Zealand and Japan can take advantage of prevailing weather conditions to fly the most efficient, instead of fixed, routes. For the South America routes the fuel reduction is approximately 500,000kg per year, while flights to Japan are saving some 430,000kg per year, and total CO2 emissions have been cut by 3,000,000kg a year.

Similarly, Dynamic Airborne Rerouting Procedures (DARP) in the South Pacific has led to fuel and emission reductions

Are more far-reaching collaborative ventures on the horizon?


Brett Brunk & Barry C. Davis of the FAA AIM Group believe a paradigm shift is ocurring in the way ATM views the role of aeronautical information.


The Transition from AIS to AIM

In recognition of the increasing importance of aeronautical information to ATM, the Aeronautical Information Services (AIS) community has developed a concept of Aeronautical Information Management (AIM). The transformation from AIS to AIM is the transition of aeronautical information from traditional charts and paper publications towards real-time standards-based digital aeronautical information.

AIS Today

Today, AIS supports flight operations by providing static information publications such as the Aeronautical Information Publication (AIP), Notices to Airmen (NOTAM, SNOWTAM, ASHTAM and BIRDTAM) and Pre-flight Information Briefings (PIB). Brett Brunk at the Federal Aviation Administration argues that this system will have to change. “Over time it has been a challenge to communicate increasingly complex aeronautical information using these legacy publications” he says. “For example, the number of NOTAMS issued from 2000 to 2006 increased approximately 65% world wide. The NOTAM is being used to communicate about an increasing number of aeronautical changes and this puts a significant burden on pilots, controllers and other ATM customers to review and synthesise hundreds of NOTAMs.”

“Furthermore, some aeronautical information simply cannot be portrayed using traditional AIS products. For example, Global Navigation Satellite

Systems (GNSS) can have low reliability regions that are described by complex three dimensional shapes that vary over time. While some States have developed ways to communicate this information to pilots, additional work is needed to ensure a consistent international approach to communicating GNSS outages.”

When addressing the future needs of ATM, AIS needs to look beyond the traditional AIS products defined in ICAO Annex 15. In the future AIS will need to consider:

• Timeliness, accuracy and quality necessary to support operations in an computer automated environment

• Support for electronic cockpit displays, computerised dispatch systems and automated air traffic management

• Information to support collaborative decision making among airspace users

• Customisation to provide products and services to support a diverse set of end users.

Expanding the Scope of AIM

In recognition that aeronautical information is an integral part of future ATM, ICAO has taken steps to define the role of AIM in the future. ICAO Global Air Traffic Management Operational Concept (Doc 9854) defines the role of AIM as providing accredited, timely, quality-assured information necessary to support flight operations. However the ICAO

Like other industries, the Air Traffic Management (ATM) business is being challenged to evolve in the face of increased globalisation and competition, rising aviation demand and increasing environmental awareness. ANSPs have responded to these pressures by increasing the use of technology and they increasingly rely on information to derive ATM benefits. The increased use of information is leading to a paradigm shift in the way ATM views the role of aeronautical information; ANSPs and aircraft operators need a real-time common operating picture of aeronautical information that can be exchanged and shared to ensure efficient use of the aviation system.

document does not explicitly identify future information requirements nor does it provide for the transformation of AIS to meet the future information demands.

Since 2006 the AIM community has been meeting yearly to address the challenges of transitioning from AIS to AIM. Annual Global AIM Congresses organised by EUROCONTROL in coordination with a consortium of AIM organisations have highlighted issues of AIM architecture, transition, quality and scope.

The consensus from these Congresses is that AIM expands and modernises the role of traditional AIS to cover four components:

• Information lifecycle management including digital data collection, higher levels of data integrity and higher levels of quality

• Improved data accuracy and precision to support safety critical operations


• Increased scope of aeronautical information to support efficiency, capacity and environmental performance requirements as identified in future ATM concepts of operation

• Integrating new information requirements into AIM.

Information Lifecycle Management

Barry C Davis, a member of the AIM Group in the FAA, explains that the management of information involves three steps; “Firstly, there is the collection of aeronautical information from one or more sources; secondly, the management of information sources to develop a consistent view of aeronautical information; and thirdly, the distribution of aeronautical information and services to one or more customers.”

“To ensure consistent, high quality and timely information,” Davis says, “ATM relies on AIM to be the authoritative source of aeronautical information. As the authoritative source, AIM must manage, monitor and control the information chain.”

The net result of this will be that AIM will be able to produce a common operating picture of aeronautical information that ATM can use to safely and efficiently conduct flight operations. Although AIM is responsible for the overall information data chain, the creators, producers and

owners of the information are often outside of AIM. AIM relies on accountable sources to supply raw aeronautical data. The accountable source is ultimately responsible for delivering data at specified performance levels – any errors must be addressed at the source.Creating a common operating picture of aeronautical information may require AIM to manage information from multiple accountable sources. To manage the quality of the information, AIM must maintain the lineage of aeronautical information so discrepancies can be addressed with the originating accountable source.

Improved accuracy and precision

The second challenge facing AIM is to develop the means to improve the accuracy and precision of aeronautical information. Increased reliance on computer decision support systems, area navigation, precision approach and departure procedures and high density flight operations requires a corresponding increase in aeronautical information accuracy and precision.

For example, the ICAO standard for an electronic terrain and obstacle database includes stringent requirements for obstruction data in the en route and terminal environments. To deliver this information to ATM, AIM must develop

new processes to manage terrain and obstacle data. This includes identifying data suppliers (accountable sources) and developing the infrastructure to collect, manage and distribute the information.

Increased scope of aeronautical information

The mission of AIM is to provide interactive, on-demand aeronautical information interchange between the global aviation community to support safe, efficient and environmentally sound flight operations that maximises system capacity.

In this concept, AIM delivers a common operating picture of aeronautical information for customers and stakeholders. ATM, industry and other customers identify the information services to be provided by AIM. ICAO and State regulators set the information provision requirements and performance levels that AIM must meet. Based on this concept of operations for AIM, it might be more appropriate that AIM be renamed ATM Information Management.

Given this concept of operations for AIM, consider the following questions regarding the scope of information and services to be provided by AIM:

• What business services should AIM provide?

The Swiss ANSP skyguide, has introduced its own branding to illustrate the concept of AIS-AIM. Ronald Baumann, Head of AIM Planning and development, says that the branding has been “hugely beneficial”.


TECHNOLOGY & OPERATIONS• What performance requirements should

AIM achieve to ensure the information achieves its intended purpose for use by ATM?

• What additional information does ATM need?

Answering these questions requires that AIM:

• Identify new information requirements to support the seven concept components of future ATM

• Map ATM performance requirements to the underlying quality, accuracy, precision and timeliness requirements for the aeronautical information

• Identify the gap between current AIS services and the future ATM information requirements. The gaps identify changes that need to be made in AIM

• Work with regulators, accountable sources and ATM customers to develop a plan to integrate these new information requirements into the AIM common operating picture.

Integrating new information requirements into AIM

The final step is to integrate these future information requirements into AIM. Information management considerations include:

• Digital capture – specifying digital formats for capturing and processing the information to ensure products and services are equally available to humans and computer systems

• Quality management – monitoring and controlling the quality of the information

• Information sharing – publishing the information via internationally accepted data standards to promote information exchange

• Integrated planned, operational and historical information – ensuring the information is integrated into a fully temporal common operating picture showing historical information, planned information as well as current operational data.

• Decision information support – delivering value-added services on top of the raw data to assist with filtering, querying, sorting and notification

The challenge ahead

Roland Baumann, Head of AIM Planning and Development at skyguide, the

Airlines Airports

General Aviation Military

Air NavigationService Providers

MeteorologicalService

Law Enforcement Other Airspace Users

3rd Party DataSuppliers Search and Rescue

ICAO, Regulators and Industry

Interactive, on-demand aeronautical information interchange between the global aviation community to support safe, efficient and

environmentally sound flight operations that maximises system capacity

The mission of AIM is to provide interactive, on-demand information interchange between the global aviation community

Swiss ANSP, believes that aviation has only recently realised that the movement of information is as important as the movement of people or goods. “Today many AIS’s remain focused on providing narrowly defined legacy aeronautical products as specified in ICAO Annex 15” he says, “Yet, there is an awareness among aeronautical providers that they must transform from AIS to AIM to meet the growing demands of the ATM business. The transformation includes changing from manual, paper product environment to a digital, standards-based environment. The transformation means the establishment of an AIM focused clearly on the current and future requirements of ATM.”

As a result of a focus on ATM needs, AIM will need to provide new aeronautical services provided that expand upon the traditional AIS safety

information. These new AIM services include information services that support aviation system efficiency, capacity, and environment performance requirements. While it is known that AIM must provide timely, high quality and digital information, the fundamental business services included in AIM have not yet been completely defined. A full definition of AIM can only be determined by identifying all the information management services that support the ATM capabilities.

The enterprise architecture approach has identified future AIM performance requirements, business services and information management needs. It is important that AIM identify quality, information management, information sharing and decision support services that will be required to meet ATM information requirements.

The ongoing challenge for the aviation business is to continue making investments in information management to facilitate the ability to plan and operate flights with maximum flexibility, flight efficiency and cost-effectiveness, with minimum constraints and with no degradation in safety.

These changes in the aviation system are placing new importance on AIM. It is the challenge of AIM to expand, to modernisation and to standardise in order to meet the increasing demand for information in ATM.

* This article is based on a report on the transition from AIS-AIM for CANSO. The report can be accessed on the CANSO website www.canso.org


Boardroom view Samer MajaliPresident and CEO Royal Jordanian

The Middle East has seen the world’s highest aviation growth rates. What implications does this have for Air Traffic Management in the region?

There are a few institutional and infrastructure hurdles which could upset the dynamic growth expected in the Middle East over the next few years, but unquestionably among the most important is increasingly crowded airspace and air traffic control inefficiency.

The recent warnings regarding air traffic management’s potential negative influence on growth from CANSO and the regional airlines have brought the Arab Air Carriers Organisation and IATA in on the issue, and in particular, lATA has called on governments, air navigation service providers and aviation groups to urgently address the air traffic inefficiencies that are jeopardising the sustainability of Middle Eastern aviation. lATA has also requested that regional governments invest more in improving aeronautical information management and communications infrastructure.

Regional ATC efficiency also means making better use of air traffic

management technologies, in a cost-effective way, to develop a regional airspace structure based on the user-preferred flight-paths.

What are the main priorities for raising ATM capability in the region? We have three main priorities with regard to ATM in the Middle East, which are vital if we are to maintain growth, raise safety while improving efficiency and capacity all at the same time. First, we must increase the cooperation between national ANSPs. At present in this region we have no dedicated ANSP industry forum for discussion and debate, let alone deeper operational or policy cooperation. It’s vital we move forward on this with the help of various stakeholders including CANSO.

Second, we must increase ATC training facilities in the region, to overcome the shortage of air traffic controllers, which will become an acute problem in the next few years.

And thirdly, we need to deploy better technology and improved traffic management techniques. This needs investment in both physical and human

resources, but if the ANSPs cooperate closely then it can all be done in a collaborative, cost efficient manner with no increases in charges and unit rates.

Do you believe that significant political progress is necessary for dramatic ATM improvements in the Middle East?

Better coordination between aviation stakeholders, including governments, airlines, ANSPs and industry bodies, is certainly necessary. Much could be achieved through such co-operation to look beyond national boundaries, in order to develop a clear and coherent regional approach to ATM.

Military airspace restrictions are a major issue in the region, as they limit airspace expansion and the fragmentation of airspace leads to suboptimal routes that are costing millions for airlines. The call for better airspace utilisation also follows a request by CANSO Chairman Ashley Smout for increased cooperation between civilian and military airspace operators in the region. Etihad has also stated that there is an urgent need for more civil airspace in the region.

PEOPLE

Samer Majali joined Royal Jordanian in 1979. He has held various executive positions with Flight Operations, Corporate Planning, Information Technology and Passenger Services, before being appointed President and CEO in 2001, adding Vice Chairman of the Board of Directors to his duties in 2003 until 2008. He has many professional appointments and affiliations, including being a fellow of the Royal Aeronautical

Society and a member of the board of trustees of the King Hussein Cancer Foundation. He holds degrees in Aeronautical Engineering & Design, Air Transport Management, and is a chartered Engineer.Married with three children, he is an ex-President, and current member of the Executive Committee, of the Arab Air Carriers Association, and is the current Chairman of IATA’s Board of Governors for 2008-2009.


A similar argument has been raised by Dubai Airports, which has previously stated that the presence of military exclusion zones presents a fundamental barrier to growth for Dubai and ATC remains a major challenge in the GCC. More than 50% of the 120,000 sq km of UAE airspace is comprised of aerial exclusion zones, most of them military. Some of the exclusion areas extend from the ground upwards, without any vertical limitations.

Traditionally aviation has consisted of separate sectors: Airlines, Airports and ATM. Do you believe a true collective approach to operating the aviation system is possible?

Well as I mentioned, better coordination is a necessity and this sometimes appears unlikely in the Middle East given the political differences in the region. But improvements are occurring. The Middle East needs to keep pace with its infrastructure to enable the planned high growth.

Against this background and also the present severe economic crisis, we are very concerned at the impact of unjustified charges and taxes in the region. ACAC, AACO and IATA have therefore launched a joint initiative to

address this issue, on which a Joint Declaration was sent to all Arab Civil Aviation authorities in April. The Declaration points out that civil aviation is vital to the economic development and growth of Arab countries and that unjustified charges and taxes have a detrimental impact on the wider economy. This Declaration has been followed up with letters to the Ministers of the top six priority States requesting urgent meetings to address these key points.

Finally, speaking in your capacity as IATA Chairman, the global CANSO membership is meeting in San Diego for its 2009 AGM in June. What message would you like to give to ANSPs from the world’s air carriers?

Well firstly I would like to say that IATA is very supportive of CANSO as an Organisation and we are generally pleased with CANSO pursuing the improvement of ATM performance. Raising air traffic efficiency is one of the pillars of lATA’s strategy to improve the financial and environmental performance of its member airlines world-wide, and this is often best achieved through industry cooperation and exchange of best practice and experience.

The present economic crisis provides a real need but also the opportunity to drive the changes that are necessary for ATM with a sense of urgency. IATA estimates that it has contributed $460 million in savings in the region since 2006 due to reforms in ATC and environmental practices. It has achieved savings of $40 million by shortening routes, $46 million with RNAV approaches and $374 million by helping airlines in the Middle East improve fuel efficiency with its ‘Green Teams’. So you can see the huge potential savings that can be made as airspace efficiency improves.

Infrastructure and air traffic control procedures are still not keeping pace with regional growth, even with the massive scale of development of airports in the region. ICAO has recently adopted the concept of Performance-Based Navigation, which enables more precise aircraft trajectories and consequently permits closer spacing between routes, while maintaining safety. We see the early worldwide implementation of PBN as absolutely necessary in order to increase air traffic management efficiency, and we were pleased to see CANSO join us in our Industry Declaration on PBN Implementation. I hope and expect that this will be a strong foundation for deeper and more effective coordination in the future.

Royal Jordanian is on the crest of a wave – even transporting the Pope – but considerable ATM challenges may restrict future growth


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The world’s largest and busiest airspace – about 50,000 flights a day traversing more than 3.5 million square miles of airspace over U.S. territory and more than 24 million square miles over the Atlantic and Pacific oceans – is managed by the U.S. Federal Aviation Administration.

The system includes more than 15,000 air traffic controllers who work at more than 300 air traffic control towers and centres.

Pressure to accept new types of aircraft while continually improving safety, security and efficiency is intense in the highly competitive environment. As a result, new plans for military airspace, unmanned aircraft systems and commercial spaceflights are being considered.

“We need to be forward thinking enough to know what is on the horizon,” said the FAA’s Dean Fulmer, National Special Activity Airspace project manager. He is working on ideas to improve how military and civilian aircraft share airspace now almost entirely monopolised by one or the other. Some military airspace is currently freed up for civilian use during major travel holidays. And sometimes, especially on the busy East Coast, the Defense Department surrenders control of airspace to allow civil aircraft to skirt thunderstorms or during days of particularly heavy traffic.

That kind of cooperation grew out of contacts made 10 years ago when U.S. air traffic hit a peak, according to Joe Hof, manager of International Operations at the FAA Air Traffic Control System Command Center. Air traffic managers looked at the large blocks of military airspace and saw possibilities.

The Defense Department, for its part, would like the opportunity to periodically conduct missions out of those blocks, which were established decades ago, said Hof, who has traveled abroad to share insights about the improving relationship between the FAA and the military.

“For that real-time use of airspace, we’re looking to go both directions with them,” Hof said. He pointed out that while more flexible use might save just 5-10 miles per flight, the cumulative impact can be substantial.

Flexibility and standardisation will allow the military to improve its airspace use while saving time, fuel and carbon emissions for civilian aircraft, Fulmer said.

“The goal is to get to where we have near real-time data as to what airspace is being used, what airspace is scheduled to be used, so that all of our users would know what’s active and what’s not active,” he said. “They can plan their flight to go through airspace they otherwise might avoid because they assume it might be active.”

Agreements are coming together for traditional aircraft while the military, other government and commercial interests also look for ways to increase their use of unmanned aircraft systems.

“There’s a lot of energy to develop the technology as fast as possible,” said Elizabeth Ray, director of Airspace and Aeronautical Information Management.

Unmanned aircraft systems (UAS)

Unmanned aircraft, piloted from the ground, are used in the U.S. for firefighting, disaster relief, border patrol, law enforcement, scientific research, search and rescue, and for military operations and training.

FEATURE

Civil-Military cooperation in action. Airline traffic (in red/orange) using military airspace (in blue) along the East Coast of the United States on December 24, 2008. Graphic: FAA

New ideas buzzing through U.S. airspaceFrom Unmanned Vehicles to Space Flight: How the FAA is ready for new complexities in its airspace.


Flexibility and standardisation save time, fuel and carbon emissions for civilian aircraft.

Daily use of unmanned aircraft in U.S. airspace is regulated to ensure the safety of the national airspace system is maintained as these systems continue to mature. One such area where UAS are progressing but still have significant challenges is ‘sense and avoid’, or the ability to steer clear of other aircraft, traditionally known as ‘see and avoid.’

“The challenge is to get to the point where they can fly in the national

airspace system just like any other airplane,” Ray said.

Ardyth Williams is working on that. The air traffic manager of Unmanned Aircraft Systems said the target date for ‘sense and avoid’ avionics standards is 2015.

“We require unmanned aircraft in the U.S. to integrate, not segregate,” Williams said.

UAS are ideal for “dull, dirty and dangerous” work, so a crew is not in harm’s way. That includes operations which have not been enabled yet, such as pipeline patrol or flying into a volcano, Williams said.

“There’s a multitude of things not going on today that may be enabled by unmanned aircraft,” Williams said. NASA, famous for its space exploration, is using UAS under the first A in its name – aeronautics research, she said.

At the same time, space travel is attracting commercial interest beyond NASA, and the FAA is laying plans for it.The FAA’s Office of Commercial Space

Transportation regulates, encourages and promotes the commercial space transportation industry. The first U.S. licensed launch was a suborbital launch of a Starfire vehicle on March 29, 1989. Since then, the FAA has licensed almost 200 launches.

The FAA also issues licenses for the operations of non-federal launch sites, or ‘spaceports.’ Since 1996, the FAA has issued site operator licenses for seven spaceports located in California, Florida, Virginia, Alaska, Oklahoma and New Mexico. The first launch from a licensed, non-federal facility was that of NASA’s Lunar Prospector aboard a Lockheed Martin Athena 2 on January 6, 1998, from Spaceport Florida.

So far, launches have been limited to satellites. But as the FAA rewrites the rules on military airspace and unmanned aircraft, commercial human space transportation seems at least possible.

“Those are some of the things we’re going to have to think about,” said Fulmer. “We need to be looking over the horizon.”

UAS are progressing but are still learning to ‘sense and avoid’

EUROCONTROL’s mission is to harmonise and integrate air navigation services in Europe, aiming to create a uniform and optimised air traffic management (ATM) system for both civil and military users. This is undertaken on a pan-European scale in order to achieve the safe, secure, orderly, expeditious and economic flow of traffic throughout Europe, while minimising adverse environmental impact.

The rapid evolution of unmanned aircraft systems (UAS) for both civil and military applications requires that EUROCONTROL takes a leading role in ensuring that UAS ATM integration is optimised as regards levels of overall ATM network safety, security and efficiency.

On this basis, the Agency established in 2008 the EUROCONTROL UAS ATM Integration Activity, which will coordinate several areas of the Agency’s expertise into a consolidated UAS ATM network integration work programme.

This UAS ATM Integration Activity involves extensive internal cooperation within the EUROCONTROL Agency, spread across various domains, such as ATM, Safety, Security, Human Factors, Surveillance, Spectrum, Communications, Civil/Military ATM Coordination, Research and Development.

Because of its unique civil-military composition, EUROCONTROL is well-suited to position itself regionally and globally within current and future UAS ATM developments. The aim is to

ensure that ATM supports the airspace requirements of UAS operations in segregated as well as non-segregated airspace, whilst also continuing to support the requirements of other airspace users, both existing and evolving.

This ATM integration initiative will seek to ensure that ATM requirements form a basis for UAS performance standards and certification specifications, to be developed by relevant bodies e.g. EASA, EUROCAE, NATO in coordination with ICAO, European States, RTCA, FAA, and the UAS industry itself.

The EUROCONTROL UAS Activity “2-Stream” Approach

The UAS ATM Integration Activity will be undertaken on the basis of a “2-stream approach” along two parallel timelines (described in more detail below). Stream 1 deals with the ATM integration of UAS in the short-medium term (up to 2020) while Stream 2 will support the integration of UAS in the context of SESAR for the longer term (post 2020).

Both streams are focused on achieving integration of UAS based on full UAS type certification (including UAS ground elements) to meet ATM network requirements. The streams will also be driven by the key perspective of deriving overall ATM network performance improvements on the basis of the major opportunities afforded by development of UAS avionics, command and control links, “sense and avoid” capabilities and

As the US begins its own process of integrating UAS into the airspace system, a similar process has started in Europe. In this article, EUROCONTROL’s Manager of UAS ATM Integration Activity, Holger Matthiesen, explains how the organisation is taking a leading role in UAS integration.


performance standards. Indeed, EUROCONTROL is of the opinion that such improvements could be transposed to manned aviation as a means of enhancing ATM for all airspace users.

Up to 2020: Stream 1

ATM performance-compliant technological solutions in areas such as UAS sense-and-avoid, as well as radio frequency spectrum standardisation (for UAS communications, command and control), are under development by industry. In this regard, it is expected that significant numbers of UAS already in use, and also some produced and delivered in the near- to medium-term, may not achieve full airworthiness certification. Nevertheless, they may still require access to non-segregated airspace to fulfill their various commercial and operational objectives. Furthermore, it remains the role of EUROCONTROL to ensure that ATM can respond to the business/mission needs of all airspace users, including UAS.

Stream 1 will therefore undertake integration issues of all UAS types expected in the short-to-medium -term, on the basis of a possible “phased/stepped approach”, embracing both segregated and non-segregated airspace, with safety considerations being paramount.

In addition, Stream 1 will support development of UAS certification specifications. It will be the role of EUROCONTROL to establish, in close

Integrating the unknown The EUROCONTROL Unmanned Aircraft Systems ATM Integration Activity


24 QUARTER 2 2009 AIRSPACE24 QUARTER 2 2009 AIRSPACE

coordination with States, the ATM requirements associated with integration of UAS (possibly on the basis of restricted UAS type certificates, restricted certificates of airworthiness and/or permits to fly).

Stream 1 will also examine existing national strategies for UAS integration, with the objective of building a cohesive “Pan-European UAS ATM Integration Proof of Concept”. This is a key element of Stream 1 and will be built in coordination with States’ ATM experts. It will validate the ATM acceptability of UAS technical specifications with a view to either their acceptance or the development of ATM strategies for mitigation of possible shortcomings, where feasible.

Post 2020: Stream 2 – SESAR

The long-term integration of UAS into the pan-European ATM network is to be undertaken within the framework of SESAR. Indeed, it will be an objective to establish the support required by SESAR for ensuring that the SESAR ATM end-state will accommodate both manned and unmanned aircraft systems as equal and legitimate airspace users.

Stream 2 will therefore seek to integrate those aspects of UAS operations which could improve overall ATM performance. Equally, SESAR ATM operational and technical requirements, derived from the SESAR ATM Target Concept, will be the subject of Stream 2 input to UAS certification activities. In this way, UAS certification specifications will evolve in tandem with the evolving SESAR requirements.

It can be noted that the SESAR ATM Target Concept itself provides:

“Specific technologies needed for UAS to ensure a transparent operation similar to a manned aircraft (e.g. dedicated high integrity UAS/operator command and control data links) fall outside SESAR. It is however conceivable that some technologies that will be developed in the coming years by and for the UAS community will find their way to manned aircraft as well, as we know of the requirements of advanced business aviation where sense and avoid technologies are sought in the not too distant future.”

In consideration thereof, Stream 2 will ensure, in cooperation with the

SESAR Joint Undertaking (SJU), a comprehensive SESAR interface. This will aim to ensure the development and availability of those enabling technologies which fall outside SESAR, but which prove to directly support the SESAR Target Concept as regards both manned and unmanned aviation.

UAS integration ATC real-time simulations

EUROCONTROL’s UAS ATM integration real-time ATC simulations have already started and are intended to explore major UAS-ATM interface issues, human factors, sense-and-avoid functionalities and additional requirements. This activity will directly support the EUROCAE WG-73 (UAS) processes, associated with establishing UAS certification categories based on ATM requirements. A first exploratory real-time ATC/UAS simulation was performed in September 2008 using an integrated ATC/UAS simulation platform provided by LFV (Sweden ANSP) and SAAB Industries. The Final Report of the simulation, published and distributed widely by EUROCONTROL, includes important initial ATM requirements and certification considerations.

EUROCONTROL’s UAS ATM integration real-time ATC simulations have already started



EUROCONTROL’s interface with external UAS-related establishments

EUROCONTROL is progressing its UAS work in full cooperation with various national and international groups. Accordingly, coordination has been established with EASA, EUROCAE, FAA, ICAO, SJU, and UAS industry through the Aerospace and Defence Industries Association of Europe, ASD.

Work with EUROCAE

EUROCONTROL provides leadership and considerable expert support to EUROCAE by supporting the EUROCAE UAS Working Group 73 in areas such as ATM, safety, security, military considerations and spectrum.

Work with FAA

Coordination with the FAA (USA) has already been established, in the framework of the Agency’s Memorandum of Cooperation with the FAA, on UAS integration issues such as ATM, safety and spectrum. This FAA/EUROCONTROL partnership will coordinate UAS items of mutual interest in order to support and drive global inter-operability. In addition, it will ensure coordination of R+D activities and the sharing of knowledge and experience, thereby avoiding duplication of effort.

Work with EASA

On certification issues, EUROCONTROL is working closely with the European Aviation Safety Agency (EASA) in order to support the development of UAS certification criteria. This coordination will help to ensure that ATM-related aspects of certification specifications are consistent with EUROCONTROL UAS ATM integration strategies as regards UAS of weights both above and below 150 kg.

Work with ICAO

The integration of UAS into the pan-European network is undertaken with a view to achieving global inter-operability. EUROCONTROL’s leadership of the recently established ICAO UAS Study Group (UASSG) will

afford the Agency the opportunity to foster consistency between EUROCONTROL’s UAS ATM integration strategies and ICAO’s globally-promulgated provisions. The ICAO processes will be aimed at both short-term development of global UAS guidance material/best practices and medium-to-long-term development of comprehensive UAS SARPs/PANS.

Work with industry – ASD

Due to the complexity of the many activities underway in support of integrating UAS, and notwithstanding the extensive coordination taking place between international organisations, communication with industry is essential in order to make progress. Moreover, this progress will only be achieved in close cooperation with organisations such as the Aerospace and Defence Industries Association of Europe (ASD), whose expertise and leadership within the UAS industry is essential. EUROCONTROL maintains active liaisons with ASD on UAS ATM integration matters.

EUROCONTROL Activities planned for 2009/2010

Following the successful UAS ATC Real Time Simulation of 2008, the EUROCONTROL Agency is expected to progress specific UAS studies in the following areas during 2009/2010:

• UAS ATM Safety assessments for UAS visual-line-of-sight and UAS as IFR in Class C airspace (enroute)

• UAS collision avoidance studies (including UAS ACAS requirements definition)

• UAS C3 Channel saturation quantitative modeling and mitigation studies

• UAS ATM Human Factors Case• UAS ATM Security Case.

Furthermore, in direct support of the EUROCONTROL UAS ATM Integration Activity, the EUROCONTROL Experimental Centre located in Brétigny sur Orge, France, will conduct additional statistical studies on the UAS Command, Control and Communications link latency values and their impact on ATC. The complexity of traffic mix,

including a wide range of UAS, will also be assessed, using the COCA (Complexity and Capacity) methodology. The impact of various UAS deployment scenarios on pan-European ATM system capacity will also be quantified. Future European air traffic samples, at several time horizons, will be generated for various UAS development scenarios. These traffic samples will then be integrated into fast time and real time ATM simulations addressing both short-term and SESAR ATM. A specific UAS real time simulation might be conducted. A UAS ground control station simulator direct connection to the EUROCONTROL Real Time ATC simulator is also planned.

Also of great significance will be the EUROCONTROL development during 2009 and early 2010 of “EUROCONTROL Specifications” for the operation of Global Hawk/Euro Hawk outside segregated airspace. Such specifications, in the frame of EUROCONTROL’s established regulatory competencies, will form the basis for harmonised pan-European ATM regulations for the safe integration of Global Hawk/Euro Hawk into the European ATM environment, enabling important initial deployments by the German and US military of these advanced UAS systems.

EUROCONTROL’s long-term involvement in the UAS sphere is expected, from EUROCONTROL’s perspective, to lead to tangible benefits not only for UAS and ATM, but for all airspace users. The EUROCONTROL Agency is committed to its involvement in developing the potential of unmanned aircraft systems, both civil and military, for the benefit of the entire aviation community.

Holger Mattiesen: EUROCONTROL is progressing UAS work in full cooperation with various national and international groups



Until now, UAS operations have mainly been associated with military applications, and these have been conducted in de-segregated airspace (MOAs and danger areas). However the emergence of non-military applications such as pipeline inspection, border control and fisheries protection etc. has prompted a national will in many States to commence UAS operations in un-segregated airspace. In addition, there is an emerging commercial market for applications that are “dull, dangerous or dirty”, e.g. fire fighting, agricultural management, high-altitude communication relays and air-lift/air-freight operations.

It is highly likely that the future ATM system will need to accommodate UASs in all classes of airspace and therefore CANSO has sought to identify some of the issues and challenges facing ANSPs and the ATM Community. This article gives a brief explanation of some of the key elements of UAS integration – for more details go to www.canso.org For UASs to be considered to be integrated appropriately into the ATM system, it is important that the three elements of the ATM system – Air Traffic Control (ATC), Air Traffic Flow Management (ATFM) and Airspace Management (ASM) are not disrupted.

• ATC – the presence of UAVs in un-segregated airspace must not impede the ATC function or place a burden on it greater that would be expected from an equivalent number of conventional (manned) aircraft. In essence the function of maintaining safe separation, passing instructions and providing efficient tactical management of traffic flow should be no more labour intensive or less safe.

• ATFM – the flow of General Air Traffic within the en-route airspace structure must not be impeded by the presence of UASs. In order to minimise this risk, UAVs will need wide operating envelopes that permit flight at a variety of cruising speeds and altitudes. In addition to this, flexible navigation capability is required, to permit efficient routing.

• ASM – UASs should not place additional demands on airspace management, other than would be expected for an equivalent number of additional manned aircraft. Again, UASs will need wide operating envelopes to enable them to mix with other traffic without the need for segregation, greater separation, or larger volumes of controlled airspace e.g. for terminal manoeuvring.

It must also be noted that the issue of airworthiness cannot be treated entirely separately, as the ANSP and national regulator should collaborate on an effective strategy to facilitate UAS integration into un-segregated airspace. Only through an understanding of the airworthiness capabilities of UAVs can access to un-segregated airspace be facilitated in a safe secure and efficient manner.

Today, UASs are requiring access to all classes of airspace including un-segregated airspace with increasing frequency, and their integration is complex and dependent on many factors. In order to understand the issues facing ANSPs and the ATM Community, it will be necessary to perform in-depth analysis to understand the minimum performance requirements a UAS must achieve in order to operate seamlessly and predictably in un-segregated airspace, without adversely impacting on safety, security or efficiency.

In the absence of ICAO official guidance on the use of UASs in un-segregated airspace, CANSO members are taking the lead in performing the required analysis (see articles pages 21 and 23) and so we can expect to see a number of important developments as UASs become an increasingly common sight in the sky.

Unmanned Aircraft SystemsCANSO guidance for ANSPs


PEOPLE

Dimitry Kosolapov

How would you describe your role at State ATM Corporation?

My duties and responsibilities within State ATM Corporation are nothing out of the ordinary. As a director of safety and quality management I am responsible for Safety and Quality Management System development and implementation at the State ATM Corporation. But being a safety manager is a more complicated job than might be thought at a first glance. The main complexity is the gaining of trust: the trust of the operational staff in a safety management system, and the trust and engagement in a culture of safety.

How difficult have you found it to develop that trust?

The implementation of SMS components and elements is a sophisticated process, but it is practically executable. Every safety manager knows how to develop and

implement safety standards and procedures, risk management, safety performance, safety surveys and audits, how to document an adoption and to share best practices. Even if he has any difficulties with this, he can turn to a large number of different open sources and guidance materials dedicated to safety management and choose what he likes best. But all this sophistication barely operates – or doesn’t operate at all – without a sufficient amount of energy. And this energy is ‘safety culture’.

The majority of ATCOs consider safety managers a sort of inspector, the prime task of whom is to find any deficiencies in controllers’ work. The more deficiencies are found out, the more a safety manager succeeds. But in reality this is not so – and it is not my point of view.

When I used to be a shift supervisor we had a good practice of “non-formal de-briefing” in my team. It wasn’t my

invention – the idea belonged to my predecessor. As a rule, in Russia we have the established staff of an operational team led by one supervisor, and the supervisor’s duty includes maintaining and testing controllers’ professional skills. Officially it’s done in accordance with established documented procedure. Everything looks great, but it doesn’t work. Neither the controller, nor the supervisor responsible for the controller’s actions, wishes to officially announce information about any errors. The main reason is simple – fear.

Much more valuable is a non-formal environment, such as a picnic, fishing, or time in the pub. People became more candid in such friendly atmospheres and it worked. The controllers told about their mistakes which could potentially cause an incident, we discussed the ways of solving the ATC problems, exchanged different opinions, and the older controllers shared their experience with

Dmitry Kosolapov is Director of Safety and Quality Management at State ATM Corporation (Russia). As the CANSO Standard of Excellence in Safety Management Systems is brought to the AGM for endorsement, Dmitry spoke to Airspace Magazine about the challenges of creating an effective ANSP Safety Culture, and the priorities of Quality Management.

Frontline


PEOPLE

younger ones, gave some particular advice, etc. That was a safety culture in a small society that was probably a bit primitive, but a preventive model of safety approach, and, perhaps fortunately, or maybe due to that, my team didn’t have any incidents.

How do you overcome that “fear”? What management techniques can you use?

When I took a position of ACC chief and made an attempt to implement the same broadminded atmosphere for official briefings and de-briefings, I faced a lot of barriers. ATCOs were more or less ready to talk to me face-to-face in a confidential manner, but not in front of a big audience, and not only because of a fear of punishment but also due to “me first” mentality. Nobody wants to be the first to share any negative information about himself.

Almost all the elements of SMS existed in the Soviet Union and then in Russia, before ICAO published the appropriate requirements. All these elements were established by different manuals, regulations and rules, and some of them were proactively oriented. That was why our first step in implementing an SMS was to boil down the arrangement and integration of all of them into one system. But when we did it we saw that the expected effect of an SMS was not achieved. The system was still working well reactively but didn’t demonstrate any proactive approach. The obvious lack of safety information didn’t allow the system to work effectively. We examined the problem and understood the reason: Safety Culture. The operational staff kept silent despite all the safety propaganda, safety policy and safety statements. I remembered my supervisor’s experience and realised that safety culture can’t be developed. It can’t be implemented. It can only be grown and fostered.

So how are you fostering Safety Culture at State ATM Corporation?

Well this is my biggest challenge. I guess that this work will not be completed during my career but I’m

sure that I am going about it in the right way. We are now developing a mechanism which will motivate ATCOs to provide safety information, including human and systemic errors. The key idea of this mechanism is a system of safety metrics or safety indicators which depend on the number of safety hazards indicated and prevented. The mechanism increases the safety level of a particular ATC unit operation in line with the number of hazards prevented. So logically, the unit manager is interested not in hiding information about hazards and errors but in sharing it.

How has the CANSO Community helped with your work?

Doing this work we got a great benefit from our participation in the CANSO Safety Standing Committee, especially the activities of the safety metrics Workgroup, SIEP WG, and safety culture Workgroup. Discussing different safety issues at the safety seminars helped us a lot with our way of improving the SMS. I hope we will establish and develop our contacts and cooperation with John David of NAV CANADA on confidential reporting system, an issue where we considered NAV CANADA to be ahead of us. We also have great interest in further contacts with Mark De Nicolo from the FAA, and his work over Future Concepts for Measuring Aviation Safety, Performance & Effectiveness. In my opinion the preventing SMS is based on wide scale of safety experience and any safety information we can get from different ANSPs in the framework of CANSO and SSC activities are obviously of great use for State ATM Corporation. The same could be said of the CANSO Standard of Excellence in SMS, which, from my point of view, provides an ideal way to communicate best practice to all CANSO Members.

You sit on both the CANSO SSC and also the Quality Management Workgroup. What issues are you facing with Quality Management at the moment?

During recent years State ATM Corporation has experienced a

significant growth in flights and as a consequence increasing demands on the operators of the ANS system. To facilitate the meeting of these demands the management of the organisation made a decision to implement a QMS. The compliance with the customer demands needs the business transformation. The understanding of where to go and what kind of transformation is to be performed, is the challenge for QMS. Doing some customer surveys, analysing the best practice of the advanced ANSPs, we realised that Russian ANS system first of all needs to integrate with the world’s ANS system in general and European one in particular. What we vitally need in the near future is the implementation of all ICAO recommended procedures and practices: RVSM, RNAV, PBN, CNS/ATM conception, etc. All of these can and must be done only with close cooperation with our clients, both national and international. To establish and maintain this cooperation is another challenge for QMS. And this is a really serious challenge. Actually the ISO provides only common standards for QMS. The adoption of these standards to the particular business is a task of the Quality Manager, and I believe that an active global exchange of quality management experience and information assists the development of enhanced business information systems and performance. Any business transformation, any changes of the ANS system, even directed at improvement, can cause a risk to safety. Finding the balance between permanent improvements oriented to customer demands and the maintenance of acceptable safety level is the integration challenge of QMS and SMS. The issue of integration now is number one for the CANSO Quality Management Workgroup.

Anyway, as we say in Russia, one brain is good, but two brains are better. Here in CANSO we have the combination of different brains and I should say that, yes, certainly CANSO is a global voice of ATM, but, to my mind, firstly it is a global brain of ATM, because everyone has to think before saying. And I am proud to get a chance to become a cell of this brain.


INSIDE CANSOCANSO World ViewATM Data, News & Events

IFR MOVEMENTS comparison 1st quarter 2008 & 2009*

NEWSBabbitt Confirmed as FAA AdministratorThe US Senate confirmed Randy Babbitt as FAA administrator, filling a leadership gap that has not been permanently staffed since Marion Blakey stepped down from the agency in 2007.Babbitt takes over from acting head Lynn Osmus, who replaced acting administrator Bobby Sturgell in January.

AMERICAS

apac

americas

*+,-+.(#

*+,-+.)#

5 969 9032008

2009 5 605 315

558 0572008

2009 537 270

6 016 8022008

2009 5 437 057

europe

UPCOMING EVENT1st CANSO Caribbean ANSP Conference4-6 November, 2009Curacao, Netherlands AntillesHosted by NAATC


NEWSCANSO European Members Forecast EUR 1bn loss in 2009CANSO’s European Members have predicted a EUR 1bn loss in revenues for 2009 and have proposed measures for the recovery of air transport in the region.The European CEOs will continue the implementation of the ATM Master Plan and actively support the SES 2 package and FAB initiatives. They have agreed to move from the present cost recovery principles to a system that introduces incentives to performance. They are particularly engaged in accelerating the flight efficiency plans that will deliver operational and environmental benefits.

EUROPE

apac

americas

*+,-+.(#

*+,-+.)#

5 969 9032008

2009 5 605 315

558 0572008

2009 537 270

6 016 8022008

2009 5 437 057

europe


NEWSCANSO/IATA Report Identifies Huge Cost Savings and CO2 ReductionsCANSO’s Asia-Pacific Regional Office has published a cost-benefit study on the implementation of ADS-B in the South China Sea, identifying potential savings of over $4m dollars per year and nearly 10m lbs of CO2.

Examining the costs and benefits of an initial implementation of ADS-B leading to reduced separation along 7 routes in the South China Sea, starting in 2013, the report concluded that the potential savings from improved airborne efficiency and reductions in ground delays would be up to 2,903,722 lbs of fuel and $4,179,782 in total cost savings over a 12-month period.

ASIA-PACIFIC

apac

americas

*+,-+.(#

*+,-+.)#

5 969 9032008

2009 5 605 315

558 0572008

2009 537 270

6 016 8022008

2009 5 437 057

europe

*Reporting CANSO members only




INSIDE CANSO

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 80% 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.

JOINING CANSOThe membership of CANSO is drawn from a wide range of ANSPs and companies involved with the delivery of air traffic services. Membership offers them the chance to network formally and informally, exchange best practice, and

Who We Are and What We Do

Aena – SpainAEROTHAI – ThailandAirports Authority of IndiaAirservices AustraliaAirways New ZealandANS of the Czech Republic ATNS – South AfricaATSA – BulgariaAustro Control – AustriaAvinor – NorwayAZANS – Azerbaijan Belgocontrol – BelgiumCAAS – SingaporeDFS – GermanyDHMI – TurkeyDSNA – FranceEANS – EstoniaENAV SpA – ItalyFederal Aviation Administration – USAFinavia – FinlandGACA – Kingdom of Saudi ArabiaHellenic Civil Aviation Authority HungaroControlIrish Aviation AuthorityISAVIA – Iceland

Kazaeronavigatsia – KazakhstanLFV – SwedenLGS – LatviaLPS Slovak RepublicLVNL – the NetherlandsMATS – MaltaNAATC – Netherlands Antilles NAMA – NigeriaNANSC – EgyptNATS – UKNAV CANADANAV PortugalNaviair – DenmarkOACA – TunisiaOro Navigacija – LithuaniaP.I.A. J.S.C. – KosovaPANSA – PolandROMATSA – RomaniaSakaeronavigatsia Ltd – GeorgiaSercoskyguide – SwitzerlandSlovenia ControlSMATSA – SerbiaState ATM Corporation – Russia UkSATSE – Ukraine

contribute to CANSO Workgroups, delivering the standards and policies that will drive the future development of Air Navigation Services.

Full (ANSP) Membership is open to all ANSPs, regardless of whether or not they are autonomous of their government. Associate members can apply for either Gold or Silver status, which brings differing levels of event and advertising discounts and access to CANSO Workgroups. All members get a free listing in the CANSO Yearbook, and have access to the Global ATM Net, an extranet that is the hub of CANSO’s activities, and home to an extensive member database.

For further information on joining CANSO, please contact Marc-Peter Pijper on +31 (0)23 568 5380 or email [email protected]

Full Members Associate Members

Gold MembersBoeingEra CorporationFREQUENTIS AGGroupEAD Europe S.L.ITT CorporationLockheed MartinRaytheonSELEX Sistemi Integrati S.p.A. Sensis CorporationThales

Silver MembersAdacel Inc.AirbusARINCATC Global (CMP Information Ltd)ATCA – JapanAviation Advocacy SarlAvitech AGBarco Orthogon GmbH Booz Allen HamiltonComsoft GmbHEntry Point NorthGM Merc A/S

HARRISHeliosHITT TrafficIndra SistemasIntegra A/SIntelcan Technosystems Inc.JeppesenL-3 Communications ESSCO Lochard LtdThe MITRE Corporation – CAASDMetron AviationM.L.S. International CollegeNaverus, Inc.PA Consulting Group A/S Northrop Grumman Park Air SystemsQinetiQQuintiqSAAB ABSITASun Microsystems Inc.Swedavia ABTerma A/SUbitech Systems Inc.U.S. DoD Policy Board on Federal AviationWIDE

Dark area illustrates airspace controlled by CANSO members


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Airspace Issue 5

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