CANSO ATM Report & Directory

CANSOATM Report & Directory 2012

Published by CANSO

The 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 expressed 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. CANSO ATM Report & Directory 2012Published by CANSO May 2012 Transpolis Schiphol Airport Polaris Avenue 85e 2132 JH Hoofddorp The Netherlands

Tel. +31 (0)23 568 5380Fax +31 (0)23 568 5389Email [email protected] www.canso.org

Editorial TeamAnne Paylor, Timothy Hoy

DesignThe Click Design Consultants www.theclickdesign.com PhotographyCourtesy of CANSO Members. Additional images supplied by Mark Wagner Sales ManagerGill Thompson

Contents

Forewords Chairman Paul Riemens Director General (Interim) Samantha Sharif

10. 12.

Aviation: one industry working together Raymond Benjamin, Secretary General, ICAOTony Tyler, Director General, IATA Angela Gittens, Director General, ACI World Alexis Brathwaite, President & CEO, IFATCA

20.

21.

22.

23.

ATM Data & Analysis ATM Traffic Statistics Air Navigation Service Provider Performance Results

28. 30.

Industry Priorities Collaboration is key as CANSO brings ATM expertise in support of ICAO efforts at a global level SSC feeds into a range of ICAO global safety initiatives Operations Standing Committee providing critical feed into ICAO global initiatives AIM: the first transition step on the complex journey from AIS to SWIM Important role for ATM in reducing aviation’s environmental impact Policy Committee prepares CANSO position for crucial Air Navigation Conference Performance-based approach is the way forward for ANSPs Quality Management ensures sustainable product delivery

42.

48.

52.

58.

62.

68.

72.

76.

Reports from the Regions CANSO makes significant contribution to ICAO efforts in Asia Pacific New Africa Office harnessing CANSO expertise to help address regional issues Industry involvement crucial to the complex evolution of Single European Sky CANSO making inroads in the Americas Coordinated ATM approach crucial to sustained traffic growth in the Middle East

84.

86.

87.

91.

93.

Directory Air Navigation Service ProvidersGold Associate MembersSilver Associate Members

100.

171. 184.

Inside CANSO

What is CANSO and what do we do?Introducing the Executive CommitteeIntroducing the Secretariat2012-2013 Advertising, Sponsorship & Exhibition Opportunities

216.

220.

222. 224.

6 CANSO ATM REPORT & DIRECTORY 2012

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Retoucher:

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Frontline Communications Partners 1880 Century Park East, Suite 1011, Los Angeles, CA 90067

0 25 50 75 100

3C

4C

50K

50C41M41Y

Transforming the air traffic management (ATM)

system is essential for improving safety, efficiency

and the environment around the globe. Boeing

is fully committed and uniquely qualified to help

make ATM transformation a reality. It’s the right

time and Boeing is the right partner.

Cyan Magenta Yellow BlackClient - FRONTLINE Job # - 121606 Ver. - AD01

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7 FOREWORDS

Forewords Chairman Paul Riemens Director General (Interim) Samantha Sharif

10. 12.

303m

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leed

216mm Bleed

297m

mTr

im

210mm Trim

Scale: 1.0" = 1"

280m

mLi

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190mm Live

Date: 4/28/11file Name: BOEG_BCAG_ATM_5582M_B

Output printed at: 100%Fonts: Helvetica (Bold), Helvetica (Plain), Helvetica 65Media: Airspace

Space/Color: Full Page–4-Color–BleedLive: 190mm x 280mmTrim: 210mm x 297mm

Bleed: 216mm x 303mmProduction Artist: S. Bowman

Retoucher:

GCD: P. SerchukCreative Director: P. Serchuk

Art Director: K. HastingsCopy Writer: P. Serchuk

Print Producer:Account Executive: D. McAuliffe

Client: BoeingProof Reader:

Legal:Traffic Manager: Traci Brown

Digital Artist:Art Buyer:

Vendor: Schawk

Job Number: BOEG_BCAG_ATM_5582M_BApproved

Date/InitialsClient: Boeing Product: Commercial Airplane Company

PUBLICATION NOTE: Guideline for general identification only. Do not use as insertion order.Material for this insertion is to be examined carefully upon receipt.

If it is deficient or does not comply with your requirements, please contact: Print Production at 310-601-1485.

Frontline Communications Partners 1880 Century Park East, Suite 1011, Los Angeles, CA 90067

0 25 50 75 100

3C

4C

50K

50C41M41Y

Transforming the air traffic management (ATM)

system is essential for improving safety, efficiency

and the environment around the globe. Boeing

is fully committed and uniquely qualified to help

make ATM transformation a reality. It’s the right

time and Boeing is the right partner.

Cyan Magenta Yellow BlackClient - FRONTLINE Job # - 121606 Ver. - AD01

LiveTrimBleed

By 2026, it is forecast that aviation will contribute $1 trillion to world GDP. ANSPs have a critical role to play in ensuring this growth.

PicturedRio de Janeiro-Galeão International Airport

© 2012 Google


a safe, efficient and cost-effective air transportation system, but for real progress to be made ANSP leadership is required and CANSO is best placed to provide this leadership.

The feedback we received emphasises the need for CANSO to deliver the three key objectives set out in our Waypoint 2013 Strategy: • To be the clear voice of ANSPs• Lead the improvement of ANSP performance • Optimise the effectiveness of the organisation

As we plan to deliver these objectives, continuing to build and maintain relationships with key industry stakeholders including ICAO, IATA, ACI, IFATCA and IFALPA is essential. It is important for example that as an industry we have an integrated approach to the delivery of the Aviation System Block Upgrades and also that we are working together to prepare for the 12th Air Navigation Conference to be held November.

Since I was appointed in June as the Chairman of this global organisation, what has struck me is the need to ensure that the work we are undertaking in the regions must be fed into supporting and strengthening our three global Standing Committees: Safety, Operations and Policy. Likewise,

As we enter 2012 we can be optimistic about the year ahead, however the financial forecasts from many economists present an uncertain future. With the decline in freight traffic during the final quarter in 2011, history has shown passenger traffic is likely to follow a similar path. Meanwhile, the results from the CANSO Global ANS Performance Report that has recently been published show a slight increase in ANSP productivity, although I am sure you will agree with me that there is still much more to be done if we are together to successfully transform our industry.

In June we staged our ATM Summit in Bangkok, kindly hosted by Aerothai, where we celebrated CANSO’s 15th year of operations. We invited the world’s foremost aviation leaders to share thought-provoking insights into the future of air traffic management. Delegates were asked to critique air navigation service providers’ role in delivering a safe, efficient and cost-effective service, with a view to advancing the pace of improvement in ATM….. we were not disappointed. The conference concluded with widespread agreement that the ATM industry has a vital role to play in delivering

the Standing Committees must support and strengthen our work in the regions.

I would like to take this opportunity to acknowledge the significant contribution made by our members through their active engagement and participation in the initiatives being driven through our Standing Committees. I would like to specifically thank the members who have seconded Programme Managers to our various Workgroups and Standing Committees, because without their contribution and the diligent support of the Secretariat, CANSO would not be in the position we are today, proactively helping to transform the industry and strengthen relationships with key stakeholders.

There is no doubt that our industry will continue to face significant challenges over the year ahead, however with your ongoing support I am confident that CANSO has the vision, the strategy and the commitment from its members to make significant progress.

Foreword from Chairman Paul Riemens

Working with key stakeholders to transform our industry


Introduction from Director General (Interim) Samantha Sharif

Welcome to the CANSO ATM Report & Directory 2012

It is encouraging to note that the pace of new members joining CANSO in 2011 has outperformed the trend set in previous years, including 9 new ANSP full members and 18 associate members. The feedback that we have received suggests that this is because CANSO is successfully addressing the key issues impacting our industry and providing a single and relevant voice representing the needs and requirements of the ANSP community. This is not easy, we are aware that there are no simple solutions to the challenges that we face, and many industry stakeholders to consider in the process.

This year we have not shied away from speaking out on some important issues impacting our industry, including the industrial action that blights our industry in some regions, and the onerous and inefficient ANSP funding mechanisms that some of our members have to endure. With your support we will continue to do so, to encourage the legislative changes that we need as an industry to be able to deliver on our promises.

As of January 2012, 67 ANSPs are members of CANSO with a combined responsibility for over 85% of world air traffic movements. We are in regular dialogue with other ANSPs that have also recognised the value of CANSO membership, but not yet joined the CANSO community. In the meantime we want this directory to provide the most comprehensive source of information available on ANSPs, worldwide.

This 2012 edition also includes a detailed update on the activities of CANSO’s three Standing Committees that provide the focus to our work: Policy, Operations and Safety, each resourced by our members. The initiatives they are addressing ensure that we are on-track to deliver our Waypoint 2013 strategy.

I hope that you will find this to be a useful and interesting overview, and I encourage you to contact me or any of my CANSO colleagues if you or your organisation is keen to get involved in helping us transform our industry to deliver the safety, capacity, efficiency, cost and environmental accountability that society demands.

There are exciting times ahead for CANSO, not least the launch of the World ATM Congress (www.worldatmcongress.org) in Madrid in February 2013. This will be an unprecedented annual event for the air traffic management industry, combining a large-scale industry exhibition with a conference that will debate the tough issues that the industry is facing, developing and shaping opinion, providing thought leadership for delegates. Most importantly it will also provide the only opportunity for ANSP CEOs en masse to meet with all the key industry stakeholders. The congress will enable CANSO to provide updates on the excellent work of our Policy, Operations and Safety Standing Committees, addressing the important issues impacting our industry.

We will provide more information relating to what we have planned during the course of 2012 supporting our goal to transform global ATM performance.

In 2011 CANSO celebrated its 15th

anniversary. From humble beginnings to a global network of more than 130 members, CANSO is now recognised as the global voice of air traffic management. Boasting official observer status at ICAO, the International Civil Aviation Organization, CANSO represents the best interests of its members while working to transform the performance of the air traffic management system.

PicturedDallas International Airport

© 2012 Google


www.lockheedmartin.com

The world’s air transportation system is fragmented and ineffi cient. That’s why it’s essential to create an air traffi c management system that links disparate systems into a harmonious whole. At Lockheed Martin, we’re working with industry partners to develop technologies that will increase capacity, provide performance enhancements and cost savings, and create the harmonious air traffi c management system of the future. Building next-generation air transportation is all a question of how. And it is the how that Lockheed Martin delivers.

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314-63151_NextGen_RisingChallenge_Client.indd 1 2/21/12 3:18 PM

17 FOREWORDS

Aviation: one industry working together Raymond Benjamin, Secretary General, ICAOTony Tyler, Director General, IATA Angela Gittens, Director General, ACI World Alexis Brathwaite, President & CEO, IFATCA

20.

21.

22.

23.

Industry collaboration is at the heart of driving global transformation. For this reason CANSO is working tirelessly to strengthen relationships with ICAO, airlines, airports, air traffic controllers and other key aviation stakeholders.

PicturedHurghada International Airport

© 2012 Google, GeoEye


Transcending borders and bridging cultures and economies is what aviation does best. The world’s ANSPs sustain and manage air transport’s ‘bridges in the sky’, delivering a safe and efficient network where aircraft can operate and promoting a culture of constant improvement that challenges the entire sector to keep pace and continue to innovate towards our common goals.

Because it impacts so directly on ICAO’s complimentary safety and efficiency goals, Air Traffic Management (ATM) is a very high priority in our Organization today. The 37th General Assembly (2010) directed ICAO to double its efforts towards satisfying the global needs for improved airspace interoperability and, on the basis of this mandate, the Organization has been advancing the new and landmark Aviation System Block Upgrade (ASBU) initiative with its sectoral partners.

ASBUs represent a set of tailored and programmatic ATM solutions. They were first introduced for review and coordination by the high-level Future Aviation Challenge Team (FACT), that included CANSO, which had been convened by ICAO’s Air Navigation Bureau early in 2010. Following these consultations with our key ATM partners, the Organization then presented the ASBU approach to a wider range of industry stakeholders at the Global Air Navigation Industry Symposium (GANIS) at ICAO Headquarters in 2011.

For ANSPs, interest at GANIS was focused on the incremental advances and scheduling flexibility mechanisms associated with the various infrastructure upgrades they will be responsible for implementing under the ASBU approach. GANIS industry participants, meanwhile, were focused mainly on the individual modules that constitute each of the Block Upgrades being proposed.

In all of these cases, the technological requirements defined by each of the ASBU modules impact investment and planning strategies significantly across our sector. This highlights once again that consultation and cooperation amongst the FACT, industry, military airspace users and other partners globally will be key to any success aviation will achieve in this endeavour.

It has also begun to illustrate to the entire aviation community that our safety, efficiency, sustainability and security goals are today more closely linked than ever before, forming a ‘system of systems’ that requires all of us to be more connected, considerate and collaborative in everything we seek to accomplish.

It goes without saying that ANSPs are crucial to this process going forward and CANSO has been a very important voice as this cooperation continues in advance of ICAO’s Twelfth Air Navigation Conference in November 2012. The last 12 months have been very busy for the ANSP community and ICAO is extremely appreciative of the important contributions and the degree of partnership CANSO and its members have exemplified.

Raymond BenjaminSecretary General International Civil Aviation Organization (ICAO)

BottomTony Tyler

TopRaymond Benjamin

21 AvIATION: ONE INDUSTRY WORkING TOGETHER

Tony TylerDirector General IATA

achieve a harmonised incremental upgrade of the global ATM system. IATA is fully involved and wholeheartedly supports this important work.

But the global system is only as strong as the sum of its parts. Airlines are frustrated with the slow progress of ATM performance improvements in the US and Europe. The US NextGen and SES/SESAR projects must be based on the pragmatic implementation of technology with robust business cases for the airspace users. Some progress has been made in the US through the creation of the NextGen Advisory Committee, which has developed 12 industry recommendations. If implemented, these would reduce total delays by about 35%, generating $23 billion in cumulative benefits to airlines by 2018. However, in the EU, states are falling behind in their SES commitment. If the issues raised in last November’s progress report are not addressed, there is little hope that SES will meet the agreed timetable. I echo EU Transport Commissioner Siim kallas’ view that “2012 is a make-or-break year for the Single European Sky and there is a lot at stake.” We count on CANSO being a strong partner in convincing European states to push forward the implementation of Functional Airspace Blocks and for the setting of more ambitious performance improvement targets until 2020.

The SES and NextGen frustrations highlight a growing dimension in the IATA/CANSO relationship. Solving many of the issues that the industry faces requires an equal if not greater focus on advocacy as on technical issues. Clearly, governments in the US and Europe are not falling over themselves to improve the efficiency of the air transport system. That means that we have not convinced them of the economic and social benefits that the industry is currently providing, let alone how much we could facilitate with more efficient infrastructure.

The priority of politicians is to generate jobs and wealth. A healthy aviation sector can help them achieve that. Some enlightened governments in Asia and the Middle East have grasped this and supported their air transport industries. We have to demonstrate to other governments, especially in Europe, that instead of taxes and infrastructure restrictions, they should encourage investment and growth opportunities.

To help put this case, IATA has commissioned a series of country-by-country studies into the economic benefits of aviation. These reports reveal the overwhelmingly positive impact of air transport connectivity. So our aim for 2012 is to invite all aviation stakeholders to use these reports, and bang the drum for aviation. Our industry is a driver of wealth, both material and of the human spirit, and it has the power to turn our planet into a global community. By harnessing our coordinated strength, I am sure that aviation’s key players can create a positive, sustainable future for flight, and I look forward to IATA and CANSO forging ever-closer links in pursuit of an innovative and value-driven air navigation system.

Aviation is a team effort. Global cooperation amongst aviation’s stakeholders - including air navigation service providers - on safety is the foundation stone of the air transport system. Working together has also put aviation at the forefront of industries dealing with climate change. In this context the relationship between IATA and CANSO is of critical importance. When we work successfully together we can deliver important results. One example is the introduction of more flexible routings between Johannesburg and Atlanta providing potential annual fuel savings of 690 tonnes.

We have a full agenda going forward and rely upon CANSO’s help to achieve our goals. In the Middle East, where only 40% of the airspace is permanently open to civil aircraft, we are working with key stakeholders including the military to free up capacity and allow aviation to continue delivering economic benefits to the region.

In Asia-Pacific and the Indian Ocean, IATA members are playing an active role in airspace initiatives such as ASPIRE and INSPIRE. The challenge for us all is to embed the best practices identified by these ‘perfect flights’ in everyday use. Also significant is the work towards the Seamless Asian Sky. The development of an ICAO planning group is a crucial step forward and we must continue to engage vital players such as China, India and Japan.

The background to these regional programmes is that air navigation needs to become a more harmonised global system, and the work of ICAO and CANSO is crucial in this. The ICAO Aviation System Block Upgrades outline the work and technology required to


Angela GittensDirector General ACI World

Airports Council International promotes the collective interests of the world’s airports and the communities they serve. We promote professional excellence in airport operations and management, and SAFETY is our enduring priority.

Collaborating with industry stakeholders such as ICAO, IATA and CANSO, we work to enhance safety in all aspects of the aviation sector and our close partnership ensures that we are moving forward with the best interests of our passengers and stakeholders foremost in our minds.

As we look back at major milestones that we achieved for our industry this past year, this collaboration and cooperation with our sister international organizations is a recurring theme in our work.

First was our strategic decision to move our headquarters to Montreal. The relocation was significant as it allows us to further align our priorities with ICAO and provides for daily engagement by our staff with ICAO. It is at this international regulatory level where we work to strengthen the application of global standards and policies that enable our airport members to achieve the highest standards of performance.

Last year also saw a new level of engagement with the senior leadership of IATA and ACI, when IATA Director General Tony Tyler attended the ACI World Annual General Assembly and Conference in Marrakech. While there are a few issues that divide airports and airlines, there are many more that unite us and a stronger working relationship with IATA certainly benefits the entire aviation sector.

Our voice is magnified when we speak as one on issues like the EU Emissions Trading Scheme. We agreed with IATA that issues of international environmental concern are best dealt with at the ICAO level. This global effort is precisely what is required on this issue and one we will be monitoring closely.

Just as we have seen our engagement with IATA expand in the past year, our working relationship with CANSO has been enhanced as well. In 2010, we welcomed over 5 billion passengers, and with 10 billion passengers expected at the world’s airports as soon as 2029, it is clear that our capacity needs will not be met by capital projects alone. Airport Collaborative Decision Making is one tool we can use now to improve efficiency and minimize delays. At our General Assembly in 2011, our members supported a joint project with CANSO to promote the worldwide introduction of A-CDM systems that can interact with in-flight CDM using standard interfaces similar to those being applied in Europe.

Aviation is one industry that operates globally every day around the clock. This global operating environment demands close working relationships and regular engagement is the cornerstone for our work. Certainly our customers deserve the best aviation system we can provide; one that is both safe and efficient and meets both their business and leisure travel needs. I am committed to not only meeting those needs, but exceeding their expectations and look forward to working with CANSO and other international stakeholders on this important agenda.

BottomAlexis Brathwaite

TopAngela Gittens

23 AvIATION: ONE INDUSTRY WORkING TOGETHER

navigation system. More important than particular technology or procedures, a comprehensive solution for ATM requires a high level of co-operation between all members of the ATM Community. The co-operation required demands pragmatism and compromise by all involved. Pragmatism requires that no issue, be it finance, politics or industrial relations, is left unaddressed and does not demand more of others than you are willing to offer. Compromise requires enlightened self interest, which is a preparedness to give up something in order to get something else.

IFATCA has been able to forge meaningful and mutually beneficial relationships with many stakeholders in the aviation sector. This has lead to sustained improvements in safety and efficiency. IFATCA member associations, be they professional associations or unions, all seek to forge a similar collaborative and constructive relationship with the air navigation service providers and other stakeholders in their respective countries.It has been clearly demonstrated that where such relationships exist there is greater safety, efficiency and productivity.

As the organisations that represent the employers and employees, it is important that CANSO and IFATCA demonstrate leadership and set the tone for the type of constructive and positive relationship that is possible between employer and employee. The CANSO/IFATCA relationship can best be described as a work in progress. Building the right relationship will take sustained commitment, but will have a considerable positive effect on the evolution of the ATM system.

Fostering the right working environment now is important as we seek to attract the next generation of aviation professionals. There is much debate about why there is a shortage of aviation personnel and what has to be done to make the profession appealing to current job seekers. We should always remember that, regardless of how the interests of generations may change, some needs will remain constant. The requirement for a job to provide meaning in an environment of mutual respect will not change. In fact, as opportunities increase to find such meaning or to create them for oneself, there will be increasing pressure for traditional workplaces to ensure that they remain relevant.

There are of course different ways that employers may seek to engage with their employees. Employers may seek to control their employees or to foster commitment; and they may seek to avoid, accommodate or partner with unions. Studies have shown, even in the aviation industry, that fostering commitment from employees and partnering with unions is by far the strategy that leads to better long term results. Collaboration based upon mutual respect is the only way to create an environment conducive to safety and efficiency.

Not only should CANSO and IFATCA play a part in making this happen; we have a responsibility to do so.

The current industrial climate within the Air Traffic Management sector is, at best, tense and, at worst, contentious; with signs that the situation will deteriorate before it gets better. That this is taking place at the same time as significant investments in the future air traffic management system will cause concern among many stakeholders. It highlights that the problems we face and hence the solutions we need are not all technological.

IFATCA’s “Statement on the Future of Global ATM” promotes collaboration among the ATM community as necessary to create the future air

Alexis BrathwaitePresident & CEO IFATCA

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Follow us on:

12NCS315_ATM_CansoYearbook_February2012.indd 1 2/9/12 5:34 PM

25 FOREWORDS

00. 00.

ATM Data & Analysis ATM Traffic Statistics Air Navigation Service Provider Performance Results

28. 30.

In 2011, 160 air navigation service providers, 1,715 airlines operating 23,000 aircraft, and 3,750 airports worked together to transport more than 2.7 billion passengers to their destinations quickly and safely.

PicturedCanberra Airport

© 2012 Google


Percentage change in total IFR Movements per CANSO Member

2011 vs 2010

Total IFR Movements

Per member

MATS (MT)-14.82%

CARC (JO)-5.08%

FAA (USA)-3.62%

SENEAM (MX)-3.32%

Air Services (PNG)-2.95%

Airways (NZ)-1.42%

DCAC (CY)-1.34%

HungaroControl (HU)-0.84%

UkSATSE (UA)-0.41%

Hellenic (GR)+0.16%

ENAV (IT)+0.82%

ATNS (ZA)+0.94%

Austrocontrol (AT)+1.47%

ROMATSA (RO)+1.84%

IAA (IE)+1.89%

SMATSA (RS & ME)+2.52%

AZANS (AZ)+2.79%

DFS (DE)+2.99%

Skyguide (CH)+3.07%

LPS (SK)+3.11%

Pristina Int. Airport JSC+3.12%

NATS (UK)+3.18%

Belgocontrol (BE)+3.58%

Avinor (NO)+4.01%

ANS Czech (CZ)+4.01%

Aena (ES)+4.23%

NAV Portugal (PT)+4.69%

Naviair (DK)+5.06%

Airservices (AU)+5.28%

DSNA (FR)+6.25%

LVNL (NL)+6.78%

Slovenia Control (SI)+7.50%

GCAA (UAE)+7.59%

NAATC (AN)+7.62%

DHMI (TR)+7.62%

BULATSA (BG)+7.79%

LFV (SE)+7.87%

LGS (LV)+8.62%

NATA (AL)+8.66%

ISAVIA (IS)+9.01%

Luxembourg ANA (LU)+9.18%

ANWS (TW)+10.11%

Finavia (FL)+10.52%

PANSA (PL)+10.79%

MoldATSA (MD)+11.56%

CAAS (SG)+12.24%

State ATM Corp (RU)+12.49%

EANS (EE)+13.95%

AEROTHAI (TH)+15.06%

Oro Navigacija (LT)+15.72%

Sakaeronavigatsia (GE)+16.66%

Kazaeronavigatsia (KZ)+17.52%

29 ATM DATA & ANALYSIS

Month-by-month total IFR Movements comparison

2011 vs 2010 vs 2009 vs 2008 vs 2007

Total IFR Movements

By month

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

2007 3 987 76 3 742 44 4 319 78 4 280 27 4 630 87 4 699 77 4 903 95 4 954 63 4 652 04 4 655 02 4 207 50 4 060 58

2008 4 065 72 3 943 31 4 336 60 4 438 56 4 697 40 4 697 71 4 958 84 4 890 22 4 570 56 4 497 06 3 854 18 3 760 19

2009 3 714 60 3 484 50 3 990 16 4 037 62 4 256 65 4 349 30 4 651 50 4 592 56 4 321 35 4 274 56 3 840 16 3 748 55

2010 3 688 33 3 494 38 4 138 15 3 906 81 4 436 96 4 566 61 4 844 32 4 789 05 4 503 98 4 457 34 3 939 79 3 795 28

2011 3 817 65 3 578 37 4 199 07 4 205 52 4 517 62 4 614 21 4 873 92 4 817 92 4 591 51 4 462 13 3 917 70 3 860 14

2010

2011

2009

2008

2007


CANSO Members are committed to being open and transparent with their customers and other aviation industry stakeholders. The CANSO Global ANS Performance Report 2011 includes data related to productivity, cost-effectiveness, price, revenue and profitability from 29 ANSPs around the world.

The full report can be downloaded from the CANSO website at www.canso.org/policy/performance

Air Navigation Service Provider Performance Results 2006-2010


Change in Global GDP (constant) vs Change in Passenger Traffic (RPk)

1990-2010

Growth Airline Industry vs. World GDP

199

6

199

5

199

4

199

3

1992

1991

199

0

2002

20

01

200

0

199

9

199

8

1997

200

9

200

8

2007

200

6

200

5

200

4

200

3

2010

World RPK

World GDP

7%

5%

3%

1%

-1%

-2%

0%

2%

6%

18%

13%

3%

-8%

-3%

Gulf War 9/11

Asian Currency Crisis

Global Economic Crisis


IFR Flight Hours per ATCO in Operations (Continental)

2010

key Performance Indicators

ProductivityS

wed

en

LF

V

NA

V P

OR

TU

GA

L

Mex

ico

SE

NE

AM

Spa

in

AE

NA

UK

N

AT

S

Indi

a A

AI

NA

V C

AN

AD

A

US

A

FAA

ATO

Ser

bia

& M

onte

negr

o S

MA

TS

A

AN

S C

zech

Rep

ublic

UA

E

GC

AA

Irel

and

IA

A

Sou

th A

fric

a A

TN

S

Rom

ania

R

OM

AT

SA

Thai

land

A

ER

OT

HA

I

Air

way

s N

ew Z

eala

nd

Est

onia

E

AN

S

Lat

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and

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S

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Average1,149 hours

First Quartile752 hours

Third Quartile1,262 hours

1,80

3 h

our

s

1,61

9 h

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s

2,01

9 h

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922

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747

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934

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833

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s

591

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824

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790

ho

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1,04

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our

s

490

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urs

384

ho

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IFR Flight Hours per ATCO in Operations (Continental)

Average yearly change, 2006-2010

9.0% 11.2%The below chart summarises trends over the past five years. The average annual change represents the average of changes within the results year over year.

SMATSA demonstrated the highest average increase in productivity.

EANS demonstrated the largest average decrease in productivity.

0%

NA

V P

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TU

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L

Mex

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SE

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- 0.

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+ 1

.0%

- 2.

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- 0.

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9%

- 0.

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- 0.

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8%

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- 5.

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+ 1

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+ 9

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+ 3

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+ 2

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+ 6

.4%

- 6.

2%

- 11

.2%

- 1.

8%

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.9%

- 5%

+ 10%

+ 5%

+ 15%

- 10%

- 15%


Cost in US Dollars per IFR Flight Hour (Continental)

2010


Cost-Effectiveness

Sw

eden

L

FV

NA

V P

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GA

L

Mex

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SE

NE

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Average$562

First Quartile$412

Third Quartile$693

$429

$346

$68

$691

$873

$123

$594

$710

$375

$536

$614

$377

$582

$698

$480

$693

$618

$1,4

25

$412

$664

$787

$497

$262

$772

$427


Cost in US Dollars per IFR Flight Hour (Continental)


The below chart summarises trends over the past five years. The average annual change represents the average of changes within the results year over year.

15.0% 7.7%HungaroControl demonstrated the highest average increase in cost.

Sakaeronavigatsia Ltd demonstrated the largest average decrease in cost.

0%

US

A

FAA

ATO

+ 7

.6%

NA

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- 7.

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Revenue

ANS Revenue in US Dollars per IFR Flight Hour (Continental)

2010

Sw

eden

L

FV

NA

V P

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GA

L

Mex

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SE

NE

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Average$624

First Quartile$429

Third Quartile$784

$406

$167

$810

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$743

$617

$389

$522

$814

$653

$758

$465

$751

$650

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78

$401

$555

$858

$452

$327

$912

$587


ANS Revenue in US Dollars per IFR Flight Hour (Continental)


The below chart summarises trends over the past five years. The average annual change represents the average of changes within the results year over year.

12.5% 2.3%HungaroControl demonstrated the highest average increase in revenue.

EANS demonstrated the largest average decrease in revenue.

0%

NA

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%

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+ 4

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- 5%

+ 10%

+ 5%

+ 15%

- 10%

- 15%

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39 FOREWORDS

Industry Priorities Collaboration is key as CANSO brings ATM expertise in support of ICAO efforts at a global level SSC feeds into a range of ICAO global safety initiatives Operations Standing Committee providing critical feed into ICAO global initiatives AIM: the first transition step on the complex journey from AIS to SWIM Important role for ATM in reducing aviation’s environmental impact Policy Committee prepares CANSO position for crucial Air Navigation Conference Performance-based approach is the way forward for ANSPs Quality Management ensures sustainable product delivery

42.

48.

52.

58.

62.

68.

72.

76.

Through CANSO, the world’s air navigation service providers and industry suppliers work together to raise the performance of the global air traffic management system. Through CANSO’s Standing Committees and Workgroups in Safety, Operations and Policy, aviation experts share knowledge and develop best practice with the aim of enhancing aviation safety, efficiency and cost-effectiveness.

PicturedParis-Orly Airport

© 2012 Google, Aerodata International Surveys

43 ICAO ENGAGEMENT

Collaboration is key as CANSO brings ATM expertise in support of ICAO efforts at a global level

Until the arrival of CANSO, ANSPs didn’t really have a dedicated voice at ICAO: they were represented by their national governments and bundled into the melting pot of aviation issues handled at a political level.

The advent of CANSO meant that instead of simply being the recipients of ICAO directives, ANSPs could make a real and valuable contribution to the debates surrounding a host of aviation issues, in much the same way that other stakeholders – initially airlines and other airspace users, and later airports - traditionally had. The inclusion of ANSPs through CANSO brings a wealth of erstwhile unexploited specialisation to the wider aviation debate. But CANSO is still the new kid on the block and must sustain its efforts to ensure ANSPs are an integral part of the global aviation community at this level.

“The reality is that, when it comes to global harmonisation, there is no other game in town than ICAO,” says Eugene Hoeven, CANSO’s Director ICAO Affairs. “This is why CANSO is at ICAO: if we are to realise our Global vision of seamless air navigation services, then we must engage an organisation that can set global performance-based standards.”

But Hoeven also believes that CANSO and other stakeholders can play a much wider role in helping to drive change, thereby freeing up ICAO to undertake tasks that need a global steer with political input.

“ICAO needs to do more work in the regulatory oversight arena, but is currently too involved

in technical and operational detail that should be left to industry,” he says. “If industry can come together and agree a solution, it has a better chance of success than if it is left to individual states to interpret a set of standards and recommended practices (SARPs) from ICAO for implementation. We need to prove that we can move things further and faster than ICAO, which can then turn its attention to defining the regulatory and institutional changes that we need for the future.”

CANSO is already making a significant contribution to the ICAO effort, and a number of ANSPs are putting forward experts to help ICAO: but Hoeven acknowledges that this is “not necessarily a coordinated industry perspective.”

“Some purely technical or operational issues can become politicised within ICAO. So if all the industry representative bodies can learn to work together, we can jointly put the industry case to ICAO and avoid this politicisation,” he says.

Hoeven points out that the key message from ICAO and industry partners is that they are looking to CANSO to lead the change in the ANS sector, which marks CANSO’s coming of age.

“There are many items where CANSO needs to be leading, rather than following,” Hoeven says. Datalink is a prime example, but “a very complex issue,” he says.


Hoeven points out that airlines adopted datalink as a tool many years ago, but ANSPs remain wary. Every region has its own approach and often individual systems do not lend themselves to interoperability. A CANSO datalink strategy paper is being circulated for consultation, with the aim of presenting the finalised version to the 12th Air Navigation Conference (ANConf/12) in November.

“We need ICAO involvement and regulatory support because ICAO will need to develop the SARPs to ensure the recommendations that we make in the paper happen globally,” says Hoeven. “ICAO provides the regulatory framework – the what, if you like; while CANSO ensures adherence – the how.”

Hoeven acknowledges that “a lot of the ICAO guidance material is pretty esoteric and high level,” and that CANSO can provide the bridge between ICAO documentation and real hands on implementation.

For example, ICAO has produced SARPs on Safety Management Systems (SMS), while the CANSO Safety Standing Committee has published some practical material on how to implement them. This CANSO Standard of Excellence on SMS is based on the experience of other CANSO member ANSPs and represents best practice for implementation, Hoeven says. “It enables any ANSP, regardless of size and complexity of operation, to determine where they are on the road to SMS and identify milestones to achieve greater levels of maturity in safety management for the future.”

In this way, CANSO ‘best practice’ guidance material serves a complementary role to the ICAO SARPs. Aviation System Block Upgrades (ASBUs)There are a number of issues with which CANSO is closely involved in ICAO, and perhaps the most headline-grabbing of these at the moment is the Aviation System Block Upgrades (ASBU) initiative.

ICAO estimates that passenger traffic will double to 5 billion by the year 2030. Within the next 10 years alone an estimated US$120 billion will be spent on aviation system upgrades in an attempt to support this unprecedented growth. The major projects under development include the NextGen modernisation initiative in the US, the EU’s Single European Sky initiative, and Japan’s CARATS programme. The challenge is to ensure that the multiple regional initiatives are harmonised and synchronised to achieve seamless global air navigation into the future. In the past, implementation has been largely disjointed, with some regions more advanced than others and little consideration given to the need for intra-regional integration.

In September last year, ICAO organised a major Global Air Navigation Industry Symposium (GANIS), to provide a forum for all ICAO states, ANSPs, and other stakeholders to brain-storm and ‘socialise’ their experiences in their current and planned ATM programmes.

ICAO hopes that, by using a modular approach, the ASBU initiative will provide a globally structured framework for a worldwide agenda towards ATM system modernisation that will improve efficiency and value, while also coping with traffic growth. Under the initiative, various pre-packaged system improvements have been identified and benchmarked and packaged into manageable ‘chunks’ or blocks that will provide a blueprint for any system upgrade within that block. A block is made up of several modules, and a

45 ICAO ENGAGEMENT

combination of modules within a block represents a fully functional and cohesive ATM system at a certain point in time, in five-yearly increments. This will give states clearly defined sets of modules from which to choose, based on their specific local needs, to ensure that the local requirements relate to and work with the global system upgrade.

Blocks 0, 1, 2 and 3 have now been defined and Block 0 is available now. It requires no new airborne technologies, although modules may imply the deployment of existing technologies to a larger aircraft population depending on chosen modules respectively paired with tied benefits. Blocks 1, 2, and 3 will be available to be deployed globally from 2018, 2023, and 2028, respectively.

There are four ‘vertical’ components or performance improvement areas grouped together to represent a cohesive and functional end-to-end ATM system: Greener Airports; Globally Interoperable Systems and Data (through Globally Interoperable System-Wide Information Management); Optimum Capacity and Flexible Flights (through Global Collaborative ATM); and Efficient Flight Path (through Trajectory Based Operations).

Operational benefits should include a globally acceptable Roadmap for Communications, Navigation and Surveillance requirements for the foreseeable future; a harmonised and interoperable globally-defined ATM system; support for investment and implementation, bridging the gap between available technology and future technology; and a more clearly defined blueprint of future requirements OEMs will need to integrate into airborne and ground systems.

CANSO cautions however that block upgrades will only play their intended role “if sound and consistent technology roadmaps are developed and validated. At the same time, all stakeholders involved in the worldwide ATM modernisation should accept and align their activities and planning toward the related block upgrades.”

CANSO has actively contributed to the development of the elements of each block, and will continue to work closely with ICAO, providing appropriate feedback to help populate, refine and finalise the ASBUs. These will then be incorporated into the revised ICAO Global Air Navigation Plan that will be presented to the ANConf/12.

In addition, CANSO will be working on various initiatives under the leadership of its Operations Standing Committee (OSC), such as: expediting the implementation of Block 0; working with ICAO on resolving regulatory impediments; engaging military authorities in a timely fashion; ensuring the ASBUs are representative of all global ATM programmes and preparing for ANConf/12.

“The stakes are high,” says Hoeven. “The global growth of air traffic and airspace congestion, the increasing pressure on infrastructure and facilities - which are already stretched to the limit in many parts of the world - and the potential lack of global harmonisation will restrict air transportation if we continue along the same path. Ultimately, the future of the global economy depends on more, not less, connectivity. As a result, the future ATM programmes must be interoperable and simply have to work more efficiently and in a more environmentally friendly manner. There is no other viable option to accommodate these future challenges.”

Performance Based Navigation (PBN) The focus on ATM improvements has reinforced CANSO’s participation with ICAO and IATA in a PBN Go-Team aimed at collectively working to facilitate the implementation of PBN. This initiative is aimed at assisting states, regions and other stakeholders in their development and execution of a complete PBN implementation plan in line with the ICAO timetable set by the 36th ICAO Assembly in 2007. This required states and their regional planning groups to complete PBN implementation plans by 2009 to achieve implementation of Area Navigation (RNAv) and Required Navigation Performance (RNP) operations for en-route and terminal areas and precision approaches by 2016, with intermediate milestones of 30% by 2010 and 70% by 2014.

This is an aggressive target, but PBN applications are seen as a means of helping the global aviation community to reduce aviation congestion, conserve fuel, protect the environment, reduce the impact of aircraft noise and maintain reliable, all-weather operations even at the most challenging airports. PBN also offers aircraft operators greater flexibility and better operating returns, while at the same time increasing the safety of regional and national airspace systems.

PBN essentially harnesses the ability of modern-day aircraft flight guidance systems to fly via programmed navigational reference points (lateral and vertical profiles) that are independent of traditional ground-based installations, reducing track miles flown and thereby generating significant environmental benefits as well.

PBN further facilitates significant safety enhancements


with arrival and departure procedures that offer higher levels of navigation precision and vertical guidance using instruments, and it provides the means for flexible routes and terminal procedures. Clearly, the benefits of PBN are many, and CANSO has therefore joined the PBN Go-Team effort to provide the necessary follow-up and support to ANSPs indeveloping PBN implementation plans, and to perform a pre- andpost- measurement of the environmental benefits.

In order to be able to measure the environmental benefits of operational improvements such as PBN, CANSO agreed to work with ICAO to roll out the ICAO Fuel Savings Estimation Tool (IFSET) to its members. CANSO is supporting several regional IFSET workshops with the aim of assisting states and their ANSPs that currently lack the ability to model and/or measure fuel savings from operational improvements. The use of a simple calculator like IFSET will assist in management decision-making and encourage the reporting of benefits that can be achieved from operational improvements like the introduction of PBN.

Flight Plan 2012 (FPL2012) Another area where CANSO is working closely with ICAO is in the introduction of Flight Plan 2012 (FPL2012), which is a new format that will enable the use of advanced CNS capabilities. This involves amendments to the existing structure of flight plan messages to allow for increased automation and to better distinguish traffic on the basis of more specific CNS capabilities that will allow for improved traffic and flow management processes and procedures that enhance the overall network capacity.

The target for implementation of FPL2012 is November, but at the close of 2011 it was clear that there were significant discrepancies in levels of compliance, with some regions more advanced than others. The aim, according to Hoeven, is that “every region should be able to implement the new flight plan format and meet specific regional operational requirements by 15 November 2012. However, there is some feedback that not all states will be ready in time.”

As a result, CANSO has stepped up its efforts to help raise regional awareness and, where

necessary, to provide support to ensure ANSPs will be able to meet the implementation deadline. iFlexCANSO is also working with ICAO and IATA on greater civil-military coordination and in particular in the context of the iFlex flight trials between Johannesburg and Atlanta that concluded in the latter half of 2011. iFlex provides airlines a greater and more flexible choice of routes on long-haul operations through low-density airspace by structuring routes according to the prevailing winds, and has the potential therefore to generate significant fuel savings. In order to facilitate this flexible routing in African airspace, there had to be considerable collaboration between ANSPs and the military authorities. A lot more work needs to be done in this context to free up airspace for commercial use, but the trial made good progress and proved that flexible routing has great potential.

CANSO is also involved in the ICAO volcanic Ash Task Force that was established in the wake of the airspace closures over Europe in early 2011 due to the eruption of the Eyjafjallajökull volcano in Iceland.

“PBN will help reduce aviation congestion, conserve fuel, protect the environment, reduce the impact of aircraft noise and maintain reliable, all-weather operations even at the most challenging airports. It will also increase the safety of regional and national airspace systems.”

47 ICAO ENGAGEMENT

The task force, which includes the key stakeholders – CANSO, the European Union, EUROCONTROL, IATA, the ACI, and manufacturers - is examining how states should react to volcanic ash, and its first report last year recommended a risk management approach. This leaves it up to the operator to decide whether it will operate a flight not, much as it does in response to weather forecasts. However, the onus is on regulatory authorities to provide proper oversight and ensure that the proper safety management systems are in place.

“This approach will help avoid future situations becoming politicised,” says Hoeven. “It takes the decision out of the hands of politicians, but relies on proper oversight.”

In the environmental arena, the main focus for debate continues to be the controversial inclusion of global airlines operating into Europe in that region’s Emissions Trading Scheme (ETS). However, noise is an issue that is moving centre stage again and Hoeven believes this will become more of an issue as improved route structures are implemented, especially with PBN.

“The routes that aircraft operate will be much more precise, especially around airports, so that the noise contours are reduced but more concentrated within a smaller area. This will reduce noise pollution for people outside the noise contour, but the perception of increased noise may be greater for residents within the immediate vicinity of an airport,” says Hoeven. “This is an issue that is going to crop up more and more, and illustrates the trade off that exists between emissions and noise: a point CANSO raised early on in the environment debate.”

CANSO is now also contributing significantly to ICAO efforts in the safety arena, especially in the areas of Just Culture and runway safety; in the transition of AIS to AIM; and in defining the requirements of the Next Generation Aviation Professional (NGAP) amongst other things.

The organisation also has a major contribution to make to ANConf/12. Hoeven stresses: “ICAO has high expectations of CANSO – as the Global voice of ATM – to drive the agenda during

the ANConf/12.” But he cautioned: “Preparing for this event will require a significant commitment in time and resource by member ANSPs.”

The Conference will endorse CNS, avionics and AIM roadmaps, and therefore position papers will need to be submitted with proposed inputs to the respective ASBUs and roadmaps. CANSO positions are expected on at least four critical dimensions of the future ATM system (Datalink Communications, Aeronautical Information Management - AIM and System-Wide Information Management - SWIM, Airport Collaborative Decision Making – CDM, Performance Based Navigation – PBN, and 4D Trajectory Based Operations).

“The ANConf/12 event offers CANSO a unique once-in-a-decade opportunity to demonstrate leadership in shaping the future of ATM,” Hoeven says. “This will require the help and support of members. And, if we can muster the support of all stakeholders of ATM in getting this done, then we can lay claim that we are indeed making a difference in transforming global ATM performance.”


SSC feeds into a range of ICAO global safety initiatives

Perhaps one of the most significant developments in the field of Safety for 2011 was the decision by ICAO to launch a new Safety Index initiative. This will provide an overall aviation safety assessment based on individual indices from each state, and CANSO has been asked to help provide the data for the ANSP element of the index.

The aim of the index is to determine and monitor the safety level of the aviation system across the globe, using key safety performance indicators provided by the organisations representing the four components of the aviation system; state regulators, ANSPs, airlines/carriers and airports. ICAO, CANSO, IATA and ACI are all involved in the initiative and CANSO has been challenged by ICAO to develop a process to assess the safety performance of ANSPs.

The CANSO Safety Standing Committee (SSC) has therefore begun work on creating a representative safety metric that establishes safety assurance performance criteria and promotes opportunities for safety improvement locally, regionally and globally. As a starting point, CANSO’s existing performance metrics on SMS maturity, loss of separation incident rates and runway separation incident rates provide a basic foundation on which to build.

A number of challenges

still lie ahead and discussions are continuing between the four key stakeholder groups to address these. As a result, the timeline for implementation of the index has yet to be finalised, but the goal is a proposal for the Index at the ICAO Council in 2013, followed by a trial implementation with industry partners in 2014. If the proposed timetable is feasible, full roll out would begin with a phased implementation starting in 2015 Safety Management SystemsSafety Management Systems (SMS) are not unique to aviation: they are a means of managing risk in any type of system and ensuring that no unacceptable risk is introduced into that system. They are especially important when the outcome could be catastrophic if the system or business is not managed properly.

“However, they are not a simple undertaking,” acknowledges Mark DeNicuolo, CANSO’s former Safety Programme Manager.

Across the industry, ANSPs are at different stages of SMS


development. Some have very mature systems which are fully integrated into the operations: others are only just beginning to embrace the need for a formalised safety management practice and a culture which assures the priority of safety.

DeNicuolo says there are four pillars to an SMS: policy, safety achievement (risk management), assurance, and promotion. On top of that, there is one foundational element that is critical to success, namely safety culture.

A good SMS is not necessarily technology driven, although a good database is obviously an asset. However, it can be done without.

“In many places, ATM has traditionally been safe because of the existing cultures and systems,” says DeNicuolo. “SMS puts it all under one umbrella and institutionalises it so that everyone is doing it the same way.”

Two of the biggest hurdles to successful implementation of an SMS are senior executive commitment and resources. It needs people to learn the process, develop an implementation plan, execute the process, develop the relevant risk management activity, etc. However, DeNicuolo points out that “lots of different ANSPs who have resource constraints have successfully implemented SMS.”

A lot of this experience is included in the CANSO SMS Implementation Guide, which has been drawn up to help ANSPs set up an SMS, and to develop global ANSP guidelines. It pulls together the experiences of a number of CANSO member organisations – both large and small - and provides a framework for continually improving the management and oversight of safety. It goes beyond the

requirements of current domestic and international regulatory practices and allows ANSPs to build a system which is appropriate to their size and operational complexity.

“While guidance material covering the implementation of an SMS is available, management may struggle to determine what they need to do to comply with existing or proposed regulations. This reflects variability in the guidance material and regulations. It also reflects the fact that lessons learned are not always transferred between ANSPs,” says DeNicuolo. “The CANSO SMS Implementation Guide provides an ideal way to communicate best practices to ANSP management and Safety Managers in particular.”

It can also be applied to ICAO initiatives and to wider global initiatives. CANSO’s aim is that a significant number of its members will have an SMS implemented and operational by 2013 and it is creating Safety Performance Metrics to enable ANSPs to monitor and assess how effective their SMS is and to identify areas where improvements need to be made. It is currently gathering data from its member ANSPs to this end.

CANSO is also developing an SMS Evolution Guide that should be ready by 2013 to help ANSPs that already have an SMS in place to ascertain where they should be focusing their efforts in terms of SMS evolution. It will be the first of its kind in the industry and will encourage ANSPs to consider how their SMS will need to change and evolve in line with the ATM system of the future.

The guide will look at a range of factors, including new concepts in the area of risk management, such as safety by design. This involves designing safety into the system and risk out of the system from the outset.

“That way, you mitigate risk to a point that is reasonably practical because some risks are simply unacceptable regardless of cost and cannot be allowed to be introduced to the system at all,” says DeNicuolo.

CANSO is also developing tools to help ANSPs develop an effective safety culture with their organisations. Runway Safety“Runway safety is one area that is acknowledged by ANSPs, airlines, regulators and airports as being somewhere we can make a real positive contribution to safety performance,” says DeNicuolo. “But we all have to work together because the consequences of not getting this right can potentially be significant or even severe. However, improvements are being made and there are a lot more CANSO initiatives underway.”

At present, CANSO is soliciting all stakeholders in a bid to collate a global “Bow Tie” risk analysis model to identify a fully integrated risk picture with respect to Runway Safety. The aim is to identify key areas of concern, highlight areas of weakness and vulnerability, and address the associated risks.

“There is no point expending valuable resources inventing a solution to an issue that already has wide visibility and where an effective resolution is imminent or even implemented in some places,” says DeNicuolo. “So we must validate the risk picture, ensure that all aspects have been considered, and that the work isn’t redundant to other activities. And we need to decide collaboratively what processes and techniques will be most effective to identify, verify, communicate and implement improvements.”

51 SAFETY

Working with industry partners, CANSO has already identified an extensive set of Barriers, Controls, Escalation Factors, and Escalation Factor Controls, that all play a role in affecting or managing Runway Safety. On-going work will further strengthen and validate the risk model.

Crucial to this is comprehensive and meaningful data collection. CANSO has had a runway incursion metric in place for several years, but in 2011 began developing a process to enable comparison of similar airport configurations and system states that have a higher potential to lead to incursions. The plan is to phase in the data collection requirements and build a continuously improving runway incursion trend analysis that identifies hazards and leads to effective mitigations. This work will help populate the Bow Tie risk model with real data, to drive evidence- based solutions.

But DeNicuolo points out that “a lot of the solutions don’t have to be costly. Much of this is primarily about awareness.”

For example, ANSPs have conventionally been thought to be responsible only for incursions and not excursions, but this is not supported by the evidence. Similarly, the events that lead to an unstable approach can begin to transpire during the initial descent, long before glide slope intercept. Awareness of those causal factors can help reduce the likelihood of unstable approaches and ultimately excursions. CANSO has published an educational booklet entitled “Unstable Approaches - ATC Considerations” with the aim of increasing controller awareness of the part that ATC can play in contributing towards an approach becoming unstable.

All the work that CANSO is doing in terms of runway safety will collaboratively support the ICAO global initiative, and CANSO has committed to co-host a series of runway safety seminars in 2012 and 2013 to develop regional action plans and promote the establishment of collaborative runway safety teams involving airlines, airports and air navigation service providers. CANSO will compile and further develop best practice material, help promote greater sharing of information among ICAO member states and industry stakeholders, and establish local Runway Safety Teams to ensure that best practice processes and procedures are being implemented. It will also develop common definitions, metrics and analysis methods to facilitate information sharing, along with improved reporting of hazards that are encountered in the operational environment. Safety AwardIn a bid to encourage safety enhancement among its member ANSPs, the Safety Standing Committee has introduced a Global Award for a Significant Achievement in Safety aimed at recognising an outstanding safety achievement on the part of one of its members.

“It doesn’t necessarily need to be a big or expensive achievement, but it needs to be a significant achievement for that ANSP,” says DeNicuolo. In 2010, John Onyegiri, General Manager of SMS for the Nigerian Airspace Management Agency (NAMA) was the first recipient of the award for his efforts in support of vHF coverage in Nigeria. The 2011 award was presented to Graham Wadeson of the Uk’s National Air Traffic Services (NATS) for his outstanding contribution to CANSO’s “Unstable Approaches – ATC Considerations” educational booklet.


OSC providing critical feed into ICAO global initiatives

ICAO’s new Aviation System Block Upgrade (ASBU) initiative is a major area of focus for almost all aspects of CANSO’s work at both a regional and international level, and in particular for the Operations Standing Committee (OSC).

The ASBU initiative is a programmatic framework centred around a series of operational improvements aimed at facilitating greater integration and harmonisation of air navigation system improvement programmes, ensuring interoperability and optimising available and emerging technologies.

The ASBU model takes a modular approach to the modernisation of the ATM system, packaging various system improvements into manageable ‘chunks’ or blocks so that no matter when or where a block is implemented the same capabilities are supported globally. All states will then have a set of clearly defined modules from which to choose, based on their specific local needs, to ensure that the local requirements relate to and work with the global system upgrade.

A draft set of ASBUs (Blocks 0, 1, 2 and 3) were introduced to the wider aviation community at the Global Air Navigation Industry Symposium (GANIS) in September last year, and unanimously endorsed as a basis for current and future improvements to the aviation system.

“This sort of global approach is essential if we are to meet future capacity and efficiency requirements,” explains David Maynard, Chairman of the OSC. “In the past, modernisation efforts have tended to be fragmented in the sense that there was a lack of coordination between stakeholders, and investment in air and ground systems was not always synchronised. Now we have a roadmap to the future.”

Each of the Block upgrades is defined by the same essential qualities: • a clearly defined measurable operational improvement with appropriate metrics to measure success; • complementary air and ground systems upgrades with operational approval (or a certification plan); • standards and procedures for air and ground systems; and • a positive business case over a clearly defined period of time.

Improvements that are already complete, packaged and available for implementation today are grouped under Block 0 and include such things as improved ground-ground integration, digital AIM, enhanced en-route trajectories, network-wide flow performance planning, air traffic situational awareness (ATSA), CDOs, en-route datalink, etc.


CANSO is currently working with ICAO to help populate, refine and finalise the ASBUs, which will be incorporated into the revised ICAO Global Air Navigation Plan, and presented to the 12th Air Navigation Conference in November (see also ICAO Liaison Office report, page 43).

“We believe the ASBU initiative is essential in setting the vision and framework for the global harmonisation of air traffic management,” says Maynard. He is confident that existing concerns that ABSU are not sufficiently globally representative can be addressed to ensure optimum buy-in to implementation.

“Once the ASBUs have been approved, then we will work with our members on implementation plans for individual ANSPs and for CANSO regions.” Data CommunicationsThe OSC is also preparing a CANSO position paper on datalink communications to be presented at ANConf/12.

“This will capture how we believe datalink should be implemented to ensure interoperability,” says Maynard.

He points out that many ANSPs have been using the datalink capabilities outlined by the original FANS concept for many years now, but this has mainly been in an intercontinental/oceanic environment. The use of datalink for air navigation services in a continental or domestic environment has lagged behind and the CANSO focus will be on moving that forward.

“We are talking about existing and proven technology: now we must focus on getting it implemented,” says Maynard. “However, we must also make sure that what we implement today and in the future is interoperable with what is already in place.” iFlexLast summer, CANSO participated in a two-month-long flexible routes trial involving Delta Airlines flights operating between Johannesburg and Atlanta. The iFlex trial was the culmination of eight months of collaboration between ASECNA - L’Agence pour la Sécurité de la Navigation Aérienne en Afrique et à Madagascar (covering the Dakar FIRs), Ghana CAA (Accra FIR), Trinidad and Tobago CAA (Piarco FIR), SNA-Antilles Guyane (Rochambeau Cayenne FIR), ASA - Cabo verde (SAL FIR), Delta Air Lines, Emirates Airline, CANSO, IATA, and ICAO.

iFlex provides airlines a greater and more flexible choice of routes on long-haul operations. It addresses challenges resulting from conventional air traffic management restrictions, which limit the flexibility of routing within fixed corridors. The trial was conducted with no changes to existing air traffic management procedures or separation standards, although new waypoints were added to facilitate more efficient routes and enhanced coordination.

Data provided by Delta Air Lines demonstrates that the implementation of iFlex for operations between these two cities generates an average time saving of eight minutes per flight, equating to 900 kg of fuel and 2.9 tonnes of CO2. Over the course of a year, on the basis of two flights per day, this translates to overall savings of 100 flight hours, 690 tonnes of fuel and 2,150 tonnes of CO2.

In addition to the environmental benefits, regional stakeholders found that the increased collaboration helped raise situational awareness of traffic

55 OPERATIONS

operating within the relevant FIRs, further enhancing the safety of operations.

“The success of this trial is testament to the unprecedented level of collaboration between the regional stakeholders, CANSO, ICAO, and IATA, and shows the improvements that can be delivered by effectively utilising existing infrastructure,” says Maynard. “There was no requirement for any special equipment, and the trial used existing procedures and technology. Those ANSPs that are already equipped with datalink technology found that it proved beneficial, but it was not a requirement for success. iFlex is now fully implemented on that route and available to any suitably equipped operator.”

The iFlex partners are now considering a trial on the route between San Paulo (Brazil) and Dubai, and are looking for other opportunities.

Although there are clear environmental benefits, Maynard stresses that “the focus of these trials is on savings – flight time and fuel costs - for the aircraft operator. The environmental benefits are an outcome, not a target.” But the concept has now been proved and will move forward. SIDs/STARsCANSO is a major contributor to an ICAO initiative to harmonise procedures and phraseology in a bid to resolve a safety issue with SIDs and STARs. Across the globe, states utilise varying and different SID/STAR phraseology, some of which has contradicting meaning over desired actions, and some of which is exactly the same in different states, but has different intentions/expectations. This can lead to confusion between controllers and pilots over which action to execute.

The result is increased pilot-controller communications, which in turn reduces airspace efficiency and can be a potential safety risk.

In 2010, CANSO conducted an assessment of SID/STAR phraseology among its members and, based on the results of that, put forward recommendations to ICAO in the middle of last year. The aim is to develop clear, concise, and unambiguous controller-pilot phraseology for executing manoeuvers related to SIDs/STARs. This phraseology should be as simple/brief as possible and be acceptable to all states.

However, CANSO acknowledges it is a complex issue that requires hands on participation from the eventual end users of the phraseology – the controllers and pilots (represented by IFALPA and IFATCA) – as well as support from other stakeholders, including CANSO and IATA. The proposed solution must be acceptable to all states, pilots, and controllers, and should be simple while at the same time providing the opportunity for expanding the core phraseology for states with more complex TMA issues. Flight Plan 2012 (FPL2012)Flight Plan 2012 is an ICAO initiative that will implement changes to the current Flight Plan Form to reflect the advanced navigational and communications capabilities of today’s aircraft.

Although the format will remain relatively consistent with that being used today, numerous changes will be required in the abbreviations, sequencing and various Field descriptors used in the revised ICAO Flight Plan form.

ANSPs use critical Flight Plan data to determine safe separation and provide clearances. With today’s high

levels of ATC system automation, any corruption or loss of data integrity is unacceptable and the changeover needs to be seamless. The FPL2012 changes facilitate the introduction of many service benefits that today’s ATM systems allow, including PBN, reduced ICAO separation minima, and optimised route and taxi clearances using new communication methods such as datalink.

As a consequence of the flight plan modifications, substantial system and automation changes will be required by ANSPs, and the changes become effective on 15 November 2012. At that point, operators will file IFR flight plans according to the revised guidelines, and air traffic service units worldwide will be expected to be able to accept and process them.

“The successful submission, acceptance and management of an aircraft’s flight plan are critical for the flight to operate,” says Maynard. “It is therefore essential that ANSPs are ready to accept and manage the revised ICAO format. But there is still a significant level of work to be done, both among the aircraft operators and the ANSPs.”

CANSO is working with ICAO to ensure that its members are aware and prepared, conducting regional briefings, workshops and site visits. In addition, an ICAO web tracking and update feature called the Flight Plan Implementation Tracking System (FITS) has been developed to track the preparedness of each state. FITS can be found at http://www2.icao.int/en/FITS and all states are being asked to contribute data.

“The most common issue delaying implementation is funding, although there are also some technical issues and discrepancies, and in some cases there is simply a lack of understanding how to integrate the revised flight plan


format with the existing one. If an ATSU is unable to process the new format, it is possible the flight plan will be rejected, leading to costly delays and service disruptions. There are still issues to be resolved and we remain concerned about the level of readiness among some of our members, but we are also cautiously optimistic,” says Maynard. Civil-Military Collaboration

The aim of closer civil-military collaboration is to ensure that any airspace segregation is temporary and based on real use for a specified time period according to user requirements. Today, a significant amount of airspace is reserved exclusively for military use, even when it is not actually being used for military activities. Civilian aircraft are forced to deviate around this airspace, lengthening flight times and distances (with the associated cost, efficiency, and environmental implications), and sometimes creating bottlenecks which can also have safety implications.

“We can often shorten a route for an aircraft if we can route it through unused military airspace and we are working to push forward those initiatives,” says Maynard. “The potential benefits are significant.”

As well as shortening routes, increased civil-military collaboration can also lead to greater leveraging of resources, such as ground-based navaids, ATSUs, communications, etc., and less duplication of infrastructure.

However, there is often institutional and cultural resistance to any erosion of military assets and some regions are more advanced than others in moving this forward. In Europe, for example, the EUROCONTROL Flexible Use of Airspace concept is based on the principles that: • airspace is no longer designated as purely ‘civil’ or ‘military’, but considered as one continuum and allocated according to user requirements; • any necessary airspace segregation is temporary, based on real-time usage within a specific time period; • contiguous volumes of airspace are not constrained by national boundaries.

The benefits have been significant. “Relationship building is the key,” says Maynard. “We are working with ICAO to make sure we focus our resources where they are most needed.” PBNPBN is a major building block towards the definition of ICAO’s vision of a Global Air Navigation Plan (GANP) that will be presented during the 12th Air Navigation Conference in November. It has the potential to significantly enhance safety through the use of arrival and departure procedures that offer higher levels of navigation precision and vertical guidance using instruments than have conventionally be available. The ability to programme in and fly navigational reference points (lateral and vertical profiles) in modern-day

aircraft flight guidance systems, independent of traditional ground-based installations, is the major enabler. These procedures also result in reduced track miles flown and thereby generate environmental benefits as well.

ICAO established a phased implementation schedule, targeting vertical PBN guidance to all runway ends (international) to have been completed 30% by 2010, 70% by 2014, and 100% by 2016. The reality is, according to Maynard, that it is “not going as well as hoped.” As a result, CANSO has joined forces with ICAO and IATA in a PBN Go-Team initiative to identify ANSPs and/or states that are struggling to meet implementation deadlines and could be assisted by a visit from a Go-Team.

Specifically, the Go-Team is targeting states or ANSPs that have demonstrated a willingness to implement PBN, but which are also willing subsequently to reach out and help others in their region, sharing their experience and advising about the benefits they achieve. Countries targeted by the Go-Team so far include Mexico, Thailand, the UAE, kenya and Germany, boosting implementation efforts respectively in Latin America, Asia, the Middle East, Africa, and Europe.

“We are working initially with CANSO regions, then with ICAO and IATA regions, to develop regional versions of the Go-Teams to further promote PBN implementation,” says Maynard.

“Relationship building is the key. We are working with ICAO to make sure we focus our resources where they are most needed.”

57 OPERATIONS

UASUnmanned aircraft systems (UAS) are an increasing challenge to ATM and to date no state or ANSP is able to accommodate routine operations of UAS as just another aircraft type. At present, UAS are kept clearly segregated from commercial aircraft operations, and this can create capacity issues or cause delays.

“We need to work towards fully integrating UAS into civilian airspace,” says Maynard.

However, there remain a number of hurdles, ranging from state regulation and technical issues to a general resistance against mixing an aircraft that does not have a recognised detect and avoid capability into the population of piloted commercial air transport vehicles.

CANSO is drawing up best practices guides covering both policy and implementation that are due for publication at the end of this year (2012). CANSO will also formalise an official position document that will eventually feed into ICAO efforts in this field.

“This is one of the areas where we have to be cognisant of other work being done in order to avoid duplication of effort and spreading our own resources too thin,” says Maynard. “Our relationship with ICAO and IATA is getting stronger and stronger, and we can create a much greater capability by joining forces and working together.” CDMSince June 2011, CANSO has been working with Aerothai and the Civil Aviation Authority of Singapore (CAAS) developing CDM operations between Bangkok and Singapore. Because of its strategic location, Malaysia will also take part even though it is not a CANSO member.

“We are, if you like, developing a set of best practices for CDM by actually doing it,” says Maynard. “This will create a model for regional and possibly ultimately global use.”

The initiative is being run locally with some assistance from CANSO, and operational trials are targeted to begin later this year. (See also Asia Pacific Regional report on page 84). MetricsThe Operations Standing Committee is also looking at metrics from an operational perspective, in a bid to harmonise common metrics reporting among all CANSO members. The OSC already has an Environmental Work Group working on environmental metrics, and the Operational Performance Work Group expects to have complementary operational metrics and a best practices guide available by the end of this year.

59 AIS TO AIM

AIM: the first transition step on the complex journey from AIS to SWIM

Aeronautical Information Services (AIS) provide one of the most vital roles in support of international civil aviation, ensuring the flow of information necessary for the safety, regularity and efficiency of international air navigation.

It is the means for collecting, validating, storing, maintaining and disseminating aeronautical data to support real-time aviation activities. Traditionally it has been a largely paper-based system relying on paper charts, paper documentation and telex-based text messages, taking little advantage of modern technologies. Much of the data is entered more than once in different computers using a keyboard rather than by file transfer or database transactions.

ICAO now recognises that if the requirements of the Global ATM Operational Concept are to be satisfied, product-centric AIS must transition to the broader data-centric and systems-orientated concept of aeronautical information management (AIM). AIM does not only focus on the digitalisation of data and quality improvements, but the scope of aeronautical data/services encompassed is also expanded to cover user requirements today and for the future.

This will ensure that timely and reliable data is permanently and dynamically available for use in a wide range of applications, including flight planning, flight management, navigation, separation assurance, CDM, and other strategic and tactical ATM activities. The objective is to ensure consistency, authenticity and appropriate coverage of the data, and

to provide accessibility to the data by all users of the ATM network, both on the ground and in the air.

“At present, some of the information provided by AIS is in a format that is not completely computer readable, such as NOTAMs,” says Jan-Philipp Lauer, SWIM Co-Chair of CANSO´s AIM Work Group. “And where it is collated digitally, it is often not possible to transfer it from one system to another because of proprietary protocols and differing data formats. What we need is an intranet for ATM whereby all information is available at close to real-time to everyone who needs that information.”

For example, trajectory-based operations need real-time information about airspace closures, facility outages, weather, etc., so that the computer can calculate the optimum trajectory. Similarly CDM requires all parties involved to be able to exchange current data, but almost all airports have different systems and thus airlines tend only to be familiar with those systems used at their home base and their major hubs. “These information silos need to be cracked open,” Lauer believes.

“AIM is a fundamental building block on the road to a future system that is much more transparent to all stakeholders and largely based on collaborative decision-making processes,” he says. “To achieve that goal, every actor


concept and widespread recognition of its criticality has been slow. As a result, adoption of the concept within the major new ATM system modernisation programmes, such as SESAR and NextGen, is challenging.

SWIM centralises not only all the information from the AIM domain, but also all the other information domains outside AIM, such as flow and capacity data, meteorological data, radar data, etc., into a massive data pool. It essentially captures all categories of information required to support the new ATM system. SWIM provides interoperable data and makes it accessible to authorised stakeholders.

“SWIM is pivotal to trajectory-based operations and CDM, but there are some issues still to be resolved,” says Lauer. “For example, we cannot simply throw out all the old systems: rather we need to be more pragmatic and migrate and integrate those legacy systems into the new environment. But how do we transform or adapt existing systems to be compatible with SWIM?”

Similarly, there are issues with service re-use and inter-regional access to information. For example, will ANSPs in Europe be able to re-use services made available through SWIM by the FAA and if so what conditions are likely to apply? Or will they only be able to use European services?

“We’ve never had access to such comprehensive data on this level before,” says Lauer, but he acknowledges that progress is slower than anticipated. “We were hoping to be a little bit further along with this than we are now. Progress on AIM is better, with some parts moving well, and others still lacking guidance from ICAO. However, guidance material on these issues is currently being developed by ICAO’s AIS to AIM Study Group.”

CANSO’s role is to create awareness among ANSPs,

must have access to the same high quality data which are then presented in a bespoke manner to meet each stakeholder group’s needs.”

Traditional AIS will therefore need to make the transition to AIM and ultimately be integrated into System Wide Information Management, a process characterised by making available interoperable digital data from all aeronautical domains.

“The transformation from AIS to AIM is the first step and involves digitising and automating the manual and legacy processes in AIS service provision to create a single centralised source of aeronautical information,” explains Lauer. “This will create an integrated aeronautical information database that directly supports other functions, for example ATS systems and procedure design.”

Standardised exchange formats for aeronautical data are a key enabler for global interoperability. How this standardisation will be achieved is an issue that is currently being debated. One possibility would be to utilise the International Standardisation Organisation (ISO).

The European Commission has recently issued a draft mandate to the European standardisation organisations for development of a standard for airport mapping databases (AMDB) based on existing industry standards. This development work could be undertaken as a joint work item between the European standardisation bodies and ISO to create a standard with worldwide applicability.

“We need worldwide standards to lower costs for all stakeholder groups and to ensure global interoperability. We will have a problem with future operational concepts if data are not directly interoperable across different regions,” Lauer says.

SWIM, he says, is only just now beginning to become a concrete

especially those outside the major modernisation initiatives (NextGen, SESAR, CARATS, etc.), and provide a forum for discussion.

“We went ahead and started the coordination needed at a bilateral level while waiting for ICAO to get actively involved, in a bid to safeguard industry interest,” says Lauer. “We need to ensure ANSPs are insulated from political interests and because we are a neutral, non-political body, we can foster global harmonisation. There are so many really big technology initiatives involved that require so much more collaboration than ever before, and a lot of them are phenomenally complex. CANSO’s flexibility helps a great deal to make this global coordination easier.”

CANSO is also supporting ICAO with input into the work of its AIS to AIM Study Group, coming up with formal CANSO positions, contributions by subject matter experts, and helping to raise awareness on AIM and SWIM among all stakeholders and not just ANSPs. However, because experience is still so limited in this field, CANSO is still working on producing Best Practices and Standards of Excellence guidance material.

ICAO’s AIS to AIM Roadmap does not yet address SWIM and the vision for implementation incorporated in ICAO’s Global Operational Concept does not ensure global harmonisation, according to Lauer.

“There are many different visions of SWIM around and it is potentially highly technical and highly complex,” he says. “At present, even the scope of SWIM has not yet been agreed. However, the real challenges are governance issues in conjunction with SWIM – technology is not the problem.”

“There are so many different domains on board – many more than ever before, so this will require a whole change in mindset,” concludes Lauer.

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63 ENvIRONMENT

Important role for ATM in reducing aviation’s environmental impact

Air traffic management has a significant role to play in reducing aviation’s impact on the environment. Shorter routes (either in time or distance), cruising at optimum altitude, shortening or eliminating level segments on departure and arrival, and reduced taxi times can all help reduce fuel consumption and emissions.

The industry acknowledges that 100% ATM fuel efficiency is not achievable due to interdependencies. However, ATM innovations are already delivering significant fuel savings each year, and CANSO’s goal is for airspace to be 96% efficient by 2050.

Measuring performance is key to determining where ANSPs need to focus their attention with regard to ATM and the environment, and this is one of the main functions of the Environment Work Group.

“Much progress has been made in helping to reduce aviation’s environmental impact, but are we focusing on the right areas of opportunity moving forward?” asks Dave knorr, Co-Chair of the Environment Work Group. “Can we better quantify fuel saving opportunities as well as savings already delivered in terms of fuel burn and CO2?”

knorr points out that many of CANSO’s member ANSPs keep radar data, making it possible to identify where the biggest problems lie and where trade-offs are possible.

CANSO is therefore able to identify where the inefficiencies are by phase of flight and across industry for individual ANSPs.

This year, states will begin reporting on fuel savings from operational improvements, but not all have the ability to quantify these savings. So CANSO is supporting the ICAO Fuel Savings Estimation Tool (IFSET) programme, evaluating a draft version of the software to help expedite roll out over the course of the year. IFSET is a tool aimed at those states that are not currently able to model and/or measure fuel savings from operational improvements. It will help them estimate the benefits from any given operational improvement by calculating the difference between a before and after set of scenarios created by altering a route. It then estimates the change in total fuel consumption between the two scenarios, taking into account aircraft type and the number of aircraft that will benefit from the improvement.

“CANSO is gathering information on where we are today


Sometimes, the improve-ments are achieved through trade-offs and knorr cites the descent phase of flight as being “a big area of opportunity.”

“There is a misconception that CDAs or OPDs are the answer to improving fuel burn on descent. They are part of the solution, but overall fuel savings means maximising runway throughput during busy periods,” he says. “Full CDAs from top of descent would not, for example, work in the Heathrow environment.”

In the Uk, NATS is aiming to achieve a 10% saving in fuel burn in its airspace and has conducted trials with United Airlines on the concept of absorbing delay in the cruise portion of the flight. This essentially involves slowing the aircraft down en-route which, in the trials, generated average savings of 40-60kgs of fuel, with a further 60-100kgs saved by not having to join a holding stack. So the aircraft arrived at the same time, but with significant fuel savings.

“The fuel savings are huge but without sacrificing throughput,” says knorr. “However, there are lots of issues associated with equitably managing delay en-route for all flights or requiring controllers to handle participating flights differently from others on a daily basis.”

CANSO gathers and disseminates information about such ideas to its members, and has compiled a set of seven case studies from ANSPs that define best practice for reducing fuel burn in various airspace scenarios.

and where we could be based on aircraft trajectory. IFSET essentially converts that trajectory data into fuel consumption and promotes a consistent way across regions to convert trajectory changes into fuel consumption,” says knorr. “The current IFSET process with ICAO, however, is not focused on prioritising future improvements in fuel consumption, but as a means of measuring what has been achieved already. The work we are doing at CANSO involves identifying opportunities for fuel burn improvements, establishing best practices for achieving results, and measuring benefits in a consistent fashion across ANSPs using IFSET.”

CANSO will continue to work with ICAO throughout the IFSET development and deployment process, encouraging the world’s ANSPs to regularly report operational improvements and fuel savings. This will help ICAO track global efficiency improvements, assess operational goals, and highlight ANSPs’ efforts in reducing the impact of aviation on the environment.

The reality is, however, that ATM is highly interdependent on other factors and knorr believes that much of the work that CANSO is doing is educating stakeholders to this reality.

“We need to do whatever we can to make things better, but ATM is a collaboration between airlines, ANSPs, airports and regulators, and they all have the ability to affect the efficiency of the system,” says knorr.

“These fuel saving concepts cannot be achieved without collaboration/cooperation from airlines, ANSPs, and airports on procedures. The collaboration issues are bigger than the technology issues,” says knorr. “We don’t have to wait for the full implementation of NextGen or SESAR. There are example solutions in place today around the world. ANSPs like Airservices Australia are out in front on several fuel saving practices for terminal area congestion. Our work group tries to develop top-level blueprints for what can be done. We don’t write detailed specifications, but we encourage, disseminate, and try to win political will for change. We also try to explain the problem better. Good solutions come from better understanding the problem.”

For example, knorr says there is a widespread perception that it is better to leave the aircraft on the ground to save fuel burn in the air. In reality, however, most aircraft that are held on the ground then fly at higher Mach speeds and burn more fuel in a bid to get an earlier place in the arrival queue. From a system level this means more fuel burn as aircraft “rush to wait.” Where terminal area congestion exists, using the onboard FMS capability to manage speed and fuel burn in cruise to a target time before top of descent can greatly reduce inefficiencies in the terminal area. This concept is completely supported by 4D trajectory planning in SESAR and NextGen.

65 ENvIRONMENT

“The CANSO issue is more about using existing technologies and procedures to produce benefits sooner, and also help better define future operational concepts,” says knorr. However, he stresses that “data to build and support the arguments is really important. Hence the CANSO focus on performance measurement.”

Similarly, in the taxi phase, the policy has traditionally been to “get out and get in line” as the only way to secure a place in the taxi queue. However, the increasing use of virtual queues could generate significant environmental benefits. This is a departure management system that allows aircraft to maintain their position in the queue without physically joining the queue, holding either at the gate or in a common metering area. Although relatively common in Europe, its use in the US is limited.

While virtual queues in the taxi phase may reduce overall delay, their primary purpose is to move delay back to the gate, saving fuel and minimising environmental impact. Additional potential benefits could include fewer missed passenger connections (because the aircraft is still at the gate, joining passengers can still board without affecting the departure slot), the ability for airlines to prioritise high-value flights through flight swapping (collaborative decision making for traffic flow management), lower taxiway maintenance costs, reduced workload for controllers, and airport capacity enhancements.

Elimination of all queues, however, is neither feasible nor optimal for efficient runway management. Some departure queue depth is necessary to appropriately manage the efficient flow and this is generally assumed to be a queue depth of four to five aircraft.

In the cruise, more direct routes can help reduce flight times and therefore fuel burn, and in Europe, as part of the harmonisation of European airspace, shorter night routes are now being offered on 115 cross-border connections. These more environmentally friendly and cost-saving routes are being offered by the ANSPs in Belgium, France, Germany, Luxembourg, the Netherlands and Switzerland who make up the FABEC (Functional Airspace Block Europe Central) group.

The shortened night routes could enable airlines to shave up to 800,000 nautical miles (approximately 1.481 million kilometres) per year off flights within FABEC airspace, corresponding to fuel savings of 4,800 tonnes of kerosene and emissions reductions of up to 16,000 tonnes of CO2. It is possible to offer these shorter routes to the airlines due to the fact that air traffic decreases significantly at night and that military training airspaces are also mostly inactive at this time. The shorter routes are particularly beneficial for cargo aircraft, which often operate at night.

However, airlines are not always able to react quickly enough to take advantage of the direct night routes. knorr acknowledges that ANSPs could do more to educate the airlines about these routes and airlines could do more to

“Noise is not only a very complex issue, but it is also a very local issue and it is becoming an increasing constraint for airports at every level.”


who is affected. Creating “new” noise over communities not currently impacted brings tremendous political pushback. Additionally, RNP routes can produce greater concentration of noise for those communities under those precise routings. The debate continues about whether those who already suffer noise pollution should be expected to shoulder more because it will have less impact on them than if that noise is relocated to areas that currently suffer little or no noise pollution where the impact would be significant. This is an issue that ANSPs are having to play a much larger role in managing – again by providing improved data.

CANSO is encouraging its members to engage much more closely with local communities and airports to try and address these concerns. Noise is not only a very complex issue, but it is also a very local issue and it is becoming an increasing constraint for airports at every level. On the plus side, airports are more precisely able to monitor and identify aircraft suspected of breaching noise constraints and it

invest in more flexible flight planning systems. So CANSO is working with IATA to ensure that both stakeholder groups are better equipped to exploit this opportunity.

In the climb phase, continuous climbs are perceived to be the ultimate solution, but knorr believes this is an over simplification.

“Level offs are often used for safety reasons associated with arrival flows,” he says. “However, RNP should enable us to make much better use of the available airspace because we will not have to block off so much airspace around each aircraft. However, until everybody is equipped, the potential of RNP remains not fully utilised.”

The other environmental issue that is rapidly moving centre stage once more is noise, and RNP again has a role to play. As aircraft systems enable greater accuracy, aircraft are flying much more precise approach and departure routes at airports, thereby reducing the overall noise contours of affected communities around airports. However, it also means changing

can present this evidence to the community. CANSO has developed a whitepaper with case studies from around the world and is drawing up a set of best practices for dealing with noise constraints. Communicating proposed changes with communities earlier is at the top of the list.

In addition, CANSO is introducing a new award this year to acknowledge an Environment Work Group member organisation that may have collaborated across industry, academia and with communities to strive for an exceptional environmental improvement. The award, which is being donated by Hungarocontrol, will take the form of the Gömböc, a three-dimensional body of uniform material which only has one stable and one unstable point of equilibrium when placed on a flat surface. The Gömböc was only discovered as the result of close collaboration between Hungarian mathematicians Professor Gábor Domokos and Péter várkonyi. It was therefore chosen for the award as a symbol of exceptional achievement through collaboration.

Celebrating excellence in the global ATM industry

Monday 11 February 2013 | Madrid

Award Categories Include:• Enabling Technology• Service Provision• Industry

• Innovation• Environment• European ATM

• Runway Safety• Human Factors

To request a 2013 nomination pack, please email

[email protected]

Sponsorship enquiriesGill Thompson | +44 (0) 1273 771 020 | [email protected]

Registration and table booking informationAnouk Achterhuis | +31 (0) 23 568 5390 | [email protected]

Register now & book your table:www.canso.org/atmdinner

Contact us


Policy Committee prepares CANSO position for crucial Air Navigation Conference

2012 is the year of the 12th Air Navigation Conference (ANConf/12), an event that happens just once a decade, and one that is arguably the most important ICAO event to date for CANSO and the ATM industry, as it is meant to achieve consensus and obtain commitments to realise a harmonised global air navigation system.

Work is already well underway preparing position papers for CANSO to present to the conference, taking a leadership role at the forefront of the ATM industry at this global level. Step up CANSO’s Policy Programme that is assuming a new advocacy role within the organisation, and ANConf/12 will be a proving ground for this new function.

The Policy Standing Committee (PSC) is still defining its ambitions and key milestones, and working out what advocacy positions it wants to put to the conference.

“We will exploit work done within CANSO on various issues to formulate opinion pieces and position papers – advocacy that we can feed into ICAO and other stakeholders,” says Samantha Sharif, CANSO’s Director Industry Affairs.

Sharif, who has been instrumental in setting up the PSC, points out that, in the past, the ICAO/IATA partnership tended to drive ATM policy, with CANSO providing support. “Now, however, we are a full partner and both ICAO and IATA

are extremely receptive to working alongside CANSO,” she says. “The dedicated air navigation services expertise that CANSO brings to the table facilitates a much more comprehensive level of debate and all stakeholders benefit as a result.”

For CANSO, ANConf/12 is an opportunity to get ATM onto the political agenda, to attract attention and support at a political level for achieving the goal of a global seamless air navigation system. It includes issues such as the separation of service provision from regulation; financial issues, including the need for greater financial autonomy so that ANSPs are empowered to take prudent management decisions, allowing for the build-up of financial reserves and the use of incentives; and sovereignty of airspace.

Rüdiger Schwenk, Chairman of the PSC, questions what sovereignty of airspace really means at the air navigation service provision level. “In respect of aviation, sovereignty refers to the ownership of airspace, the exclusive

69 INDUSTRY PRIORITIES


“We need to determine what the institutional and political hurdles are that hinder ANSPs from providing the performance levels required.”

competence of states to exercise their legislative, administrative and judicial powers within their national airspace. However, air navigation services require a more global, delivery-focused model, based on performance rather than national borders.”

So CANSO is challenging the traditional approach of ‘pure’ sovereign control of the skies, urging states to recognise that this might not be in their overall national interest, and that there is no legal impediment to a more flexible interpretation of the concept. FABs are a step in the right direction, but states are often reluctant to alter their understanding of sovereignty.

“We need to determine what the institutional and political hurdles are that hinder ANSPs from providing the performance levels required, and we need to ascertain how we begin the dialogue to start removing these hurdles. This is one of the issues that has been at the heart of CANSO’s existence from the very beginning,” says Schwenk.

The Policy Programme remit covers several high-profile industry issues that include ANSP Performance and Quality Management (see separate features on pages 30 and 76, respectively), Benchmarking, and Human Resources (HR). And, in addition to getting ATM onto the political agenda through advocacy, two other key

issues have been identified as areas of priority for the Policy Programme: social dialogue and industrial relations, and delivering the benefits of technology.

In Human Resources terms, the industry needs to “maximise the labour force we have and ensure that workforce is fully engaged with what the industry is trying to achieve,” says Schwenk. “That means improving social dialogue with the unions. Our human resources are the most important capital resource we have in our industry and manpower accounts for approximately two thirds of the overall cost of providing air navigation services. It is therefore a key performance driver and it is imperative that we have employee support for the change process that will move us to the ultimate goal of seamless airspace.”

Over the last couple of years, strikes - actual and threatened - in several countries in Europe have caused thousands of flights to be cancelled and the journeys of hundreds of thousands of travellers to be disrupted. The industry believes such action is a blight on the professional reputation of air traffic control in Europe.

However, the region is beginning to converge with the creation of the Single European Sky, and greater mobility in the air traffic control workforce should be achievable by ensuring that the

71 POLICY

skills, training and qualifications required across Europe are mutually recognised and supported in every EU country.

Schwenk acknowledges, however, that as a trade association, it is difficult for CANSO to define a formal position relating to HR and industrial relations even at a European level, let alone a global one.

“As a trade association representing ANSPs in the air transport value chain, we are committed to delivering services without disruption. But there are so many differences in national legislation and culture across Europe concerning industrial action that it is difficult to define a common solution. So each ANSP needs to nurture a constructive relationship with its employees – and that is just good business sense. They need good relationships with everyone who has a stake in their business: owners, customers, and employees alike.”

Schwenk also points out that air navigation service provision is a public service task with a clear mandate, and is more often than not part of a government administration. It has more constraints and less freedom to introduce commercial solutions in the way that, for example, the airlines can in response to market conditions.

“So it is already difficult to come up with a one-size-fits-all position at a European, let alone at a

global level,” Schwenk concedes.As a result, much of the

work that the Human Resources work group does is related to metrics: how much staff are being paid, what hours they work, levels of productivity, etc. And it considers what can be done to unlock the full potential of the workforce.

In terms of delivering the benefits of technology, Schwenk acknowledges that there is a very high level of technological capability within the industry, but that it is not being utilised to its full capability for a number of political, operational, or economic reasons.

“So we have to help create a focus to optimise this capability,” says Schwenk.

With substantial new ATM systems being developed around the world, and particularly in the US (NextGen) and Europe (SESAR), the industry needs to examine the performance implications of all this new technology and ensure that all elements of the system and all stakeholders are synchronised towards a common goal.

On the matter of ASBUs, Schwenk says it is important to have a good understanding of what this means to different regions, and insists that their requirements must be given due consideration.

“We must allow for consideration of regional specificities,” says Schwenk. “One

size does not necessarily fit all. What does interoperability really mean at different levels? ANSPs need to understand what level of detail is needed to be interoperable, because the cost implications are going to be significant if there are different performance levels around the world.”

Underwriting all the effort of ANSPs, however, is Benchmarking - the key to measuring performance and enabling ANSPs to set targets, track their own progress on the way to achieving those targets, and to determine where they stand in comparison to other service providers. The data can also be powerful evidence to support advocacy.

“We don’t use the global benchmarking study to make a statement,” says Schwenk. “Rather, we use it as a platform to promote better performance.”

Schwenk and Sharif agree that states have an important role to play in ATM performance. “As the aviation industry and society at large demand increasing levels of performance in safety, service delivery, productivity and cost-efficiency, ANSPs need to be regarded as bona fide businesses. It is therefore not so much the ownership structure that is important; it is the governance of ATM that ultimately will influence its performance,” concludes Schwenk.

73 BUSINESS PERFORMANCE

Performance-based approach is the way forward for ANSPs

Institutional change, performance-based ANSP management, and stakeholder engagement are key areas where the Business Performance Work Group (BPWG) of CANSO’s Policy Programme is focussing its efforts.

In particular, it is helping to address three issues that are facing the provision of air navigation services at both an institutional and organisational level: performance-based ANSP management; the separation of regulation, supervision, and service provision; and development of a system and value-chain approach.

“The measurement of any individual ANSP’s performance is a complex task,” explains Gudrun Held, Chairman of the BPWG. “One basic element is to create a mature understanding of the concept of ‘sovereignty’ and differentiate clearly between the ‘ownership of airspace’ and the delegation of services. These elements, in addition to the nature of an ANSP’s ownership, its regulatory environment and many other factors can all impact its ability to perform effectively and efficiently. Airspace users demand safe, efficient, environmentally-conscious, and cost-effective service delivery, and to be able to provide that, ANSPs must be empowered to enter into cooperation with not only other ANSPs, but also all industry partners. This system approach to improvement strengthens both the individual and collective ability of ANSPs, and supports the improvement of processes as well as the introduction

of concepts and tools to the benefit of all partners.”

To assist ANSPs in implementing a system of performance-based management, the BPWG is creating a framework based on a mature understanding of sovereignty, current legislation, and best practice examples that can be tailored to regional and individual ANSP needs. Business performance is closely related to Quality Management (see also Quality Management report, page 76), and indeed Quality Management is seen by some as a distinct tool, together with Human Resources management, that can help transform business performance.

CANSO believes that all ANSPs should be migrating towards performance-based management, if they have not already done so, irrespective of size.

“Improving the corporate value chain, setting strategic objectives and SMART targets, stop doing ‘everything’ – but prioritising and focusing on those activities that are in service of the corporate vision/strategic objectives and therefore deliver the most benefits (managing the corporate portfolio), continuously improving internal processes and also relationships with all external partners, ensuring that investments will bring the expected return and


ANSP Management

Safety Finance HR

ANSP Governance

Institutional Arrangements

Empowered Management

Service Provision

Government

Operations Environment Technology

Management Excellence

fundamental to improving ANS performance, and a crucial vehicle for comparison.

“The ability to monitor and measure performance is a key requirement for any business or industry in identifying areas for improvement and setting performance-based targets,” says Held. “However, a lot of our members don’t have the skills or competencies to benchmark or compare themselves with their peers. Some don’t even talk to their customers.”

“What we are looking for is an institutional framework that is suited to support performance-based air navigation services,” Held stresses. “One of the problems is that business performance is often confused with being profit-orientated and being business orientated is often perceived as being in conflict with the requirements of safety. Profit is seen as compromising safety. But this is precisely why we need proper separation of regulation and service provision.”

This separation of regulation and service provision is fundamental to the creation of an institutional framework that supports performance-based air navigation services.

At present, many ANSPs are still government owned and

use cooperations as a strategic and operational vehicle .... all these are crucial elements of performance-based management and will be covered in the BPWGs framework guidance material,” says Held.

“ANSPs should also compare themselves against their industry counterparts, and make the effort to find out if they are meeting customer and shareholder expectations. In terms of safety, efficiency, cost effectiveness and also environmental sustainability, they must make sure they are meeting the safety and service criteria specified by their regulator, but they should also constantly monitor and improve their relationship with all their customers. Even if an ANSP believes it has achieved near perfect performance, there is always room for improvement. I still remember one of the favourite quotes of one of my Marketing Professors: ‘Companies have to continuously measure their performance, never rest on their laurels to ensure that today’s laurels will not become tomorrow’s funeral wreath’.”

In 2010, CANSO published the first Global Air Navigation Services Performance Report approved for public release without the information being de-identified. This type of benchmarking is

regulated. There is often insufficient transparency and no clear delineation between regulation and the provision of services: in effect they are self-regulating, creating an obvious potential conflict of interest. In order for ANSPs to make the operational, financial and commercial decisions they need to make in order to meet customer expectations, but without impacting safety, it is important that safety regulation cannot be manipulated in favour of commercial interests. ANSPs therefore need to be financially independent and empowered to take prudent management decisions, allowing for the build-up of financial reserves and the use of incentives. But they also need to be properly regulated by an independent regulator.

To date, Nav Canada is the only fully commercialised ANSP, subject to stringent safety regulation, but with no economic regulation because it is run like a business and is answerable to its customers.

CANSO believes that, if providers of air navigation services are empowered by their states to concentrate on the “business oriented management of the service function” and the delivery of safe, environmentally sustainable, efficient, cost-effective and seamless services, they will be in a better position to respond to

75 BUSINESS PERFORMANCE

the different needs of their stakeholders, and in particular their customers. It will also empower them to use their choice of vehicles to improve their performance, for example agreeing with other ANSPs and further industry partners to create regional efficiencies.

CANSO believes that a mature understanding of sovereignty, clear separation of regulation and service provision, and a customer orientated corporate culture are essential cornerstones of business performance. Separation between regulation and service provision is an ICAO recommendation, and is embedded as a requirement in the Single European Sky regulations. As the owners of airspace and in compliance with the ICAO Convention, each state is responsible for how it wants to organise air navigation service provision within its boundaries.

“In cooperation with ICAO, we should promote a mature understanding of the concept of sovereignty and support states to establish clear separation between regulation and service provision. States – as the owners of airspace - cannot delegate this responsibility. However, they can delegate the provision of service, provided the proper regulatory infrastructure is in place,” says Held.

The CANSO Fitness Check is a tool that enables the organisation to assess where its members are now, and where they want to be in three to five years’ time. It helps CANSO identify particular areas of weakness, and areas where it can help to move each member towards the next step of maturity.

“Performance is a continuous improvement cycle,” says Held. “Performance helps us to meet the expectations of our customers. Our customers should be the centre of our attention, wherever and whoever they are, and they are generally more demanding than the state. But we should also remember that our shareholders are customers too.”

Good policy-making, and appropriate legislation and regulation need to encourage the transition to a performance-based approach. A much more integrated approach to policy-making is needed, characterised by collaboration and cooperation among the stakeholders in the air transport value chain. Importantly, without institutional change ATM performance cannot improve and evolve to be in step with the developments in the aviation sector. This does not mean a renegotiation of the Chicago Convention: just a more modern interpretation of it. International civil aviation needs a policy debate about the future institutional and economic framework and ICAO is in a unique position to facilitate such a debate.

OppositeState determines effective ANS Management


Quality Management ensures sustainable product delivery

Quality Management is as relevant to aviation as it is to any other business environment. It is a tool for ensuring an organisation-wide approach to understanding precisely what customers need and consistently delivering accurate solutions within budget, on time and with the minimum loss to society.

It ensures the effective design of processes that verify customer needs, plan product life cycle and design, and produce and deliver the product or service. Quality Management should also support succession plans that clearly identify who does exactly what in a business and how, and thereby facilitates consistency of service, irrespective of who provides that service.

“Quality Management is about giving everyone in an organisation the best chance of success in delivering performance and achieving objectives by setting up a framework for business,” says Giles Pateman, Chairman of the Quality Management Work Group. “It is an organisational approach to ensuring delivery of customer needs. It nurtures innovation and care, and generates improved profitability and effective management of risk. It puts in place a complete set of design processes that ensure product delivery, while at the same time measuring and enhancing those processes, and facilitating sustainable improvement.”

The aim, Pateman says, is to put in place good practices and to be able to repeat them again and again, as effectively and efficiently as possible. But it is an ongoing process, and close monitoring is essential to ensure that any improvements introduced to the business are having the desired effect, and are adapted when necessary to reflect changes in the business environment.

For a Quality Management system to work, everybody employed by a business must be fully accountable. There has to be a clear record of precisely what they do and how. Only then can sustainable improvements be managed in a structured way.

“If you record and define what people do and how they do it, other people can seamlessly assume that role if someone leaves, is promoted, etc.” says Pateman. “Without it, a business cannot grow because the workforce becomes static and it is harder to move people on and up.”

Quality Management generates benefits no matter the size of the business, but the bigger


the business, the more essential Quality Management becomes.

For example, as CANSO has grown, the need for a more formal Quality Management system was quickly recognised to ensure the organisation’s ability to sustain and improve the level of service it provides to its members and other industry stakeholders. As a result, a system is being put in place.

CANSO is, of course, promoting this approach to its members, helping ANSPs understand how and why they should implement Quality Management systems, and providing the processes and tools needed by ANSPs to benchmark performance and achieve their strategic objectives.

Quality Management follows a plan-do-check-act cycle in which it provides managers with the instruments they need to achieve objectives. CANSO’s ultimate objective, its Global vision for Seamless ANS, can be facilitated by a strong Quality Management framework, which functions as a strategic guide for supporting performance improvement.

PLANCANSO’s ‘Fitness Check’ will help ANSPs gauge their effectiveness and clearly identify key development areas in the Plan element of the cycle. The Fitness Check is essentially an annual survey conducted among member ANSPs to help them assess where they are now in relation to the Global vision, and where they aspire to be in three to five years. The first Fitness Check was conducted in 2010 and clearly identified specific

trends and common priorities for CANSO members and for CANSO itself. DOBusiness efficiency is often built on the implementation of thorough policies, strategies and processes. A ‘Framework for Management Systems’ developed by the QMWG will highlight models and improvement steps to help ANSPs develop their overall management capability. CHECkEnsuring that activities are effectively implemented is key to business efficiency and the QMWG’s ‘Improving Business Performance through Auditing’ Standard of Excellence has been designed to support ANSPs in conducting efficient and effective internal auditing. Audits are an integral part of most management systems and are usually a requirement of external standards (e.g. ISO 9001 or ISO 14001) and external regulatory frameworks (e.g. SES, ICAO). ACTBusiness transformation is about change management and the QMWG highlights the sort of improvement tools and techniques in its ‘Change Management Principles’ publication to support business needs in this area.

By sharing best practice examples and incorporating these into guidance material, CANSO will assist ANSPs in improving their management systems, processes and management tools, thereby actively contributing towards cross-

border cooperation and efficiency of air navigation service provision globally. However, Pateman feels that CANSO may need to do more than just produce guidance material.

“There is increasing interest in Quality Management in some regions, so we have to ask ourselves, how do we develop this and how do we help organisations implement it? Should we go out into the field to provide hands on support and actually help ANSPs implement Quality Management rather than just tell them how to go about it? Is that the next natural step?”

Generally everyone in a business is responsible for quality, but sometimes it takes someone to provide leadership, so usually a business would require a small team to support a Quality Management drive. “The end goal is that Quality Management should always add value: either by reducing risk or by improving efficiency and effectiveness,” Pateman stresses. By 2013, CANSO hopes that all its member ANSPs will fully understand their capability and indeed what they want their capability to be.

As companies become more global and more delivery focused, the Quality Management attributes of consistency and customer focus become more important. Pateman says: “The principles of Quality Management are key to sustaining a company’s success.”

79 QUALITY MANAGEMENT

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81 FOREWORDS

Reports from the Regions CANSO makes significant contribution to ICAO efforts in Asia Pacific New Africa Office harnessing CANSO expertise to help address regional issues Industry involvement crucial to the complex evolution of Single European Sky CANSO making inroads in the Americas Coordinated ATM approach crucial to sustained traffic growth in the Middle East

84.

86.

87.

91.

93.www.canso.org/atmjobs

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Aviation is responsible for only 12% of CO2 emissions from all transport sources, compared to 74% from road transport. Nevertheless, the industry has set ambitious environmental targets for itself. From 2020, net carbon emissions from aviation will be capped through carbon neutral growth and by 2050, net aviation carbon emissions will be half what they were in 2005.

PicturedNewark Liberty International Airport

© 2012 Google


CANSO makes significant contribution to ICAO efforts in Asia Pacific

Booming regional economies set against the financial woes that have affected so much of rest of the world have brought Asia Pacific to the forefront in terms of air transport. The region is now the world’s largest aviation market and growth is the industry’s greatest challenge. More than half the world’s population live in this region and, as continued economic growth leads to rising incomes and a greater propensity to travel, ATM must keep pace with the accelerating demand for air transport to support greater trade, tourism and investment flows.

However, the problem of growth is a “happy one,” according to Hai Eng Chiang, CANSO’s Director Asia Pacific Affairs, because with growth come the funds and resources needed to manage that growth.

But ATM is a complex issue. It requires appropriate and sophisticated technology and highly trained staff to ensure flight safety and efficiency, both of which require long lead times to deliver. In addition, because flights operate across national boundaries, operational solutions must be harmonised between individual states and their ANSPs, as well as being interoperable with aircraft and other ground systems. So greater collaboration is needed among ANSPs and other stakeholders to ensure harmonisation and interoperability of technology and procedures.

“The challenges,” says Chiang, “are magnified by political and cultural diversity and the vastly different levels of technological and economic development across the region.”

Because safety and efficiency issues have to be addressed holistically among states and their aviation partners, ICAO plays the lead role. Air navigation planning and implementation issues come under the ICAO Asia Pacific Air Navigation Planning and Implementation Regional Group

85 ASIA-PACIFIC

(APANPIRG). In August last year, ICAO also formed an Asia Pacific Seamless Airspace Planning Group (APSAPG) to study the requirements for seamless ATM operations in the region. The APSAPG will have to take into account ICAO’s new Aviation System Block Upgrades (ASBUs) initiative to ensure global harmonisation of ATM (see also ICAO Liaison Office report on page 43).

ICAO also formed a Regional Aviation Safety Group – RASG-APAC – late last year to look at all aspects of aviation safety, but with particular focus on issues such as runway safety, loss of control and controlled flight into terrain.

As the global association representing ANSPs, CANSO plays an active role supporting and supplementing the work that ICAO does. It develops and disseminates international best practices throughout the region, and is well placed to stimulate much greater collaboration between ANSPs and their partners.

For example, when CANSO opened its office in the region in 2008, it was recognised that, while ADS-B was still a relatively new technology, it offered great promise for the region given its vast expanse of oceans and challenging terrain. Since then, significant progress has been achieved implementing the technology in areas of major traffic flows over the South China Sea and the Bay of Bengal. CANSO conducted a cost benefit study and held on-site ADS-B seminars in Manila and Yangon to promote collaboration through ADS-B data sharing among ANSPs.

Since the publication of the cost-benefit study, ground stations have been commissioned in Indonesia and Singapore, and installation is planned for vietnam. Myanmar and India have announced plans for ADS-B stations in the Bay of Bengal; and China, Hong kong and the Philippines are working to extend ADS-B coverage over other parts of the South China Sea. An AIP Supplement on an aircraft equipage mandate for full ADS-B operations on

certain trunk routes over the South China Sea by the end of 2013 has been published by Singapore.

“There is now clear recognition in the region that ADS-B implementation can help deliver seamless ATM operations by enhancing airspace capacity and improving flight safety and efficiency,” says Chiang. “The project not only demonstrates the commitment of ANSPs to work with their customers to improve operational efficiency and safety, but also the shared commitment to work together to transform ATM performance.”

In the area of seamless operations, CANSO has been closely involved in launching a pilot CDM project as proof of concept to improve ATM efficiency between major city pairs in the region. A joint initiative between AEROTHAI and the Civil Aviation Authority of Singapore (CAAS), the pilot project focuses on the Singapore-Bangkok city pair, and involves not only the ANSPs, but also the airports and airlines in both Singapore and Thailand. As the intermediate ANSP for the route, DCA Malaysia has also joined the project.

The pilot “Whole of Flight CDM” project was launched in June last year in Bangkok with the aim of demonstrating the potential efficiency gains from the implementation of CDM at Bangkok’s Suvarnabhumi airport and Singapore’s Changi airport, with the integration of en-route and airport CDM for seamless ATM operations. The Bangkok-Singapore city pair was selected on the basis that there are relatively few air traffic constraints that could hinder the identification and further development of best practices.

The project aims to improve information exchange among all aviation stakeholders involved in flight operations, and anticipated benefits include fuel savings, improved predictability and time performance of flights, reduced C02 emissions, and optimum use of stakeholder resources. CANSO believes CDM is an essential enabler to the transformation of ATM

performance and it is hoped that the data collected will contribute to development of best practices in CDM implementation for other city pairs in the region.

CANSO also facilitates learning and the transfer of best practices to both member and non-member ANSPs and CAAs in the region through a series of workshops. Indeed, the “Whole of Flight CDM” project grew out of an ATM Operations Best Practices Seminar held in November 2010 in Singapore. The series of workshops includes an annual ATM safety workshop focusing on industry best practices, the challenges of SMS implementation, and safety risk management. Last year the workshop was held in Bangkok and this year the Maldives hosts the event in conjunction with the CANSO Asia Pacific Conference in May.

CANSO is also supporting ICAO’s environmental initiatives in the Asia Pacific region and member ANSPs “are fully committed to reducing carbon emissions through operational ATM improvements,” says Chiang. “However many ANSPs here do not have the capability to accurately predict the fuel savings arising from such improvements even though it is crucial to measure cost benefits and communicate successes and contributions to the environment.”

So CANSO has been working closely with ICAO to develop and roll out a simple yet globally endorsed tool known as IFSET, the ICAO Fuel Savings Estimation Tool (see also ICAO Liaison Office report on page 43), to enable ANSPs to uniformly measure and collectively demonstrate ATM’s contribution to reducing aviation’s impact on the environment.

CANSO held the first IFSET workshop for the Asia Pacific Region in Singapore in December 2011, and some 30 participants from 18 organisations across the region participated. A second IFSET workshop is being held in the Maldives this year in May, open to both member and non-member ANSPs and CAAs in the region.


New Africa office harnessing CANSO expertise to help address regional issues

CANSO’s new Africa office formally opened last year in Johannesburg, South Africa, hosted by Air Traffic and Navigation Services (ATNS). The office gives an ATM voice to a region that faces significant challenges as infrastructure development struggles to keep pace with traffic growth forecast at 6% over the next 20 years.

Boni Dibate, CANSO’s first Africa Project Liaison Officer, says that the infrastructure issue is the biggest one facing the region at the present time, and it is adversely impacting traffic growth potential.

“In terms of infrastructure investment, South Africa is more advanced than many other countries in the region. Aircraft operating in South African airspace are using ICAO radar separation standards,” Dibate says. “However, as they fly north, the lack of infrastructure means separation margins have to be increased to procedural standards, and that adversely affects efficiency and cost. If we can solve the infrastructure issue, we will address a number of other challenges also facing the region, and safety will benefit as a result.”

Harmonisation is another issue that is constraining growth and Dibate says that improved cross border cooperation and more comprehensive Letters of Agreement between states would go a long way to generating improvements.

An initiative is in place to bring different countries together to

agree how aircraft should operate in the upper airspace (above FL250) and how they will be coordinated by different countries along a route. The South African government and Department of Transport is leading this initiative which has been delegated to ATNS. CANSO is also working with ICAO, IATA, the ACI and other relevant stakeholders on a range of airport issues.

Funding is inevitably an issue where there is such a concentration of developing countries. “CANSO is not there to assist with arranging or providing funding, but it can inform and create awareness of different funding models, so that ANSPs can chose which one works best for them,” says Dibate.

Although the Africa region currently boasts just seven regional members - Aeroportos de Moçambique, ATNS (South Africa), CAA (Uganda), kCAA kenya, NAMA (Nigeria), NANSC (Egypt), and OACA (Tunisia) – Dibate says there is considerable interest from many other countries in the region to finding solutions to its aviation challenges, and support for the work that the CANSO Africa office is doing. Other countries that have expressed an interesting in joining include Zambia and Ghana. In addition, Dibate says ASECNA (L’Agence pour la Sécurité de la Navigation Aérienne en Afrique et à Madagascar, which provides air navigation services in nine African countries) is clearly interested in opening a dialogue with CANSO.

“Our aim is to become the independent voice of ANSPs in Africa,” says Dibate. “This continent faces complex and diverse aviation challenges and we will provide a regional focus for ANSPs, airports and airlines to work together to transform the performance of air traffic management in Africa. We will give ANSPs a voice where they currently don’t have one, and we will ensure they are represented at a local, regional, and international level. This is a model that has worked well for the airlines (IATA) and the airports (ACI) and now we need a representative body for ourselves that will give us a voice.”

As well as developing key programmes and initiatives, the Africa office will also seek to enhance coordination with other international aviation organisations such as ICAO, IATA and ACI. CANSO will also hold its annual global ATM safety conference in the region later this year.

“As the global association for air traffic management, CANSO brings together the world’s leading experts to exchange knowledge, information and best practice. The new Africa office will help bring this expertise to Africa,” Dibate concludes. “This is an exciting time for aviation in Africa. By creating a neutral platform for all aviation stakeholders to come together, share knowledge, information and best practice, we aim to create a new era in collaboration for air traffic management in Africa.”

87 AFRICA / EUROPE

Industry involvement crucial to the complex evolution of SES

There are a number of key issues facing ATM in Europe, and CANSO’s European office is heavily involved in ensuring that the voice of the air navigation services sector is heard both at a regional level and when it comes to making an industry contribution to more global debates.

The evolution of the Single European Sky (SES) is clearly the single most dominant issue facing the region, but in itself is throwing up a whole raft of underlying challenges that are complex and not always straightforward to resolve. Performance SchemeWith effect from the beginning of this year, a new Performance Scheme is being implemented across Europe as part of the SES package. The move is in response to pressure from airspace users for European ANSPs to become more performance driven. The ultimate goal is creation of a wholly performance-orientated European ATM, and it is one of the most significant challenges currently facing the regional industry.

The Performance Scheme includes: performance targets in the areas of safety, environment, capacity and cost-efficiency; national plans or plans for functional airspace blocks (FABs); and periodic review, monitoring and bench-marking of the performance of air navigation services and network functions.

“FABs are a good concept for Europe’s airspace, but they are so complex to implement that they won’t deliver significant benefits in the short term,” says Guenter Martis, CANSO’s Director European Affairs. “Realising that, airspace users called for a Performance Scheme that would help bring costs and delays down and push performance and safety up.”

But although it is a European initiative, similar work is being done at an ICAO level for more performance-based orientation globally.

Under this new SES regulation, the full cost recovery system will be replaced by the predetermined cost regime from 2012 onwards. This means that ANSPs will have to achieve performance targets set as part of national - or FAB - performance plans, which in turn need to be aligned to targets set at a European level.

“This is the key challenge facing Europe at the moment,” says Martis. “It is achievable, and where there is a will there is a way, but the complexity of introducing a Performance Scheme is huge. It requires transparency in cost efficiency, capacity, and safety. But what is the methodology on how to break down European wide targets into regional and national targets?”

The goal is incremental savings of 3.5% to airspace users each year as part of the first three-year reference period (RP1), from 2012-2015. During this period, only en-route services are included and the performance of ATS at terminal areas is monitored. Martis says this will essentially be a “trial and error” phase that will also define delay limits and safety targets.


However, Martis points out that air navigation charges include some state costs, and states will therefore be required to bring their costs under control as well. ANSPs are only able to control their own element of the charges and some states will have difficulty achieving the 3.5% reduction.

The goals are “challenging but should be achievable,” Martis says.

Lessons learnt from RP1 will be used to help finalise the requirements for the second reference period (RP2) that will last for five years, from 2015-2020, and take a gate-to-gate approach. Preparations are already being made to define goals and targets for that. As with RP1, CANSO is contributing to the rulemaking process, providing “honest and realistic comment on the development of targets,” and presenting the ANSP view of challenges and what can realistically be achieved.

Martis warns there is a potential risk that “due to lead times needed for RP2 development and target setting, there is no mechanism to accommodate appropriate lessons learnt from RP1 before implementing extended RP2 targets.”

However, although there is some scepticism that the Performance Scheme is a potential threat to current working practices, CANSO believes that, if it is implemented properly, it represents more of an opportunity than a threat.

“ANSPs want a performance scheme that improves performance for customers and incentivises ANSPs to manage their businesses to deliver improvements within a sustainable financial framework,”

says Martis. “Remarkable progress has already been made by our members in coordinating, harmonising and consolidating efficiency plans that will deliver real savings, and agreeing on mechanisms for their delivery, measurement and assessment. The Performance Scheme provides the industry with new tools to address the challenges of managing airspace costs on a Europe-wide basis.” SESAR DeploymentThe SESAR (Single European Sky ATM Research) programme is the technological and operational dimension of the SES initiative to develop the future European ATM system.

In July 2016, the SESAR Joint Undertaking, that was created to manage the development phase of the programme, will cease to exist and CANSO believes considerable work still needs to be done to agree governance and funding arrangements for the programme beyond this date in order to ensure deployment of the SESAR concept.

“Stakeholders need to invest in the order of €30 billion for the deployment of SESAR. It will involve a huge number of different investment and deployment plans, and it is important therefore that we implement the various different elements in a synchronised and efficient way in order to maximise benefits,” Martis says. “If we don’t, we won’t achieve the benefits. So we really need to know who will govern this deployment and how.”

CANSO believes that the main investors in SESAR – the airspace users and airports as well as ANSPs - should manage the

implementation of SESAR because they will control the investment. CANSO is convinced that this is the only way to generate the necessary involvement and commitment of those who need to implement the new technological concept between now and 2020, and beyond. The roles of Eurocontrol and the SESAR Joint Undertaking also need to be well defined because Eurocontrol has no legal remit to enforce implementation.

“If there is delay in developing the governance, then that will delay the deployment of SESAR,” says Martis. But progress is already two years behind schedule.

For now, the Implementation Package 1 (IP1) Steering Group is being used as an example of how future governance could work, but securing commitment from all players and addressing the institutional issues is proving a challenge.

“We are still a long way from where we need to be,” says Martis, but he insists that “failure is not an option.”

Martis believes that the industry governance body would be a completely new organisation. Airspace users are opposed to the creation of yet another administrative body and believe the Joint Undertaking could be transformed to fulfil this new role. However, CANSO believes this would take too long and would be legally challenging, especially in the area of liability.

So CANSO believes the industry partnership should be made up of those who invest, with commitment through binding agreements. It should involve those who have an effect on the network, where that investment is crucial

89 EUROPE

to the network as a whole. These investments are ultimately expected to be funded through user charges, but appropriate funding of the SESAR deployment is key. Since the main investors cannot afford to provide full investment upfront, public money via EU funds is required.

On top of that, standardisation activities need to be planned and completed before the deployment of SESAR can start.

“It is clear therefore that the efforts necessary to deploy SESAR are really enormous and involve all the players in the aviation value chain. This is why commitment from all the stakeholders is of the utmost importance,” says Martis. He also cautions that “not involving the industry in this important phase and not providing the appropriate funding mechanisms would jeopardise the success of SESAR. Europe cannot afford this.” EASACANSO believes there is still too much overlap between the rulemaking of the SES and rules applied by Member states based on Eurocontrol documents. CANSO believes “the EU needs to get on top of the duplication issue,” says Martis. “In future, EASA should be the single European regulator on safety.”

In the meantime, “the overlapping of rulemaking arrangements has to be clarified,” insists Martis. “We don’t need more regulation, but better regulation. And we need to harmonise.”

At present, some states have adopted Eurocontrol standards, but these must now meet EASA standards and will gradually switch over from Eurocontrol to EASA.

CANSO is anxious to ensure that this is done as efficiently as possible. Role of EurocontrolWith the evolution to the SES, the role of Eurocontrol is also transforming and its exact role in the future will need to be formally redefined for the new SES environment because the clear mandate on ATM issues will lie with the EU. Factors such as the growth of the EU and the realisation of the SESAR implementation, as well as EASA being fully established as the single European Aviation Safety Authority, need to be carefully considered when determining the future role of Eurocontrol.

The agency plays an important role in European ATM and is strongly interlinked with the European Union/EC aviation competencies, EASA and the SESAR Joint Undertaking activities. It was originally set up in the 1960s, at a time when the EU had no power over ATM, to provide support on regulatory matters and service provision. However, the European ATM landscape has changed dramatically since then and it is questionable whether the convention with which Eurocontrol was established is still relevant for addressing the challenges facing European air transport, both today and in the future.

“We either need to modify the convention or completely change the organisational structure of Eurocontrol,” says Martis. “It is seen by some states as an asset and a counterweight to the EU, but in reality we only need one authority.” CANSO believes Eurocontrol should have a support role for the whole

SES concept, an idea that is also supported by the airspace users. Social DialogueCANSO believes that effective Social Dialogue is an important instrument for expediting the implementation of the SES, and crucial as the European institutional and political landscape continues to change.

“At a national as well as an EU-wide level, it is important to have the buy-in of everyone who works in ATM, especially as we transition to the Performance Scheme and implement new technologies,” says Martis. “Social dialogue is not so much a system as an attitude and you create it by talking and acting together. It is now specifically necessary to involve staff in the change process because it can only work if we do it together. We need to let them see what is on the other side of the fence – and then remove the fence.”

The process will not work, Martis says, if one partner tries to dictate to the others. Social dialogue is a continual learning process, with all partners trying to understand the position of the others. Developing that sort of culture and attitude will be crucial to the deployment of SESAR because it will require new technologies and processes that need to be accepted by the frontline people who will be using them. CANSO is closely involved in the EU social dialogue initiative, involving its members in the process and providing guidance so that they can use social dialogue as a tool for change.

“There is still a long and winding road to a true common understanding about the different issues that need to be addressed, as


well as the role of the different players,” Martis says. “However, here too, failure is not an option and we must succeed in moving European ATM forward.” A consolidated approach to achieving the SESCANSO is concerned that there is a huge diversity of views and tactics when it comes to achieving the SES, and that a more consolidated industry approach is essential.

“In many areas, we do not provide a consolidated picture to our political masters or to the outside world,” says Martis. “Instead, each of the stakeholders – ANSPs, airspace users, airports, military and manufacturing – lobbies separately and presents only their specific views. We need to present a single message as a single industry or we will always have problems being understood by politicians and accepted by them.”

Martis says this lack of unity among aviation stakeholders will only be reversed by talking together as other industries have done to their advantage. He acknowledges that this will be difficult to achieve with the existing structures in Europe, but he insists the potential benefits would make it worth the effort to try. Global interoperabilityThe US (NextGen), Europe (SESAR) and Japan (CARATS) are implementing massive ATM modernisation programmes that need to be interoperable not only with each other, but also with the rest of the world. Several other states are also modernising their ATM systems, and ICAO is spearheading efforts to ensure they are all interoperable.

Not only is this necessary from a user point of view – airspace users need to be able to operate to and through different areas of the world without requiring a unique suite of equipment for each – but also from a manufacturing view point. Not only will harmonisation reduce costs, but it will also enable manufacturers to design equipment that they can then sell across the globe.

“We need to generate a coordinated and consolidated European position on interoperability,” says Martis. “If we don’t, there is a very real danger that the rest of the world will overtake us. Europe is aware of the danger, but seems very complacent. If we don’t provide strong leadership, we open the door to other vested interests.”

CANSO is encouraging its members to get involved in the interoperability debate, providing position statements and platforms for discussion, but insists that it needs to be a collaborative effort on the part of ANSPs, airlines, and airports, supported by the manufacturing sector and the SESAR Joint Undertaking. The organisation is fostering much closer involvement with the airlines and other stakeholders.

“It is a challenge,” acknowledges Martis. “But we need to work on interoperability at a global level: anything less does not fulfil the requirements of our customers.”

91 LATIN AMERICA & THE CARIBBEAN

CANSO making inroads in the Americas

The CANSO Americas office was established in Mexico in June 2010 and represents a vast and diverse region. In the south of the region, the Latin American and Caribbean nations make up one of the fastest developing aviation areas, neighbouring to the north one of the world’s most sophisticated and largest aviation markets – the US.

Both extremes of the region face their own particular challenges, but the issues facing both have much in common. Both are facing significant traffic growth, with the associated demands it places on the air traffic services infrastructure, and this in itself is creating “some unique challenges for the region,” says kevin Chamness, Director Air Traffic International Office with the FAA.

“We must focus on the most immediate tasks with our neighbours, such as moving forward with ANS and dealing with capacity issues,” says Chamness. For example, he points out that traffic growth between the US and the Yucatan Peninsula in recent years was constrained by the lack of advanced airspace infrastructure in the Gulf of Mexico and the need to use non-radar procedural separation standards. The implementation of ADS-B surveillance over the Gulf of Mexico by the FAA and SENEAM of Mexico has resulted in significant improvements in both safety and efficiency. Chamness says this is an example of what can be achieved through closer collaboration and described SENEAM as “a great partner” in the venture.

SENEAM is also moving ahead with FPL2012 implementation and is currently ahead of schedule to meet the implementation deadline. Trials conducted with Thales have generated good results and this work can now be used to help other providers in the region with their implementation plans. In Curacao, trials between the NAATC and Raytheon ran into some technical issues, but Raytheon says the system will definitely be ready for implementation on target in 2012.

In coordination with Jeppesen and Uk ANSP NATS, CANSO is offering its services to assist any states still struggling with FPL2012 implementation, leveraging the experience of providers that are already well advanced with their plans. The exact form of this assistance depends on the individual ANSP’s circumstances.

“For example, we may bring two states together to share lessons learned and experience, or we may connect them with system suppliers so that technical difficulties can be resolved quickly,” says Javier vanegas, CANSO’s Director Latin America & Caribbean Affairs.

For some states, however, the main concerns are financial ones, with implementation costs running at between $1.3 million and $1.5 million. A number of states are struggling with the financial issue.

“FPL2012 is going to be a big issue for us, right up to the implementation date in November,” says vanegas. “At present, it looks as though some states might not be

ready, but our number one priority is making sure that they are, and that is the main focus of attention at the moment.”

CANSO is also offering assistance on the implementation of PBN. For example, it has joined forces with the FAA to support PBN events organised by ICAO aimed at facilitating the implementation of regionally harmonised PBN airspace design.

It is also working with ICAO as part of a regional PBN Go-Team (see also Operations Standing Committee report on page 52) to promote PBN implementation throughout Latin America and the Caribbean.

CANSO is also very closely involved in ICAO’s ASBU initiative (see also ICAO Liaison Office report, page 43, and Operations Standing Committee report, page 52), helping to develop the block upgrade packages. Although most of the development is being driven by the major new ATM modernisation programmes in the US, Europe and Japan (NextGen, SESAR, and CARATS), Chamness believes that other regions stand to benefit from the work being done by more resource-rich organisations.

“The rest of the world can then pick and choose what makes sense for their individual environments, taking into account that some states don’t require certain tools and procedures required by the US, Europe and Japan because of their individual operational needs,” he says.


vanegas agreed that the ASBU initiative “will take a lot of our time and we are conducting a survey to find out how ready states in the region are for this.”

Other issues with which CANSO is involved in the region include runway safety, and civil/military cooperation.

Chamness suggests that CANSO might help to address the issue of how civilian ANSPs interact with their military counterparts. In some states, the military provides civil ANS, and in others the civilian ANSP community, but the topic “is of great interest in the region,” says Chamness.

“There are going to be issues that arise in terms of how we harmonise joint-use airspace, and how we secure open access for civilian air transport to military airspace. CANSO can take a role in establishing what a fair and open dialogue can be, and reaching out to the military community at a global level. This will become more important as traffic grows.”

Chamness also suggests that another area where CANSO might get involved is providing a leadership role in the area of ATM provision in relation to disaster relief and recovery activities. With major natural disasters in Haiti and Chile in the past year, CANSO is looking into developing best practices guidance material for handling disaster relief.

“Haiti was a good

example,” says Chamness. “All the neighbouring ANSPs joined forces to handle the relief operation. CANSO could take a leadership role in this initiative which could become increasingly important as a result of the environmental impacts of climate change.”

One of the key functions for the regional office is raising awareness of CANSO in the region, and vanegas says he is optimistic of bringing more ANSPs on board. At present, the CANSO Americas region boasts six members: the FAA in North America (Nav Canada is a member of CANSO but has not joined a specific region), plus AENA (Spain), SENEAM (Mexico), DECEA (Brazil), NAATC (Curaçao), and Nav Portugal. However, vanegas says that a number of additional ANSPs are considering membership, including COCESNA (the Central American Corporation for Air Navigation Services), the Eastern Caribbean Civil Aviation Authority (ECCAA), and the ANSPs of Panama, Ecuador, Peru, Uruguay, Cuba, and the Dominican Republic. Some have already submitted their proposal for CANSO membership to their respective governments and are just awaiting approval to go ahead.

In the meantime, however, vanegas insists that CANSO is not differentiating much between members and non-members, but is trying to get its messages across to the region as a whole, with North

America playing a good supporting role and providing assistance and guidance where necessary.

However, ICAO has traditionally been and remains the lead player in the Latin America/ Caribbean region, and Chamness stresses that CANSO’s role there is about augmenting rather than trying to supersede ICAO, especially in areas where CANSO participation can make a real difference.

“Our role should be symbiotic and in harmony with ICAO,” he says. “Our key strength is expertise. We are not an implementer for ANSPs, but we have a vast pool of knowledge about methodology and best practices: we are an excellent source of information. CANSO’s role is to point our members in the right direction and provide guidance on where they should go for resources to help them develop the core requirements as specified by ICAO.”

Chamness says there is “a lot of goodwill towards CANSO” in the region, but he remains somewhat concerned by the reluctance of many ANSPs to fully engage with CANSO, especially when compared with the recent rapid growth of CANSO in the Asia Pacific region, for example. However, he points out that the Asia Pacific office has been open longer than the Americas office and he is optimistic that a similar “avalanche” of membership will materialise in the Americas as the organisation’s stature in the region matures.

93 MIDDLE EAST

Coordinated ATM approach crucial to sustained traffic growth in the Middle East

Located at the crossroads between East and West, the Middle East has traditionally been a major aviation hub, and a prime transit point for traffic connecting Europe with the Asia Pacific region and Africa. It has always played an important role in the development of long-haul route networks and the legacy carriers that exploited these traditional trade routes.

More recently, the region has also seen a boom in the domestic and regional markets, spawning some of the world’s most aggressive and successful new entrant carriers, the development of some of the world’s largest airports, and some of the most significant traffic growth. ICAO forecasts that passenger numbers in the Middle East will increase 8.2% a year between now and 2025, increasing the number of aircraft movements from 625,000 to nearly two and a quarter million. What is failing to keep pace, however, is the region’s airspace and the lack of a coordinated approach to air traffic management is now one of the major constraints to growth and expansion.

In much the same way that fragmentation forced the European region to adopt its ambitious Single European Sky initiative, the Middle East is recognising that its own fragmentation is creating safety, efficiency and capacity challenges for the region that can only be effectively tackled through cooperation and planning.

The CANSO Middle East office was established in 2009 and one of its key goals is to engender greater cooperation and integration between the region’s air navigation service providers, and between the ANSPs and the user community.

“Even among regional ANSPs coordination and integration are not that good, let alone with our airspace customers,” said Salem Jahdli, Director of Middle East Affairs. “Aviation within the region is growing at an unprecedented level and we need to ensure that the future ATM systems will be able to meet the needs of this growing market. We need more efficient airspace management and we need to coordinate our development plans and this is the message we at CANSO are trying to get across to our colleagues in the region.”

He pointed out that many Middle East ANSPs are equipped with highly sophisticated technology and state-of-the-art ATM systems, but for the most part they are stand-alone systems that are not integrated. They are capable of high levels of integration, but thus far, there is little automated data exchange between neighbouring systems, that could potentially generate substantial airspace capacity increases.

“Even operational procedures are not harmonised,” said Jahdli.


A second important CANSO initiative is the MEAUSE (Middle East Airspace User and Stakeholder Engagement) Work Group. This aims to establish a forum where airspace users and stakeholders can engage in an ongoing dialogue with ANSPs. An important aspect of this Work Group is gathering and analysing data on the present infrastructures of airspace users, ANSPs and other aviation stakeholders. This analysis will enable ANSPs to far more effectively apply their resources and save them years in uncoordinated and isolated planning.

“The aim of MEAUSE is to try and harmonise the future equipage plans of airspace users more closely with ANSP’s investment plans,” says Jahdli.

The second MEAUSE Conference was held in Amman, Jordan in November last year, organised by CANSO in collaboration with IATA and co-hosted by Jordan’s Civil Aviation Regulatory Commission (CARC) and the Jordanian Air Traffic Control Association (JATCA). The conference addressed a range of interoperability and harmonisation

“At least two states are beginning embryonic discussions about integrating cross-border surveillance and communications, but it is absolutely imperative that the region as a whole starts talking integration if we are to handle the growth that is coming.” With Qatar selected to host the football World Cup in 2022, it is crucial to start work now on creating the additional capacity that will be needed to cope with the traffic generated by that major sporting event.

In close coordination with ICAO, CANSO has launched two major initiatives aimed at raising awareness of the challenges facing the region and the need for much closer collaboration and integration.

The first is the Middle East Regional Airspace Review (MIDRAR) project that involves a comprehensive review of existing infrastructure with the aim of identifying bottlenecks, optimising the route network, and forecasting growth areas. The project is expected to start delivering tangible results and so called ‘quick win’ solutions in the form of recommendations from early this year.

“The aviation business transcends national boundaries and requires us all as stakeholders to tear down barriers that restrict smooth and safe flow of traffic worldwide.”

95 MIDDLE EAST

issues with regards to aligning the various visions and plans for the development of the region’s airspace.

“The transformation of ATM performance is not possible without the full support and involvement of all the states, ANSPs, airspace users, military organisations and the airports in the Middle East region,” says Jahdli. “Air traffic demand in the Middle East is forecast to grow by an average of 7% over the next decade. However, if the region’s ATM continues to operate unchanged, the expected economic benefits of that growth may be jeopardised by an inability to manage airspace effectively.”

All CANSO efforts in the Middle East are conducted in close coordination with the ICAO regional office in Cairo and both MEAUSE and MIDRAR provide a baseline for ICAO procedures and regulations.

“ICAO is about what: it sets the rules and regulations,” says Jahdli. “CANSO is more about how to implement what ICAO comes up with, so it is imperative that we work closely together. Much of our work in the region is about promoting CANSO as a vehicle for preparing to implement ICAO regulations and procedures. We want to get more states involved.”

A key issue, for example, is the need to separate regulation from service provision. Most ANSPs in the region are owned and operated by the government bodies that regulate them, which can create a conflict of interest in terms of safety, and hinders the implementation of performance-driven air navigation services. Another issue is the growing need for a Flexible Use Airspace initiative along the lines of that implemented in Europe. The military still commandeers large tracts of Middle East airspace for its exclusive use, even when it is not actually using that airspace, forcing civil air transport operations into increasingly congested corridors. This is neither environmentally friendly nor conducive to safety, and it does not exploit the sophisticated capabilities of today’s aircraft.

“We are trying to create better coordination between the military and the civil aviation community to the enhanced financial, safety, and efficiency benefit of both,” says Jahdli.

Reflecting the drive to improve industry collaboration in the region, the CANSO Middle East conference that was held in Cairo early this year took as its theme “Bridging Three Regions” recognising the region’s unique position at the crossroad between Africa, Europe and the Far East.

“The banner of ‘Bridging Three Regions’ appropriately reinforces the message that the aviation business transcends national boundaries and requires us all as stakeholders to tear down all barriers that restrict smooth and safe flow of traffic worldwide,” says Jahdli. “This is also in line with ICAO’s new ASBU initiative for the development of the future ATM system, which calls for a set of improvements that can be implemented to enhance ATM performance globally.”

Despite the fact that there is much work to be done and much to be achieved within a relatively small window of opportunity if airspace issues are not to start curtailing growth in the region, Jahdli is confident that the region will pull together and move towards much greater collaboration and integration as the result of combined stakeholder efforts. CANSO is playing a lead role in the ATM arena in the region, sharing Best Practices and Standards of Excellence as well as metrics in the form of MIDRAR that it hopes will ultimately lead to enhanced restructuring of the region’s airspace to improve safety, capacity, efficiency and ultimately performance.

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based navigation, surface management and

groundbreaking research and development

capabilities, that future begins today.

Airbus-ProSky-1-Pager-Ad-Final-A4.indd 1 1/26/12 10:11 AM

97 FOREWORDS

Directory Air Navigation Service ProvidersGold Associate MembersSilver Associate Members

100.

171. 184.

While air transport carries around 0.5% of the volume of world trade shipments, it is over 35% by value – meaning that goods shipped by air are very high value commodities, often times perishable or time-sensitive.

Deliveries of fresh produce from Africa to the Uk alone supports the livelihoods of 1.5 million people, while producing less CO

2 than similar produce grown in the Uk, despite the energy used in transport.

PicturedWellington International Airport

© 2012 Google

100 CANSO ATM REPORT & DIRECTORY 2012100 CANSO ATM REPORT & DIRECTORY 2012

Airport & Aviation Services (S.L.) Limited

Airport and Aviation Services (Sri Lanka) Ltd is a fully government owned company with statutory powers to manage and develop civil airports in Sri Lanka. It is one of the leading public business undertakings making a great contribution to the national economy and it is the institutional mechanism of the Government of Sri Lanka (GOSL) through which economic benefits of civil aviation industry are channelled to the nation’s coffers. The company is among the top most profit-making blue chip companies in Sri Lanka. It is actively involved in the national infrastructure development drive of the GOSL especially in the field of aviation and the construction of the Southern International Airport at Mattala in the Hambantota District is one of such mega project, which is currently on its public works schedule. The company has identified the need for doubling the handling capacity at Bandaranaike International Airport within the next five years and construction works necessary for such capacity enhancement are planned to commence in the near future. AASL is being transformed into a marketing

PresidentMr. Prasanna J. Wickramasuriya

AffiliationNot Separated from Government

CANSO Membership Information

Focal PointWarnakulasuriya Tissera

Telephone+94 (11) 225 2062

TitleHead of Air Navigation Services

[email protected]

Head OfficeBandaranaike International Airport, katunayake, 11450

Telephone+94 (11) 225 2130

Fax+94 (11) 225 3187

Websitewww.airport.lk

oriented blue-chip public company capable of withstanding competition and benefit from competitive advantage. The company is planning to promote domestic aviation using the existing infrastructure at civil aerodromes scattered around the country and spread its wings covering the whole island.

CANSO MEMBER

A

101 AIR NAvIGATION SERvICE PROvIDERS


Aeronautical Radio of Thailand (AEROTHAI)

Aeronautical Radio of Thailand Limited (AEROTHAI) is a state enterprise under the Ministry of Transport. It was founded in 1948 by airlines with the consent of the Royal Thai Government to provide air traffic control and aeronautical communication services for airline operations. Later in 1963, the Government acquired the majority of the Company’s share capital from the founding airlines thereby altering the Company’s status to that of a State Enterprise.

AEROTHAI’s main functions include the provision of air traffic control services and aeronautical telecommunication services within the Bangkok FIR at all provincial airports and certain other areas of responsibility entrusted to AEROTHAI by the International Civil Aviation Organization (ICAO). It also performs related services, including:

• Providing communication equipment for air transportation operations at airports within Thailand and overseas.

• Designing, manufacturing, and installing customised communication equipments.

PresidentSquadron Leader Prajak Sajjasophon

Total Airspace777 760km2

FIRsBangkok


Focal PointMrs Siriluk visalachitra

Telephone+66 2 285 9046

TitleDirector, Corporate Relations Department

[email protected]

Annual IFR Movements

Head Office102 Soi Ngamduplee, Tungmahamek, Sathorn, Bangkok 10120 Thailand

Telephone+66 2 287 3531-41

Fax+66 2 287 3131

Email [email protected]

Websitewww.aerothai.co.th

• Carrying out consultancy and training in air traffic control, aeronautical telecommunications, and engineering.

• Installing and maintaining communication equipments for domestic and international organisations.

Furthermore, AEROTHAI emphasises establishing international co-operation to open up new direct routes to connect Thailand with other parts of the world, enabling more cost-effective and time-efficient flights. This includes the expansion of the Aeronautical Telecommunication Network to provide wider coverage and the continual development of the technology and personnel necessary to keep up-to-date with international standards. Research and development activities in aeronautical telecommunication systems, equipment and services, as well as the development of international co-operation, all contribute to the provision of services that meet customers’ needs.

Towers: 35

ACCs: 1

Employees: 2 856

Operational ATCOs: 611

Facilities & Human Resources

Finances in USD

Operating costs ATM-related revenue Total annual revenue

2007 120 414 076 144 232 552 144 232 552

2008 121 722 434 136 455 209 136 455 209

2009 128 832 346 137 659 580 137 659 580

2010 146 536 133 168 445 051 168 445 051

2011 147 971 385 180 078 834 180 078 834

CANSO MEMBER

Suvarnabhumi Air Traffic Control Center, Suvarnabhumi Airport, Bangkok Thailand

A


2007391 740

2008385 413

2009375 866

2010407 578

2011 455 015


Aeroportos de Moçambique, E.P.

The Aeroportos de Moçambique Company was created in 1980 in order to establish and operate the public service of support to air navigation, direct and control air traffic following international norms and standards on the matter, on an exclusive basis.

The Company’s mission is to provide airport management services and support to air navigation that contribute for the development of national and international air transport that is safe, efficient, effective and with respect for the environment.

Main responsibilities is to control the air traffic; management and administration of departures and arrivals of aircraft; establishment of conditions for safe travel - embark, disembark, transit passengers, cargo and enhanced airport infrastructure and air navigation systems; planning for implementing new and enhanced airport infrastructure and air navigation system; Ensuring maintenance of airports and navigation systems; acquisition of revenues based on internal and external sources to be used for management, operation,

ChairmanManuel veterano


FIRsBeira


Focal PointEmanuel Chaves

Telephone+258 21 467670

TitleExecutive Administrator for Air Traffic Management an Airports

[email protected]


Head OfficeAcordos de Lusaka Avenue n. 3267 P.O.Box n. 2631

Telephone+258 21 465375/6

Fax+258 21 465359


Websitewww.aeroportos.co.mz

maintenance and development of airports and air navigation systems; making proposals for tariffs for the use of airports and airspace and guarantee the quality of the service rendered through technological excellence top ensure client and employee satisfaction. Mozambique airspace falls under the Beira Flight Information Region (FIR) which is delegated to Mozambique by the International Civil Aviation Organization (ICAO).

The Company manages 20 airports spread all over the country, of which 6 are international – Maputo, Beira, Tete, Nampula, Nacala and Pemba – 5 main aerodromes – vilankulo, Inhambane, Chimoio, Quelimane and Lichinga – and 9 secondary aerodromes – Bilene, Inhaca, Costa do Sol, Ponta de Ouro, Songo, Ulongwe, Lumbo, Angoche and Mocimboa da Praia.

Towers: 10

ACCs: 2

Employees: 700

Total ATCOs: 86



Finances in USD


2007 19 083 756 10 116 312 21 562 005

2008 22 876 488 8 916 606 20 588 220

2009 24 521 113 8 306 446 22 679 483

2010 28 511 231 11 236 950 33 164 284

2011* 42 968 102 10 871 052 37 848 948 * Estimated

CANSO MEMBER


200779 196

200884 178

200978 444

201086 234

2011 88 709

A



Air Traffic & Navigation Services (ATNS)

ATNS is responsible for air traffic control in approximately 10% of the world’s airspace. Our services extend further than the familiar air traffic control service, into the provision of vitally important aeronautical information used for all flight planning purposes as well as search and rescue coordination activities and the maintenance of a reliable navigation infrastructure.

Our operations further include:• The supply of aeronautical

information services, technical maintenance and aerodrome services;

• Alert, search and rescue coordination services;

• Management of the flexible use of airspace through the Central Airspace Management Unit (CAMU);

• Support for special events and special requirements;

CEOPatrick Dlamini

Total Airspace22 000 000km2


FIRsFAJA FACA FAJO


Focal PointAnna Sanfilippo

Telephone+27 011 607 1313

TitleInternal Communications Officer

[email protected]


Head OfficePrivate Bag X15 kempton Park Gauteng 1620 South Africa

Telephone+27 011 607 1000

Fax+27 011 607 1570


Websitewww.atns.com

• The implementation and maintenance of a terrestrial-based navigational structure; and

• The training of licensed air traffic controllers and technical staff through our Aviation Training Academy (ATA).

Towers: 23

ACCs: 2

Employees: 1 050

Total ATCOs: 568



Finances in USD


2007 451 174 313 418 341 631 548 177

2008 477 148 970 1 033 376 666 294 395

2009 559 182 753 808 264 747 825 378

2010 676 416 660 1 326 364 1 054 849 844

2011 753 074 799 1 424 502 1 160 593 646

CANSO MEMBER

3D Simulator Training at our Aviation Training Academy

A


20071 849 865

20081 887 818

20091 798 522

20101 791 810

2011 1 808 669


Aeropuertos Españoles y Navegación Aérea (Aena)

The Aena Group is a group of companies devoted to airport management and the provision of air navigation services.

Belonging to the Ministry of Public Works and Transports, through the Aena publicly owned company, Aena is in charge of the Spanish airspace management and CNS/ATM systems procurement and provides air navigation services.

Through Aena Aeropuertos S.A. (100% of company equity is owned by Aena) it manages 47 airports and 2 heliports in Spain and participates directly and indirectly in the management of 27 more airports around the world. It is the world’s leading airport operator in terms of passenger numbers, handling more than 200 million.

Aena Air Navigation integrates all Spanish En-Route and Approach plus most of the ATM Tower civil aeronautical infraestructure activities in one single organisation staffed by qualified professionals. It combines a business philosophy with the best of public service spirit, technological innovation and safety management. Its firm intention is to operate as a service company offering

Director General Air NavigationIgnacio González Sánchez



FIRsMadrid (LECM)Barcelona (LECB) Canarias FIR (GCCC)

Standing Committee & Workgroup Participation

Operations Standing Committee

Policy Standing Committee

AIS-AIM Workgroup

Business Performance Workgroup

Environment Workgroup

Human Resources Workgroup

Quality Management Workgroup

Communications Network


Focal PointGonzalo Alonso Pacheco

Telephone+34 91 321 0204 +34 62 871 5732

TitleHead of International Management Division

[email protected]


Head OfficeC/ Arturo Soria, 109 28043 Madrid Spain

Telephone+34 91 321 1000

Fax+34 91 321 3119


Websitewww.aena.es

its customers (airline companies and air transport users in general) a safe, efficient and high quality service, which fosters economic progress.

Towers: 37

ACCs: 5

Employees: 4 432

Total ATCOs: 2 419

Operational ATCOs: 1 855


Finances in USD


2007 - 1 423 680 000 1 425 780 000

2008 - 1 378 140 000 1 380 800 000

2009 - 1 318 870 000 1 321 020 000

2010 - 1 406 280 000 1 408 660 000

2011 - 1 618 930 000 1 623 340 000

CANSO MEMBER

A


20071 897 218

20081 856 631

20091 681 639

20101 711 537

2011 1 774 607

Converted to USD using the rate of 31 Dec 2011



Air Navigation And Weather Services, CAA (ANWS)

ANWS, the air navigation services provider of Taipei FIR, is one of the subordinate organisations of Civil Aeronautics Administration, MOTC, Taiwan, R.O.C.

The main responsibilities of ANWS are to provide air traffic control, air navigation, aeronautical meteorological service, aeronautical information and aviation telecommunication for domestic and foreign aircraft inside Taipei FIR.

ANWS holds ISO-9000-2001 certification and currently has 780 staff to operate one area control center, 2 approach control units and 11 control towers. Besides, all en route or terminal civil air navigational aids, surveillance systems (radar, Multi-lateration and ADS-B) and airfield lighting systems in some airports are also installed and maintained by ANWS.

Our quality policy: World Class Flight Safety, First Class Customer Service.

DirectorJean Shen



FIRsTaipei





Focal PointLuka kuo

Telephone+886 2 8770 2100

TitleSenior Air Traffic Controller

[email protected]


Head OfficeNo.362, Binjiang St., Songshan Dist., Taipei City 10594, Taiwan (R.O.C.)

Telephone+886 2 8770 2100

Fax+886 2 2515 7532

Email lukakuo@ ms1.anws.gov.tw

Websitewww.anws.gov.tw

A

Towers: 11

ACCs: 1

Employees: 780

Total ATCOs: 307



Finances in USD


2007 99 378 820 30 875 379 31 199 414

2008 77 883 548 31 471 591 31 682 237

2009 92 899 885 28 152 545 28 604 506

2010 999 89 153 38 409 767 38 721 832

2011 101 311 190 86 849 010 86 901 210

CANSO MEMBER

ANWS’ New ATC Operations Room with new ATMAS air traffic services systems


2007408 242

2008377 308

2009353 168

2010388 872

2011 428 206


Air Navigation Services of the Czech Republic (ANS Czech Republic)

The key purpose of ANS CR is to maintain safe environment for the air traffic in the ever-changing conditions of the internationl air transportation. In accordance with legal regulations and international civil aviation standards, ANS CR provides air navigation services for users of the airspace of the Czech Republic and at the airports of Prague Ruzyne, Brno Turany, Ostrava Mosnov and karlovy vary.

Apart from ensuring the high level of operational safety and quality of the provided services, the aspects of efficiency and reasonable profitability are also monitored.

CEOJan klas Total Airspace78 800km2


FIRsFIR Prague


Safety Standing Committee


AIS-AIM Workgroup

Global Benchmarking Workgroup







Focal PointLukas Reznicek

Telephone+420 220 372 244

TitleProject Coordinator

[email protected]


Head OfficeNavigacni 787 252 61 Jenec Czech Republic

Telephone+420 220 372 244

Fax+420 220 373 230


Websitewww.ans.cz

Towers: 4

ACCs: 1

Employees: 913

Total ATCOs: 249



Finances in USD


2007 35 868 000 150 212 000 160 148 000

2008 42 753 000 170 942 000 193 208 000

2009 37 697 000 148 460 000 168 735 000

2010 36 769 000 161 546 000 173 116 000

2011 40 592 000 176 956 000 190 697 000

CANSO MEMBER

A

Control Tower at Prague Ruzyne AirportAnnual IFR Movements

2007621 722

2008658 571

2009627 582

2010649 403

2011 675 040



Airports Authority of India (AAI)

Airports Authority of India (AAI) is responsible for the provision of Air Navigation Services over the Indian continental airspace and adjoining oceanic airspace, delegated to India by ICAO. AAI also functions as the major airport operator in India, responsible for management of 124 Airports which include 11 International Airports, 82 Domestic Airports, 12 Custom Airports and 19 Civil Enclaves (at Defense Airfields).

AAI’s vision is to be a world class organisation providing leadership in Air Traffic Services and airport management making India a major hub by 2016.

AAI’s major ANS initiatives include• AAI is implementing a Satellite

Based Navigation System, called GAGAN (GPS Aided Geo Satellite Navigation) to provide SBAS services over the Indian sub-continent, capable of regional expansion to South East Asia.

• Provision of a robust CNS infrastructure with highest standards of reliability, availability and integrity.

Chairmanv. P. Agrawal

Total Airspace 96 000 000km2


FIRsChennai kolkata Mumbai Delhi



Operational Performance Workgroup


AIS-AIM Workgroup

SMS Capability Workgroup


Operational Safety Workgroup


Future SMS Development Workgroup


SMS Performance Measurement Workgroup


ATM Services Workgroup


Collaborative Airspace Workgroup




Focal Pointv. Somasundaram

Telephone+91 11 246 319 69

TitleMember (ANS)

[email protected]


Head OfficeRajiv Gandhi Bhavan, Safdarjung Airport, New Delhi - 110 003 India

Telephone+91 11 246 329 30

Fax+91 11 246 410 88

Email memberans@ aai.aero

Websitewww.aai.aero

• A major ATM initiative to restructure the Indian airspace into 4 ACCs from the existing 11 ACCs by integrating the new generation surveillance and communication technologies and Upper Airspace Harmonisation.

• Chennai FIR has been restructured in 2011, by creating dynamically operated Upper and Lower Area Centers, providing seamless ANS services throughout Chennai FIR. The airspace harmonisation of Delhi, Mumbai and kolkata FIRs is in progress.

• For this indigenous effort, AAI has won the prestigious Jane’s ATC Award 2012 under the Operational Efficiency category.

• AAI plans to implement a Central Air Traffic Flow Management System for balancing demand and capacity in phases, with the first phase likely by December 2012 at six major airports. AAI plans to eventually harmonise the C-ATFM system with a regional ATFM system.

B

Towers: 76

ACCs: 11

Employees: 18 672

Total ATCOs: 2 164



Finances in USD


2007 144 000 000 292 000 000 828 000 000

2008 158 000 000 338 000 000 953 000 000

2009 168 000 000 353 000 000 930 000 000

2010 176 000 000 396 000 000 1 025 000 000

2011 225 000 000 435 000 000 1 142 000 000

CANSO MEMBER

A


20071 379 838

20081 509 728

20091 500 652

20101 576 472

2011 1 743 457


Airservices Australia

Airservices is a government-owned corporation providing safe, secure, efficient and environmentally responsible services to the aviation industry. Airservices has responsibility for:

• airspace management • aeronautical information • aviation communications • radio navigation aids • aviation rescue and fire fighting

services

We are responsible for the airspace stretching in latitude from two degrees to 90 degrees south; and in longitude from 75 degrees to 163 degrees east.

This is an area of almost 20 million sq nautical miles (51.7 million sq kms) – or some 11 percent of the world’s total airspace.

CEO (Interim)Andrew Clark



FIRsMelbourne Brisbane



Policy Standing Commitee

AIS-AIM Workgroup







Focal PointDavid Moore

Telephone+61 (2) 6268 4910

TitleGovernment Affairs Manager

[email protected]


Head OfficeGPO Box 367 Canberra ACT 2601 Australia

Telephone+61 (2) 6268 4111

Fax+61 (2) 6268 5683


Websitewww.airservicesaustralia.com

Towers: 28

Employees: 3 886

Total ATCOs: 984


Finances in USD


2007 441 674 240 641 658 134 685 499 571

2008 452 760 000 665 487 979 715 398 046

2009 505 774 080 691 744 099 735 853 350

2010 544 053 824 727 067 328 769 662 989

2011 566 748 081 750 659 203 783 136 090

CANSO MEMBER

A


20071 573 175

20082 138 679

20092 051 829

20102 112 177

2011 2 223 705



Airways New Zealand

Innovation and ingenuity come from the combination of an illustrious history, and a relentless energy to embrace the future. As the Air Traffic Management organisation responsible for 7% of the globe’s Flight Information Regions, Airways New Zealand has both.

The world’s first fully commercial air traffic management company, Airways has historically been commended for value for money, customer service and innovative technical product delivery.

The future will see similar accolades for new thinking in recruitment, workforce planning, our Training Academy, and early adoption of technology like ADS-B, PBN, and Collaborative Flow Management.

Through these innovative developments and challenging times for global aviation, Airways has remained safe, profitable and a strong business partner.

CEOEd Sims



FIRsNew Zealand Domestic New Zealand Oceanic




AIS-AIM Workgroup







Focal PointRob Brettell

Telephone+64 (4) 471 4718

TitleAsst. to CEO

Emailrob.brettell@ airways.co.nz


Head OfficeLevel 26, Majestic Centre 100 Willis Street, Wellington 6011 New Zealand

Telephone+64 (4) 471 1888

Fax+64 (4) 471 0395


Websitewww.airways.co.nz

B

Towers: 19

ACCs: 1

Employees: 761

Total ATCOs: 370



CANSO MEMBER


2007608 783

2008624 386

2009585 172

2010576 214

2011 568 051

A

Finances in USD


2007 121 199 000 117 440 000 131 322 000

2008 124 939 000 120 520 000 137 542 000

2009 131 333 000 119 221 000 138 881 000

2010 132 972 000 121 224 000 143 837 000

2011 145 429 000 133 150 000 152 624 000


Angkasa Pura I

Angkasa Pura I is a state enterprise in the field of airport management and flight navigation services. As the number of airports it managed increased, the Government divided the territory of the airport management into two territories, Eastern and Western Indonesia. Angkasa Pura I manages the airports in Central and Eastern Indonesia, whereas Angkasa Pura II manages those in Western Indonesia.

In addition to managing the airport services, Angkasa Pura I also provides navigational services/Air Traffic Services. The region of the Air Traffic Services managed by Angkasa Pura I includes the Flight Information Region II (FIR II), covering the area ranging from Semarang through Eastern Indonesia up to Papua. The ATS control in FIR II is centred in Makassar by the operation of the Makassar Air Traffic System Centre (MATSC).

President DirectorTommy Soetomo


Focal PointDonald Tjatur Prijanto

[email protected]

Head Officekota Baru Bandar kemayoran, Blok B12 kav. 2, Jakarta, 10610 Indonesia

Telephone+62 21 654 1706

Fax+62 21 654 1514


Website www.angkasapura1.co.id

CANSO MEMBER

A



Austro Control

Austro Control is one of Europe’s leading air traffic control organisations. There are as many as 4,000 controlled flights in Austrian airspace on some days.

Austro Control’s key task is maintaining safe, punctual, efficient and environmentally friendly air traffic round the clock, 365 days a year. In 2011, there were more than 1.1 million flight movements in Austrian airspace.

Austro Control is a limited company (plc) owned by the Austrian government that grew from the Federal Office of Civil Aviation (corporatised on 1 January 1994). The company received Single European Sky certification in December 2006, and is thus entitled in principle to provide air traffic control services throughout the EU. With a workforce of about 1000, Austro Control is responsible for maintaining top quality standards in terms of safety, punctuality and convenience for airlines and passengers.

Managing DirectorDr. Heinz Sommerbauer Mag. Johann Zemsky


AffiliationSeparated from Government

FIRsLOvv




AIS-AIM Workgroup









Focal PointMarkus Pohanka

Telephone+43 5 1703 9100

TitleHead of External Relations

[email protected]


Head OfficeSchnirchgasse 11 A-1030 Wien

Telephone+43 5 1703 0

Fax+43 5 1703 9106


Websitewww.austrocontrol.at

Austro Control has two main functions, performed by separate divisions. The Air Navigation Services Division largely comprises operational functions, while the Aviation Agency is responsible for regulatory matters.

Towers: 6

ACCs: 1

Employees: 1 067

Total ATCOs: 320


Finances in USD


2007 281 966 813 232 550 132 255 777 094

2008 277 657 479 246 901 759 274 758 018

2009 268 377 624 232 110 229 262 787 861

2010 289 398 131 269 619 243 299 152 272

*Finances based on the conversion rate of EUR-USD: 1.298

CANSO MEMBER

A


20071 167 645

20081 194 812

20091 117 128

20101 141 991

2011 1 159 691

A


Avinor AS

Avinor owns and operates 46 airports in Norway, of which 12 in cooperation with the Military Services. Avinor is also responsible for providing air navigation services within Norwegian airspace in a safe, efficient and orderly way. As a limited company it is important for Avinor to be able to adapt quickly to changes in the marked, to be able to ensure a safe and cost efficient service to our customers. Safety and security have our highest priority, and in addition we continuously work to minimise our environmental impact.

Avinor became a limited company in 2003. It is a self-financed business and receives no subsidies from its owner through the Ministry of Transport and Communication.

CEODag Falk-Petersen


FIRsNorway FIR









Focal PointPer Harald Pedersen

Telephone+47 90 575 336

TitleDirector International Relations

[email protected]


Head OfficePb 150 2061 Gardermoen Norway

Telephone+47 81 530 550

Fax+47 64 812 001


Websitewww.avinor.no

Towers: 46

ACCs: 3

Employees: 3 226

Total ATCOs: 516



Finances in USD


2007 928 817 000 229 317 000 1 080 620 000

2008 947 767 000 248 293 000 1 163 290 000

2009 959 840 000 259 074 000 1 145 430 000

CANSO MEMBER

A


2007539 451

2008551 206

2009528 759

2010540 096

2011 561 727




AZANS

AZANS, Azerbaijan Air Navigation Services Department of “Azerbaijan Hava Yollari” CJSC, was established in 1996 and is the responsible body for ATC within the airspace of Azerbaijan Republic.

The airspace of the Azerbaijan Republic is 165,400 sq. km, 86,600 of which is land and 78,000 sq. km is above the Caspian sea area. The route network within the airspace of Azerbaijan Republic amounts to around 8000km.

Azerbaijan is farthest ECAC Member State to the east of Europe bordering with kazakhstan, Turkmenistan and Russia from the north and east, the Islamic Republic of Iran from the south, and Georgia, Armenia and Turkey from the west.The goals of the enterprise’s activities include:

• Guarantee high-quality air navigation services to international standards;

• To flexibly utilise new international standards and recommendations, develop and modernise technical systems and information services;

• Train and equip qualified personnel;

DirectorMr. valeriy Sultanov



FIRsBAkU





AIS-AIM Workgroup












Focal PointFarhan Guliyev

Telephone+994 503 332 030

TitleHead of Development

[email protected]


Head OfficeHeydar Aliyev International Airport Baku AZ1044 Azerbaijan

Telephone+994 124 972 719

Fax+994 124 971 672


• Provide quick and high quality information that meets the demands of operators.

AZANS is playing a proactive role in regional and international co-operation in air traffic control. In addition to ICAO and ECAC membership, Azerbaijan is a CANSO Member and was one of co-founders of the Regional ANSP’s Development Association RADA.

Azerbaijan is a member of: ICAO, IATA, ECAC, IAC, CANSO, JAA, ATCA, IkSANO, and is on its way to becoming a member of EUROCONTROL.

Towers: 6

ACCs: 2

Employees: 660

Total ATCOs: 180


CANSO MEMBER


200795 496

2008107 877

2009108 357

2010120 236

2011 123 589

A


Belgocontrol

Belgocontrol is an autonomous public company with the following mission:1. To ensure the air traffic safety in the

airspace for which the Belgian State is responsible.

2. To control the aircraft movements at and around Brussels National Airport. As a result of the cooperation agreement with the Regions, Belgocontrol also ensures the air traffic safety at the regional public airports and airfields.

3. To supply information about air traffic to the police, the airport inspection and the air traffic services.

4. To provide meteorological information to the air traffic services as well as to telecommunication services and other services.

CEOJean-Claude Tintin



FIRsBrussels




AIS-AIM Workgroup







Focal PointAndré Guillaume

Telephone+32 2 206 2016

TitleAdviser

[email protected]


Head OfficeTervuursesteenweg 303 B-1820 Steenokkerzeel Belgium

Telephone+32 2 206 2111

Fax+32 2 206 2288


Website www.belgocontrol.be

Belgocontrol was created in October 1998 and consequently took over the tasks of the ”Air Traffic Safety” Department of the former Regie der Luchtwegen/Régie des voies Aériennes.

Belgocontrol is also a member together with France, Germany, Luxembourg, Switzerland and the Netherlands to create a common functional airspace block.

Towers: 5

ACCs: 1

Employees: 919

Total ATCOs: 293



Finances in USD


2007 267 118 244 257 431 574 271 796 132

2008 301 117 034 285 976 502 300 320 092

2009 285 031 662 267 464 876 279 008 707

2010 270 987 430 231 534 060 243 928 796

2011 282 576 222 247 537 838 260 538 789

CANSO MEMBER

Control Tower at Brussels airport (Copyright Belgocontrol. All rights reserved)

B


20071 113 083

20081 120 673

20091 032 837

20101 047 624

2011 1 106 076

Converted to USD using the average rate provided by the European Central Bank.



BULATSA

Under the Civil Aviation Act and as per the meaning of article 62, paragraph 3 of the Law on Commerce, the state-owned enterprise ”Bulgarian Air Traffic Services Authority” (BULATSA) is a legal entity having its seat in Sofia and performing state functions for the provision of air navigation services in the controlled civil airspace of the Republic of Bulgaria, in line with the international agreements in the field of civil aviation signed and ratified by the Republic of Bulgaria.

Director GeneralDiyan Dinev



FIRsLBSR











AIS-AIM Workgroup





Focal PointAngel Rachev

Telephone+359 2 937 1200

TitleDeputy Director General

[email protected]


Head Office1 Brussels Blvd, Sofia, Bulgaria

Telephone+359 2 937 1111

Fax+359 2 980 0043


Websitewww.bulatsa.com

BULATSA operates the following air traffic control centres:

• 1 Area Control Centre (CNATCC Sofia) in Sofia;

• 3 APPs in Sofia, varna and Burgas: 5 TWR Centres in Sofia, varna, Burgas, Plovdiv and Gorna Oryahovitsa.

BULATSA also:• operates and maintains a nationwide

communication, surveillance, navigation meteorological and AIS networks;

• provides licensed training to air traffic controllers.

Towers: 5

ACCs: 1

Employees: 1 134

Total ATCOs: 261



Finances in USD


2007 100 544 000 112 366 000 112 941 000

2008 119 472 000 125 506 000 134 896 000

2009 106 173 000 115 837 000 116 615 000

2010 109 092 000 110 645 000 111 512 000

2011 113 629 000 118 263 000 119 360 000

CANSO MEMBER

A


2007472 239

2008506 097

2009503 077

2010520 681

2011 561 231

B


CAAB

Civil Aviation Authority, Bangladesh (CAAB) functions as the regulatory body for all aviation related activities in Bangladesh. It is also the aeronautical service provider and is responsible for safe, expeditious and efficient flow of air traffic within the Flight Information Region (FIR) bounded by the International geographic boundary of Bangladesh. The organisation is the custodian of all airfields and allied facilities including air navigation facilities.

Aviation activities in independent Bangladesh started in the last week of December 1971. Over the years the infrastructure and facilities were developed. At present, aviation activities are being carried out from 3 international and 7 domestic airports, about 17 air lines are now operating in and out of the country; about 43 States signed bilateral agreements with Bangladesh.

Chairman Air vice Marshal Mahmud Hussain


FIRsDhaka


Focal PointAzad Zahirul Islam

Telephone+88 02 891 1125

TitleDirector (ATS & Aerodromes)

[email protected]

Head Officekurmitola, Dhaka-1229, Bangladesh

Telephone+88 02 891 1125

Fax+88 02 891 3322

Websitewww.caab.gov.bd

With regards to air traffic services, CAAB provides air traffic control service to each aircraft flying in the national airspace and moving on maneuvering areas of Bangladesh aerodromes in order to prevent collisions, and to maintain expedite and orderly flow of air traffic. CAAB establishes air routes, and flying, approaching and landing procedures for each route and aerodrome belonging to the country. And finally CAAB makes all necessary arrangements for search and rescue operations in case of accident or missing of any aircraft, and conducts investigations against accidents and unwanted incidents related to aircrafts.

Towers: 3

ACCs: 1


CANSO MEMBER

C

Finances in USD


2007 - 9 580 000 38 290 000

2008 - 17 640 000 58 960 000

2009 - 14 060 000 55 000 000

2010 - 20 990 000 73 490 000



Civil Aviation Authority of Singapore (CAAS - Singapore)

The Civil Aviation Authority of Singapore (CAAS) is a statutory board under the Ministry of Transport. Among other areas, it provides air navigation services in the Singapore Flight Information Region and the Singapore Changi Airport. It represents the government of Singapore on matters related to civil aviation in the country. CAAS also regulates and spearheads the develoment of civil aviation and plays a role in making Singapore a global air hub.

DG/CEOOng Heng Yap


AffiliationStatutory Board

FIRsSingapore


Focal Pointvictor Sim

Telephone+65 6595 4078

TitleManager (National ANS Policy)

[email protected]


Head OfficeSingapore Changi Airport, PO Box 1, Singapore 918141


Fax+65 6542 1321


Websitewww.caas.gov.sg

Our Mission:To grow a safe, vibrant air hub and civil

aviation system, making a key contribution to Singapore’s success.

Our vision:A leader in civil aviation; a city connecting

the world.

Towers: 2

ACCs: 1

Employees: 1 790

Total ATCOs: 251



Finances

SGD Total Turnover Operating Costs

2010 $213 million $199 million

2011 $304 million $222 million

CANSO MEMBER


2007345 568

2008362 822

2009373 257

2010415 070

2011 465 864

C


Jordan Civil Aviation Regulatory Commission (CARC)

Civil Aviation Regulatory commission (CARC) was established on 1st August 2007 to replace the Civil Aviation Authority (CAA) in accordance with article (68) of the civil aviation law number (41) of year 2007. According to this legislation the CARC has financial and administrative independence. It is the authorised body responsible for:• Safety and Security; • Economic Regulations; • Legal Affairs; and• The provision of Air Navigation Services

ANS within CARC is undergoing major transition to become fully financial and operational autonomy; encourage business approach to service delivery; enhance ATM performance, meet air space users requirement and instill public confidence in the ANS and the services it provides.

In 2010 Jordan and the European Union signed a comprehensive air services agreement which will open up and integrate their respective markets, strengthen cooperation and offer new opportunities for customers and operators.

Chief CommissonerMohammad Amin



FIRsAmman (OJAC)






AIS-AIM workgroup Communications Network


Focal PointHanan Qabartai

Telephone+962 7 967 68012

TitleChief AIS HQ

[email protected]


Head OfficeMarka International Airport, P.O. Box 7547, Amman Area Code 11110 Telephone+962 6 479 9141

Fax+962 6 489 2459


Websitewww.carc.gov.jo

To meet the declared aims of the Middle East Air Navigation Plan ANS took all required action to improve regional coordination with neighboring states. In addition to ongoing activities related to the Flexible use of air space, and Civil/Military Coordination.

For the purpose of serving all kinds of traffic, DvOR has been installed at Queen Alia Airport, and for the aim of providing positive air traffic control a vHF SYSTEM has been installed to enhance communication.

New radar system shall be installed in the first half of year 2011; it will harmonise future requirements; enable Radar data sharing, and ADS-B, MLAT, OLDE and CPDLC capabilities.

AIS has been granted the ISO 9001:2008 certification and announced fully migrated with EAD, which shall enable them for safe, secure, and fast transition toward AIM.

AFTN/AMHS system went into operation in December 2008.

Towers: 3

ACCs: 1

Employees: 280

Total ATCOs: 110



Finances in USD


2007 29 133 689 200 837 740 406 908 135

2008 28 426 570 23 790 426 304 322 567

2009 18 070 503 21 492 797 35 265 027

2010 21 691 993 23 938 211 33 484 868

2011 19 451 889 20 782 544 24 411 458

CANSO MEMBER


2007157 816

2008178 413

2009187 963

2010262 774

2011 249 421

C



Civil Aviation Authority of Uganda

Civil Aviation Authority (CAA) Uganda is a corporate body established under the CAA Act No 3 of 1994, Cap 354. CAA is propelled by the cardinal objective of its establishment which is to promote the safe, secure, regular and efficient use and development of civil aviation inside and outside Uganda. Its secondary objectives include: maximisation of revenue by providing facilities and services on cost-recovery basis, maintenance of a high quality, cost sensitive and well motivated workforce, promotion and support of efforts for protection of the environment and continued improvement of the quality of services to customers of its airports.

In order to focus on the demands of the long -term future, a vision,”To promote the safest, most efficient and affordable air transport system in Africa and beyond” was adopted. CAA remains committed to the fulfillment of its mission, ”To maintain the highest standards of safety, security and service in Civil Aviation.”The Authority is determined to accomplish the statutory mandate assigned to it by the Government.

PresidentWenceslaus Rama Makuza


FIRsDar es salaam khartoum kigali kinshasa







AIS-AIM Workgroup




Focal PointJames Mubiru

Telephone+256 751 413 517

TitleIT Manager

[email protected]


Head OfficeEntebbe International Airport P.O. Box 5536, kampala, Uganda

Telephone+256 312 352 000

Fax+256 414 321 401


Websitewww.caa.co.ug

CAA advises government on policy matters, international conventions and adoption of measures relating to civil aviation.

The Authority, among the many functions also: licenses operators and aviation crew, provides air navigation services, coordinates and directs search and recue services, certifies operators and aircraft, establishes, maintains, operates and owns aerodromes. CAA has a Board of Directors and a Management Team; with five technical Directorates: Airports and Security, Air Navigation Services, Safety, Security & Economic Regulation, Finance & Accounting, Human Resources & Administration.

Towers: 3

ACCs: 1

Employees: 897

Total ATCOs: 59



CANSO MEMBER


200728 564

200831 499

200928 564

201033 695

2011 35 315

C


Department of Airspace Control (DECEA)

The Department of Airspace Control (DECEA) is a governmental organisation, subordinate to the Brazilian Air Force, that gather human resources, equipment, systems and infrastructure, responsible for the air traffic control and airspace defence.

The organisation is in charge of a considerable portion of airspace, which exceeds Brazilian 8.5 million square kilometres of territory, reaching the Atlantic Ocean to make up 22 million square kilometres of airspace in its liability. In this way, makes available services such as Aeronautical Information System, Air Traffic Management, Aeronautical Telecommunication, Aeronautical Cartography, Aeronautical Meteorology, Flight Inspection and Search and Rescue.

In a daily basis, more than 12,000 employees carry out multiple activities distributed in 5 Area Control Centres (ACC), 42 Approach Controls (APP), 58 Air Traffic Control Towers (TWR), in addition to more than 900 Navaids.

Director GeneralMarco Aurélio Gonçalves Mendes



FIRsFIR BS FIR CW FIR RE FIR AO FIR AZ


Focal PointRoberto Tavares Figueiredo

Telephone+55 21 2139 9675

TitleDirector assistant

[email protected]


Head OfficeAv. General Justo 160 5th Floor Rio de Janeiro - RJ Brazil CEP 20021-130

Telephone+55 21 2101 6201

Fax+55 21 2101 6371

Email sectdgcea@ decea.gov.br

Websitewww.decea.gov.br

DECEA has an integrated civilian and military purpose. Accordingly, its mission is to manage and control the air traffic as well as to guarantee the defence of the Brazilian airspace. Therefore, this integration has been conceived to support military and civil operations, resulting in a significant economy of means and resources.

The same communications, navigation and surveillance means are applied to provide air traffic control services and air defence, enabling the country to save resources and to serve both Air Force operational requirements - complying with the rules set by the Brazilian Airspace Defence Command - and the duties to ICAO, satisfying all the annexes referring to air traffic.

Towers: 58

ACCs: 5

Employees: 12 544

Total ATCOs: 3 512



Finances in USD


2007 371 000 000 307 000 000 308 000 000

2008 491 000 000 335 000 000 337 000 000

2009 753 000 000 361 000 000 363 000 000

2010 706 000 000 467 000 000 470 000 000

2011 975 000 000 497 000 000 500 000 000

CANSO MEMBER


20071 780 651

20081 939 144

20091 995 580

20102 347 325

2011 2 794 713

D



Department of Civil Aviation, Republic of Cyprus (DCA Cyprus)

The Department of Civil Aviation (DCA) is responsible for the provision and regulation of Air Traffic services in the Nicosia Flight Information Region and the control towers at Larnaca and Paphos airports, the development and operation of the country’s airports and the development of air transport services with third countries. Safety and Security Regulation and the implementation of European Law on air transport are also among the main activities of the Department.

With the accession of Cyprus to the European Union, the new Civil Aviation Law N.213 (I) 2002, which is fully harmonised with the acquis communautaire on Air transport, entered into force. The adoption and implementation of the acquis is a continuous process therefore the DCA follows closely the developments in the EU so that it implements new Regulations and Directives expediently and effectively. Since the air transport environment is dynamic and there is a change in Regulation, the Department follows closely the development on this matter.

PresidentLeonidas Leonidou



FIRsNicosia FIR/UIR


Focal PointNicos Nicolaou

Telephone+357 2240 4180

TitleChief Operations Officer

[email protected]


Head Office27 Pindarou Str. Nicosia 1060 Cyprus

Telephone+357 2240 4102

Fax+357 2240 4220

Email director@ dca.mcw.gov.cy

Websitewww.mcw.gov.cy/dca

The liberalisation of Air Services for routes within the Community has been one of the major changes that came about with the accession to the EU. Despite the short period since accession, the benefits to the customer are already evident and are manifested lower fares and increased choices of routes and carriers.

The process of modernising Cyprus´ airports has proceeded with the selection of the private consortium, Hermes Airports, which has taken over the development and operation of the new airports under a B.O.T project (Build, Operate, Transfer) for a period of 25 years. In the meantime the consortium will also operate the existing facilities, which have already undergone improvements, until construction of the new airports is completed.

Towers: 2

ACCs: 1

Employees: 300

Total ATCOs: 110



CANSO MEMBER


2007241 899

2008271 181

2009266 879

2010283 318

2011 279 524

D


DFS Deutsche Flugsicherung GmbH (DFS)

DFS is a State-owned company under private law and has 5,900 employees. Founded in 1993, DFS Deutsche Flugsicherung GmbH is the successor to the Federal Administration of Air Navigation Services, a government authority which had existed for 39 years. To do this, the German Bundestag had to change the German Constitution and the German Aviation Act. Since January 1993, DFS has been controlling air traffic in Germany.

Staff coordinate approximately 10,000 aircraft movements in German airspace every day, and about 3 million movements per year. Germany has the highest traffic volume in Europe. DFS operates control centres in Langen, Bremen, karlsruhe and Munich. In addition, DFS staff work in the control towers of the 16 international airports in Germany, as well as at the Eurocontrol Centre in Maastricht, the Netherlands. DFS provides training and consultancy services around the world and develops and sells air traffic control, surveillance and

PresidentDieter kaden



FIRsFIR Bremen FIR Langen FIR München UIR Rhein


Focal PointRuediger Schwenk

Telephone+49 6103 707 4145

TitleHead of International Affairs

[email protected]


Head OfficeAm DFS-Campus 10 63225 Langen Germany

Telephone+49 6103 707 0

Fax+49 6103 707 1396


Websitewww.dfs.de

navigation systems. The business units of DFS Deutsche Flugsicherung GmbH have to perform a number of different tasks.

Controlling air traffic from the towers and control centres is the core business of the German air navigation services. Apart from performing day-to-day activities, DFS also develops air traffic management systems, surveillance systems as well as navigation aids. DFS compiles flight-related data and uses it for its products and services, such as aeronautical maps and charts and its pre-flight information service. In its Academy, DFS trains a large number of new air traffic controllers every year. In addition, DFS shares its know-how with other companies by providing consultancy services.

Towers: 16

ACCs: 4

Employees: 5 938

Total ATCOs: 1 723



Finances in USD


2008 1 095 440 000 1 183 490 000 1 155 010 000

2009 1 114 870 000 1 265 070 000 1 243 060 000

2010 1 166 660 000 1 265 070 000 1 241 760 000

CANSO MEMBER


20073 115 000

20083 150 000

20092 927 000

20102 971 000

2011 3 061 000

D




DHMI

DHMI’s vision in the provision of the civil aviation activities is to provide air navigation services and operate aerodromes in order to achieve “the best” at world level, as a safe, high-quality, dynamic, cost-efficient and environment-friendly organisation.

DHMI’s mission is to follow up modern aviation technology, be open to new technical and operational developments, carry out short and medium term planning, ensure high quality training of staff and take adequate measures with the aim of providing a better service.

The DHMI is a public-owned enterprise set up to produce and market services of a monopolistic nature, deemed to be privileged services in view of the public service that it renders, the capital for which is entirely paid by the state, and which is associated with the Ministry of Transport.

CEOMr. Orhan Birdal



Focal PointAyhan Öztekin

Telephone+90 312 204 2290

TitleAir Traffic Manager

Emailaoztekin@ dhmi.gov.tr


Head Officekonya Yolu Üstü, Etiler 06330, Ankara, Turkey

Telephone+90 312 204 0000

Fax+90 312 220 976

Websitewww.dhmi.gov.tr

Towers: 36

ACCs: 2

Employees: 4 822

Total ATCOs: 748



Finances in USD


2007 69 025 900 367 924 000 367 924 000

2008 90 642 900 383 795 000 383 795 000

2009 100 124 000 396 946 000 396 946 000

2010* 123 186 000 500 388 000 500 388 000

* Expected

CANSO MEMBER

D


2007732 133

2008792 051

2009856 861

2010965 110

2011 1 036 580



DSNA

DSNA provides air navigation services (ATS, CNS, AIS) through five area control centres and twelve regional divisions.

The ACCs are located at Athis-Mons (Paris ACC), Reims, Aix-en-Provence (Marseille ACC), Bordeaux and Brest.

The nine regional divisions located mainland manage 80 airports, and the three regional divisions located overseas manage 6 airports.

In 2011, the ATS units operated by DSNA controlled 3,009,230 flights. Peak day was recorded on July 11th, 2008, when they handled 10,018 flights.

In the framework of the Single European Sky, DSNA is one of the seven ANSPs implementing the Functional Airspace Block Europe Central (FABEC) and is one of the six ANSPs contributing to the SESAR research and development programme.

DirectorMaurice Georges



FIRsFIR Paris FIR Reims FIR Marseille FIR Bordeaux FIR Brest UIR France FIR Cayenne FIR Tahiti



AIS-AIM Workgroup








Focal PointMichel Rocca

Telephone+33(1) 5809 4282

TitleHead of International Affairs

[email protected]


Head Office50, rue Henri Farman 75720 Paris cedex 15 France

Telephone+33 (1) 5809 4902

Fax+33 (1) 5809 4903


Websitewww.developpement-durable.gouv.fr/-Navigation-aerienne-.html

Towers: 86

ACCs: 5

Employees: 7 846

Total ATCOs: 4 319



Finances in USD


2007 1 512 370 000 1 488 280 000 1 750 980 000

2008 1 628 580 000 1 843 530 000 1 857 750 000

2009 1 661 680 000 1 857 110 000 1 870 790 000

2010 1 718 190 000 1 944 670 000 1 966 050 000

CANSO MEMBER


20073 046 404

20083 047 060

20092 827 604

20102 834 412

2011 3 009 230

D



ENAv S.p.A

ENAv S.p.A. is a joint-stock company totally controlled by the Ministry of Economics and Finance and under the vigilance of the Ministry of Transport. ENAv S.p.A. is the Company to which the Italian State delegates the management and control of general air traffic (GAT) in Italy and provides:• Air Traffic Services (ATS) including Air

Traffic Control Service (ATC), Flight Information Service (FIS) and Alerting Service (ALRS);

• Aeronautical Information Service and related publications (AIS);

• Meteorological Services for Air Navigation (MET);

• Communication, Navigation, Surveillance Services (CNS);

• Associated supporting services:• Airspace Management, Airspace

Design and Air Traffic Capacity Planning;

• Flight procedures design and obstacle analysis;

• ATM system definition, acquisition, operation and maintenance of

CEOMassimo Garbini



FIRsMilano Roma Brindisi






AIS-AIM Workgroup




Focal PointAlessandro Ghilari

Telephone+39 068 166 2143

TitleInternational Activities Office

[email protected]


Head Officevia Salaria, 716 00138 Roma, Italy


Fax+39 068 166 2293


Websitewww.enav.it

operational infrastructures;• Flight inspection services of radio

nav-aids, broadcasting and surveillance systems for Air Traffic Services;

• Training of ATM personnel.Staffed by 3276 employees, ENAv

S.p.A., with H.Q. in Rome, has 4 Area Control Centers (Rome/Ciampino, Milan/Linate, Padua and Brindisi) and 39 airports. ENAv S.p.A. participates, manages, coordinates and contributes to several international projects and large scale research, development and validation activities. ENAv S.p.A. experts are involved in the most important international working groups dealing with CNS/ATM matters. R&D projects and activities are aimed to CNS/ATM systems pre-operational implementation and to technical co-operation with international organisations.

Moreover, ENAv is among the main players within SESAR Joint Undertaking. ENAv S.p.A. has also the possibility to offer to other companies consultancy services to support the initial phases of ATSU implementation.

Towers: 39

ACCs: 4

Employees: 3 276

Total ATCOs: 1 787



Finances in USD


2007 680 000 000 598 000 000 736 000 000

2008 716 000 000 595 000 000 764 000 000

2009 726 000 000 555 000 000 765 000 000

2010 743 000 000 604 000 000 797 000 000

2011 769 000 000 618 000 000 817 000 000

CANSO MEMBER

Roma Area Control Centre


20071 779 284

20081 735 963

20091 647 390

20101 711 605

2011 1 725 659

E


Estonian Air Navigation Services (EANS)

EANS’ mission is to provide safe, good quality, environmentally-friendly, internationally competitive, dynamically developing air traffic services as well as to contribute to the National Defence requirements to advocate the sovereignty of the national airspace.

Chairman Tanel Rautits



FIRsTallinn


Focal PointTanel Rautits


TitleChairman of Management Board / CEO

[email protected]


Head Officekanali Tee Põik 3, Rae küla, Rae vald, Ee-10112, Harjumaa Estonia


Fax+372 625 8200


Websitewww.eans.ee

Towers: 2

ACCs: 1

Employees: 159

Total ATCOs: 66



Finances in USD


2007 8 000 000 14 000 000 14 000 000

2008 9 000 000 15 000 000 15 000 000

2009 9 000 000 13 000 000 13 000 000

2010 10 000 000 13 000 000 13 000 000

2011 11 000 000 15 000 000 15 000 000

CANSO MEMBER


2007156 136

2008176 464

2009156 518

2010160 723

2011 182 979

E



Federal Aviation Administration Air Traffic Organization

The FAA is a federal agency in the U.S. Department of Transportation. The Air Traffic Organization is the service provision branch of the FAA and is responsible for moving air traffic safely and efficiently. Our customers are commercial and private aviation and the military. Our employees are the service providers: The 35,000 controllers, technicians, engineers and support personnel whose daily efforts keep the airplanes moving.

Mission The FAA/ATO mission is to provide a

safe, efficient, responsive air transportation system that serves the Nation and supports the global aviation community.

vision Give the world new ways to fly -

through people, technology and innovation.

Deputy Chief Operating OfficerRick Ducharme



FIRsOakland New York Anchorage San Juan





SMS Performance Workgroup






AIS-AIM Workgroup









Focal PointLeah Moebius

Telephone+1 202 385 8969

TitleAviation Technical Systems Specialist - Europe, Africa, Middle East & Global Forums

Emailleah.moebius@ faa.gov


Head Office800 Independence Avenue, SW Washington, DC 20591

Telephone+1 866 835 5322

Fax+1 202 267 3505

Email www.faa.gov/contact/

Websitewww.faa.gov

Towers: 512

ACCs: 21

Employees: 34 911

Total ATCOs: 18 001



Finances in USD


2007 7 688 576 400 - -

2008 8 590 747 945 - -

2009 8 785 197 953 - -

2010 9 313 332 144 - -

CANSO MEMBER

A F


200717 486 907

200817 090 622

200915 857 866

201016 123 364

2011 15 539 009


Finavia Corporation

Finavia Corporation is public limited company owned by the State. Finavia is customer friendly and profitable growing company that is constantly reforming its operations, and has competent, motivated and service oriented personnel. Finavia’s strategy is to respond to the growth of traffic and the increasing need for mobility of people and products, the growing demands for cost efficiency and the needs of air traffic in various parts of Finland.

Finavia provides air navigation services and maintain 25 airports in Finland. Finavia achieves its objectives by means of five key business areas included in the strategy: Airport Operations, Air Navigation Services, Commercial Operations and subsidiary companies for ground and passenger services and real estate operations.

CEOkari Savolainen



FIRsFinland


Focal PointHeikki Jaakkola

Telephone+358 20 708 2240

Titlevice President, International Affairs, ANS

[email protected]


Head OfficeAir Navigation Services P.O. Box 50 01531 vantaa Finland

Telephone+358 20 708 000

Fax+358 20 708 2298

Email tietopalvelu@ finavia.fi

Websitewww.finavia.fi

Towers: 25

ACCs: 1

Employees: 1 639

Total ATCOs: 300



Finances in USD


2007 218 400 000 60 100 000 294 100 000

2008 230 200 000 63 100 000 317 600 000

2009 230 100 000 60 600 000 304 200 000

2010 240 000 000 54 600 000 282 000 000

2011 236 600 000 61 100 000 318 200 000

CANSO MEMBER


2007239 427

2008255 022

2009235 810

2010236 414

2011 263 334

F



ATM Environment Workgroup






General Authority of Civil Aviation (GACA)

The General Authority of Civil Aviation (GACA) is the authorised entity that are responsible for air transport regulations, airport operations and the provision of air navigation services in kingdom of Saudi Arabia. GACA is undergoing currently major transition to become fully independent organisation operating on commercial basis. The Council of Ministers has approved the transformation of ANS strategic business unit to an independent company with its own board of directors.

A transformation project team has been established to manage ANS transformation to corporate ties government entity.

President of the General Authority of Civil Aviation His Highness Prince Fahd bin Abdullah



FIRsJeddah





AIS-AIM Workgroup





Focal PointHazim Abudaowd

Telephone+966 26 717 717

TitleDG System Engineering Directorate

Emailhabudaowd@ gaca.gov.sa


Head OfficeP.O BOX 887 Jeddah 21165 k.S.A

Telephone+966 26 405 000

Fax+966 26 401 477

Email habudaowd.gaca.gov.sa

Websitewww.gaca.gov.sa

Towers: 14

ACCs: 2

Employees: 1 800

Total ATCOs: 612



Finances in USD


2007 - - 240 000 000

2008 - - 244 000 000

2009 - - 240 000 000

2010 - - 360 000 000

2011 - - 370 000 000

CANSO MEMBER

Jeddah ACC Building


2007752 000

2008803 000

2009994 000

2010883 000

2011 933 000

G


General Civil Aviation Authority (GCAA)

The Sheikh Zayed Air Navigation Centre of the General Civil Aviation Authority (GCAA) of the United Arab Emirates is the largest and most advanced air traffic management facility in the Middle East. The Main ACC building has a 600m2 ATC room with sufficient sector suites with the latest technology to accommodate traffic growth for 20 years or a total traffic volume exceeding 2 million annual movements. The new equipment includes ATM display system, ARTAS and AMHS from Comsoft, while integrated voice communication is supplied by Park Air Systems and the MicroNav ATC simulator, installed in the Emergency ACC.

The Centre has a total of 76 working positions for live ACC, military liaison and emergency cum training roles. The ATM system permits flexible sectorisation to task individual air traffic controllers in the most safe and efficient manner and with a number of modern tools such as arrival and stack managers as well as short

Director GeneralSaif Al Suwaidi



FIRsUnited Arab Emirates


Focal PointAhmed Al Jallaf

Telephone+971 25 996 888

TitleExecutive Director Air Navigation Services

[email protected]


Head OfficeUnited Arab Emirates, Abu Dhabi, P.O Box 666

Telephone+971 25 996 999

Fax+971 50 599 6883


Websitewww.gcaa.gov.ae

term conflict detection to optimise traffic handling. voice communication is fully digital from microphone to antenna and connected externally through IP vPN with several layers of redundancy to ensure maximum availability. The GCAA is quickly becoming a regional reference for pioneering in areas such as integration of ADS-B in the surveillance picture through the ARTAS tracker, which is operational since 1st June 2009, design and operational implementation of RNAv 1 routes both for en-route and in terminal environments.

Together, these modernisation programmes serve to alleviate traffic congestion, minimise delays, shorten routes and create the capacity necessary for sustained growth in air traffic necessary for the economic well-being of the country.

ACCs: 1

Employees: 220

Total ATCOs: 108



Finances in USD


2007 31 000 000 41 000 000 56 000 000

2008 37 300 000 45 000 000 62 000 000

2009 68 200 000 48 000 000 69 600 000

2010 87 000 000 54 000 000 74 200 000

CANSO MEMBER

Shaikh Zayed Air Navigation Centre in Abu Dhabi


2007481 000

2008530 000

2009580 000

2010644 000

2011 693 000

G



Hellenic Civil Aviation Authority (HCAA)

The Hellenic Civil Aviation Authority (CAA) is a Civil Service under the Ministry of Transport and Communications.

Its mission is the organisation, development and control of Greece’s air transport infrastructure.

Activities include:• Air navigation (Air Traffic

Management, Telecommunications, Support, installation and operation of aeronautical telecommunications and air navigation aids)

• Provision of aeronautical information • Organisation of the Hellenic Air

Space • Development of international

aviation relations and participation in International Organisations

• Handling and development of air transport inside the country and abroad

GovernorMr. Ionannis Anrianopoulos



Focal Pointvasileios Tagkalos

Telephone+30 210 891 6135

TitleHead, ATS Division

[email protected]


Head OfficeHellenic Civil Aviation Authority P.O.B. 70360, 16610 Glyfada Greece

Telephone+30 210 891 6000


Websitewww.hcaa.gr

• Application of standards, regulations and requirements for aircraft exploitation and operation

• Inspection of aircraft and Civil Aviation crew suitability and granting of the relevant certificates and licenses

• Establishment and operation of the Hellenic airports

• Formulation of air transport legislation

• Actions to ensure the inflow of financial resources in return for the services provided to aircraft and passengers, as well as to ensure administrative and financial support for its services.

Towers: 18 controlled, 15 (AFIS)13 (military that pro-vide ATS to GAT)

ACCs: 2

Employees: 680

Total ATCOs: 520


CANSO MEMBER

H


2007602 889

2008622 873

2009625 928

2010654 638

2011 655 655


HungaroControl

HungaroControl Private Limited Company is a 100% State owned enterprise providing air navigation services in the Hungarian Airspace. The company’s mission is to maintain safe and reliable service in an efficient, customer oriented and transparent manner.

Its world class technology, services and developments make HungaroControl one of the most efficient and most reliable air navigation service providers of Central-Europe.

HungaroControl is an active promoter of integration within the Single European Sky.

The organisation has a new knowledge centre which includes the Centre of Research, Development and Simulation with its unique technology and capacity in the region as well as the Entry Point Central ATS Academy which uses the highly recognised Scandinavian educational system.

CEOkornél Szepessy


AffiliationSolely owned by the Hungarian State

FIRsBudapest





AIS-AIM Workgroup











Focal PointAndrea Glodi

Telephone+ 361 293 4093

TitleHead of External Relations

[email protected]


Head OfficeH - 1675 Budapest, POB 80. Hungary

Telephone+ 361 293 4444

Fax+ 361 293 4343

Email info@ hungarocontrol.hu

Websitewww.hungarocontrol.hu

The changes of the business environment are monitored and handled by the use of the most advanced corporate governance systems and procedures along with the continuous development of the corporate culture.

Our aim is to keep step with the continuously and globally changing ANS business, and to comply with the various challenges with our professional team.

Towers: 1

ACCs: 1

Employees: 658

Total ATCOs: 165



Finances in USD


2007 76 000 000 68 000 000 80 000 000

2008 92 000 000 82 000 000 91 000 000

2009 96 000 000 99 000 000 105 000 000

2010 121 000 000 116 000 000 125 000 000

2011 119 000 000 108 000 000 127 000 000

CANSO MEMBER

Centre of Research, Development and Simulation in Budapest.


2007615 000

2008621 000

2009607 000

2010621 000

2011 616 000

H



ISAvIA

ISAvIA is a state limited company that is responsible for operating Air Navigation Services and Airports in Iceland including Airport terminals. The CEO of ISAvIA is Mr. Björn Ó. Hauksson. ISAvIA ANS is run functionally separate from the Airports and terminals.

The mission of ISAvIA ANS is to ensure that safe and reliable air navigation services are provided for a very large oceanic control area that extends over Reykjavik FIR and a large part of the Sondrestrom FIR. The total control area exceeds 5 million sq. km. and is one of the largest of its kind in the world.

The company operates a highly modern Area Control Center located at Reykjavik Airport in addition to the required communications infrastructure that provides continuous connectivity with aircraft over the high seas as well as on domestic routes over Iceland. Radar surveillance is available in an area extending from Scotland to Greenland across Iceland and the Faroe Islands.

CEO ANSÁsgeir Pálsson



Focal PointAsgeir Palsson

Telephone+354 (424) 4000

TitleCEO

[email protected]


Head OfficeReykjavik Airport, 101 Reykjavik, Iceland

Telephone+354 (424) 4118

Fax+354 (562) 4599

Websitewww.isavia.is

Long-range communications are provided by Iceland Air Radio a division of ISAvIA ANS, that operates a system of High Frequency and vHF facilities in addition to an AFTN/CIDIN switching node.

In addition to these services ISAvIA ANS operates Control Towers and Approach Services at Iceland’s 3 Controlled Airports and supports the CNS infrastructure on all airports in Iceland.

Towers: 3

ACCs: 1

Employees: 225

Total ATCOs: 106



CANSO MEMBER

I


2007105 414

2008110 366

2009101 503

2010145 275

2011 111 490


Irish Aviation Authority (IAA)

The Irish Aviation Authority (IAA) was established as a commercial state-sponsored body on 1 January 1994 under the Irish Aviation Authority Act, 1993. It is responsible for the provision of air traffic management services in Irish controlled airspace and the safety regulation of the Irish civil aviation industry.

IAA safety regulatory services includes:• Aircraft airworthiness certification

and registration • Licensing of personnel and

organisations involved in aircraft maintenance

• Licensing of pilots, air traffic controllers and aerodromes

• The approval and surveillance of air carrier operating standards.

The IAA also provides training and consultancy services to a wide range of international clients. Using its purpose-built training centre, the IAA delivers highest standard technical training to its own staff and international customers. The Consultancy department draws on the

CEOEamonn Brennan



FIRsShannon Northern Oceanic Transition Area Shannon Oceanic Transition Area


Focal PointRonnie Fallon

Telephone+353 16 031 119

TitleManager Airspace and Navigation

[email protected]


Head OfficeIrish Aviation Authority The Times Building 11-12 D’Olier Street Dublin 2

Telephone+353 16 031 500

Fax+353 61 366 097


Websitewww.iaa.ie

vast experience available within the IAA to provide a wide range of consultancy services worldwide.

The IAA ensures that Irish civil aviation operates to safety standards set internationally, principally by the International Civil Aviation Organization (ICAO), European Joint Aviation Authorities (JAA), Eurocontrol, the European Civil Aviation Conference (ECAC), The European Aviation Safety Agency (EASA), and the European Union.

Management Team• Eamonn Brennan, Chief Executive • Denis Daly, Deputy Chief Executive

& Chief Financial Officer • Philip Hughes, Director Technology

& Training • kevin Humphreys, Director Safety

Regulation • Brendan Mulligan, Director Human

Resources • Aideen Gahan, Company Secretary • Donie Mooney, Director Operations • Paddy kennedy, General Manager,

Corporate Affairs

Towers: 3

ACCs: 2

Employees: 695

Total ATCOs: 311



Finances in USD


2007 183 563 160 185 042 880 203 600 760

2008 200 183 280 197 119 560 220 021 560

2009 195 259 680 189 625 920 212 712 720

2010 202 711 080 189 625 920 222 404 160

CANSO MEMBER


2007575 092

2008578 865

2009508 788

2010488 302

2011 no data

I



kazaeronavigatsia

The overriding priority of kazaeronavigatsia, the Republic of kazakhstan’s National Air Navigation Services Provider (ANSP), is rendering a safe service over the 2.7 million square kilometers of controlled airspace through 88 international air routes handling traffic flows from South-East Asia and China to Europe.

The 2012 is vital for finalising the creation of the National ATM System which will consist of three consolidated ATC centers: Astana, Aktobe and Almaty. This also includes transition of air traffic control from all of 15 remote control towers which will be a part of ATC Centers. The national system will enable to form seamless airspace over entire kazakhstan territory on a single hardware and software.

The new National ATM System is based on communications and data link network. The need in development of own reserved communication network was attributed to large distances between navigation units, sparse population and technical backwardness of many remote communities in the Republic. kazaeronavigatsia has built

Director GeneralSergey D. kulnazarov



FIRsAktobe Almaty Astana Shymkent


Focal Pointvladimir koshmanov

Telephone+7 7172 773572

TitleATM Department

[email protected]


Head Officekabanbay Batyr dangyly 119, Esil audany, 010014, Astana The Republic of kazakhstan

Telephone+7 7172 773 404

Fax+7 7172 773 566


Websitewww.ans.kz

a digital data transmission network between all navigation units of kazakhstan including ground and satellite segments of data links with automatic selection of correct path.

Given the challenges that interoperability, cooperation and partnership will bring as a result of air navigation services providers actions, our company continues to optimise air navigation infrastructure based on the experience of deployment of the most advanced and leading-edge technologies enabling procedures harmonisation, improvement of effectiveness and environment protection, achievement of interoperability with the global ATM system.

Towers: 18

ACCs: 4

Employees: 2 186

Total ATCOs: 753



Finances in USD


2007 59 754 000 87 222 000 88 172 000

2008 72 521 000 95 619 000 96 132 000

2009 61 877 000 86 374 000 86 798 000

2010 75 295 000 115 753 000 116 253 000

2011 82 290 000 136 410 000 136 953 000

CANSO MEMBER

New ATC Centre in Almaty


2007151 381

2008161 405

2009153 706

2010172 937

2011 201 951

k


kenya Civil Aviation Authority

kenya Civil Aviation Authority (kCAA) was established on 24th October 2002 by the Civil Aviation (Amendment) Act, 2002 with the following primary functions:• Regulation and oversight of Aviation

safety & Security• Economic regulation of Air services and

development of Civil Aviation• Provision of Air Navigation Services• Training of Aviation personnel

kCAA operations are guided by the provisions of the convention on international civil aviation and the related ICAO Standards AndÂ Recommended Practices (SARPs) and the kenya civil Aviation Act, Cap 394, the civil aviation regulations, procedure and practices.

MandateTo plan, develop, manage, regulate and

operate a safe, economically sustainable and efficient civil aviation system in kenya, in accordance with the provisions of the civil aviation Act, Cap. 394.

Director GeneralCol. (Rtd) Hilary k. kioko




Focal PointReuben Lubanga

Telephone+254 (20) 827 475

TitleDirector ANS

[email protected]


Head OfficeP.O. Box 20163, Nairobi 00100 kenya

Telephone+254 (20) 827 475 +254 (20) 827 470

Fax+254 (20) 827 808 +254 (20) 822 300 Email [email protected]

Websitewww.kcaa.or.ke

visionTo be a model of excellence in

civil aviation.MissionTo develop, regulate and manage a safe,

efficient and effective civil aviation system in kenya.

Strategic Objectives• Achieve an effective and sustainable

safety and security oversight system.• Develop an effective and sustainable air

transport system.• Ensure safe, orderly and expeditious

flow of air traffic.• Attract and retain competent, motivated

and performance driven human capital.• To be a financially sustainable Authority.• Enhancement of Customer Service• Establish an international aviation

training centre of excellence

Total ATCOs: 145


Finances in USD


2007 3 807 091 20 536 000 22 784 467

2008 4 990 583 20 485 597 23 085 884

2009 5 120 778 23 720 067 26 488 755

2010 5 116 836 25 139 927 28 509 632

2011 5 854 995 28 918 872 32 180 332

CANSO MEMBER

k


2007306 562

2008282 132

2009286 353

2010319 402

2011 318 101



Latvijas Gaisa Satiksme (LGS)

The main goal of the State Joint Stock Company Latvijas Gaisa Satiksme (LGS) is to provide airspace users with effective and reliable air navigation services maintaining the required flight safety as a high priority task.

As an enterprise operating in the field of civil aviation, LGS is subject to the Ministry of Transport of the Republic of Latvia.

LGS provides air navigation services to customers in an open and transparent manner. Flight safety and customer satisfaction are the main focuses of the Company. LGS provides all airspace users with equal quality services.

Air navigation charges are the main revenue source, as LGS does not receive any financing from the State budget.

LGS was founded in 1991 as an Air Navigation Services Enterprise with 100% state ownership.

ChairmanDavids Taurins



FIRsRiga






Focal Pointvadim Stroitelev

Telephone+371 67 300 634

TitleDeputy Head of Development Department

[email protected]


Head OfficeLGS, International Airport, Riga, Lv-1053, Latvia

Telephone+371 67 300 950

Fax+371 67 300 970


Websitewww.lgs.lv

Towers: 1

ACCs: 1

Employees: 354

Total ATCOs: 125



Finances in USD


2007 7 001 998 25 314 153 27 527 767

2008 6 842 424 27 755 232 28 231 242

2009 6 128 448 28 765 840 29 256 789

2010 7 768 556 28 330 860 29 091 817

2011 11 459 731 30 955 146 31 590 899

CANSO MEMBER


2007202 282

2008224 946

2009206 222

2010214 412

2011 236 364

L


Letové prevádzkové služby (LPS SR)

LPS is an air navigation services provider within the Slovak airspace and at assigned international aerodromes. It is the holder of the Certificate pursuant to the Regulation of the European Parliament and of the Council (EC) 550/2004 in the field of ATS, CNS and AIS. In addition, under authority of the Ministry of Transport, Posts and Telecommunications, LPS is charged with the co-ordination of Search and Rescue service. LPS provides all services in line with ICAO and national rules.

Moreover, the Safety Management System and Quality Management System have been implemented throughout the company. The service provision is supported by the state-of-the-art ATM technologies including advanced communication, navigation and surveillance systems.

CEOMiroslav Bartoš



FIRsBratislava - LZBB







AIS-AIM Workgroup

SMS Performance Workgroup






Focal PointAugustín Lamprecht

Telephone+421 2 4857 2610

TitleHead of AIM

[email protected]


Head OfficeLetisko M.R. Štefánika 823 07 Bratislava Slovakia

Telephone+421 2 4857 2100

Fax+421 2 4857 2105


Websitewww.lps.sk

LPS is one of the participants working on joint implementation plan for establishment and operation of a functional airspace block in the upper and lower airspace of seven countries (FAB CE).

The mission of LPS is stated in the Strategic Business Plan: “Constantly improve the safety, expeditiousness and orderly flow of air traffic with the minimum possible costs, paying due respect and protection to air passengers and to the environment.”

Towers: 5

ACCs: 1

Employees: 497

Total ATCOs: 122



Finances in USD


2007 12 841 663 48 607 131 50 469 106

2008 15 673 895 65 840 101 69 555 253

2009 18 547 018 64 684 003 68 214 448

2010 18 305 068 67 076 038 69 844 029

2011 24 933 370 73 499 854 76 645 372

CANSO MEMBER


2007324 453

2008345 242

2009337 054

2010370 312

2011 381 833

L



Luchtverkeersleiding Nederland

(LvNL)

LvNL founds the organisation of its services on a dialogue with all stakeholders, always seeking the optimum balance between- conflicting- interests and demands. Aiming for result is the key: creating an added value with a favourable costs/benefits relation for the stakeholder.

LvNL wants to operate as an independent, authoritative professional service provider within the aviation sector. Besides, we give a clear substantiation on our position in the complexity of stakeholder demands. Demands pertaining to safety, capacity and environment. A company that openly accounts of its achievements. From this position LvNL works on its future in a rapidly changing world.

CEOPaul Riemens


AffiliationIndependent Administrative Body with own legal personality

FIRsAmsterdam









Focal PointPatricia Bier

Telephone+31 65 185 1782

TitleSenior Advisor International Affairs

[email protected]


Head OfficePO Box 75200 1117 ZT Schiphol Airport Amsterdam, the Netherlands

Telephone+31 20 406 2000

Fax+31 20 406 648 4999


Websitewww.lvnl.nl

Towers: 4

ACCs: 1

Employees: 894

Total ATCOs: 221



Finances in USD


2007 158 823 000 157 072 000 159 367 000

2008 168 089 000 160 908 000 165 038 000

2009 185 248 000 155 606 000 163 794 000

2010 15 720 000 1 610 000 1 708 000

2011 1 670 000 1 737 000 1 813 000

CANSO MEMBER


2007555 579

2008536 016

2009492 559

2010493 863

2011 527 333

L


The LFv Group

The Air Navigation Services (ANS) Division of the LFv Group is responsible for the provision and development of Air Navigation Services in Sweden. We provide ATS, CNS and AIS and task SMHI (Swedish Meteorological and Hydrological Institute) to provide MET. All services, except MET, are provided for both civil and military traffic, as there is no military ANSP in Sweden.

Our Mission Statement, “We support safe, flexible and cost effective Air Navigation Services with the Customer in focus” supports our vision that is “To be a respected and strong north-European ANSP and thus an attractive partner for other ANSPs”.

DG/CEOThomas Allard



Focal PointNiclas Gustavsson

Telephone+46 11 19 22 73

TitleHead of “Corporate Business Development”

[email protected]


Head OfficeSE 601 79 Norrköping

Telephone+46 11 19 20 00

Fax+46 11 19 26 40


Websitewww.lfv.se

LFv and Naviair are developing a common organisation for en-route services in Denmark and Sweden (NUAC) to provide services in a Swedish-Danish FAB that is a first step towards a coming FAB covering the airspace from Greenland and Iceland in the west to Finland and Estonia in the east (NEFAB). The NEFAB is one part of the North European ANS Provider initiative (NEAP) that is also developing e. g. a common Master Plan for the seven participating providers.

Together with Naviair and the Irish Aviation Authority, LFv is also a partner in the COOPANS agreement with Thales ATM, with Austrocontrol about to join. The objective of COOPANS is to facilitate the joint procurement of upgrades to our existing common ATM systems to meet the coming SESAR demands.

LFv is, together with Avinor and Naviair, the owner of “Entry Point North” (EPN), the Nordic ATS Academy.

B

Towers: 28

ACCs: 2

Employees: 1 170

Total ATCOs: 750



Finances in USD


2007 238 890 766 208 340 937 254 405 197

2008 266 615 532 229 280 505 279 200 856

2009 296 973 342 261 128 723 313 738 686

2010 318 118 963 307 701 588 336 984 516

2011 330 173 181 323 492 352 364 276 694

CANSO MEMBER

L


2007701 975

2008726 195

2009643 886

2010654 885

2011 706 417



Luxembourg ANA

Lux ANA is a customer-oriented and state-owned enterprise that is reforming its operations and has competent, motivated, and service oriented personnel.

Lux ANA’s strategy is to respond to the growth in traffic, the demands for cost efficiency and the needs of air traffic within the FABEC community and thus contributing to shape European Air Traffic Management of the future.

Safety is our highest priority and in addition we continuously work to minimise our environmental impact.

DirectorEnder Ulcun



Focal PointRoland Reiser

Telephone+352 4798 23001

TitleHead of AIS

[email protected]


Head OfficePO BOX 273, L-2012 Luxembourg

Telephone+352 4798 22000


Websitewww.airport.lu

Towers: 1

ACCs: 0

Employees: 180

Total ATCOs: 48



CANSO MEMBER


200759 022

200859 395

200958 711

201058 394

2011 63 754

L


Maldives Airports Company Limited

Established on 1st January 1994, Maldives Airports Company (MACL) is a financially and administratively independent state enterprise owned 100% by the Government of Maldives, primarily for the operation, maintenance and development of Male’ International Airport and the provision of air navigation services inside the Male’ Flight Information Region. Under a concession agreement signed between the Government of Maldives and GMR Group of India, the operation, maintenance and development of Male’ International Airport have been transferred to GMR Male International Airport Ltd., with MACL responsible to oversee the terms and enforcement of the agreement by the concessionaire.

CEO & MDMohamed Ibrahim



FIRsMale’


Focal PointIbrahim khalid

Telephone+96 03342062

TitleHead of Safety and Standards

[email protected]

Head OfficeCorporate Office Hulhule 22000 Republic of Maldives


Fax+960 3331515


Websitewww.macl.aero

Following this change, on 23rd March 2011, the government represented by Ministry of Transport and Communication, formally designated Maldives Airports Company as the sole provider of air navigation services in the Male’ Flight Information Region and at all country within airports, that necessitates the availability of such services under the current Maldives Civil Aviation Regulations.

Towers: 6

ACCs: 1

Employees: 369

Total ATCOs: 94



CANSO MEMBER

M



Malta Air Traffic Services Limited (MATS)

Malta Air Traffic Services Ltd (MATS) is the Air Navigation Service Provider for Malta. MATS provides a variety of services primarily aimed at ensuring that aircraft flying in the Malta Flight Information Region (FIR) are safely separated in accordance with international civil aviation regulations.

The task of ensuring safe operations of commercial and private aircraft falls on air traffic controllers. They must coordinate the movements of thousands of aircraft, keep them at safe distances from each other, direct them during takeoff and landing from airports, direct them around bad weather and ensure that traffic flows safely, smoothly and with minimal delays.

Brig.Carmel vassallo



FIRsLMMM FIR


Focal PointNaomi Galea


TitleAsst. to Chief Operations

[email protected]


Head OfficePO BOX 01, Malta International Airport Malta LQA5000


Fax+356 23695445

Email atsmalta@ maltatats.com

Websitewww.maltats.com

Towers: 1

ACCs: 1

Employees: 135

Total ATCOs: 47



CANSO MEMBER


200778 246

200880 028

200980 874

201091 553

2011 67 649

M


Moldovian Air Traffic Services Authority (S.E. MoldATSA)

MoldATSA is a State Enterprise, 100% State owned, operating on a self-financing basis. It was created in 1994 as a national entity responsible for the provision of air navigation services in Republic of Moldova.

MoldATSA is subordinated to the Ministry of Transports and Roads Infrastructure which is the public administrative body responsible for aviation domain. The administration of the enterprise is done through the Administrative Board and the Director General of the enterprise.

MoldATSA provides air navigation services to both GAT and OAT within a controlled airspace of 33 800 sq.km. The company provides also MET services. MoldATSA mission is to offer safe, high-quality and efficient services, guaranteeing satisfaction to the customers and high motivation to the employees.

Director GeneralCornelia vasilita-Barbaros



Focal PointCornelia vasilita-Barbaros

Telephone+373 (22) 502 800

TitleDirector General

[email protected]


Head OfficeAvenue Dacia 80/4, Chisinau, MD-2026

Telephone+373 (22) 502 800

Fax+373 (22) 525 907


[email protected]

Towers: 4

ACCs: 1

Employees: 855

Total ATCOs: 191.9



CANSO MEMBER

M


200734 451

200840 966

200943 621

201053 955

2011 60 192



NANSC

NANSC – Egypt is one of the leading ANSPs in Africa and the Middle East. A state owned company, is committed to providing outstanding ATM services within Egyptian airspace, serving 22 airports across the country. Given Egypt’s strategic location, the provision of ATM services in Egyptian airspace helps bridge the three continents of Africa, Europe and Asia.

NANSC was originally set up as an independent entity affiliated with the Egyptian Holding Company for Airports and Air Navigation. However, NANSC is continually evolving, transforming itself to meet the needs of its customers. NANSC runs its own business as well as managing huge projects, such as the modernisation of ATM systems, the construction of a new fabulous control tower, the construction of an extension to the new administrative premises… and much more, all in a self financing and cost effective manner.

Mindful of the important results of the regional and international collaboration, NANSC, plays a key role in the Middle East, with effective and dynamic participation in

ChairmanMohey Ragheb



FIRsCairo


Focal PointSaeed Abou- Ghazala

Telephone+20 2 2268 0617

TitleGeneral Director Co-Operation & Int’l Affairs

[email protected]


Head OfficeNANSC Office Building, Cargo village Rd., Cairo Airport Rd. 11776, Cairo, Egypt.

Telephone+20 2 2267 5948 +20 2 2268 0623

Fax+20 2 2268 0629


Websitewww.nansceg.net

several international bodies and organisations including ICAO, CANSO, EUR, AFI, ACAC, and NAFISAT. NANSC has been an associate member in the Blue-Med FAB initiative to extend the Single European Sky concept beyond the geographical boundaries of Europe, as this will objectively achieve a safer, better performing air traffic network for airspace users.

NANSC is also an active member of CANSO’s Middle East Region. The Egypt-Saudi cooperation programme of ATM integration was launched in 2008 to achieve ATM priorities such as Radar Data Exchange, OLDI, AMHS, AXIM and e-TOD. In addition, ATCOs of Yemen have been trained by NANSC.

To make full use of aircraft capabilities, Performance-based Navigation procedures have been implemented at the main international airports. NANSC is consistently modernising the CNS/ATM systems to meet the ever-increasing flow of air traffic. With all these initiatives, NANSC spares no effort in achieving the highest level of safety, transforming the aviation industry and meeting our stakeholders’ expectations.

Towers: 22

ACCs: 1

Employees: 2 305

Total ATCOs: 770



Finances in USD


2007 57 761 400 56 294 900 59 147 800

2008 57 128 800 58 770 700 61 714 800

2009 62 547 700 63 032 300 64 798 100

2010 74 500 500 76 655 100 81 057 600

2011 75 489 800 68 782 700 73 218 900

CANSO MEMBER

N


2007345 137

2008393 438

2009391 256

2010440 886

2011 366 326



National Air Traffic Agency (NATA)

NATA is the air traffic control Agency of Albania that provide air traffic control services for the first time in November 1990. Opening the airspace at that time was the last closed airspace in Europe and Albania joined the democracy instead of communist isolation.

The process of development was quick as inspiration for democracy was. In this respect in the field of aviation we joined ICAO, ECAC, Eurocontrol and now as European Common Aviation Area Agreement member we go ahead to Single European Sky and United Europe.

The principles governing the National Air Traffic Agency (NATA) are expressed in the statement of the safety policy of NATA as follows:

National Air Traffic Agency (NATA) who is responsible for providing a safe, orderly and expeditious management of air traffic, has as its principal safety objective to minimise the ATM contribution to the risk of an aircraft accident occurring, as far as reasonably practicable.

CEOPetrit Sulaj



FIRsFYR of Macedonia, Italy, Montenegro / kosovo, Greece


Focal PointArjan kotoni

Telephone+355 6 96 03 3334

TitleHead of DG Cabinet

[email protected]


Head OfficeMother Tereza Airport, P.O.BOX 8172

Telephone+355 4 23 63 368

Fax+355 4 23 75 805


Websitewww.anta.com.al

Safety shall be afforded the highest priority throughout the activities of NATA and shall take priority over commercial, operational, environmental and social considerations.

The Strategic Business plane of National Air Traffic Agency is based on the vision and its Mission:

vision: By the end of 2010 the National Air Traffic Agency of Albania will be fully certified, SES compliant Air Navigation Service provider actively participating in FABA BluMed.

Mission: Through our professionalism and our assets we provide efficient and effective Air Navigation Services in the Albania FIR. We do this in cooperation with our partners, we care for our customers and we continuously improve the quality of services.

Towers: 1

ACCs: 1

Employees: 300

Total ATCOs: 57



Finances in USD


2007 18 531 932 17 073 820 18 277 988

2008 19 295 178 17 326 039 20 012 184

2009 19 616 780 20 750 820 21 537 399

2010 24 938 315 24 159 208 25 032 306

2011 28 891 173 27 155 214 29 464 528

CANSO MEMBER

ANTA New Control Tower


2007141 232

2008147 602

2009160 797

2010181 546

2011 197 260

N

A



NATS

Our Journey... Since its formation in 1962, NATS has established itself at the forefront of air traffic management, leading evolution to increase safety and efficiency. NATS has continued to evolve (in 2001 becoming a Public-Private Partnership) to best serve both its domestic customers: the Uk CAA and Uk airport owners, and increasingly its international operations, providing innovative solutions that answer our customers’ toughest challenges at a time where cost, as well as performance, have never been more critical. Our innovative solutions help organisations perform at the highest level:

Airspace — Combining people and procedures with cutting edge technology in the en route, terminal and oceanic environment, NATS provides airspace users unparalleled customer service, environmental efficiency and safety assurance.

Airports — World leading airport optimisation and capacity enhancement. NATS improves operational capability through its experience and knowledge gained at the worlds busiest runways.

CEORichard Deakin



FIRsLondon FIR/UIR Scottish FIR/UIR



AIS-AIM Workgroup














Focal PointSuzanne Flood

Telephone +44 (1489) 616 371

TitleDirectorate of International Strategy

[email protected]


Head OfficeCorporate & Technical Centre 4000 Parkway, Whiteley, Fareham Hants PO15 7FL

Telephone+44 (1489) 616 001

Fax+44 (1489) 616 406


Websitewww.nats.co.uk

Consultancy — Expert services providing efficiency, optimisation and capability whatever the challenge. NATS supports airports, airlines, governments and ANSPs in improvement programmes across the whole aviation sector.

Engineering — Seamlessly and safely integrating technology in operations across the globe. NATS experience and expertise ensures that the integration and transition of new systems into airport operations provide the regulatory compliance, performance enhancement and cost efficiencies that the customer requires without disrupting existing operations.

Information — Unlocking the value of data and delivering the next generation of customer services. NATS provides high quality dynamic data services optimising airline and airport operations in the global network.

Defence —Supporting and optimising military ATC operations by sharing costs and expertise. NATS offers joint solutions improving airspace usage, technology sharing and operational innovation through encouraging civil-military partnership.

Towers: 16

ACCs: 2

Employees: 4 638

Total ATCOs: 1 861



CANSO MEMBER

N

A


20072 470 940

20082 433 946

20092 200 326

20102 106 689

2011 no data


National Airports Corporation Limited

National Airports Corporation Limited (NACL) is a parastatal company which is 100% owned by the Government of the Republic Of Zambia. It was established in 1989 through the amendment of the Aviation Act and incorporated under the Companies Act Chapter 388 volume 25 of the Laws of Zambia. The Corporation was established to develop, maintain and manage the four designated international airports, namely Lusaka, Ndola, Livingstone and Mfuwe and provision of air navigation services throughout Zambia.

Air Traffic ControlSeparate Aerodrome Control and

Approach Control are provided at Lusaka International Airport, while Ndola and Livingstone combine Approach /Aerodrome Control services. Aerodrome control is provided within 10 nautical mile radius of the four designated international airports for arriving and departing aircraft with an

PresidentRobinson Misitala

Total Airspace752 614 km2


FIRsFLFI


Focal PointFrank Chinambu

Telephone +260 (211) 271 118

TitleDirector Air Navigation

[email protected]

Head Officekenneth kaunda International Airport Box 30175 Lusaka Zambia

Telephone+260 (211) 271 118

Fax+260 (211) 271 118

Websitewww.nacl.co.zm

upper limit of not above 5000 feet. Approach Control is provided within 50 nautical mile radius of the airports and along busy airways up to FL245 (24,500 feet above mean sea level).

The Lusaka Area Control is responsible for all flights above FL245 on and off ATS routes; All traffic regardless of level outside controlled airspace is provided flight information services by the Area Control Centre. There are five provincial aerodromes at which Airfield Flight Information Service is provided. The aerodromes are operated by the Department of Civil Aviation while equipment is provided by National Airports Corporation Limited (NACL), and these are Chipata, kasama, Mansa, Mongu, and Solwezi.

ACCs: 1

Employees: 118


Finances in USD


2011 - 2 984 100 27 493 465

CANSO MEMBER

N



NAv CANADA

NAv CANADA is the private sector owner and operator of Canada’s civil air navigation system, covering Canadian domestic airspace and the Western half of the North Atlantic assigned to Canada by ICAO.

NAv CANADA’s operation facilities across the country include 7 area control centres, 42 control towers, 57 flight service stations, 8 flight information centres, 37 maintenance centres and 51 community aerodrome radio stations providing weather information in Canada\’s North. Facilities are supported by a network of over 1,000 ground-based aids to navigation including 45 radar sites, 15 ADS-B sites across the country and in Greenland as well as over 40 multilateration sites.

President & CEO John Crichton



FIRsvancouver Edmonton Winnipeg Toronto Montreal Moncton Gander











AIS-AIM Workgroup









Focal PointJohn Crichton

Telephone+1 (613) 563 7000

TitlePresident & CEO

Emailcrichtj@ navcanada.ca


Head Office77 Metcalfe St., Ottawa, ON k1P 5L6

Telephone+1 (613) 563 5588

Fax+1 (613) 563 7889


Websitewww.navcanada.ca

Towers: 42

ACCs: 7

Employees: 4 832

Total ATCOs: 1 917



Finances in USD


2007 961 000 000 1 316 000 000 1 350 000 000

2008 961 000 000 1 200 000 000 1 237 000 000

2009 906 000 000 1 322 000 000 1 372 000 000

2010 936 000 000 1 068 000 000 1 108 000 000

2011 967 000 000 1 155 000 000 1 197 000 000

CANSO MEMBER


20073 764 829

20083 811 457

20093 619 224

20103 744 602

2011 3 855 947

N


Naviair

Effective as of 27 October 2010 Naviair is a company owned by the Danish State.

With this reorganisation, Naviair is well prepared in a strained aviation business. With this company status, Naviair is strengthened when facing future challenges – not least related to the international alliances and cooperation’s, which Naviair is part of – and which is an important element in Naviair’s future strategy.

With Swedish LFv, Naviair has established the subsidiary NUAC. In 2012 NUAC takes over the operation of en-route traffic in the Danish-Swedish Functional Airspace Block.

Naviair is also partner in COOPANS (COOperation of Air Navigation Service Providers), where the objective is to harmonise procedures and standardise the ATM systems in Denmark, Sweden, Ireland, Austria and Croatia.

Naviar’s Board of Directors is chaired by Mrs. Anne Birgitte Lundholt and Naviair CEO is Mr Morten Dambaek.

CEOMorten Dambaek



FIRsEkDk FIR





Focal PointHans Christian Holst


TitleSenior Executive Advisor

[email protected]


Head OfficeNaviair Alle 1 2770 kastrup Denmark


Fax+45 3247 8800


Websitewww.naviair.dk

Towers: 7

ACCs: 1

Employees: 655

Total ATCOs: 302



Finances in USD


2007 127 428 224 135 516 354 135 516 354

2008 140 337 094 155 156 406 155 156 406

2009 139 801 457 147 836 023 147 836 023

2010 140 694 186 173 189 544 173 189 544

2011 138 730 181 175 689 187 175 689 187

CANSO MEMBER

kastrup Tower at dawn


2007638 000

2008644 000

2009577 000

2010600 000

2011 625 000

N



NAv Portugal

NAv Portugal’s main mission is to provide air traffic services in the flight information regions (FIR) under Portuguese responsibility – Lisbon and Santa Maria - ensuring that national and international regulations are fulfilled within the best safety conditions, optimising capacities, emphasising efficiency and upholding environmental concerns.

The company performs its work on mainland Portugal and in the autonomous regions of the Azores and Madeira. The Company Headquarters is situated next to the Lisbon Airport, as well as the Lisbon Air Traffic Control Centre and the Training Centre.

The Oceanic Control Centre is located in Santa Maria one of the nine islands of the Azores archipelagos. In addition, NAv Portugal is also responsible for other infrastructure facilities and provision of air traffic services like the control towers of Lisbon, Porto, Faro, Cascais, Funchal, Porto Santo, Santa Maria, Ponta Delgada, Horta, and Flores airports.

Chairman/CEOLuis Coimbra



FIRsLisbon Santa Maria (Oceanic)


Focal PointPedro Ferreira

Telephone +351 (21) 855 32 56

TitleCorporate Development & External Affairs

[email protected]


Head OfficeNavegação Aérea de Portugal, E.P.E. / Gabinete de Comunicação e Imagem / Rua D, Ed. 121 / Aeroporto de Lisboa /1700-008 Lisboa / Portugal

Telephone+351 (21) 855 31 43

Fax+351 (21) 855 31 47

Website www.nav.pt

In order to provide the services, NAv Portugal has a considerable array of equipment and technical facilities (radar, radio and communication stations) in several points of mainland Portugal and in the autonomous regions of the Atlantic.

The modern Oceanic Air Traffic Management System in Santa Maria and the phased entry into service of a new generation of air traffic management systems in Lisbon have been of crucial importance in keeping NAv Portugal in the forefront of air navigation service.

B

Towers: 10

ACCs: 2

Employees: 993

Total ATCOs: 345



Finances in USD


2007 282 268 549 294 632 247 294 632 247

2008 281 867 772 289 062 336 289 062 336

2009 275 744 713 276 992 103 276 992 103

2010 220 518 689 219 283 227 219 283 227

2011 228 783 325 230 254 096 230 254 096

CANSO MEMBER


2007531 759

2008547 049

2009514 426

2010542 933

2011 572 801

N


Netherlands Antilles Air Traffic Control N.v. (NAATC)

The NAATC is a limited liability company incorporated in Curaçao on February 9th, 2005 which became operational on April 1st, 2006 by means of the National Ordinance of March 22nd, 2006, when the public entity, the former Netherlands Antilles, delegated these activities to the Company.

The NAATC is an Air Navigation Service Provider which is responsible for the Air Traffic Services within the Curaçao Flight Information Region. These services consist of accompanying planes while airborne, airport assistance, providing flight information and alerting services to Curaçao and Bonaire and the same services are being provided for Aruba outside 25 nautical miles from the International Airport of Reina Beatrix.

CEOMicilia Albertus-verboom



FIRsCuraçao











AIS-AIM Workgroup









Focal PointMorwenna Meijer

Telephone+599 9 839 3 541

TitleManagement Assistant

[email protected]


Head OfficeSeru Mahuma z/n Willemstad, Curaçao Dutch Caribbean

Telephone+599 9 839 3 550

Fax+599 9 868 3 012


The workforce of the NAATC consists of 81 dedicated personnel, mostly air traffic controllers, who guide the civil air traffic to ensure the safe, efficient and expeditious flow of air traffic through the Curaçao FIR.

Negotiations are taking place for the HATO tower personnel in Curaçao to be integrated in the NAATC as soon as possible.

Towers: 1

ACCs: 1

Employees: 81

Total ATCOs: 46



CANSO MEMBER

N


200790 977

2008108 105

2009109 596

2010114 539

2011 123 267



Nigerian Airspace Management Agency (NAMA)

The Nigeria Airspace Management Agency (NAMA) was created with ACT.NO 48 of 1999 of the Federal Republic of Nigeria to develop the Nigerian Airspace Infrastructure to a level consistent with the requirements of the ICAO Standards and Recommended Practices (SARPs). The Agency is saddled with the responsibility for the provision of Air Navigation Services to ensure a Safe, Efficient, Expeditious and Economic flight operations.

vision Assuring the safety and Economic well

being of airspace users.

Mission Statement NAMA is committed to the provision of

Safe, Efficient, Effective and Economic Air Navigation Services.

MD/CEONnamdi Udoh AffiliationNot Separated from Government


Focal PointJames Tokan Bala

Telephone+234 1 493 74 47

TitleGeneral Manager Commercial

[email protected]


Head OfficeMurtal Mohammed International Airport, Ikeja, Lagos, Nigeria

Telephone+243 1 493 34 16

Fax+243 1 497 03 42


Websitewww.nama.gov.ng

Towers: 25

ACCs: 2

Employees: 1 865

Total ATCOs: 305



CANSO MEMBER


2007219 791

2008248 668

2009266 145

2010182 326

2011 no data

N


Office de l’Aviation Civile et des Aeroports (OACA)

The Tunisian Civil Aviation And Airports Authority (OACA) is a commercial and industrial public establishment endowed with civil personality and financial autonomy. It is under the supervision of the Ministry of Transport and is entrusted to manage, to promote and to operate the 7 International airports in Tunisia (Tunis-Carthage, Monastir Habib Bourguiba, Djerba-Zarzis, Tozeur-Nefta,Sfax-Thyna, 7 Novembre Tabarka & Gafsa - ksar).

By Decree N° 98-1374 dated June 30, 1998,the present name of the Tunisian Civil Aviation and Airports Authority (OACA) has replaced that of the Tunisian Airports and ATC Authority (OPAT), created by Act 70-30 dated July 3rd, 1970.

Missions of The Tunisian Civil Aviation And Airports Authority:

The Tunisian Civil Aviation and Airports Authority is charged particularly, of the following missions :

• Operation, layout and development of airports, as well as the achievement of all the necessary processes and facilities for passengers, the public, aircraft,

Chairman & Managing DirectorNabil Chettaoui



Focal PointM’Hamed Hjaiej

Telephone+216 (71) 847 020

TitleAir Navigation Director

[email protected]

Head OfficeBP 137 Et 147, 1080 Tunis Cedex

Websitewww.oaca.nat.tn

freight and air mail in the airports; • Area, approach, aerodrome and

ground control together with the participation in elaborating and in carrying out search and rescue plans;

• Delivery of all documents required for aeronautical staff, aircraft and air navigation complying with the rules and regulations in force.

CANSO MEMBER

O



Papua New Guinea Air Services Ltd

PNG Air Services limited, is a State Own enterprise (SOE) which was registered as a company in July of 2007, but started its operation in January 1st 2008. Its primary business is to provide Air Navigation Services to the domestic and international airline operators who use PNG air space—identified as Port Moresby Flight Information Region (FIR)— with the vision “to be a world class Air Navigation Service Provider”. PNG Air Services Limited goal is to improve and expand the air navigation services, so that it is safe, reliable and can depended upon, affordable and accessible to all sections of the community and of the Nation. It is expected that PNGASL would rehabilitate and upgrade all communication, navigation aids, surveillance and ATM systems throughout PNG.

Managing DirectorTed Pakii Total Airspace1 300 000km2


FIRsPort Moresby


Focal PointTarcisius Bola


TitleGeneral Manager ATM

[email protected]


Head OfficePO Box 273 BOROkO, NCD Port Moresby Papua New Guinea

Telephone+675 7117 6402

Fax+675 325 1067

Websitewww.pngairservices.com.pg

Towers: 6

ACCs: 1

Employees: 250

Total ATCOs: 129



CANSO MEMBER


2007no data

200876 267

200977 432

201079 387

2011 79 405

P


Prishtina International Airport J.S.C.

Mission We aim to fulfill the social, business,

government and military needs of the country, and to make persistent and forward looking efforts for the ultimate in facilities and air service.

vision Our vision is to develop world-class

airport infrastructure & facilities, and achieve the highest standards of safety and security, customer-orientated international airport. Our priority is to meet the changing demands of commercial aviation for the passengers and airlines today and in the future, finding new means to increase utilisation of the facility to create better operating effectiveness.

CEOBahri Nuredini



FIRsPrishtina Airport Airspaces as per kosovo AIP.


Focal PointAgon krasniqi

Telephone+381 (38) 595 8302

TitleDeputy CEO

[email protected]


Head OfficePrishtina International Airport ADEM JASHARI J.S.C. vrelle, 10070 Lipjan, Republic of kosovo

Telephone+ 381 (38) 595 8302

Fax+381 (38) 595 8101


Websitewww. airportpristina.com

Towers: 1

ACCs: 1

Employees: 0

Total ATCOs: 26



Finances in USD


2007 3 348 840 4 182 310 4 182 310

2008 3 337 330 4 555 790 4 555 790

2009 3 872 120 5 083 860 5 083 860

2010 4 246 100 5 550 660 5 550 660

CANSO MEMBER


200712 225

200813 854

200914 778

201015 257

2011 15 733

P




Polish Air Navigation Services Agency (PANSA)

The aim of Polish Air Navigation Services Agency (PANSA) is to provide safe, sustainable and efficient air navigation services, to manage airspace and air traffic flow within FIR Warszawa in conformity with International and Polish law. The services are tailored in a way to take into account environmental considerations and to meet the requirements of PANSA’s stakeholders and customers in a measurable and balanced manner.

In order to ensure that a safe and efficient service is provided to our customers PANSA is continuing its investments in the Pegasus_21 ATM System Project that aims to prepare, operate, certify and implement a new air traffic control system for Warszawa FIR. The operational implementation of the Pegasus_21 ATM System will be completed in 2012. New system will enable Polish airspace capacity to be fully optimised and will equip PANSA’s ATCOs with one of the most technologically advanced ATM Systems available.

Presidentkrzysztof Banaszek



FIRsEPWW










AIS-AIM Workgroup


Focal PointSylwia Rogoza

Telephone +48 22 574 6505

TitleInternational Cooperation Coordinator

[email protected]


Head OfficeWiezowa 8, Street Warsaw, 02-147 Poland

Telephone+48 22 574 5000

Fax+48 22 574 5009


Websitewww.pansa.pl

In 2011 PANSA and Oro Navigacija (Lithuanian ANSP) continued preparation of the Baltic FAB. Together with Helios, both providers completed the Feasibility Study of a Functional Airspace Block in their joint airspace including cooperation with their neighbours.

In addition to its Warsaw ACC/APP/TWR premises, PANSA provides APP/TWR services in numerous regional control centres: katowice, krakow, Poznan, Gdansk, Zielona Gora, Rzeszow, Bydgoszcz, Szczecin, Wroclaw, Lodz

Towers: 11

ACCs: 1

Employees: 1 733

Total ATCOs: 461



Finances in USD


2007 135 523 782 183 175 285 185 623 677

2008 189 039 857 201 958 614 206 166 752

2009 197 683 380 183 502 510 186 464 353

2010 193 934 981 199 199 178 202 453 149

2011 178 610 253 211 053 387 213 884 503

CANSO MEMBER

Control TowerAnnual IFR Movements

2007581 956

2008632 769

2009585 008

2010616 600

2011 683 160

P


PT Angkasa Pura II (Persero) (APII)

PT Angkasa Pura II is a company that provides airport and air traffic services in the western part of Indonesia, with 100% share ownership by the Government of the Republic of Indonesia.

In 25 years, Angkasa Pura II has been through many changes and achieves a great progress in the airport and striving to be a competitive and reputable air traffic services provider in the region. This should be evident from the service and facility improvement made at 12 airports under its management.

Indonesian airspace is divided into 2 FIR (Flight Information Region), one of them is Jakarta FIR which under jurisdiction of PT Angkasa Pura II. PT Angkasa Pura II has gained the government of the Republic of Indonesia’s trust to manage almost half of Indonesia’s airspace. The company has established Air Traffic Services (ATS) Department as a working unit which responsible for air traffic operations at the airport and airspace under its jurisdiction.

President DirectorTri S. Sunoko



FIRsJakarta


Focal PointAchmad Rifai

Telephone+622 15 506 120

TitleAssistant Manager of ATS Quality Assurance

[email protected]

Head OfficeBandar Udara International Soekarno-Hatta, kotak Pos 1001-JkT 19120. Tangerang, Indonesia

Telephone+622 15 506 148

Fax+622 15 506 106

Email trisunoko@ yahoo.com

Websitewww.angkasapura2.co.id

To date, air traffic movement under Jakarta FIR and other 11 airspace area under its management has reached 1,400 flights per day which is creating an enormous challenge to accommodate and improving flight safety in vast airspace which air traffic tends to grow significantly in the region for the years to come.

As its vision is : to be a world-class airport and air traffic services management company with high competitiveness regionally, a visionary outlook is made by its management to update and improve human resources, procedures and upgrade its facility relating to air traffic services and air navigation with the most current and advance technology.

Some project plans, study and system upgrades for air traffic system development, air traffic flow management, CPDLC , 3rd runway etc, are being progressed which is demanding a huge resources to provide a world-class air traffic services.

Towers: 12

ACCs: 1

Employees: 5 907

Total ATCOs: 337

Operational ATCOs:328


CANSO MEMBER

P



Romanian Air Traffic Services Administration (ROMATSA)

Romanian Air Traffic Services Administration -ROMATSA - is a legal person, based on economic administration and financial autonomy, performing the specific functions in connection with the Air Traffic Management and it is placed under the authority of the Ministry of Transports.

It was established by the Government Decision 74 / 1991, Amended and completed by the Government Decision 731 / 1992, 75 / 2005, 1090/2006 and 1251/2007.

Romatsa is holder of the statute of an autonomous, self-financed administration, of national importance, based on the designation made according to the legislation of the Single European Sky. In performing the air traffic services provided to the civil aircraft overflying the Romanian airspace, ROMATSA applies the EC legislation.

The air traffic services are provided to the civil aircraft overflying the national airspace or landing at / taking off from the airports in Romania.

Director GeneralBogdan Donciu



FIRsBucuresti - LRBB


Focal PointAlexandru Orbescu

Telephone+40 21 2083 294

TitleSenior Advisor

[email protected]


Head OfficeIon Ionescu de la Brad Blvd., no. 10, CP 18-90 Sector 1, 013813 Bucharesti, Romania

Telephone+40 21 2083 100

Fax+40 21 2302 442


Websitewww.romatsa.ro

These provided services mean the terminal air traffic control, that is performed in the terminal and aerodrome control areas and the en-route air traffic control, performed by ACC.

ROMATSA task is to create a safe operational environment for the air traffic in the Romanian airspace, on the background of the dynamical development of the civil aviation industry and of the permanent changes occurring in the international transport.

B

Towers: 16

ACCs: 1

Employees: 1 516

Total ATCOs: 559



Finances in USD


2007 145 658 000 140 335 000 140 668 000

2008 186 325 000 169 602 000 169 980 000

2009 193 855 000 184 173 000 184 620 000

2010 - 222 716 000 223 190 000

CANSO MEMBER


2007428 322

2008444 293

2009433 853

2010478 541

2011 478 367

R



Sakaeronavigatsia (Georgian Air Navigation Ltd)

SAkAERONAvIGATSIA Ltd. is a Georgian Air Navigation Service provider who states its mission as follows: “Provide Safe, efficient and effective Air Traffic Management and related services of the highest quality in accordance with the national law and its international obligations.”

The company aims to become the part of the European sky and modernise its service according to the highest modern standards of the world. It is oriented on customer needs and strives to have the most safe, comfortable, flexible and high quality service.

“The air space of Georgia is the most significant section of the Euro-Asian air corridor and we, with open hearts and safe sky, and with our commitment to development as a core issue, fully believe that the sky over Georgia will remain safe and welcoming as usually,” says George karbelashvili, Chairman of Supervisory Board.

CEOGiorgi Edisherashvili



FIRsTbilisi FIR







AIS-AIM Workgroup







Focal PointLasha Matiashvili

Telephone+995 32 274 42 46

TitleDeputy Head of Meteorological Service

Emaill.matiashvili@ airnav.ge


Head OfficeAirport, Tbilisi, 0198, Georgia

Telephone+995 32 274 42 12

Fax+995 32 274 42 27


Websitewww.airnav.ge

SAkAERONAvIGATSIA Ltd. constantly conducts significant projects in order to offer high quality service. Organisation modernises the technical means important for the international civil aviation and takes relative steps in order to hire and retrain experienced highly qualified employees to conform with the international requirements and standards.

Towers: 3

ACCs: 1

Employees: 674

Total ATCOs: 120



Finances in USD


2007 16 611 000 18 980 000 19 075 500

2008 27 228 188 22 681 208 31 003 356

2009 16 005 400 21 947 300 22 275 400

2010 19 184 300 26 034 800 26 900 600

2011 25 581 200 29 646 100 32 683 600

CANSO MEMBER

S

kutaisi Control Tower


200777 451

200878 023

200975 543

201092 440

2011 107 845



Serbia and Montenegro Air Traffic Services SMATSA llc

SMATSA’ s core business is to provide safe, efficient and timely air traffic services within the airspace of the Republic of Serbia and the State of Montenegro, the airspace above the part of the Adriatic Sea, as well as 55% of upper airspace of Bosnia and Herzegovina.

As a company with limited liability, SMATSA carries out its activity adhering to national and international air traffic regulations and agreements.

SMATSA is attentive to the importance of building an efficient corporate structure as it applies great efforts in order to shape and optimise organisational processes, build reliable human resources, maintain efficient systems and launch innovative projects.

ATM related projects and plans aimed to maintain and improve the safety levels and operations’ efficiency is SMATSA’s permanent mission. The plans are focused on the quality improvements of ANS provision in line with SES requirements and forthcoming trends.

CEONikola Stankov



FIRsBelgrade











AIS-AIM Workgroup









Focal Pointvanja Skobic

Telephone+ 381 (11) 321 8102

TitleChief of CEO Cabinet

[email protected]


Head OfficeTrg Nikole Pasica 10, P O 640, 11000 Belgrade

Telephone+ 381 (11) 321 8123

Fax+ 381 (11) 321 0456


Websitewww.smatsa.rs

The FAMUS modernisation project implementation (finished in 2011) ensured a significant improvement concerning SMATSA performance in the SES context and enabled creation of good grounds for accomplishment of ANS related objectives. In addition, SMATSA’s Safety Management System successfully deals with the continuous safety challenges caused by the new systems, equipment installation and traffic demand.

SMATSA’s highly competent staff supports the high level of services’ provision in the new operational environment. Air traffic control capacity provided by SMATSA is gradually increased through a variety of measures including the recruitment of additional air traffic controllers and educated staff.

B

Towers: 8

ACCs: 1

Employees: 865

Total ATCOs: 304



Finances in USD


2007 94 385 356 100 216 446 100 993 443

2008 82 107 669 81 640 382 82 295 977

2009 81 965 512 83 016 763 83 247 695

2010 80 105 677 88 470 276 89 258 496

2011 88 181 294 101 225 970 103 117 556.

CANSO MEMBER


2007443 718

2008481 936

2009502 386

2010536 426

2011 550 874

S


Serco

Serco improves the quality and efficiency of essential services that matter to millions of people around the world.

The work we do for national and local governments involves us in the most important areas of public service, including health, education, transport, science and defense.

We have nearly 50 years’ experience of helping our customers achieve their goals. Many want us to improve their productivity and service quality. Others need us to support their rapid growth. Government customers face crucial issues such as economic development, congestion, security and climate change. They value the innovation and passion we bring to these challenges, and the collaborative, flexible and imaginative way we work

Serco is the only significant non-government provider of air traffic services in the world. We operate on a global basis and handle about 6 million aircraft movements each year at airports in Europe, the Middle East and North America.

CEOChris Hyman








Focal PointFrank Erb

Telephone+971 4403 3500

TitleAviation Director

[email protected]


Head OfficeSerco Group plc Serco House 16 Bartley Wood Business Park, Bartley Way Hook, Hampshire RG27 9UY United kingdom

Telephone+44 1256 745900

Fax+44 1256 744111

Websitewww.serco.com

Towers: 82

ACCs: 3

Employees: 1 503

Total ATCOs: 825



Finances in USD


2007 - 88 364 000 4 326 870 000

2008 - 105 006 000 4 944 990 000

2009 - 124 493 000 6 134 880 000

2010 - 141 065 000 -

CANSO MEMBER

S


20072 468 107

20082 591 513

20092 721 088

20102 857 143

2011 3 000 000




Servicios a La Navegación en el Espacio Aéreo Mexicano (SENEAM)

SENEAM is the Air Navigation Service Provider in Mexico, created as a Government Agency in October 4th 1978. Its mission is to provide air navigation services, wiht safety and quality in order to guarantee the safe transportation of passengers and cargo throughout its Airspace.

Mexico´s Airspace is approximately 6,000,000 Sq. km2, handling an average of 2,000,000 operations per year. Due to its strategic geographical location, Mexico plays a vital role managing air traffic throughout the Americas.

SENEAM provides the following services: Air Traffic Control, Procedures Design, Telecommunications, Meteorological Information and AIP, holding an ISO 9001:2008 Certification.

Director GeneralEver Molina Carillo



FIRsMEX MZT MID MTY











AIS-AIM Workgroup





Focal PointFelix Rodolfo Olivares

Telephone+52 55 5786 5511

TitleDeputy Director General Air Traffic Services

[email protected]


Head OfficeAv. 602, No. 161, Zona Federal AICM, Col. San Juan de Aragón, Delegación venustiano Carranza, México, D.F. CP 15620, México

Telephone+52 55 5786 5511

Fax+52 55 2598 0065

Websitewww. seneam.gob.mx

Air Traffic Control is provided by frour Area Radar Control Centers; twelve Radar Approach Control Centers, twenty one Non-Radar; and fifty eight Control Towers.

SENEAM handles seventy eight vOR/DME and twenty two radar antennas throughout the national territory to provide a safe, orderly, expeditious, and efficient management of air traffic.

Towers: 58

ACCs: 4

Employees: 2 254

Total ATCOs: 870



Finances in USD


2007 116 055 702 117 944 034 -

2008 122 077 117 124 003 660 -

2009 123 880 280 142 842 833 -

2010 136 109 491 162 312 235 -

CANSO MEMBER


20071 578 575

20081 521 026

20091 368 566

20101 413 614

2011 1 334 654

S


skyguide

Skyguide is an advanced high-performance provider of air navigation services in the heart of Europe. The company currently has fourteen operating locations in Switzerland and a workforce of some 1,400 employees. Its administrative head office is in Geneva. Mandate and duties skyguide provides, in the public interest, high-quality customer-focused air navigation services in Swiss airspace and the airspace of neighbouring countries which is delegated to its control. Of the total flight kilometres managed by skyguide, just under 55% are in Swiss airspace, while some 45% are in foreign airspace delegated to its control by neighbouring countries. With its many years of experience in handling the dense and demanding air traffic above Central Europe, skyguide is the continent’s specialist in managing air traffic within complex airspace.

The company is also a competence centre for aeronautical information management (AIM), radar and communications technology and data processing for the aviation sector. Skyguide holds ISO 9001:2000 certification for all its units throughout its

CEODaniel Weder



FIRsSwitzerland




AIS-AIM Workgroup








Focal PointThierry Brégou

Telephone +41 22 417 42 49

TitleCSE

[email protected]


Head Officeskyguide, swiss air navigation services ltd, p.o. box 796, CH-1215 geneva 15

Telephone+ 41 22 417 41 11

Fax+ 41 22 417 45 47


Websitewww.skyguide.ch

organisation. And its integration of civil and military air navigation services under a single organisational roof is a pioneering achievement through which the company has demonstrated the many benefits that flexible airspace management can offer in terms of increasing overall airspace capacity. Skyguide is also a member, together with its partner organisations in Belgium, France, Germany, Luxembourg and the Netherlands, of the FABEC initiative to create a common funcational airspace block that will bring greater efficiency to Central Europe’s air traffic management services and activities.

Towers: 14

ACCs: 2

Employees: 1 330


Finances in USD


2007 281 551 000 273 428 000 277 598 000

2008 320 480 000 310 651 000 315 766 000

2009 314 161 000 296 800 000 305 723 000

2010 332 979 000 309 927 000 321 749 000

2011 417 811 000 438 973 000 449 463 000

CANSO MEMBER

skyguide airspace and locations map


20071 223 439

20081 236 603

20091 147 230

20101 156 950

2011 1 192 917

S



Slovenia Control

Slovenia Control, Slovenian Air Navigation Services, Limited is an independent state owned company since 2004. The company is equipped to provide air traffic control and management in all phases of flight and traffic flow at airports in a safe, high-quality and efficient manner, to issue aeronautical information, and to introduce, maintain and upgrade systems and devices for air traffic control and management. In addition, it has the expertise to develop the field of air traffic control, and to draw up regulations in t his field.

Corporate visionWith the help of highly qualified and

highly motivated personnel, we at Slovenia Control strive unceasingly for excellence in providing safe, high-quality air navigation services at a reasonable price, in Slovenian airspace and also outside as necessary, to satisfy our customers’ needs. In conjunction with our business partners and institutional partners, we are endeavouring to put in place the Single European Sky.

CEOFranc Zeljko Zupanic


FIRsLjubljana



AIS-AIM workgroup



Focal PointFranc Zeljko Zupanic

Telephone +386 1 473 4858

TitleCEO

[email protected]


Head Officekotnikova 19a, SI-1000 Ljubljana

Telephone+386 1 473 4850

Fax+386 1 473 4860


Websitewww.sloveniacontrol.si

Towers: 4

ACCs: 1

Employees: 215

Total ATCOs: 104



Finances in USD


2007 22 030 287 22 403 812 22 446 137

2008 26 054 007 26 826 893 26 981 721

2009 26 812 541 27 010 906 27 537 447

2010 29 619 224 29 622 954 30 316 002.

CANSO MEMBER


2007225 448

2008242 147

2009227 114

2010242 942

2011 267 504

S


State ATM Corporation

The Federal State Unitary Enterprise “State ATM Corporation” (State ATM Corporation) is the air navigation service provider (ANSP) of the Russian Federation responsible for airspace of more than 26 million km2 over the sovereign territory and the high seas and 250 civil controlled aerodromes.

In 2011, 1 248 000 flights were operated in the airspace of the Russian Federation representing an increase of 12.5% in comparison to 2010.

57 ACCs are currently in operation and a long-term objective is to reduce their number to 13 (12 plus 1 stand-alone kaliningrad ACC) by 2015.

One of the important stages of the State ATM Corporation further development is the implementation of the Federal Target Program “Modernisation of the Joint ATM System” approved by the Russian Government in 2008. Its key objective is the enhancement of safety and airspace capacity through modernisation of the Joint ATM System, establishment and development of the Air Navigation System of the Russian

Director Generalvalery M. Gorbenko






Focal PointPeter Shipil

Telephone+7 495 6010804

TitleChief, International Relations Division

[email protected]


Head Office37/7 Leningradskiy prospekt, Moscow 125993, Russian Federation

Telephone+7 499 2316401

Fax+7 495 6010746


Websitewww.gkovd.ru

Federation based on advanced facilities and technologies.

Under this Program khabarovsk consolidated Area Control Centre (Russian Far East) has been established which became fully operational on 1 November 2011. The consolidated ACC’s area of responsibility totals 2.5 million km2 (10% of airspace controlled by Russian ATS units) including airspace over the high seas.

It is located at the crossroad of ATS routes, namely Trans-Siberian, Trans-Polar, Cross-Polar and Trans-Eastern routes connecting Europe and North America with Japan and South-East Asia.

On 17 November 2011, a successful RvSM implementation in the Eastern part of the ICAO European Region (EURASIA RvSM project) including all airspace controlled by ATS units of the Russian Federation took place. It resulted in the establishment of six additional flight levels, airspace capacity and flight safety enhancement, reduction of ATC delays by 40-45%.

Towers: 250

ACCs: 57

Employees: 0

Total ATCOs: 9 500



Finances in USD


2007 - - 1 240 960 000

2008 - - 1 450 230 000

CANSO MEMBER


20071 017 090

20081 094 754

2009987 969

20101 109 537

2011 1 248 116

S




State Enterprise Oro Navigacija

The mission of the SE “Oro navigacija” (hereafter “ORO NAvIGACIJA”) is to provide safe and high- quality air navigation services to all users of Lithuanian airspace.

The vision of ORO NAvIGACIJA is to strive for a leading position and constant perfection so as to ensure safety of the users of the provided services and meeting of their needs in full, to apply a perfect safety assurance mechanism and to gain growing confidence of the service users.

ORO NAvIGACIJA is the sole provider of air traffic control, communication, navigation, surveillance and aeronautical information services in Lithuania. The services are rendered in an open and transparent manner without discrimination of any user on grounds of nationality or identity, or class of users.

The Development Strategy of ORO NAvIGACIJA is built on the principles of ECAC ATM 2000+ Strategy and presently evolving under the umbrella of SES initiative to ensure the performance driven development planning in a cost-effective way while maintaining the required safety

Director GeneralAlgimantas Rascius



FIRsvilnius


Focal Pointkazimieras Jakas


TitleDirector Strategic Development

[email protected]


Head OfficeRodunios kelias 2, LT-02188, vilnius, Lithuania


Fax+37 052194522


Websitewww.ans.lt/en

and quality levels of air navigation services. It is also designed to implement Lithuania’s LSSIP Objectives in adherence with common interoperability standards and approved ATM system design philosophy.

The activities of ORO NAvIGACIJA are performed putting emphasis on the key performance areas, such as safety level, ATM capacity, cost effectiveness and environment.

Towers: 4

ACCs: 1

Employees: 314

Total ATCOs: 88



Finances in USD


2007 21 971 29 156 30 120

2008 23 911 29 188 30 630

2009 24 902 24 259 25 750

2010 26 759 27 176 27 805

2011 28 435 28 766 29 470

CANSO MEMBER


2007155 423

2008177 612

2009157 062

2010170 643

2011 200 473

S


Tanzania Civil Aviation Authority

The Tanzania Civil Aviation Authority was established on 1 November 2003 as a corporate body, pursuant to the Civil Aviation Act, Cap. 80 (Revised edition of 2006).

The Act mandates the Authority to provide safety, security and economic oversight of the civil aviation industry in Tanzania. The regulated services fall in three categories: air transport services, aeronautical airport services (airside airport operations, ground handling, in-flight catering and aviation fuelling) and air navigation services.

The Authority is governed by a seven-member Board of Directors with six non-executive members and the Director General of the Authority, as the seventh member. The Board provides overall leadership and strategic direction of the Authority. TCAA is ISO 9001:2008 certified.

Director GeneralFadhili Manongi




Focal PointCharles Chacha

Telephone+255 22 219 8108

TitleDirector Air Navigation Services

[email protected]


Head OfficeAviation House,1st Floor, Nyerere/kitunda Road Junction, Banana Ukonga Area, P.O.Box 2819 Dar es Salaam, Tanzania

Telephone+255 22 219 8108

Fax+255 22 284 4300 +255 22 284 4304


Websitewww.tcaa.go.tz

Towers: 14

ACCs: 1

Employees: 315

Total ATCOs: 104



CANSO MEMBER

UT

The Headquarters of Tanzania Civil Aviation Authority


2007no data

2008no data

200953 777

201049 300

2011 50 378

Finances in USD


2007 - 4 321 000 6 919 000

2008 - 6 520 000 11 800 000

2009 - 6 980 000 12 800 000

2010 - 7 320 000 13 780 000



Ukrainian State Air Traffic Service Enterprise (UkSATSE)

The Ukrainian State Air Traffic Service Enterprise (UkSATSE) was established in 1992, and since then it has been the main ANSP in Ukraine. The Enterprise goes forward dynamically and contributes to the permanent development of the Ukrainian air navigation system (ANS), which has long been the integral part of the pan-European ANS. Since 2004 Ukraine is a member of EUROCONTROL, and air traffic services, provided by UkSATSE, fully comply with the international standards.

UkSATSE’s achievements include:• Upgrade of the Automated Air Traffic

Control System at kyiv Area Control Centre;

• Implementation of the Centralised SSR Code Assignment Management System (CCAMS). UkSATSE is the first service-provider in Europe to start operating this system;

• Implementation of the Automatic Terminal Information Service (ATIS) at Odessa Aerodrome;

• Accomplishment of all stages of the important project of provision of flight

CEOYuriy Cherednichenko



FIRskyiv Simpferopol Dnipropetrovs’k Odesa L’viv


Focal PointOleg Shvets

Telephone+380 44 461 57 38

TitleHead of International Department

[email protected]


Head OfficeUkSATSE, Airport Boryspil,kyiv region, 08307, Ukraine

Telephone+380 44 235 21 10

Fax+380 44 281 84 84


Websitewww.uksatse.ua

information and emergency service in class G airspace of Ukraine additionally in the English language. Now flight information and emergency services are provided in Russian and English in the entire airspace used by general aviation traffic;

• commencing in all UkSATSE’s regional branches the operation of 9 state-of-art 3D-Tower simulators with airdrome traffic display. This provides an opportunity to improve the expert level of ATCOs, and, hence, air traffic service quality and flight safety in Ukraine’s area of responsibility;

• permanent development and introduction of new ATS routes.

The Ukrainian Joint Civil-Military ATM System has been effectively operating for 13 years, which ensures the appropriate level of flight safety and cost efficiency while guaranteeing national defence capacity.

Sustained comprehensive modernisation of the national air navigation system makes the airspace of Ukraine more attractive.

Towers: 22

ACCs: 5

Employees: 5 964

Total ATCOs: 1 377



Finances in USD


2007 24 644 000 145 190 000 147 308 000

2008 54 414 340 232 956 415 269 244 528

2009 51 066 790 216 874 691 248 038 519

2010 33 443 648 249 034 717 442 076 981

CANSO MEMBER


2007373 198

2008405 512

2009377 615

2010429 413

2011 453 077

U


U.S. DoD Policy Board on

Federal Aviation

Since 1997, the DoD Policy Board on Federal Aviation serves as the single voice of the U.S. military services in communicating the Department’s position on airspace policy and air traffic management as both a global air navigation service provider and user.

With over 8,000 military and civilian air traffic controllers operating from 73 radar facilities and 168 control towers in 11 countries, the Policy Board works with the concurrence of the Services as the Department of Defense’s primary facilitator concerning aviation issues.

Responsible for nearly 17 million air traffic operations annually, including 4.8 million civil aircraft operations, the Board works closely with the Federal Aviation Administration, International Civil Aviation Organization, North Atlantic Treaty Organization, EUROCONTROL, and other national and international air navigation service providers worldwide concerning air traffic management issues and procedures. In addition to its role as an air navigation service provider, the Policy Board represents the DoD as one of the largest aircraft

Executive Director, DoD Policy Board on Federal AviationSteven Pennington




Focal PointDavid Schroeder

Telephone+1 202 404 2807

TitleChief, Global ATM Integration

[email protected]


Head OfficeAF/A3O-B 1480 Air Force Pentagon, Rm 5D756 Washington DC 20330-1480

Telephone+1 202 404 2807

Fax+1 202 404 6288


operators in the world, with over 15,000 fixed and rotary wing aircraft, including 5,700 unmanned aerial systems and remote piloted aircraft.

Focused on 21st Century aviation efficiencies, DoD, through the Policy Board, works closely with international aviation agencies and air navigation service providers to implement Next Generation Air Transportation initiatives worldwide.

An Associate Member since 2007, the Policy Board is proud to continue partnership with CANSO and its members to ensure the world’s air navigation system meets the growing needs of both civil and military users in an ever increasing safe, efficient, and environmentally sustainable manner.

Towers: 168

ACCs: 1

Employees: 10 032

Total ATCOs: 8183



CANSO MEMBER


2007no data

20088 017 076

20097 124 792

20106 351 120

2011 6 274 446

U

Abu Dhabi Airports Company

Abu Dhabi Airports Company (ADAC), the largest operator of airports in the UAE, was created in 4 March 2006 to spearhead the redevelopment of the Emirate’s aviation infrastructure and is an integral partner in the Government of Abu Dhabi’s Plan 2030. Wholly owned by the Abu Dhabi Government, the company is headquartered at its principal asset, Abu Dhabi International Airport. ADAC also operates Al Ain International Airport, Al Bateen Executive Airport – the region’s first dedicated private jet airport – and Sir Bani Yas Island and Delma Island Airports, both in the Western “Al Gharbia” Region.

ADAC follows six strategic priorities across its portfolio of assets which are: safety and security, customer service, meeting capacity demands, efficient operation, corporate social responsibility, and developing ADAC as a world class company. Safety and security is the foundation upon which all other progress is based and dependent with ADAC’s goal being to ensure that the airports it manages

Membership Gold

CEOJim Bennett


Focal PointNasser A. Juma

Tel+971 (2) 505 3528

Titlevice President Air Navigation Services

[email protected]

Head OfficePO Box 94449, Abu Dhabi, UAE

Telephone+971 (2) 505 3528

Fax+971 (2) 577 7414

Websitewww.adac.ae

and operates are classed as amongst the safest in the world. ADAC’s commitment to customer service is firmly built on a company promise to its customers – passengers and airlines – that it will provide safe and secure environments from which they can travel.

With passengers transiting through Abu Dhabi International Airport alone expected to reach 20 million per annum by 2015, the commitment and ability to meet these capacity demands is a natural priority for ADAC. To support this goal, a large-scale development programme has been set in motion to transform Abu Dhabi’s airports into world-class facilities.

ADAC’s focus on efficient operation means it puts a focus on operating and managing its assets to optimum effect and, from its inception, has employed a series of private sector partnerships, joint ventures or franchise agreements, as well as drawing on its internal talent and experienced executives, to achieve the efficiencies and quality it seeks and its customers expect.

GOLD MEMBER

171 ASSOCIATE MEMBERS

A


ATM Products & Services

Airbus ProSky

Airbus ProSky is dedicated to improving the overall performance and efficiency of global Air Traffic Management (ATM). Airbus ProSky is comprised of recognised subject matter experts with unique performance improvement capabilities that benefit Air Navigation Service Providers (ANSP), airlines and airports. Offering the innovative capabilities of Metron Aviation, Quovadis and ATRiCS, Airbus ProSky provides intelligent ATM components that maximise efficiency,

ATM ServicesAirbus ProSky provides a comprehensive set of ATM services for a performance-based and benefit driven approach of ATM modernisation. Gate-to-gate optimisation across all phases of flight is addressed through a multi-dimensional approach, including operational, technical, financial and human issues.

SESARAirbus ProSky’s team of ATM engineers and Subject Matter Experts (SME) collaborate on multiple initiatives to accelerate and support the implementation of SESAR in Europe. Airbus isa member of the SESAR Joint Undertaking (SJU), a unique private-public partnership that is modernising ATM and fully supports the International Civil Aviation Authority (ICAO) Aviation System Block Upgrades and global ATM modernisation and harmonisation. Through this dedication, Airbus ProSky ensures that expertise both within Airbus and the wider EADS group are used to contribute to the advancement of SESAR with multiple initiatives, including Initial-4D (I-4D), Atlantic Interoperability Initiative to Reduce Emissions (AIRE) and many more.

NextGenAirbus ProSky is actively contributing across NextGen operational areas and fully mobilising the resources of subsidiary Metron Aviation, one of the FAA’s prime contractors on NextGen, as well as the entire Airbus family and the wider EADS group. Airbus ProSky is committed to the FAA and its advancement of NextGen to dramatically improve air transportation capacity, efficiency and environmental sustainability.

Membership Gold

CEOEric Stefanello


Focal PointJessie Hillenbrand

Tel+1 703 234 0863

TitleDirector of Marketing

[email protected]



Head Office1 Rond-Point Maurice Bellonte 31707 BLAGNAC cedex. France

Telephone+33 (0)5 61 93 33 33

Fax+33 (0)5 82 05 00 00

[email protected]

Websitewww.airbusprosky.com

capacity and environmental sustainability. Airbus ProSky delivers groundbreaking ATM research and development, Air Traffic Flow Management (ATFM), Performance Based Navigation (PBN) and Collaborative Decision Making (CDM) solutions for the world’s leading organizations including the Federal Aviation Administration (FAA), EUROCONTROL, Airservices Australia, Delta Air Lines, ATMB China, Southwest, ATNS South Africa, Dubai International Airport, Frankfurt Airport, DFS Deutsche Flugsicherung and many more.

Air Traffic Flow ManagementAir Traffic Flow Management (ATFM) is the science of improving aviation operations by using up-to-date flight information to anticipate future traffic demand, and strategically controlling aggregate flows of flights to keep demand within safe and manageable bounds. Airbus ProSky, in partnership with Airbus ProSky Alliance member, Metron Aviation, offer an integrated suite of ATFM solutions known as Metron Harmony.

Surface Management Individual routing and electronic input of controller intentions allows for the detection of conformance failures. In combination with dynamic control of airfield ground lights, a level of automation is achieved that has demonstrated to reduce controller workload and to improve situational awareness of pilots. Airbus ProSky, in partnership with Airbus ProSky Alliance Member, ATRiCS, offers a Surface Manager (SMAN) that integrates the existing surveillance and lighting infrastructure at an airport to a truly coherent surface movement management system.

Performace-Based NavigationPerformance-Based Navigation (PBN) allows for the optimisation of the procedure through the aircraft navigation performance, without the need for ground aids.

The global aviation industry is facing significant challenges regarding eco-efficiency and airspace capacity optimisation. The International Civil Aviation Organization (ICAO) encourages worldwide PBN implementation by 2016 to address these operational needs. Airbus ProSky and Airbus ProSky Alliance member, Quovadis, offers turn-key solutions for implementation of this innovative and effective process.

GOLD MEMBER

A



B


BT Plc

BT One Communications that unifySubscribe to one of our great value for money packages and gain valuable discounts on your calls and lines from BT. We have a range of discount packages available to suit your individual needs.

BT Assure Security that mattersBT brings you powerful security and risk management products to build a sustainable business with added security and resilience in every process.

BT Contact Relationships that growBT brings you powerful customer relationship management (CRM) services to maximise the potential of your contact centre operations through a range of capabilities and applications – designed to enhance the customer satisfaction and enterprise performance of your inbound email, web chats, and calls.

BT Compute Services that adaptBT brings you powerful IT services that can save you money while strengthening your capabilities. We can simplify or even manage your IT estate for you – improving agility, flexibility and resilience.

Membership Gold

CEOIan Livingstone


Focal PointPhilip Siveter

Tel+44 780 2460 356

TitleClient Director Aviation & Aerospace

[email protected]

Head OfficeBT Group plc, BT Centre, 81 Newgate Street, London EC1A 7AJ

Telephone+44 020 7356 5000

[email protected]

Websitewww.btplc.com

BT Connect Networks that think Intelligent networks comprising dedicated, vPN and internet services. Dedicated services include optical connect and private line connect. vPNs include our world leading IP Connect with access technologies including Ethernet, DSL, Hybrid vPN and satellite, and Ethernet Connect vPN.

BT Advise knowledge that deliversBT Advise helps you achieve your aims. We are not simply providers of technology ‘hardware’ – the cables and servers. We go beyond that. From cost savings, productivity gains and competitive advantage to improved customer experience and loyalty.

BT Mobility ServicesBT brings you powerful mobility services to improve productivity, enable better customer service, and manage call costs. Grow your business with greater management control when you gain operational efficiency through greater visibility and control of mobile assets.

GOLD MEMBER

BT is one of the world’s leading providers of communications services and solutions, serving customers in more than 170 countries. Its principal activities include the provision of networked IT services globally; local, national and international telecommunications services to its customers for use at home, at work and on the move; broadband and internet products and services and converged fixed/mobile products and services. BT consists principally of four lines of business: BT Global Services, BT Retail, BT Wholesale and Openreach.

BT is the official communications services partner of the London 2012

Olympic and Paralympic Games. BT is also a sustainability partner of the Games and a Premier Partner of the London 2012 Cultural Olympiad.

In the year ended 31 March 2011, BT Group’s revenue was £20,076m with profit before taxation of £1,717m.

British Telecommunications plc (BT) is a wholly-owned subsidiary of BT Group plc and encompasses virtually all businesses and assets of the BT Group. BT Group plc is listed on stock exchanges in London and New York.

For more information, visit www.btplc.com



Boeing ATM

Transformational ATM R&D Concepts Boeing’s detailed knowledge of current and future airplane technologies, enables the research and development of transformational ATM concepts for global ATM efficiency and interoperability.

Navigation Services The development of navigation technologies and concepts has led to, the production of Performance Based Navigation implementation road maps, RNP procedure design, and AC 90-101 Application Consultant to assist with RNP AR operational approval.

Airspace Design As navigational capabilities become more sophisticated, demand for airspace development expertise and professional terminal/enroute procedure design becomes increasingly important. Jeppesen offers a customised airspace design and evaluation services to meet these challenges.

Traffic Flow Management Boeing’s National Flow Model is a large-scale simulation of all scheduled traffic in the U.S. National Airspace. The Model addresses both airport and airspace capacities, flight schedules and routes, and capacity limitations due to (convective) weather.

Modeling & Simulation Boeing modeling & simulating capabilities falling 5 categories; Requirements & Cost/Benefits Advocacy, Fast-Time Modeling of Concept Alternatives, Rapid Prototyping (Aircraft & ATM), Proof-of-Concept Demonstration (Aircraft Simulators) and

Membership Gold

ATM Business DevelopmentGeoffrey Shearer


Focal PointLaura Legra

Tel+1 703 465 3279

TitleStrategic Partnerships

[email protected]


Collabortative Airspace Workgroup


Head Office15059 Conference Center Drive Chantilly, vA 20151

Telephone+1 703 465 3764

Fax+1 703 465 3789

Emailboeing.atm@ boeing.com

Websitewww.boeing.com

Proof-of-Concept Demonstration (Aircraft & Connectivity).

Airplane Equipage Boeing has developed an Air Transportation System Roadmap forecasts ATM trends to support airplane equipage planning. Utilising the roadmap, Boeing equipages new airplanes with ATM capabilities and offers customers insights into when retrofit in-service aircraft to meet global mandates.

Air-Ground Systems Integration A crucial element for the transformational ATM system, it is critical to drive the world towards a single datalink technology.

System-Wide Information Management SWIM and it European equivalent SWIM SUIT will provide the standards and service-oriented architecture for the ATM future infrastructure.

Flight Optimisation Boeing is offering subscription-based services to help airlines save fuel and increase environmental efficiency. In Flight Optimisation Services are designed to be implemented within current air traffic and airline operating procedures using existing communication channels.

Training Boeing and subsidiaries offer a variety of training programs.

GOLD MEMBER

The Boeing Company is working with government, industry and airline partners around the globe to improve the world’s air traffic system. By applying expertise in the areas of modeling and simulation, airspace design, systems integration and navigation services, Boeing’s Air Traffic Management team is at the forefront of creating the infrastructure for a transformational air traffic management system. This transformational system relies on precision aircraft trajectories, system-wide information management architecture, network-enabled operations, and global interoperability.

B



FFREQUENTIS AG

FREQUENTIS - Committed to Air Traffic Management. The core business of Frequentis are highly-available communication and information solutions for the civil air traffic management market. Frequentis is the global market leader in communication systems for air traffic control. With headquarters in vienna, the Frequentis Group employs around 900 specialists and engineers worldwide.

The outstanding engineering quality of Frequentis systems and the company’s detailed understanding of safety-critical processes underpin many success stories in aviation, public safety & transport, maritime, defence, and space markets.

Frequentis has continued to expand its portfolio and evolved into a provider

Membership Gold

Board Member Rolf Unterberger


Focal PointFrank Molitor

Tel+43 1 81150-0

TitleDirector Air Traffic Management

[email protected]

Head OfficeInnovationsstraße 1, 1100 vienna, Austria

Telephone+43 1 81150-0

Fax+43 1 81150-5009

Emailwww.frequentis.com/Contact

Websitewww.frequentis.com

of complete solutions with outstanding competence in integration: a supplier that delivers both standard products and customised solutions.

The core activities of Frequentis in civil and military ATM, airports and airline operations are end-to-end communication systems, tower automation systems, information systems and value added Front-Ends. The company’s comprehensive product range includes voice and data switches, network solutions, back-up systems, recording systems, tower automation systems as well as information management and display systems form a broad and flexible product base for integration with radio, flight plan or radar systems.

GOLD MEMBER


Communications SystemsThe Frequentis vCS 3020X offers extremely high reliability, connection setup within milliseconds and simple, intuitive user interfaces. Customers range from Singapore to the United States, where Frequentis to date has delivered over 50 vCS 3020X systems to the FAA and NASA. DSNA and EUROCONTROL’s Maastricht Upper Area Control Centre have entrusted Frequentis with the development, deployment and maintenance of their future voice communication systems, to be developed in line with the FABEC common specifications. vCX Network Solutions provide reliable connectivity between ATM entities while protecting customer investments and reducing operational costs, and the advanced recording solution DIvOS 3 log with full integration into the Frequentis product portfolio.

Information ManagementsmartAIM, the smart aeronautical information management solution is used to manage aeronautical static and dynamic information and to provide this information to clients. smartAIM simplifies the transition from AIS to AIM by allowing customers to make the change at their own pace. smartMESSENGER+ is designed to ease the migration to AMHS and SWIM. Support for AMHS and SWIM is fully integrated into the system in the same way as the other messages formats and procedures used by the aeronautical community including the configuration and management of all the components of the system through one management application and user interface.

The new Frequentis smartFPLconverter, a flight plan and ATS message converter for those ANSPs who are not in a position to convert their Flight Data Processing Systems and/or client terminals to the new 2012 flight plan format (FPL 2012) ensures the protection of investment taken by ANSPs.

Tower Automation Systems With its TAPtools®, Frequentis offers a modular product range that is tailored to meet the needs of air traffic controllers. The integration of various data sources and applications and its uniform presentation on the user’s display help controllers get the needed information much faster. TAPtools for weather data, the Automatic Terminal Information Service, NAvAID Status, lighting control and electronic flight strips (smartStrips) as well as support information simplify the controller’s work and increase each individual’s efficiency. Additionally, TAPtools is a reliable data source for various systems on the Airport like SITA/Arinc Data link (DCL/D-ATIS), Billing, and all Flight Data Management Systems.

Augmented FrontendsFrequentis has enhanced its decades of experience in HMI design with extensive expertise in ergonomics and human factors. SESAR iCWP activities – driven and coordinated by Frequentis – are the result. The symbioses of an open architecture, featuring a standard interface framework, and an integrated frontend, driven through an intelligent user interaction approach, combines our know-how in the above mentioned domains with our strong software architectural skills.

FREQUENTIS Civil ATM



GroupEAD Europe S.L

Management of Static DataGroupEAD offers the option of uploading and maintenance a client’s Static Database and/or Published AIP Database. The process consists of an Initial Data Load, Data validation and Quality Reviews.

NOTAM ServiceGroupEAD offers all NOTAM services according to the current standards as a NOTAM Processing Unit (NPU). We can offer our services on two levels: as a support or as a complete take-over in the preparation and/or origination of quality assured NOTAM.

AIP and Charting ProductionAIP services offered by GroupEAD include Initial production of a digital AIP (eAIP) and AIP Charts production according to ICAO documents. AIP and Charting Production are based on static database that is handed over to a Customer as an integral part of our Product.

Membership Gold

CEO Heinz-Michael kraft


Focal PointHeinz-Michael kraft

Tel+49 69 780 72870

TitleCEO

[email protected]

Head OfficeApdo 285 Carretera de la base sn, 28850 Torrejon de Ardoz, Madrid, Spain

Telephone+34 91 678 5380

Fax+34 91 678 5386

[email protected]

Websitewww.groupead.com

AIM ConsultancyGroupEAD is able to provide general expert consultancy services for any AIM domain. We offer tailor-made solutions based on individual customer needs, which includes development of your own centralised AIS Database, planning and realisation of new or enhanced AIM Unit, implementation of QMS.

Training GroupEAD offers different training courses (basic and advanced) covering a wide range of services in the field of AIM. We have provided more than 400 Training courses in the previous years including tailor made programmes according to the client’s needs and ab initio training.

GOLD MEMBER

GroupEAD Europe S.L. was founded in 2001 to provide the European AIS database (EAD) Services on behalf of EUROCONTROL and its member states. Today we are operating the world’s largest Aeronautical Information System – the vital European repository of quality-assured aeronautical information.

The GroupEAD team consists of experts from all key areas of aviation community including AIS, ATC, Airports, Commercial and Military Aviation. Our unique background of multinational and multilingual staff members allows us to provide our experience to our clients in an engaged and flexible way. Our further dedication to our clients includes 24/7 services.

Services provided by GroupEAD include: • Management of static data• NOTAM Services• Production of the Aeronautical

Information Publication (AIP)• Charting Services• Provision of AIS and maintenance of

aeronautical database on behalf of Clients

• AIM consultancy• TrainingEAD Services are delivered to the most

European States as well as to hundreds of ANSPs, Aircraft Operators and other customers worldwide. While concentrating on ANSP business, the management of data and operation of data handling systems are part of our core competences. Transferring these competences into other areas of aviation data management, e.g. airport business is our future challenge and GroupEAD is ready to move forward.

G



I


ITT Exelis

For over 60 years, ITT Exelis has been a trusted provider of mission critical products, solutions and services that support civil air navigation service providers (ANSPs) and defense organisation globally.

From large scale ADS-B networks, to rapid-response radar systems, to the provision of cloud-based, real-time situational awareness applications, Exelis is a global provider of comprehensive ATM solons and technologies.

We establish partnerships with our customers to ensure that our solutions significantly increase the safety, security, and capacity of the global air traffic management system. We are proud to deliver solutions that allow for the rapid expansion and growth of the air transportation industry.

Our on-schedule and on-budget performance on programs to date, combined with our unmatched systems integration experience, uniquely qualifies Exelis to take on large-scale ATM modernisation projects globally.

Surveillance-As-A-Service for ATMExelis is delivering the cornerstone program of the U.S. Federal Aviation Administration’s (FAA) Next Generation Air Transportation System (NextGen) initiative to modernise the current ground-based system of air traffic control to a satellite-based ADS-B system.

Defense Surveillance SolutionsExelis is a world leader in airborne, land-based, shipboard and coastal surveillance solutions. Our legacy of innovation enables us to provide the most advanced open architecture solutions and Active Electronically Scanned Array (AESA) antenna technologies.

Membership Gold

CEOSteve Loranger


Focal PointBernard Asare

Tel+1 571 334 6385

TitleDirector - Strategy

[email protected]

Head Office1650 Tysons Blvd. Suite 1700 McLean, vA 22102

Telephone+1 703 790 6300

Fax+1 703 790 6360

[email protected]

Websitewww.exelisinc.com

Cloud-Based Solutions for Airports/AirliExelis delivers a cloud-based suite of applications that enables airports, airlines, and ANSPs to proactively manage their operations, revenue, and environmental impact. Our applications improve our customers’ operational predictability and flight punctuality, and optimise resource utilisation.

Air Traffic Control Engineering ServicesExelis offers unmatched expertise in ATC systems, continuously working with customers to develop the future of ATC surveillance and communications. We are leading a world-class team of aviation industry partners in conducting leading-edge research in evolving high impact ATM concepts.

GOLD MEMBER


Lockheed Martin

Lockheed Martin is a world-class provider of air traffic management systems and general aviation flight services. More than 60 percent of the world’s air traffic is guided by our systems. Around the world our leading technologies and advanced systems are modernising air traffic management; offering air traffic controllers more flexibility in routing, collaborateive decision making, strategic conflict detection and more accurate and timely navigation information - all of which lead to safer skies.

Membership Gold

vice PresidentSandra Samuel


Focal PointNeil Tomblyn

Tel+1 301 640 3435

TitleBusiness Development Director

Emailneil.tomblyn@ lmco.com





Head Office9231 Corporate Boulevard, 6th floor Rockville MD 20850 USA

Telephone+1 301 640 3435

Fax+1 703 790 6360

[email protected]

Websitewww.lockheedmartin.com

GOLD MEMBER

L



M


Metron Aviation

Metron Harmony for ANSPsAn Integrated Air Traffic Flow Management (I-ATFM) solution that provides a framework for exchanging flight data among users who share the need for a common view of air traffic flow operations. Metron Harmony for ANSPs serves as the foundation for ATFM, working within and across multiple airports, Flight Information Regions and ANSPs. It fully supports current and emerging Collaborative Decision Making (CDM) concepts to improve efficiency and predictability.

Metron Harmony for AirlinesAn Integrated Air Traffic Flow Management (I-ATFM) solution that improves the overall efficiency of airline operations and aids in tactical and pre-tactical decision making. It provides an integrated view of real-time and predictive air traffic conditions along with airport surface operations to dramatically improve on-time performance, reduce taxi delays and lower operating costs.

Metron Harmony for AirportsAn Integrated Air Traffic Flow Management (I-ATFM) solution that provides airports with advanced decision support and predictive capabilities to increase efficiency of airport operations. It is a web-based, decision support solution and surface situational display that delivers real-time reporting and analysis. Metron Harmony for Airports offers a link between all airport partners through a single consistent view of airport operations.

NextGenMetron Aviation is committed to the FAA and its advancement of NextGen. The

Membership Gold

CEO & PresidentDave Ellison


Focal PointJessie Hillenbrand

Tel+1 703 234 0863

TitleDirector of Marketing

[email protected]




ATM Services Harmonisation Workgroup

Head Office45300 Catalina Court #101. Dulles, vA 20166

Telephone+1 703 456 0123

Fax+1 703 456 0133

Emailinfo@ metronaviation.com

Websitewww.metronaviation.com

Metron Aviation SE-2020 team provides the breadth and depth of capabilities, Subject Matter Experts (SME) and management to successfully implement the emerging technologies and support the operational areas defined for near-term and long-term capabilities.

Concept Engineering and Developement The core business of Metron Aviation is conceiving, designing and developing new concepts and capabilities to make National Airspace System operations safer, more efficient, predictable, equitable and flexible.

Environmental and Energy ManagementMetron Aviation possesses a unique and comprehensive understanding of the environmental impact of air transportation and is committed to helping the aviation industry address vital environmental and energy-related challenges that will improve the sustainability and harmonisation of global aircraft operations. Metron Aviation provides a wide range of environmental services and is currently involved in several near- and long-term initiatives.

Airspace DesignMetron Aviation is partnering with the FAA, NASA and others in the research and development of the NextGen airspace design in the National Airspace System (NAS). This work includes all aspects of airspace design from concept development, to Human-In-The-Loop (HITL) analysis, to deployment. Leveraging extensive experience, Metron Aviation provides detailed analyses and develops comprehensive tools for airspace optimisation, design and analysis.

GOLD MEMBER

Founded in 1995, Metron Aviation, a subsidiary of Airbus Americas and member of the Airbus ProSky Alliance, pioneered the advancement of Air Traffic Flow Management (ATFM), working with the FAA to develop the industry’s first Collaborative Decision Making (CDM) platform for optimising system-wide traffic flow. Metron Aviation provides concept engineering, advanced research, software development, traffic flow management, surface operations management, airspace design and environmental analysis solutions to the global aviation industry. Metron Aviation fuses advanced science and mathematics with unparalleled subject-matter expertise to turn groundbreaking Air Traffic

Management (ATM) research concepts into next-generation operational capabilities. Metron Harmony, Metron Aviation’s commercial product, provides integrated ATFM and CDM capabilities for the world’s leading Air Navigation Service Providers (ANSPs), airlines and airports. Metron Aviation customers include the FAA, NAv CANADA, NASA, ATNS, FedEx, Air Canada, Memphis International Airport, Delta Air Lines, Southwest Airlines, American Airlines, Airservices Australia and many more.

For more information, please visit www.metronaviation.com.


Raytheon

Membership Gold

vice President, Command and Control SystemsAndrew Zogg


Focal PointAndrew Goldman

Tel+1 508 490 3000

Titlevice President, Strategic

[email protected]

Head OfficeMarlborough, Airspace Management and Homeland Security, 1001 Boston Post Rd, Marlboro, MA 01752, USA

Telephone+1 508 490 3045

Fax+1 508 490 3322

[email protected]

Websitewww.raytheon.com

GOLD MEMBER

Raytheon’s Airspace Management and Homeland Security Systems provides integrated communication, navigation, surveillance and air traffic management solutions for both civil and military air traffic service providers in over 60 countries. Raytheon focuses on providing our customers with highly reliable sensor and information processing systems with state of the art technology, experienced engineering design and test, and unparalleled support that provide mission critical air traffic management operations worldwide.

With over fifty years of experience in the air traffic management domain, Raytheon is leading the way towards enhancing safety, capacity and efficiency to accommodate the projected growth of air traffic in our World’s skies. Our open architecture surveillance data and flight data processing systems combined with our advanced surveillance systems technology offer low risk and low life cycle cost solutions to meet our customers’ needs for infrastructure modernisation. Raytheon is leading the transition from ground based

navigational aids to wide area satellite-based navigation and landing solutions for civil and military applications. To complement this comprehensive line of ATM products, Raytheon offers installation and integration services, support, logistics, documentation and training capabilities, including the FIRSTplusTM advanced ATC simulation system that provides an extremely high level of realism in ATC simulation.

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SSelex Sistemi Integrati S.p.A.

Selex Sistemi Integrati is a Finmeccanica S.p.A Company operating in the field of Systems Integration for air and ground defense, naval applications and Air Traffic management infrastructures and encompasses Homeland Security complex architectures.

In the context of ATM, Selex Sistemi Integrati has a product portfolio extending from large ACC architectures to TMA modular configurations, from AdvancedA-SMGCS and CDM for airports of considerable magnitude to scalable outfits for regional airport facilities.

In the area of sensors we have a range of Primary radars, fully solid state, of SMRs for airport use, Mode S stations with enhanced surveillance and datalink capability, ADS B stations using vDL and Mode S Extended Squitter, Multilateration Systems for airport using Mode A/C aircraft replies to interrogation and ES.

Membership Gold

Director ATMAS Division Manlio Fiore


Focal PointRobert C. Brown

Tel+39 (06) 415 022 08

TitleDirector Business Innovation

Emailrbrown@ selex-si.com

Head Officevia Tiburtina km 12.4 00131 Rome

Telephone+33 (0)1 796 140 00

Fax+39 (06) 413 1133

Websitewww.selex-si.com

GOLD MEMBER


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Telephonics Corporation, ESD

AeroTrac Next GenFeatures include Advanced Multi-Sensor Data Processing; Next Generation Flight Data Processing; High Resolution Situational Displays; User Friendly, Procedure-Oriented Operation; Open standard architecture with integrated advanced features.

SkySearch 2000MCombines our Sky Search-2000 Secondary Surveillance Radar (SSR) system background with our advanced military Monopulse Secondary Surveillance Radar (MSSR) technology to achieve superior target reporting.

Membership Gold

CEO/PresidentJoseph J. Battaglia


Focal PointJoseph Pipczynski

Tel+1 631 755 7050

Titlevice President, Business Development

[email protected]

Head Office815 Broad Hollow Road Farmingdale, NY 11735

Telephone+1 631 755 7050

Fax+1 631 755 7644

[email protected]

Websitewww. telephonics.com

GOLD MEMBER

Telephonics Corporation is a worldwide leader in Integrated Information and Communication Systems technology. We serve Aerospace, Defense, and Commercial markets throughout the globe. Whether it is in the air, on the sea, or ground based, our electronic systems are on board to ensure the safety and security of thousands of military and civilians worldwide.

Since our founding in 1933 as a manufacturer of audio headsets, Telephonics has grown into a broad based, advanced technology company specialising in cutting-edge radar technology and communication systems. Today, Telephonics continues to grow its business base by applying the technical know-how of our original defense communication and radar products to new electronic systems and technologies, for a wide range of military, commercial and international customers.

Telephonics is organised into three operating units, each with a different product/technology focus:

Communication & Integrated Systems, specialising in aircraft intercommunications,

wireless and audio products, air traffic management systems, landing and guidance systems, homeland security, and custom application specific integrated circuits for military and commercial applications;

Radar Systems, specialising in maritime surveillance radar and identification friend or foe interrogators; and

SEG, provider of air and missile defense threat analysis, combat systems engineering and analysis, and radar systems engineering and software development.

Total customer satisfaction is our quality benchmark, and towards that end ISO 9001 has been extended within Telephonics to cover all operations. We are experiencing significant growth in our domestic and international businesses, with over $450 million in annual revenue and over 1,350 dedicated employees.

We are Telephonics, the high tech electronics arm of The Griffon Corporation (NYSE-GFF), a multi-faced corporation, with sales exceeding one billion dollars. Griffon Corporation employs more than 6,000 people in over 40 plants and distribution centers worldwide.



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Thales

Thales offers the most complete range of Air Traffic Management solutions, from design and integration, to installation and services.

Thales is uniquely placed to assist its customers’ expansion of their ATM infrastructure. Thales brings increased capacity through its leading-edge technology and integrated solutions for civil aviation and airport authorities worldwide. From Departure to Arrival, Thales’ ATM products cover the entire process.

Air Traffic Management SolutionMature and proven ATM solution, designed by controllers for controllers. Installed in more than 130 control centres worldwide, Thales offers a powerful modular system used to control traffic in continental en route, terminal approach, transcontinental and oceanic airspaces.

Simulation SolutionThales’s new ATC simulator, which through innovation improves training-delivery productivity, operational-training fidelity, software maintenance, and trainee-throughput. It combines the use of existing innovations, clever design to maximise component re-use, and customer driven improvements.

Air Traffic Flow Management SolutionProvides optimised use of airport and airspace resources, by employing sophisticated tools and collaborative decision making techniques to use airspace flexibly and balance capacity and load, in order to reduce delays, alleviate congestion and smooth imbalances in air traffic controller workload.

Airport Tower SystemsA unique integrated, scalable Tower Solution to improve efficiency, safety and capacity in the airport environment. It supports the safe, orderly and efficient control & management of aircrafts and vehicles on the airport surface, by the integration of surface movement guidance and flight planning.

Global Surveillance Solutions Whatever your geographical constraints or traffic level, Thales combines technologies

Membership Gold

Senior vice President - Air Operations DivisionJean-Loïc Galle


Focal Pointvirginie Madrona

Tel+33 (0)1 79 61 23 57

TitleMarketing and Customer Relationship Director

[email protected]






AIS-AIM Workgroup

Thales ATC Centre

Head Office3 avenue Charles Lindbergh 94628 Rungis France

Telephone+33 (0)1 79 61 40 00

Fax+33 (0)1 79 61 11 78

Websitewww. thalesgroup.com

As the first industry contributor to SESAR, Thales is committed to modernising the European air traffic control system by developing innovative technological solutions for more efficient, higher performance, safer and “greener” procedures. Thales is a unique Space-Air-Ground solutions provider.

As a technology partner in US NextGen modernisation programme, Thales is bridging the Atlantic to foster cooperation in building tomorrow’s air traffic management systems.

to provide you with the most adapted surveillance solution, offering you a unique global surveillance capability:

• Primary, Secondary Mode S radars• ADS-B and ADS-C Systems• Mode S Multilateration System.

Navigation aidsThales is the leading supplier of both conventional and satellite-based navigation aids, with over 70% of the world market. Our offer includes Instrument Landing Systems (ILS), Microwave Landing Systems (MLS), en-route navigation aids (vOR, DvOR and DME), as well as satellite based navigation aid.

Aeronautical Information Management SolutionsThales offers a complete set of state-of-the-art modules (AIS, AIXM Database, Charting, Procedure Design and Internet Briefing), integrated with automation centres. Thales offers a solution for a smooth migration from AIS to AIM, and field proven solutions operated by major ANSPs.

Communication SystemsThe most complete, reliable and scalable solution for a seamless and risk free migration from AFTN to AMHS. A fully integrated solution with a unified management interface and a web client interface for easy deployment of terminals.

Extended ServicesThales goes a step further in traditional support service, with its Extended Services offer, providing Long-term support, Total commitment, Proximity, Personalised solutions, 100% added value and Highly skilled people.

GOLD MEMBER


ARINC Incorporated

Adacel Inc.

Membership Silver

Chairman and Chief Executive Officer John M. Belcher

Websitewww.arinc.com

[email protected]

Membership Silver

CEOSeth Brown

Websitewww.adacel.com

[email protected]

Head Office2551 Riva Road, Annapolis, MD 21401-7465, USA

Telephone+1 410 266 4000

Fax+1 410 573 3573

Head Office9677 Tradeport Drive Orlando, FL, USA, 32827-5318

Telephone+1 407 581 1560

Fax+1 407 581 1581

If you are looking for a single vendor to provide all the aviation voice and data communications you need, ARINC is that company. No one understands aviation voice and data communication systems and networks better than ARINC. In fact, we helped develop the system that’s still in use today by aircraft and ground stations to communicate with one another.

Air/Ground Domestic (AGD) service has over 45 years of experience providing airline operational control (AOC) vHF voice communications to the aviation industry. As a leading airport and airline communications systems integrator, we have the depth to ensure the successful integration of radio systems and their long term maintenance. ARINC’s GLOBALinkSM voice/data communication services provide the flight crew with all the data and information they need to fly safely and efficiently. Using data link, HF, vHF, and satellite technology,

Adacel develops operational ATM and advanced ATC simulation and training solutions.

Adacel’s Aurora ATM integrates all surveillance sources with advanced conflict detection features and automation tools for the controller and is compliant with the new ICAO flight plan format.

Adacel’s ATC Unified Training Solution provides tools designed to consolidate skills on individual task trainers advancing through full team training as skills progress and includes capabilities to train for ICAO aviation English proficiency.

GLOBALink allows the flight crew to communicate with the ground and other aircraft seamlessly, accurately, and without voice traffic confusion, wherever they are in the world.

SILvER MEMBER

SILvER MEMBER

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Focal PointEric Harrell

Tel+1 410 266 2060

TitleAccount Director, Commercial Aviation Solutions

[email protected]


Focal PointBill Lang

Tel+1 514 636 6365

Titlevice President, Air Traffic Management

[email protected]



Air Traffic Control Association - Japan

Membership Silver

PresidentToru Nakamura

Websitewww.atcaj.or.jp

Emailatcaj@[email protected]

Head Officek1 Bld. 3F, 1-6-6 Haneda Airport Ota-ku, Tokyo, 144-0041, Japan

Telephone+81 3 3747 1685

Fax+81 3 3747 0856

ATCA-J aims to contribute air traffic development through comprehensive research and study on the air traffic control systems at home and abroad, and through promotion of international cooperation with other countries on air traffic services. ATCA-J engages in the following activities to accomplish its purpose:

1. Research and Studies2. International cooperation3. ICAO Language Proficiency

Requirement testing services4. Publications

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SILvER MEMBER


Focal PointToshio Yoshida

Tel+81 3 3747 1685

[email protected]

ATECH Negócios em Tecnologia S/A

Membership Silver

vice PresidentMr. Delfim Ossamu Miyamaru

Websitewww.atech.com.br

[email protected]

Head OfficeRua Rocio 313, 2 andar, vila Olimpia, São Paulo, SP 04552-000 Brazil

Telephone+55 (11) 3040 7320

Fax +55 (11) 3040 7340

ATECH Negócios em Tecnologias S/A specialises on high-tech mission critical systems integration and projects in the areas of Air Traffic Management, Defense and Command & Control Systems, Wide Area Surveillance and Homeland Security, amongst others.

ATECH develops and implements ICAO level Air Traffic Control Systems, which are designed to support and automate civil air traffic control and coordination procedures in terminal areas as well as en route control for FIR. The solution was deployed throughout Brazil and control more than 95% of all traffic in the country being installed in all automated Approach Control Centers (APP) and Route Control Centers (ACC). ATECH has developed the system responsible for Brazilian South Atlantic Oceanic Flight Information Region, using ADS-C and CPDLC (Controller Pilot Data Link communication) over satellite. ATECH has

also specified, develop and commissioned the current system, and is modernising the Brazilian Air Traffic Flow Management (ATFM) Center.

ATECH’s multidisciplinary team is composed of highly specialised people, qualified and experienced professionals in a vast array of areas of knowledge and expertise. These professionals provide cutting-edge technology solutions and integrated information systems.

Solutions:• Air Traffic Control with Multi Sensor

Capabilities• Air Traffic Flow Management• ATC Simulation• Messaging, Billing, OPMET and AIS

SILvER MEMBER


Focal PointDelfim Ossamu Miyamaru

Tel+55 (11) 3040 7320

Titlevice President

Emaildelfim@ atech.com.br


Aviation Advocacy Sarl

Membership Silver

Managing DirectorAndrew Charlton

Websitewww.aviationadvocacy.aero

[email protected]

Head OfficeRue de la Gare 17, 1260 Nyon, Switzerland

Telephone+41 (22) 363 0633

Fax+41 (22) 363 0631

Aviation Advocacy is a boutique consulting firm which provides market insight, regulatory counsel, commercial consulting and operational support to aviation businesses, organisations and investors.

Based in Switzerland, with an office in Brussels, we combine expertise in aero politics, extensive regulatory and legal experience and track record in commercial operations.

We work with clients worldwide to address problems with innovative thinking, holistic evaluation, and effective operational implementation.

In the ATM arena, Aviation Advocacy has a particularly strong track record of working with CANSO and a number of its members, both ANSPs and associates. We have a close understanding of the issues and their implications for the future of ATM, through which we offer our counsel on policy making and regulation.

Aviation Advocacy also publishes a subscriber-only monthly Aviation Intelligence Reporter, analysing key events, statistics, themes and trends in the aviation industry’s governments, regulators, organisations and service providers. We evaluate the commercial implications of policy thinking and making. Our conclusions are fiercely independent and provide our subscribers with innovative guidance.

SILvER MEMBER

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Focal PointAndrew Charlton

Tel+41 (22) 363 0633

TitleManaging Director

[email protected]

AviBit Data Processing GmbH

Membership Silver

CEOkonrad köck

Websitewww.avibit.com

[email protected]

Head OfficeAviBit Data Processing GmbH Händelstraße 57 8042 Graz Austria

Telephone+43 316 42 99 61 40

Fax+43 316 42 99 61 38

AviBit is a leading provider of next generation Air Traffic Management Solutions that enhance airspace and airport operations. AviBit is on the market since more than 15 years and has provided its advanced software solutions to many international ANSP’s and airports.

The core portfolio contains a level 3 A-SMGCS (AceMax®), the Tower Information System InfoMax® and the electronic flight strip system DIFLIS®, including digital departure clearance DECLOS® and arrival and departure management functionality. One of AviBit’s key competences is the full integration of A-SMGCS and E-Strips, which lead to more efficiency and safety of airport operations. For detailed product information and further information about AviBit and its references, please visit www.avibit.com or send an e-mail to [email protected].

SILvER MEMBER


Focal PointJosef kutschi

Tel +43 676 96 56 466

TitleSales Director

[email protected]



Avitech AG

AZIMUT JSC

Membership Silver

CEOJoachim Lennarz

Websitewww.avitech.aero

Emailmarketing@ avitech-ag.com

Membership Silver

CEOAsker Saidov

Websitewww.azimut.ru

[email protected]

Head Officehnhofplatz 1, P.O. Box 1430, D-88004 Friedrichshafen, Germany

Telephone+49 7541 282 0

Fax+49 7541 282 199

Head OfficeBldg. 2, 5 Naryshkinskaya Alley, Moscow, Russia, 125167

Telephone+7 495 748 0560

Fax+7 495 748 0560

Avitech AG is an international systems and service provider company for civil and military Air Navigation Services Providers, Aviation Authorities, and Airlines. It develops and markets its own software products with 80 plus engineering workforce from four locations in Germany and Slovakia for more then 20 civil and military customers in 20 countries on 4 continents.

Avitech works closely with its customers to generate operational concepts, innovative solutions and early deliveries using a range of COTS products from Avitech and our industry partners based on the ISO9001 certified quality management standard and the customised German Government v-Modell as a process model for planning and executing of software projects.

The main product lines of Avitech are the .wiz@rd Family for Aeronautical, Obstacle and Terrain Databases, Aeronautical Information Publications, Flight Information

AZIMUT is the leading Russian supplier of solutions in the fields of radio communication, navigation, surveillance as well as automation of air traffic control. Established more than 50 years ago, the company has been engaged in research, design, development, production, installation and maintenance of a wide range of radio-electronic systems for air traffic control and military applications. More than 150 airports and ATC centers are supplied with the equipment designed and manufactured by the enterprises of AZIMUT. The group of companies AZIMUT successfully carries out engineering, construction and commissioning works, implements turn-key projects and provides after-sales services.

Publications, paper and electronic Charts, the AviTerm Integrated Briefing System, the AviSuite Aeronautical Message Handling System, the Aeronautical Data Exchange Layer (AxL) to support the SWIM Concept and Integrated Tower Information Management Systems.

Avitech is a non-listed stock corporation (German AG) and has a 100% daughter company in Bratislava, Slovakia, and additional working premises in Frankfurt/Main, and Constance, Germany.

The Avitech Frankfurt Office is operated as AIM and Training Service Center.

SILvER MEMBER

SILvER MEMBER


Focal PointPeter Rudolph

Tel+49 7541 282 354

TitlevP Business Development / Authorised Officer

[email protected]


Focal Pointvladimir Saenko

Tel+7 926 369 7787

Titlemarketing and sales manager

[email protected]

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Barco Orthogon GmbH

Booz Allen Hamilton

Membership Silver

CEO and Managing DirectorFrank köhne

Websitewww.barco-orthogon.com

Emailinfo.airtraffic@ barco.com

Membership Silver

vice PresidentIan Legan

Websitewww.boozallen.com

[email protected]

Head OfficeHastedter Osterdeich 222 28207 Bremen Germany

Telephone+49 421 20122 0

Fax+49 421 20122 999

Head Office8283 Greensboro Dr. McLean, vA 22102 USA

Telephone+1 (703) 902 5000

Barco, a global technology company, designs and develops visualisation products for a variety of selected professional markets such as air traffic control. Barco Orthogon’s software components and display systems provide accurate real-time information throughout the operational workflow and support controllers and operators in making air traffic safer and more efficient. key competences are the visualisation of surveillance data through dedicated hardware products and software solutions, as well as queue management tools to optimise the air traffic flow.

Barco Orthogon products and solutions are in operational use in ATC centers and towers and in airline and airport operating centers. Barco Orthogon provides innovative products and services and maintains long term commitment to customers.

Booz Allen Hamilton works with the U.S. federal agencies responsible for the nation’s aviation infrastructure including the Federal Aviation Administration (FAA), Department of Transportation, Department of Homeland Security, Department of Defense, and Department of Commerce, as well as operators and manufacturers in the aviation industry worldwide.

Since its first aviation assignment for United Airlines in 1930, Booz Allen has worked with clients across the industry providing technical and management consulting expertise. Booz Allen was named ”Best Consulting Firm to the Air Traffic Management Industry” by Air Traffic Management magazine in 2007.

We have completed more than 1,000 successful engagements for clients in the airport, airline, aerospace, and travel industries, as well as air navigation service providers and government and regulatory agencies worldwide. This experience provides us with in-depth knowledge of the entire aviation value chain.

SILvER MEMBER

SILvER MEMBER


Focal PointFrank köhne

Tel+49 421 20122 0

TitleCEO and Managing Director



Focal PointRoberta Leftwich

Tel+1 (703) 902 5000

TitleSenior Associate

[email protected]

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Brüel & kjaer EMS

Comsoft GmbH

Membership Silver

CEOMartin Adams

Websitewww.bksv.com/EMS

Membership Silver

Managing DirectorManfred Schmid

Websitewww.comsoft.aero

[email protected]

Head Office69 kooyong Road, Caulfield North, 3161 Australia

Telephone+61 (3) 9500 1017

Fax+61 (3) 9500 1191

Head OfficeWachhausstr. 5a 76227 karlsruhe Germany

Telephone+49 9497 0

Fax+49 9497 129

Brüel & kjær EMS is a global leader in supplying environment monitoring systems and services to the world’s airports. With a strong and trusted brand in the industry, Brüel & kjær EMS is known for stability, quality of service and product innovation.

The company’s airport customer base of over 250 major airports has been expanding through strong market demand, increasing market share, and acquisitions.

Many of the busiest airports around the world have Brüel & kjær EMS systems installed, including London Heathrow, Amsterdam Schiphol, Chicago O’Hare, Los Angeles International, San Francisco International, Hong kong, Sydney and Melbourne. Moreover, Brüel & kjær EMS’ NoiseOffice services are used by customers in the US, Uk and Australian markets – Chicago, BAA and Airservices Australia.

COMSOFT GmbH is a market-leading supplier to the ATC community and has a proven track record for delivering high quality solutions in combination with a reputation for excellent customer support. Since its establishment in 1979, the German company has developed profound expertise in the whole spectrum of advanced ATC technology, providing both customised and off-the-shelf solutions in the fields of aeronautical message handling, aeronautical information management, ADS-B and WAM, surveillance processing as well as in ATM automation.

COMSOFT’s incomparable dedication to outstanding solutions has entailed a number of achievements setting a benchmark for the industry. For example, taking into account the global transition from AIS to AIM, COMSOFT developed the advanced AIM solution CADAS. Fully based on AIXM 5, the new standard for aeronautical data, it presents a future-proof, cost-efficient and reliable AIM

Brüel & kjær EMS builds the world’s foremost airport noise monitoring and flight track management solutions. We provide a complete suite of hardware and software products, coupled with a range of superior managed services founded on world’s best practice.

We build today’s solutions with tomorrow’s environmental, technical and social conditions in mind. Our products are designed to grow with your airport’s needs, yielding maximum value and return on investment.

platform. With its new digital NOTAM office the solution completes the last step of phase three of ICAO’s AIM Roadmap. The unrivalled leader in operational AMHS connections clearly is COMSOFT’s messaging solution AIDA-NG. Numerous customers - including air navigation service providers from Latin America, Europe, the Middle East and the Asia-Pacific region - have already performed the transition to AMHS leveraging the system’s unmatched level of interoperability and stability.

As a long term EUROCONTROL partner, solution provider and consultant for both civil and military customers, COMSOFT systems can be found in most European ATC centres and with increasing shares all over the world. Strict adherence to recognised standards, thus guaranteeing connectivity and interoperability, complemented by the constant focus on functionality and usability, characterise the COMSOFT strategy.

SILvER MEMBER

SILvER MEMBER


Focal PointMartin Adams

Tel+61 (3) 9500 1017

TitleChief Executive Officer

Emailmartin.adams@ bksv.com


Focal PointManfred Schmid

Tel+49 721 9497 1004


[email protected]

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Department of Transport (DoT, Abu Dhabi)

Dubai Airports

Membership Silver

CEOH.E Abdulla Rashed Al Otaiba

Websitewww.dot. abudhabi.ae

Emailinfo@ dot.abudhabi.ae

Membership Silver

CEOPaul Griffiths

Websitewww. dubaiairports.ae

[email protected]

Head OfficeP.O. Box 20 Abu Dhabi United Arab Emirates

Telephone+971 (2) 6566 666

Fax+971 (2) 6359 666

Head OfficeDubai Airports Executive Offices Terminal 1 Arrivals Level 1 Dubai International P O Box 2525 Dubai - UAE

Telephone+971 042161199

The Department of Transport (DOT) was established in 2006 to cover the entire value chain and ensure fully coordinated planning in all aspects of transport policy and development. Previously, Abu Dhabi’s transport responsibilities were handled by a variety of entities, across both the local and Federal Government.

vision: To deliver an effective transport system that contributes to the economic growth, quality of life and environmental sustainability of the Emirate of Abu Dhabi.

Mission: Regulate, plan and develop an efficient and well-integrated transport system that serves the public interest by enhancing mobility and delivering safe, secure and environmentally responsible Aviation, Maritime, Public Transport and Highways sectors.

Dubai Airports owns and manages the operation and development of Dubai International and Dubai World Central. Dubai International has seen an average growth of 15.5 per cent since it first began operation. With traffic reaching a historic 50.8 million passengers in 2011, a year on year growth of 8 per cent, DXB is the fourth busiest airport for international passengers on ACI list. DXB is also the world’s fourth busiest hub for freight movement with 2.19 million tonnes recorded in 2011. Connected to over 220 destinations across six continents through 150 scheduled airlines, DXB currently has an annual capacity of 60 million passengers and 2.5 million tonnes of cargo. Passenger capacity will increase to 75 million on completion of Concourse 3, the world’s first A380-dedicated facility, while Dubai World Central (DWC), Dubai’s new airport that opened for cargo operations on June 27, 2010, will accommodate future cargo growth.

Core values: Excellence, Commitment, Integrity, Cooperation, Transparency, Efficiency.

The Aviation Division is responsible for ensuring that aviation supports the Abu Dhabi Policy Agenda through effective economic regulation, the delivery of high quality services, securing global connectivity, achieving international compliance, integrating aviation with other transport modes and the robust strategic planning of aviation assets. The Aviation Division close coordination with the Land Transport Division and Maritime Transport Division contribute to a holistic, multi modal, approach to managing Abu Dhabi’s rapidly growing air transport sector.

A major airport-city project is just 40 kilometres away from Dubai International. Phase 1 of the airport opened June 2010 for cargo operations and features one A380 capable runway, 64 remote stands, one cargo terminal with annual capacity for 250,000 tonnes of cargo and a passenger terminal with an annual capacity of five million passengers. General aviation operations were launched at DWC in February 2011. DWC will increase Dubai’s airport capacity to accommodate the 48 per cent increase in cargo volumes from 1.9 to 3 million tonnes that is anticipated by 2015. In the long term it will serve as a multi-modal logistics hub for 12 million tonnes of freight and a global gateway for the 150 million passengers per annum that are expected to pass through Dubai by 2030.

Dubai Airports delivers a world-class experience for customers by providing safe, secure and environmentally responsible airports.

SILvER MEMBER

SILvER MEMBER


Focal Pointkhaled Al Zaabi

Emailkhaled.alzaabi@ dot.abudhabi.ae

TitleAviation Planning Specialist


Focal PointHelen Woodrow

[email protected]

TitleHead of Aeronautical Strategy, Strategy Unit

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EADS Cassidian

EIZO Technologies GmbH

Membership Silver

CEODr. Stefan Zoller

Websitewww.cassidian.com

Membership Silver

CEO & PresidentAndy kürz

Websitewww.eizo.com

[email protected]

Head OfficeCASSIDIAN Landshuter Str. 26 85716 Unterschleißheim Germany

Telephone+49 (0) 89 3179 8819

Fax+49 (0) 89 3179 3387

Head OfficeBuergermeister-Seidl-Str. 8 82515 Wolfratshausen Germany

Telephone+49 8171 34 92 0

Fax+49 8171 34 92 16

EADS is a global leader in aerospace, defence and related services. In 2008, EADS generated revenues of €43.3 billion and employed a workforce of about 118,000. The Group includes Airbus as the leading manufacturer of commercial aircraft, with Airbus Military covering tanker, transport and mission aircraft, Eurocopter as the world’s largest helicopter supplier and EADS Astrium, the European leader in space programmes from Ariane to Galileo.

Its Defence and Security Division Cassidian is a provider of comprehensive systems solutions and makes EADS the major partner in the Eurofighter consortium as well as a stakeholder in the missile systems provider MBDA. Cassidian provides Air Traffic Control and Air Traffic Management solutions as part of completely integrated nationwide security systems. EADS is a major stakeholder into the SESAR programme.

The Eizo Nanao Group pushes the limits of technology to create visual systems of the utmost quality.

With the highest of ethical standards and pure dedication to excellence in all operational aspects, we aspire to exceed our customers’ expectations.

We recognise one of the most challenging issues to date is environmental conservation, and are uncompromising in our dedication to this integral element in all our business activities.

SILvER MEMBER

SILvER MEMBER


Focal PointSebastien Corno

Tel+49 (0) 89 3179 8819

TitleSales Director ATC & IFF radars

[email protected]


Focal PointPeter kundmann

Tel+49 8171 34 92 25

TitleSenior Manager Sales

Emailpkundmann@ eizo.com

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Emirates

Entry Point North

Membership Silver

PresidentTim Clark

Websitewww.emirates.com

Membership Silver

CEOAnne kathrine Jensen

Websitewww.entrypointnorth.com

[email protected]

Head OfficeEmirates EGHQ, PO Box 686 Dubai

Telephone+ 971 (4) 708 4300

Fax+ 971 (4) 286 4085

Head OfficeBox 30 SE-230 32 Malmö-Sturup Sweden

Telephone+46 406 944 300

Fax+46 406 944 399

Emirates is one of the world’s most successful international airlines. Since the first Emirates airline flight took off in 1985 the company has spread its wings into every aspect of travel and tourism to become a global corporation of colossal scale. Based in Dubai, it flies a young and modern fleet of 153 aircraft - a mix of Airbus and Boeing passenger planes and seven freighters. A further 200 aircraft are on order including an additional 75 A380’s making it the largest customer of the Airbus superjumbo.

Connecting 109 cities on six continents, Emirates has earned a reputation for innovation and top quality service, winning over 400 international awards for excellence across its operations.

Entry Point North is an award winning internation Air Traffic Management academy. It was the first ATM academy accredited under the European Commission’s directives towards the vision of the Single European Sky. Entry Point North is a total training solution provider and is one of the largest multi-cultural ATM training academies in Europe. In compliance with EUROCONTROL CCC and ICAO standards it offers a broad range of ATM training, AFIS, ATSEP, development training courses, selection & recruitment, consultancy and other services.

Every year more than 300 aspiring and operational ATCOs from various countries are trained at the academy’s modern facilities in Malmoe, Sweden. Specialised courses within Human Factors and Safety areas are also offered to a diverse range of ATM personnel. Entry Point North customers includes regional and international, public and private ANSPs, airports, airlines

In the air and on the ground, Emirates is committed to acting sustainably in the interests of its customers, its business, the natural environment, and the 109 destinations it serves worldwide.

visit Emirates online at: www.emirates.com

as well military clients. The Entry Point North academy has delivered its services throughout Europe, Middle East and the Far East.

TRAINING FACILITIES. The academy occupies more than 6.700 sqm. of specially equipped training facilities at Malmoe Airport. Entry Point North uses state-of-the-art BEST simulators from MicroNav that can be used with or without strips.There are 180 positions and up to 13 3D Towers, each with 2 or 4 controller positions, 3 pilots and 1 approach position connected. The Tower simulators are divided into eleven 180 degrees and two full 360 degrees.

Entry Point North, established in December 2005, is the outcome of a long-term equal partnership between the three Air Navigation Service Providers in Scandinavia: Avinor, LFv and Naviair. Together they employ more than 1.500 Air Traffic Controllers and handle traffic in almost 100 airports throughout Scandinavia.

SILvER MEMBER

SILvER MEMBER


Focal PointBob Everest

Tel+971 (4) 708 4300

Titlev.P. Flight Operations Support

[email protected]


Focal PointPeter kantner

Tel+46 406 944 300

TitleBusiness Development Manager

[email protected]

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Era Corporation

Etihad Airways

Membership Silver

Managing Directorvladislav Hofman

Websitewww.era.aero

[email protected]

Membership Silver

CEOJames Hogan

Websitewww.etihad.ae

Head OfficePrumyslova 387 530 03 Pardubice Czech Republic

Telephone+420 467 004 253

Fax+420 467 004 555

Head Officekhalifa City A Etihad Airways Headquarter Abu Dhabi P.O Box 35566 United Arab Emirates

Telephone+971 2 511 0000

ERA is a world leader in next-generation surveillance and flight tracking solutions with proven multilateration and ADS-B (Automatic Dependent Surveillance - Broadcast) technologies.

ERA equips military and civilian aviation industries with next-generation solutions that improve aviation safety, enhance operations and increase tactical capabilities.

ERA has more than 100 commercial, air traffic management and military customers in over 45 countries including the U.S., Europe, the Middle East, Africa, South America and Asia.

Etihad Airways, the national airline of the United Arab Emirates, has in just eight years established itself as the world’s leading airline.

Set up by Royal (Amiri) Decree in July 2003, Etihad commenced commercial operations in November 2003 and has gone on to become the fastest growing airlinein the history of commercial aviation.

Abu Dhabi, the capital of the United Arab Emirates, is the airline’s hub. Etihad’s fleet of 63 aircraft operates more than 1000 flights per week, serving an international network of 84 passenger and cargo destinations in 52 countries. The airline seeks to reflect the best of Arabian hospitality – cultured, considerate, warm and generous – as well as enhance the prestige of Abu Dhabi as a centre of hospitality between East and West.

Etihad has received a range of awards that reflect its position as the leading premium airline brand in the world, including “World’s Leading Airline” at the World Travel Awards in 2009 and 2010.

SILvER MEMBER

SILvER MEMBER


Focal PointAndrea Jilkova

Tel+420 467 004 116

TitleHead of Marketing

[email protected]


Focal PointChristian Albrecht

Tel+971 2 511 2211

TitlevP OPS Logistics

[email protected]

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European Satellite Services Provider (ESSP SAS)

Fokker Services B.v.

Membership Silver

PresidentDirk Werquin

Websitewww.essp-sas.eu

[email protected]

Membership Silver

CEORoland van Dijk

Websitewww.fokker.com

Emailwww.fokker.com

Head Office18, Avenue Edouard BELIN - BPI 602 31401 Toulouse Cedex 9 France

Telephone+33 561 281 954

Fax+33 561 283 511

Head OfficeHoeksteen 40 2132 MS Hoofddorp The Netherlands

Telephone+31 (0)88 628 00 00

ESSP SAS is a private French company owned by 7 key European ANSPs (Aena, DGAC/DSNA, DFS, ENAv, NATS, NAv-P and skyguide) which mission is to provide the EGNOS services.

ESSP mission is developed along three axes:

• the Provision of EGNOS services at a performance level compliant with the user requirements, through an efficient Operation and Maintenance of the EGNOS system and its assets.

• support EGNOS adoption by European aviation through the evolution and development of the EGNOS infrastructure, or by supporting other categories of users where appropriate.

Fokker Services is an independent Aerospace services provider, combining OEM (design) knowledge and independent after-sales MRO support to performance-based aircraft MRO services. Being Type Certificate holder of all 750 Fokker aircraft operated today, Fokker Services has all the skills, facilities, equipment and systems in place to deliver Total Support Solutions to aircraft operators and owners in the continued competitive operation of their fleet.

Today, Fokker Services has earned its position as unique and valuable partner for the global aerospace industry, supporting a large fleet of various aircraft types. Capabilities include Component Availability Programs, Flight hour based Component Repairs, Engineering and Documentation Support and Airframe Maintenance, Conversion and Completion capabilities.

• promote and implement cost effective solutions for EGNOS wherever the company expertise can result in synergies to the European Union and to the future system GALILEO.

To carry out its mission, ESSP was certified as Air Navigation Service Provider in July 2010, in accordance with the Single European Sky Regulation.

The EGNOS Safety-of-Life Service, mainly intended for Aviation, is available since March 2011. ESSP is deeply involved in supporting European ANSPs to implement EGNOS-based procedures at European airports.

The ESSP Management System has been certified ISO 9001:2008 in March 2012.

SILvER MEMBER

SILvER MEMBER


Focal PointPilar Azcárraga

Tel+34 916 278 881

TitleCommunication Officer

[email protected]


Focal Pointkarel van Meekeren

Tel+31 (0)88 628 00 00

TitleProduct Manager Modifications

[email protected]

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GE Aviation’s PBN Services

Guntermann & Drunck GmbH

Membership Silver

General ManagerGiovanni Spitale

Websitewww.geaviation.com

[email protected]

Membership Silver

CEOUdo Guntermann | Martin Drunck | Reiner Ruelmann

Websitewww.gdsys.de

[email protected]

Head Office20415 72nd Ave S Suite 300 kent, WA 98032


Fax+1 2538673851

Head OfficeDortmunder Str. 4a 57234 Wilnsdorf Germany

Telephone+49 27 39/89 01 100

Fax+49 27 39/89 01 120

Partnering with airlines, air navigation service providers (ANSP), regulatory agencies and airports, GE Aviation is implementing industry-leading technologies that enable 4D gate-to-gate operations while alleviating flight delays and airspace congestion.

GE develops and implements technologies that provide significant economic and environmental benefits to airlines, airports and the communities they serve. With high resolution geospatial earth imagery, Performance-based Navigation (PBN) design and deployment, Flight Management Systems (FMS) and more, GE is building the foundation of air traffic management (ATM)modernisation.

Learn more about GE’s ATM Solutions at: www.geaviation.com

German manufacturers G&D are the pioneers of kvM technology and created their first kvM solution in 1985. Ever since they’ve been creating high quality products with most reliable components and especially focussed on applications in ATC with a dedicated product line.

Their kvM extenders and switches are deployed in various Air Traffic Control Centers around the world. In addition to their efficient video bandwidth, Guntermann & Drunck’s high quality devices offer special security features such as redundancy concepts and preventive monitoring providing the system safety required in ATC.

Numerous ANSPs trust in G&D when it comes to freeing up space and improving both working conditions and system availability in ATC environments.

SILvER MEMBER

SILvER MEMBER


Focal PointNicole Brown

Tel+1 2538673900

TitleBusiness Development Leader

[email protected]


Focal PointRoland Ollek

Tel+49 27 39/89 01 100

TitleHead of Sales & Marketing

[email protected]

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Helios

Membership Silver

ChairmanDr. Michael G. Shorthose

Websitewww.askhelios.com

[email protected]

Head Office29 Hercules Way Aerospace Boulevard AeroPark Farnborough Hampshire GU14 6UU Uk

Telephone+44 1252 451 651

Fax+44 1252 451 652

Helios is an independent consultancy specialising in air traffic management (ATM), airports, navigation and the use of radio spectrum. As an acknowledged market leader, we help our customers deliver technology, operational and business improvements.

We have for some years been active in the strategic development of the ATM industry. Recently in Europe, this has focused on the Single European Sky; we have helped develop a number of Functional Airspace Blocks, and supported the Industry Consultation Body.

The rapidly changing environment for ANSPs brings an increasing need for independent, objective advice and support for service providers. Helios has worked extensively with the European Commission (EC) on the implications of legislation and projects to promote reform. We have worked with the Eurocontrol PRU, the EC, regulators

and ANSPs on international benchmarking projects. We have provided support in developing and evaluating plans for providing new capacity in the most economically effective way, and supported procurement in accordance with the plans. We have helped ANSPs develop performance measurement systems.

We work frequently in partnership with ANSPs, combining our skills to provide advice and support throughout the world for change and development in ATM.

Our support in strategic, operational and technical areas is complemented by the provision of high-quality training in areas related to air navigation services.

The company is ISO 9001 certified.

SILvER MEMBER


Focal PointJohn Raftery

Tel+44 2072 757 853

TitleDirector, Economics & Policy Services

[email protected]

Harris Corporation

Membership Silver

President & CEOWilliam Brown

Websitewww.harris.com

Head OfficeHarris Corporation Headquarters, 1025 West NASA Boulevard, Melbourne, Florida 32919-0001, USA

Telephone+1 (321) 727 9100

Fax +1 (321) 729 2244

Harris is an international communications and information technology company serving government and commercial markets in more than 150 countries. Headquartered in Melbourne, Florida, the company has approximately $5 billion of annual revenue and more than 16,000 employees — including nearly 7,000 engineers and scientists. Harris is dedicated to developing best-in-class assured communications® products, systems, and services. Additional information about Harris Corporation is available at www.harris.com.

SILvER MEMBER


Focal PointJaida Lindsay

[email protected]

TitleEvent Marketing Specialist

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HITT Traffic

Membership Silver

CEOSjoerd Jansen

Websitewww.hitt-traffic.com

[email protected]

Head OfficeP.O. Box 717 7300 AS Apeldoorn The Netherlands

Telephone+31 55 543 2500

Fax+31 55 543 2553

Capacity, efficiency and safety are major factors in air transport and will remain so for the near future. Air traffic continues to grow, while at the same time airports are often restricted in their possibilities to expand. This means that available resources must be used more efficiently.

HITT provides their customers with advanced technology that focuses on all aspects between landing and departure and that optimises capacity and punctuality. Technology to minimise the time that aircraft need to spend on the ground.

To do so, we provide solutions that are tailored to various parties: Air Navigation Service Providers (ANSPs), Airports and Airlines. These well-integrated solutions facilitate Collaborative Decision Making (CDM). This allows these parties to act on a common operating picture, which results in more capacity, fewer delays and a high level of safety.

SILvER MEMBER


Focal PointJan Terlouw

Tel+31 62 320 5908

TitleDirector Aviation

[email protected]

Honeywell International Inc. / Aerospace

Membership Silver

President and CEO of Honeywell AerospaceTim Mahoney

Websitewww. honeywell.com

Head Office1944 E. Sky Harbor Circle Phoenix AZ 85035

Telephone+1 800 601 3099

As a key partner in the FAA NextGen and the European SESAR projects, Honeywell Aerospace is a technology leader in the field of ATM modernisation. Throughout the ATM Ecosystem Honeywell’s innovative technologies are making air travel safer and more efficient whilst reducing the environmental impact of aviation.

From the check-in desk to baggage reclaim and from gate to gate, Honeywell’s technologies in the terminal, on the aircraft and ground based system such as SmartPath increase capacity, improve efficiency, reduce operating costs and make intelligent airports and aircraft a reality.

Honeywell is a leader in advanced electronics and avionics for large and regional air transport, business and general aviation aircraft, military aircraft, surface vehicles, defense systems, and space applications. Our primary focus is to enhance customer value by making flight safer, more reliable and more cost-effective through our unique capabilities in sophisticated avionics, flight safety products and our world-class aftermarket service and support. Contact us at http://www.honeywell.com/aero

SILvER MEMBER


Focal PointMichael Underwood

Tel+1 480 592 5937

TitleDirector of Business Development

[email protected]

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IDS - Ingegneria Dei Sistemi S.p.A.

Membership Silver

CEOGiovanni Bardelli

Websitewww.idscompany.it

[email protected]

Head Officevia Flaminia 1068 00189 Rome, Italy

Telephone+39 06 33 217 401

Fax+39 06 33 217 431

Since 1992 the Air Navigation division has been developing and supporting highly customisable commercial software solutions for both civil and military customers in the aeronautical fields of communications, navigation, surveillance and air traffic management. The division supplies its professional commercial solutions and engineering services worldwide tailoring them to clients’ needs in order to fit their specific requirements and workflows. The Air Navigation Division supports civil and military aviation agencies and air navigation service providers with integrated systems for instrument flight procedure design and ground validation and with a comprehensive suite of applications for aeronautical information management, navigation aids performance assessment, and radar siting and electromagnetic compatibility analysis.

IDS’s products and services currently span two broad segments of air navigation operations:

Aeronautical information services and management – the flow and management of static and dynamic information in full compliancy with the ICAO mandate for data quality and integrity, support for the transition from an Aeronautical Information Services (AIS) to and Aeronautical information Management (AIM) system, and the production of aeronautical data packages, charts and documents such as Aeronautical Information Publications (AIP).

Engineering and operations – the development and ground validation of flight procedures, the design of airspace and the assessment of ground based and satellite navigation aids performance.

SILvER MEMBER


Focal PointAndrea Petriccione

Tel+39 06 33 217 401

TitleAIM Product Manager

Emaila.petriccione@ ids-spa.it

m.mannino@ ids-spa.it

I

I Indra Navia AS

Membership Silver

Managing DirectorEldar Hauge

Websitewww.indracompany.com

[email protected]

Head OfficeOlaf Helsets vei 6 NO-0694 Oslo Norway

Telephone+47 23 18 02 00

Fax+47 23 18 02 10

Indra Navia supplies the world’s airspace with leading edge communication, navigation, and surveillance technology for making flight safer. Ranging from individual airport installations to countrywide, multiple-site turnkey integrated system solutions, the company has operations in over 110 countries. More than 90 years of industry experience, coupled with wide-ranging expertise in the air traffic management environment around the world, enables Indra Navia to provide tailor-made solutions and meet stringent user requirements.

Through continuous technological development - and active participation in Single European Sky ATM Research (SESAR) - Indra Navia facilitates the modernisation of air traffic management capabilities and ensures state-of-the-art technology. The company uses its ongoing experience with over 1,000 diverse customers to adapt and enhance effective support to meet

all customers’ needs. Compliance with ISO9001 reflects the company’s high quality management system, placing the customer first at all times.

Indra Navia is a Norwegian-based subsidiary of Indra Sistemas S.A. For more information, please visit www.indracompany.com.

SILvER MEMBER


Focal PointGerry Benz

Tel+47 90 69 23 10

TitleBusiness Support Manager

[email protected]



INECO (Ingenieria y Economia del Transporte, S.A.)

Membership Silver

General DirectorJavier Cos

Websitewww.ineco.com

Emailinternacional@ ineco.es

Head OfficePaseo de la Habana, 138 28036 Madrid Spain

Telephone+34 91 452 12 00

Fax+34 91 452 13 79

Ineco, a consulting and engineering company highly specialised in the transport sector with more than 40 years of experience, has been a key element in the development of transport infrastructure in Spain. Ineco has an extensive international presence and works in more than 40 countries. The company is notably active in the sectors of aeronautics, railways, urban transport and roads. Ineco´s shareholders are the strongest state owned transport companies in Spain; among them Aena, the Spanish airports and air navigation systems operator. With a workforce of 3500 professionals Ineco provides integrated solutions for all its clients, with a commitment for innovation and the latest technology. More specifically in the area of the air navigation systems, the main areas of expertise are: Research, development and implementation of ATM Systems. Technical development of air navigation systems;

particularly the communication, navigation, surveillance and information systems required for ATM (CNS) Use of satellite navigation systems in all modes of transport.

We offer a wide range of services to organisations across the globe, including:

• ATS Provision (ATC, AFIS)• Strategic Plans (ATM Master Plan)• CNS/ATM infrastructure Planning

and Development • Airspace Design and Organisation• ATC Operations• Safety Management and safety

cases• Flight procedures design (PBN

Implementation)• Design and development of software

tools• Development of GNSS systems and

their applications• CNS/ATM training• ATM Environmental studies• Economic studies

SILvER MEMBER


Focal PointEugenia Ortiz

Tel+34 91 452 13 51

Emaileugenia.ortiz@ ineco.es

I

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Indra Sistemas

Membership Silver

CEOJavier de Andres

Websitewww.indracompany.com

[email protected]

Head OfficeAvda. de Bruselas, 35 28108 Alcobendas (Madrid) Spain


Fax+34 916271010

Indra is the premier Information Technology Company in Spain and a leading IT multinational in Europe and Latin America. It is ranked among the three first European companies in its sector according to stock market capitalisation, and it is one of the three Spanish companies with more investment in R&D. In 2009, revenues reached EUR 2.976M, of which a third comes from the international market.

The company employs more than 35,000 professionals and has clients in more than 100 countries with 30 subsidiaries worldwide. Indra is organised around the following vertical markets: Defence and Air Traffic; Ground Transport & Homeland Security, Energy and Industry; Telecom and Media; Finance and Insurance and Public Administration and Healthcare.

Indra has over 30 years experience in ATM. Its ATC, Surveillance Radars, Navaids, Communications and Airports Systems are operational in all continents over 96 countries in more than 1200 installations. Indra’s extensive product portfolio includes forefront technology applications of 4D trajectory FDP, AIS, vCS, CDM, A-SMGCS, ADS-B, MLAT, or WAM. It provides country-wide systems on a turnkey basis. Indra invests €20 million per year in R&D and plays a leading role in SESAR.

Over the years we have gained comprehensive insight into each business and crafted solid relationships with customers. This knowledge, coupled with latest-generation technology, allows Indra to create unique in-house solutions and services for each market segment.

SILvER MEMBER


Focal PointEmeric Osmont

Tel+34 916271958


[email protected]


Integra A/S

Membership Silver

CEOPeter Thorsen

Websitewww.integra.dk

[email protected]

Head OfficeTrørødvej 63B 2950 vedbaek Denmark


Fax+45 45660510

Integra was established in 1988 and is an independent Danish consultancy company with its headquarters in Troeroed, north of Copenhagen. Integra work internationally within the aviation sector and we suport a long line of national and international organisations in the solution of complex problems within our key competencies (management, regulations, projects, safety and CNS).

A key element of Integra’s strategy is to provide independent, high-quality consultancy services that attach value to our customers’ business at a reasonable cost. All services provided by Integra are tailored to the individual customer and its specific environment and are based on standard concepts and methods to ensure integrity.

SILvER MEMBER


Focal PointPeter Thorsen

Tel+45 45660044

TitleCEO

[email protected]

I

Inmarsat Global Limited

Membership Silver

Chairman & CEOAndrew Sukawaty

Websitewww.inmarsat.com

Head Office99 City Road, London EC1Y 1AX, United kingdom

Telephone+44 (207) 728 1243

Fax+44 (207) 728 1193

Inmarsat has been at the forefront of mobile satellite services for more than 32 years and is the leading provider of global voice, data and IP communications solutions.

We deliver mission-critical communications where terrestrial networks don’t go or are ineffective.

Inmarsat owns and operates a fleet of 11 satellites providing seamless mobile voice and data communications around the world, enabling users to make phone calls or connect to the internet - whenever and wherever they need - on land, at sea or in the air.

We also offer unrivalled expertise in a range of cross-platform mobile and fixed satellite, microwave and wireless technologies.

You can buy Inmarsat services and solutions directly, or through our worldwide network of independent distribution partners and service providers.

SILvER MEMBER


Focal PointGary Colledge

Tel+44 (207) 728 1243

TitleAeronautical Product and Safety Services Management

[email protected]

I



Iridium Communications

Membership Silver

CEOMatthew Desch

Websitewww.iridium.com

Head Office1750 Tysons Boulevard, Suite 1400, McLean vA 22102, USA

Telephone+1 (703) 287 7400

Fax+1 (703) 287 7530

As the provider of the only mobile voice and data satellite communications network that spans the entire globe, Iridium is the world leader in reliable solutions for markets that require truly global communications, including the aviation, maritime, consumer mobile, M2M, and defense industries. Through its portfolio of products, its dedication to innovation and the development of the most cutting-edge communications devices and services available, and its alignment with a network of 250 partners focused on changing the way people and organisations connect, operate and live, Iridium is a vital component of the global communications infrastructure.

Iridium aviation solutions offer advanced communication capabilities that improve the connectivity, safety and efficiency of every kind of air transport. Iridium is the leader in operational communications solutions for the cockpit, offering aviation organisations unparalleled products and services that

are efficient and reliable, and small enough in size and weight to cut costs without compromising connectivity. Additionally, Iridium and its partners leverage their core voice and data services capabilities to provide the next generations of solutions in air safety, operational efficiency and cockpit communications. FANS 1/A over Iridium – which earned FAA approval in July 2011 – is providing a practical alternative for ANSPs needing to expand data link service, and a workable, cost-effective way for commercial and business aviation markets to equip their fleets more quickly. Already the optimal satellite service for aircraft operational communications because of the high reliability, global reach and efficiency of its aviation services, Iridium is on the cusp of providing the world’s first continuous, global ADS-B coverage, starting as early as 2017, through the launch of the Iridium NEXT satellite network – the largest commercial space underway today – scheduled for deployment in 2015.

SILvER MEMBER


Focal PointDon Thoma

Tel+1 (703) 287 7422

TitleEvP of Marketing

Emaildon.thoma@ iridium.com

I

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Intelcan Technosystems Inc.

Membership Silver

President and CEOGeorges Ata

Websitewww.intelcan.com

[email protected]

Head Office69 Auriga Drive Ottawa Ontario Canada k2E 7Z2

Telephone+1 613 228 1150

Fax+1 613 228 1149

Intelcan is an innovative Canadian corporation with proven expertise in complex, CNS/ATM and airport infrastructure projects. Our aptitude has been developed over the past 35-plus years and deployed in more than 60 countries.

As a manufacturer and systems integrator, Intelcan has seamlessly incorporated its own systems and the best available third-party equipment for the benefit of its worldwide clients. Intelcan’s in-depth knowledge of current products in the industry and innovative approach to solving existing operational constraints serve as the foundation in the development of its leading-edge systems. These products focus on creating stronger solutions to fill unavailable features in today’s market and are developed in full compliance with ICAO and Eurocontrol standards.

As a major player in airport infrastructure projects, Intelcan designs and constructs

intricate projects from air traffic control towers to complete airport construction.

Intelcan’s comprehensive customer support programs ensure that our mission critical systems that are installed around the world are fully operational, providing a high level of safety and performance that the aviation industry can rely on. Staffed by technical experts in all aspects of aviation, Intelcan’s Customer Support Group offers full life-cycle support services. In-depth familiarity with international requirements and hands-on experience with installation and commissioning of systems enables Intelcan to provide around the clock service to ensure that all of its systems worldwide achieve the highest operational availability for our customers.

Headquartered in Ottawa, Canada, since its establishment in 1973, Intelcan has expanded into, Cuba, Bulgaria, Cyprus, Spain, France, korea, South Africa and recently, a research and development facility in Montreal, Canada

SILvER MEMBER


Focal PointAmanda Ellis

Tel+1 613 228 1150


Emailamandae@ intelcan.com


LAIC Aktiengesellschaft

Membership Silver

CEO George Parobek

Websitewww.laicatc.com

Head OfficePilatusstrasse 38, Lucerne, CH-6002 Switzerland

Telephone+41 (0)41 210 6100

Fax+41 (0)41 410 2975

The LAIC Group of companies bring specialist, high quality, innovative, and sophisticated products and services to Airports and Air Navigation Service Providers (ANSP). LAIC have delivered superior consultancy, system development, and service provision to the Air Traffic Control, Air Traffic Management, and Air Transport industry for over 22 years with a range of Civil Aviation Authority and ISO9001 accredited solutions and services for all aspects of air navigation management.

LAIC are headquartered in Lucerne, Switzerland with additional facilities in the Uk, Czech Republic, and France and comprise a team of dedicated technical industry experts and consultants, working in partnership and collaboration with their customers to meet the challenges that the industry presents them, today and in the future.

LAIC’s Air Traffic Control systems division, formerly known as Ifield Computer Consultancy Limited (ICC), deliver the ATRAk® suite of solutions, for Air Navigation Service Providers. ATRAk forms an integral role in air traffic management, for air traffic controllers and back office operations respectively, and can be configured and customised to run in a number of different modes to suit the needs of Air Navigation Service Providers of any scale or volume of air traffic flow.

SILvER MEMBER


Focal PointGeorge Parobek

Tel+41 (0)41 210 6100

TitleCEO

J

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Jeppesen

Membership Silver

President & CEOMark van Tine

Websitewww.jeppesen.com

Head Office55 Inverness Drive East, Englewood, CO 80112, USA

Telephone+1 (303) 799 9090

Jeppesen is the leading source of worldwide data for flight navigation and flight operation support systems. Jeppesen offers instrument navigation charts in paper format as well as in state-of-the-art electronic applications. Our airport moving map is widely embraced as a valuable situational awareness tool and an aid to avoiding runway incursions.

Jeppesen NavData® offers digital data which can be delivered in multiple configurations to meet the needs of a wide variety of flight management system (FMS), GPS and ATC equipment. Jeppesen also offers advanced airspace and airport simulation/modeling services to help airlines, air navigation service providers and airports optimise their operations. This is supported by full procedure design capability, which includes expertise in RNP (required navigation performance) procedures, as well as AIP production services.

Jeppesen has a dedicated Industry Relations staff which works closely with over 200 countries, territories and aviation authorities around the world to help resolve source differences across country borders, request clarifications on AIP source data, provide training in new technologies such as RNP, and generally assist aeronautical source providers meet the challenges of our rapidly changing aviation industry. Jeppesen is a subsidiary of The Boeing Company.

SILvER MEMBER


Focal PointMichael Lewis

Tel+1 (303) 328 4580

Titlevice President of Government and Industry Affairs

[email protected]



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LFv Aviation Consulting AB

Membership Silver

Managing DirectorLars Haakansson

Websitewww.lfvaviationconsulting.se


Head OfficeLFv Aviation Consulting vikboplan 11 SE-601 79 Norrkoeping Sweden

Telephone+46 (0)11 19 20 00

Fax+46 (0)11 13 07 11

Aviation Consulting in areas such as:Airport Management and Air Traffic

Management, including Air Space and Navigation services. CNS-services, Master plans and all kind of Training in aviation at Airports (operational side) and training in Air Navigation Services.

SILvER MEMBER


Focal PointLars Haakansson

Tel+46 (0)11 19 20 00


[email protected]

LEMZ R&P Corp.

Membership Silver

Director GeneralGennadiy Benderski

Websitewww.lemz.ru

Head Office110 Dmitrovskoye Shosse, 127411, Moscow, Russia

Telephone+7 095 484 6010

Fax+7 095 485 0388

Research and production corporation ‘Lianozovo Electromechanical Plant’ (LEMZ R&P Corp.) is an enterprise that is specialised in the field of development and manufacture of radar complexes and control systems of various purpose.

The plant was based in 1935 and initially was engaged in repair and manufacture of passenger railway carriages. In 1951 the plant was redesigned for manufacture of complicated radio-electronic equipment. And as late as next year manufacture of radio communication lines and radar stations was mastered by the plant.

LEMZ participated in realisation of a number of important national programs, for example, in equipping with radar means of Air Traffic Control automated systems “Strela” in Russia (Rostov zone), in Ukraine (kiev zone) and in Belorussia (Minsk zone), in creation of a landing complex for the Soviet space shuttle “Buran”, in creation of

low-altitude detector for air-defense missile complex S-300PMU.

The main developer of products manufactured by the plant is the incorporated design bureau (former “LIRA” design bureau) that during 57 years of its existence was engaged in more than 300 research and development projects and practically all of them were handed over into quantity production at LEMZ.

In 2002 LEMZ was reorganised from a Federal State Unitary Enterprise into a joint-stock company and included into “Almaz-Antey” Concern as its part. In April of 2006 the JSC «LEMZ» was reorganised into JSC «LEMZ Research and Production Corp.», and design bureau “LIRA” was integrated into it as a structural unit.

Having about 60-year experience of development and manufacture of radio-engineering equipment, LEMZ R&P Corp. became one of leading suppliers of radar equipment.

SILvER MEMBER


Focal Pointvictor Tikhiy

Tel+7 495 484 6010

TitleDirector for Marketing and FER

[email protected]


N New Mexico State University Physical Science Lab

Membership Silver

Director, Technical Analysis and Applications CenterSteve Hottman

Websitewww.psl.nmsu.edu

[email protected]

Head OfficeCorner of Stewart and Espina Las Cruces, NM 88003

Telephone+1 575 993 8232

Fax+1 575 646 9600

NMSU/PSL has unique FAA regulatory research experience. NMSU/PSL staff has extensive knowledge of FAA regulations and processes and has applied this knowledge to developing approaches toward a UAS regulatory framework.

NMSU/PSL has served on and is serving on several industry UAS standards committees, both national and international, such as RTCA, ASTM, and EUROCAE in Leadership roles and workgroup contributors. NMSU/PSL is serving on a congressional panel regarding southwest border security. This task force has reviewed a number of technologies, including UAS, for border surveillance. NMSU/PSL has also conducted border planning meetings with over 40 Federal, state, international, and local border authority organisations to define the role of UAS in their diverse areas of responsibility.

NMSU/PSL, as UAS subject matter experts, have experience chairing the ICAO UAS Study Group, and in briefing the Air Navigation Bureau that represented Operations and Airworthiness, Communications, Navigation, and Surveillance (CNS), Air Traffic Management, and Accident Investigation and Prevention, and representatives of select member countries. Additionally, the European Union has invited NMSU/PSL on multiple occasions to brief member countries on suggested UAS regulatory approaches and activities within the USA.

NMSU/PSL is currently serving as CANSO Co-Chair of the Collaborative Airspace Workgroup UAS Task Force. Internationally, NMSU/PSL is recognised as a valuable source of UAS knowledge and expertise. This led to NMSU/PSL being one of the few American institutions invited to attend the recently held European Commission Workshops on UAS.

SILvER MEMBER


Focal PointDoug Davis

Tel+1 575 993 8232

TitleDirector, Global UAS Strategic Initiatives

Emailddavis@ psl.nmsu.edu

Micro Nav Ltd

Membership Silver

CEOMike Male

Websitewww.micronav.co.uk

Emailsales@ micronav.co.uk

Head OfficeGild House 64-68 Norwich Avenue West Bournemouth, BH2 6AW United kingdom

Telephone+44 (1202) 764 444

Fax+44 (1202) 545 079

Micro Nav is a leading specialist in simulation and training systems for civil and military ATC and airport operations, airport design and fighter control. Micro Nav develops, delivers and supports systems worldwide for both civil and military authorities and has a proven track record dating back to 1988.

Micro Nav’s range of simulation products include the BEST (Beginning to End for Simulation and Training) Air Traffic Control simulators, the Fighter Controller simulator, the Airside Driver Trainer, the Aircraft Marshalling Trainer and the Fast Airport Builder, offering new levels of affordability, versatility and realism.

Fast Airport Builder is a unique modelling tool that allows users to create 3D visual models of their airports plans quickly and easily themselves. The models run directly with the Micro Nav advanced tower simulators.

Micro Nav also specialises in providing simulation engines, or stimulators, to drive real ATC equipment. The simulated data streams match exactly the formats and physical links of the real world radar, flight plan and other data sources. The combined systems give the ultimate fidelity for on-console training and for the testing of new equipments. Capacity limits, emergency capabilities and safety nets can be tested accurately and reliably.

SILvER MEMBER


Focal PointMartin Wise

Tel+44 (1202) 764 444

TitleSales and Marketing Director

[email protected]

M



NNorthrop Grumman

Membership Silver

CEOCharles Houseago

Websitewww.northropgrumman.com

Emailsales@northropgrumman international.com

Head OfficeNorthfields Market Deeping Peterborough PE6 8UE

Telephone+44 1778 345434

Northrop Grumman provides a wide variety of technology based solution across the globe. The Information Systems sector provides advanced solutions that deliver timely, enabling information where it’s needed most for its military, intelligence, civilian, state, local and commercial customers.

PARk AIR RADIOSThe Park Air ground-to-air radio

portfolio covers all ground-based vHF and UHF communication needs for air traffic control. The extensive PAE portfolio of transmitters, receivers, transceivers and control equipment, provide a unique range of expertise in the design, development, systems integration, installation and long term support of airspace communication systems.

AIRPORT SYSTEMS Northrop Grumman has a dedicated

airports group, with over 20 years’

experience in airport operations, to provide products and services targeted at airport management. The first of these offerings is a software based Airport Realtime Collaboration (ARC) tool.

ARC is a technology and services capability designed to support collaborative decision making across all airport operations. It provides the airport community with more accurate and timely information for enhanced decision making and improved coordination of airport operations.

The ARC technology uses existing infrastructure to deliver a common situational awareness picture through web-based geographical and tabular views of the airfield operations. ARC is supported by a Professional Services team for technology and business process implementation.

SILvER MEMBER


Focal PointEmma Barnard

Tel+44 1778 345434

TitleMarketing Executive

[email protected]

NLR (Nationaal Lucht- en Ruimtevaartlaboratorium)

Membership Silver

General DirectorMichel A.G. Peters

Websitewww.nlr.nl

[email protected]

Head OfficeAnthony Fokkerweg 2 1059 CM Amsterdam The Netherlands

Telephone+31 88 5 113 113

Fax+31 88 5 113 210

The National Aerospace Laboratory (NLR) is the key knowledge enterprise for aerospace and air transport technology in the Netherlands. For more than ninety years it has been our mission to ensure greater sustainability, safety and efficiency through innovation in aviation. With world-class expertise and state of the art facilities NLR is highly skilled to fulfil the needs of our stakeholders in the aviation sector, thus strengthening the innovativeness, competitiveness and effectiveness of government and companies. NLR has a staff of 700 professionals, dedicated to innovation in aerospace.

SILvER MEMBER


Focal PointMarja Eijkman

Tel+31 88 5 113 503

TitleManager NLR Air Transport Division

[email protected]

N


Project Boost

Membership Silver

CEO / Director Richard Powell

Websitewww. projectboost.co.uk

Head Office8 Bure Homage Gardens, Christchurch, Bournemouth, BH23 4DR, Uk

Telephone+44 (0)770 612 7149

Project Boost are a highly skilled team of aviation and project management leaders. Equipped with extensive knowledge of ATM worldwide, including European and North American ATM through SESAR and NextGen, Boost offer client solutions with measured performance improvements. Bespoke business strategies support the seamless global air navigation objective ensuring clients have the most relevant and efficient solution for their environment. The support of CANSO is met with implementation of business enhancements that meet all stakeholder requirements with a guaranteed delivery of ongoing benefits against regulatory targets. The Boost Project Management capability moves strategy into results with proven techniques that work anywhere in the world.

SILvER MEMBER


Focal PointRichard Powell

Tel +44 (0)770 612 7149

TitleCEO / Director

[email protected]

P

NTT Data Corporation

Membership Silver

CEOHideaki Ushida

Websitewww.nttdata.com

[email protected]

Head OfficeToyosu Center Building, 3-3, Toyosu 3-cho me, koto-ku, Tokyo 135-6033

Telephone+813 3532 5413

Fax+813 5546 9094

Since established in1988, NTT DATA CORPORATION has accumulated expertise over the entire process, from consulting to system construction and operation. We have done so through the development of socially embedded, mission-critical IT system infrastructures for such sectors as public administration, healthcare, finance and settlement, as well as in solutions that answers our customers’ management issues.

Besides, NTT DATA CORPORATION has 30 years of experience in the Aviation Domain, and provided ATM, RDP, ADS and many other systems in this domain. We have an Unix-based Flight Procedure Design system for more than 10 years. Two of ICAO IFPP advisors are working in NTT DATA Group.

SILvER MEMBER


Focal PointMizuki Asaba

Tel +813 3532 5453

TitleSales Sector Public Division

Emailasabam@ nttdata.co.jp

N



R

QQuintiq

Membership Silver

CEOvictor L. Allis

Websitewww.quintiq.com

[email protected]

Head OfficeBruistensingel 500, PO Box 264 5201 AG’s Hertogenbosch The Netherlands

Telephone+31 (73) 691 0739

Fax+31 (73) 691 0754

Quintiq provides advanced employee & resource scheduling and supply chain optimisation software solutions.

This fast-growing company, established in 1997, offers and implements software for planning and optimising complex business processes throughout the enterprise.

The company’s worldwide headquarters are located in the Netherlands and the USA, with subsidiaries in Australia, China, Finland, Germany, Italy, Malaysia, Switzerland and the United kingdom. Quintiq systems are implemented in 76 countries worldwide.

For more information, please visit our website: www.quintiq.com

SILvER MEMBER


Focal PointStephan van Wouwe

Tel+31 (73) 691 0739

TitleMarketing Executive

[email protected]

Rockwell Collins, Inc.

Membership Silver

Director, Strategic Initiatives Richard E. Heinrich

Websitewww. rockwellcollins.com

Head Office400 Collins Road NE,

Cedar Rapids, Iowa 52498, USA

Telephone+1 (319) 295 1625

Fax+1 (319) 295 0649

Rockwell Collins is a pioneer in the design, production and support of innovative solutions for our customers in aerospace and defense. Our expertise in flight-deck avionics, cabin electronics, mission communications, information management and simulation and training is strengthened by our global service and support network spanning 27 countries. Working together, our global team of nearly 20,000 employees shares a vision to create the most trusted source of communication and aviation electronics solutions.

Our aviation electronics systems and products are installed in the flight decks of nearly every air transport aircraft in the world. Our airborne and ground-based communication systems transmit nearly 70 percent of all U.S. and allied military communication. Whether developing new technology to enable network-centric operations for the military, delivering

integrated electronic solutions for new commercial aircraft or providing a level of service and support that increases reliability and lowers operational costs for our customers throughout the world, we deliver on our commitments.

SILvER MEMBER


Focal PointRichard Heinrich

Tel+1 (319) 295 1625

TitleDirector, Strategic Initiatives

[email protected]


S

S Saab AB

Membership Silver

PresidentGunilla Fransson

Websitewww. saabgroup.com

[email protected]

Head OfficeTorshamnsgatan 32A,

164 84 Stockholm, Sweden

Telephone+46 (8) 580 84000

Fax+46 (8) 752 8172

Saab serves the global market with world-leading products, services and solutions ranging from military defence to civil security. Saab has operations and employees on all continents and constantly develops, adopts and improves new technology to meet customers’ changing needs. Saab has 13,800 employees. Annual sales are EUR 2,5 billion. Research and development corresponds to about 20 percent of annual sales. In the ATM domain Saab is a progressive and reliable partner with strong focus on creating efficient solutions to meet the emerging needs of the ATM world.

Saab solutions are strongly focused on achieving decreased cost, increased capacity, increased security, and lower environmental foot-print. Saab’s offer includes:

• Tower Solutions - Remotely Operated TWR,ROT

- Transportable TWR, TRE-TWR, - Integrated TWR, i-TWR • Flight Data Systems - Electronic Flight Strip, e-strip - Flight Data Processing, FDP • Weather Systems - ATIS - AWOS • Surveillance - Radar Display, RDP - A-SMGCS - ADS-B • Navigation Aids & Flight Inspection - Installation - Inspections • Flow Control - Approach Manager, AMAN - Departure Manager, DMAN • Radar Extractor & Command Control • Turnaround Process - Collaborative Descision Making - Airline Operation Centre - Net Centric Airport

SILvER MEMBER


Focal PointPer Ahl

Tel+46 734 374479

TitleDirector BD International

Emailper.ahl@ saabgroup.com

Rohde & Schwarz GmbH & Co. kG

Membership Silver

Executive vP & Head of Radiocommunications Systems DivisionHerbert Rewitzer

Websitewww. rohde-schwarz.com

[email protected]

Head OfficeMuehldorfstrasse 15 81671 Munich Germany

Telephone+49 89 4129 0

Fax+49 89 4129 12164

For nearly 80 years, Rohde & Schwarz has stood for quality, precision and innovation in all fields of wireless communications. The company is strategically based on four pillars: test and measurement, broadcasting, secure communications, radiomonitoring and radiolocation.

For several decades now, Rohde & Schwarz has supplied radiocommunications systems for a wide range of applications in the aviation sector: More than 200 airports around the world deploy Rohde & Schwarz radiocommunications systems. In 2011, the company enhanced its product portfolio for air traffic control by adding voice communications systems. These systems are based on a product from Topex SA, a company in which Rohde & Schwarz acquired a majority interest in 2010. As a result, Rohde & Schwarz can offer complete, IP-based single-source system solutions,

from the microphone at the CWP to the radio antenna.

The Executive Board is made up of Manfred Fleischmann (Chairman), Christian Leicher and Gerhard Geier. As an independent, family-owned company, Rohde & Schwarz generates its growth from its own resources. Since the company is not bound by quarterly thinking, it can plan for the long term. Currently 8400 employees worldwide contribute to the success of Rohde & Schwarz. In the 2010/2011 fiscal year (July to June), the company generated a net revenue of €1.6 billion.

Rohde & Schwarz has a fine-meshed service and sales network in over 70 countries. Exports account for approx. 90 percent of revenues. In addition to the Munich headquarters, there are regional headquarters in the US (Columbia) and in Asia (Singapore). Rohde & Schwarz is a high-tech company that thrives on innovations, and around 16 percent of the annual net revenue is invested in research and development.

SILvER MEMBER


Focal PointStephan krafft

Tel+49 89 4129 11307

TitleHead of Sales ATC/AD Communications Systems

[email protected]



S

SSaudi Arabian Airlines

Membership Silver

Chief ExecutiveEng. khalid Al Mulhim

Websitewww.saudiairlines.com

Head OfficeP.O. Box 620 cc901 21231 Jeddah

Telephone+966 (2) 684 2610

Fax+966 (2) 684 1890

Saudi Arabian Airlines started out in 1945 with a single twin-engine DC-3 (Dakota) HZ-AAX given to king Abdul Aziz as a gift by the U.S. President Franklin D. Roosevelt. This was followed months later with the purchase of two more DC-3s, and these formed the nucleus of what in few years later was to become one of the world’s largest airlines.

Today Saudi Arabian Airlines has some one hundred and thirty-nine (139) aircraft, including the latest and most advanced wide-bodied jets presently available.

SILvER MEMBER


Focal PointMohammed Howsawi

Tel+966 2 684 2610

TitleChief Flight Dispatch

[email protected]

Saab Sensis Corporation

Membership Silver

President & CEOMr. Marc viggiano

Websitewww. saabsensis.com

Emailinfo@ saabsensis.com

Head Office85 Collamer Crossings East Syracuse, NY 13057 USA

Telephone+1 315 445 0550

Fax+1 315 445 9401

Saab Sensis Corporation provides surveillance, information technology, and simulation and modeling to the world’s air navigation service providers, civil aviation authorities, airports, airlines and militaries. The company’s airport surface safety (A-SMGCS) and wide area surveillance (WAM and ADS-B) are the most field-proven in the industry, providing ANSPs with precise surveillance and advanced warning of runway conflicts at the busiest airports and the most challenging remote locations.

Saab Sensis’ Aerobahn airport surface management system is the industry’s most widely deployed system for airport and airline operations personnel to proactively manage surface operations for greater efficiency and collaborative decision making (CDM). The company has pioneered the integration of multiple disparate systems, such as surveillance, flight strips and communications, into a single, scalable Air

Traffic Control tower operating concept along with the development of remote towers for the safe, on-time operation of multiple airports from a single remote center. Saab Sensis’ modeling, simulation and analysis capabilities are helping to shape tomorrow’s air traffic control systems through applied research and decision support tool development. These and our other related solutions are providing the foundation for safe, efficient air travel today while developing the next generation of solutions and tools that address future system-wide needs.

SILvER MEMBER


Focal PointSandra Schilling

Tel+1 315 634 3084

TitleSenior Event Professional

[email protected]


SITA

Membership Silver

CEOFrancesco violante

Websitewww.sita.aero

[email protected]

Head Office26 Chemin de Joinville 1216 Geneva Cointrin Switzerland

SITA is owned by the worldwide airline community and tasked by the community with providing them telecommunications and IT application services.

SITA was created in 1949 to provide data messaging and has grown to provide a wide portfolio of aircraft, airport, passenger, and aviation security services.

SITA’s aircraft and ground network services are used by Air Navigation Service Providers to communicate with each other and with aircraft.

SILvER MEMBER


Focal PointPhilip Clinch

Tel+1 7703033767

TitlevP Aircraft Services

Emailphilip.clinch@ sita.aero

SENASA

Membership Silver

PresidentPablo Fernandez

Websitewww.senasa.es

Head OfficeAvenida de la Hispanidad 12 Madrid 28042 Spain

Telephone+34 91 301 9414

Fax+34 91 329 0131

Since its creation in 1990, SENASA has evolved into the organisation it is today, a dynamic company traditionally devoted to aviation as regards training, consultancy, and technical assistance. It has taken on a major commitment to Air Safety and the Environment, which allows it to play a more significant role in the various activities, which make up the whole aeronautical sector.

SILvER MEMBER


Focal PointFrancisco vergara Ogando

Tel+34 91 301 9443

TitleATCO and ATM Training Center Director

[email protected]

S

S



Washington Consulting Group, Inc. (WCG)

Membership Silver

Executive vice PresidentJeff Griffith

Websitewww.washcg.com

[email protected]

Head Office4915 Auburn Ave. Suite 301 Bethesda, Maryland 20814 USA

Telephone+1 301 656 2330

Fax+1 301 656 1996

WCG has established a solid track record of successful performance in a wide range of efforts in over twenty-five years of business. With our wide range of expertise, WCG has been a critical asset in providing management, certification and proficiency training for air traffic systems throughout the world. Our highly qualified professional staff has distinguished itself for its knowledge of and sensitivity to technical problems, as well as our ability to appreciate cultural norms.

The Washington Consulting Group’s (WCG) Aviation Group offers professional services in the following areas: Air Traffic Control Training & Computer-based instruction; Aviation English Training and AE Testing; ATC Aptitude Testing; ATC Workforce Augmentation; Airspace and Manpower Assessments; Management and OJTI Training; and more.

It is WCG’s desire to be more than a service provider for our customer by building relationships based on trust and a commitment to the customer’s vision and goals. This requires focus, understanding and an absolute commitment to achieving the customer’s objectives.... and more. We accomplish this by a sincere interest in our customer’s operational and administrative environment, issues and objectives. This allows WCG to provide a service that is uniquely tuned to their needs, blends with their mission..... and always produces more than expected.

SILvER MEMBER


Focal PointAndrew kalnoske

TelUSA 301 674 3801

TitleDirector, ATC Operations & Training

[email protected]

W

W

STR-SpeechTech Ltd

Membership Silver

President & CEOCraig Dickson

Websitewww.speechtech.com

[email protected]

Head Office#212-1001 Cloverdale Avenue victoria, BC, Canada v8X 4C9

Telephone+1 250 477 0544

Fax+1 250 477 2540

STR-SpeechTech Ltd. (STR) is a leading supplier of text-to-speech systems for mission-critical broadcasting applications. Located in victoria, Canada, STR has been dedicated to meeting our customers’ needs for high quality speech and signal processing products for over 25 years. Our StarCaster® text-to-speech systems are deployed throughout the world at Air Traffic Control Towers and Flight Service Stations, where the ability to generate clear and consistent aviation information broadcasts is a key component of operational efficiency and safety. StarCaster systems adhere to ICAO and WMO standards and recommendations, and are recognised by the international air traffic management community for their reliability and ease of use.

STR is proud to have over 100 StarCaster ATIS, vOLMET and related systems installed at air traffic facilities throughout Canada and the United States, including facilities managed by Nav Canada, the FAA, the US Air Force, US Army and US Coast Guard. In addition, our growing international presence includes installations with ANSPs in Argentina, Aruba, Azerbaijan, British virgin Islands, Colombia, Egypt, Ghana, Iceland, Ireland, Iraq, Mexico and Nigeria.

SILvER MEMBER


Focal PointLaura Bowers

Tel+1 250.477.0544

TitleProduct Specialist

[email protected]


WIDE

Membership Silver

CEOWk kim

Websitewww.widecorp.com

[email protected]

Head OfficeLeaders Tower Building 7 FL 456, Gomae-dong, Giheung-gu Yongin-si, Gyeonggi-do 446-901 Republic of korea

Telephone+31 20 311 9797

Fax+31 20 311 9790

WIDE Corporation is specialised in flat panel displays for professional markets including Traffic Management (Air & vessel). We offer display solutions for Air Traffic Management, Tower Control and Ground Control.

WIDE headquarters is located in South korea, its international sales and marketing activities are handled by the regional subsidiaries WIDE USA (The Americas), WIDE Europe Bv in the Netherlands for the EMEA region, WIDE Asia and WIDE Japan.

SILvER MEMBER


Focal PointTeo de Lange

Tel+31 20 311 9797

TitleSales Manager

[email protected]

W

213 FOREWORDS

Inside CANSO

What is CANSO and what do we do?Introducing the Executive CommitteeIntroducing the Secretariat2012-2013 Advertising, Sponsorship & Exhibition Opportunities

216.

220.

222. 224.

Through its global events, CANSO brings together aviation thought leaders and experts to share knowledge, best practice and expertise. In this way, CANSO provides the leadership necessary for the transformation of ATM performance.


CANSO Members’ ATC Coverage

What is CANSO and what do we do?

CANSO – The Civil Air Navigation Services Organisation – is the global voice of the air traffic management industry. Through our Workgroups and events, CANSO Members share information and develop new policies with the ultimate aim of transforming air traffic management performance. CANSO also represents its Members’ interests at major regulatory and industry forums, including at ICAO, where we have official Observer status.

The Industry’s Global vision for a Seamless ANS

CANSO mission to transform ATM performance is designed to service the industry’s Global vision for a Seamless ANS. Developed in 1997 by CANSO Members, the Global vision identifies the areas of change needed within the regulatory and operational domains, as well as the issues we must address if we are to achieve a truly seamless ATM system.

217 INSIDE CANSO

Membership BenefitsThe membership of CANSO

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

Gold and Silver Associate Membership is open to all other organisations wanting to contribute to the transformation of global ATM performance.

Membership benefits include: • access to CANSO Workgroups and events (depending on Membership level) providing unrivalled networking opportunities and the chance to shape the future of ATM • access to the Global ATM Net - an extranet and extensive member database

• advertising and sponsorship discounts • promotion in CANSO media and news services • a free profile in this publication and on the CANSO Website • voting rights, and the chance to set the future direction of the Association • Membership is subject to the approval of the Executive Committee.

For more information visit www.canso.org/joiningcanso

The Industry’s Global vision for a Seamless ANS


CANSO Strategy Waypoint 2013

CANSO launched its Waypoint 2013 Strategy in June 2010 as the logical extension of the association’s first strategic plan, developed in 2005 and further refined during Imagine 2010. Waypoint 2013 seeks to move CANSO from “talking to doing”; building on its role as the global voice of ATM, while ”Leading the transformation of global ATM performance”. Objective 1: Be the clear voice of ANSPs Global representationToday CANSO unites more than 130 ANSPs (Full Members) and industry suppliers (Associate Members) from all over the world. The pace of membership acquisition since the inception of the Waypoint 2013 strategy outperformed the trend set in previous years.

Objective 2: Lead the Improvement of ANS performance CANSO’s three global Standing Committees in Safety, Operations and Policy are responsible for driving the improvement of ATM performance. They do this by bringing together subject experts and leaders from CANSO’s global membership, in order to share knowledge and experience, and develop best practice. In 2011, CANSO organised and ran approximately 40 Workgroup meetings all over the world. Furthermore, under Waypoint 2013 all regional activities support the goals of the global Standing Committees.Specific Waypoint 2013 deliverablesThe Waypoint Strategy is focused on delivering ‘quick wins’ in order to enhance the performance of the air traffic management system. Complementing the goals of the aforementioned Standing Committees and Workgroups, Waypoint 2013 outlines a number of priorities deliverables that CANSO will continue to work to deliver through 2012-2013:• Flexible use of airspace political influencing guidance and best practice sharing Performance- based Navigation implementation guidance and best practice sharing • AIS-AIM implementation guidance • Collaborative traffic management (CDM & ATFM) implementation guidance and best practice sharing • Current baseline for air/ground datalink and development of implementation guide.

Objective 3: Optimise the effectiveness of the organisation Driving ATM transformation2011 saw a major restructure of CANSO’s Standing Committees, enhancing coordination between global and regional activities while minimising the need for international travel for participating Members.Financing growthCANSO Member fees have remained unchanged since 2008, when CANSO expanded into the Asia-Pacific with its Regional Office in Singapore. Since then, CANSO has established new regions in the Middle East, Latin America and the Caribbean, and a Project Liaison Office dedicated to Africa. Furthermore, two new Standing Committees for Operations and Policy have been created while CANSO now supports more than 130 Members worldwide; a 20% increase in 2011 alone.

It is therefore vital that CANSO finds new sources of income to properly resource its activities. The annual ‘CANSO World ATM Congress’ launching in February 2013, is an important way CANSO will fund growth while minimising its reliance on member fees. Other initiatives are being developed to support the growth and financial security of the organisation, while efforts continue to strengthen financial management processes.HQ locationFinally, 2011 saw a detailed analysis of the most optimal location of CANSO’s HQ in order to facilitate stronger relationships with key aviation stakeholders. This work will continue through 2012.

219 INSIDE CANSO

Waypoint 2013 Full Members

Full Membergrowth trend

Associate Members

Associate Membergrowth trend

2007 2008 2009 2010 2011



Future SMSDevelopmentWorkgroup

SMS Performance Measurement

Workgroup



OperationalPerformanceWorkgroup

AIS-AIMWorkgroup

EnvironmentWorkgroup

BusinessPerformance Workgroup


Human ResourcesWorkgroup

Quality ManagementWorkgroup

CommunicationsNetwork

Africa LiaisonOffice

Safety StandingCommittee (SSC)

Operations StandingCommittee (OSC)

Policy StandingCommittee (PSC)

Regional Offices& ICAO Liaison

Asia-Pacific Regional Office

Latin America & the Caribbean Regional Office

Middle East Regional Office

European Regional Office

ICAO Liaison Office

Waypoint 2013 Objectives 1. Be the clear voice of ANSPs 2. Lead the improvement of ATM performance 3. Optimise the effectiveness of the organisation

New Members in 2011 New Full MembersAeroportos de Moçambique, E.P. (page 102)Airport & Aviation Services (S.L.) Limited (AASL) (page 100)Civil Aviation Authority of Bangladesh (CAAB) (page 116)Department of Civil Aviation, Republic of Cyprus (page 121)kenya Civil Aviation Authority (page 136)Maldives Airports Company Limited (page 142)Moldovian Air Traffic Services Authority (S.E. MoldATSA) (page 144)PNG Air Services Limited (PNGASL) (page 155) New Associate MembersAviBit Data Processing GmbH (page 186)ATECH Negócios em Tecnologia S/A (page 185)AZIMUT JSC (page 187)BT Plc (page 173)European Satellite Services Provider (ESSP SAS) (page 194)Guntermann & Drunck GmbH (page 195)INECO (Ingenieria y Economia del Transporte, S.A.) (page 199)Inmarsat Global Limited (page 200)Iridium Communications (page 201)New Mexico State University Physical Science Lab (page 204)NLR (Nationaal Lucht en- Ruimtevaartlaboratorium) (page 205)Northrop Grumman (page 205)NTT Data Corporation (page 206)Rockwell Collins, Inc. (page 207)Rohde & Schwarz GmbH & Co. kG (page 208)SENASA (page 210)STR-SpeechTech Ltd. (page 211)

CANSO Membership Growth, 2007-2011

Waypoint 2013 Overview


Introducing the Executive Committee

Role of the Executive CommitteeThe CANSO Executive Committee (ExCom) exercises executive powers and duties including the general management, oversight and control of the business, affairs, funds and property of the organisation, as well as the auditing of CANSO accounts. In addition, the ExCom sets the strategic direction for the Association, approves the work of the Secretariat, and ensures that members’ interests are represented at all times. The ExCom formally meets in March, June and October. An extraordinary meeting is sometimes held in January to focus on strategic planning.

APC3Asia-Pacific CANSO CEO Committee EC3European CANSO CEO Committee MEC3Middle East CANSO CEO CommitteeLAC3Latin America and Caribbean CANSO CEO Committee

Above RightMassimo Garbini Chair, EC3and Director General, ENAv S.p.A.

Above LeftPaul Riemens Chairmanand Chief Executive Officer, LvNL

Above MiddleGreg Russell vice Chairman, Chairman APC3and CEO, Airservices Australia

221 INSIDE CANSO

Top LeftMicilia Albertus-verboom Chair, LAC3Director General, NAATC

Top MiddleCapt. Mohammad Amin Al-Mustafa Chairman, MEC3and Chief Commissioner CARC

Top RightIgnacio Gonzalez Members at Large Representative and Director Air Navigation, Aena

Bottom LeftCarey Fagan Members at LargeExecutive Director of International Affairs, Federal Aviation Administration (FAA)

Bottom MiddleNeil Planzer Associate Member Representativeand vice President ATM, Boeing Air Traffic Management

Bottom rightYap Ong Heng Member at Largeand Director General, CAAS


Introducing the Secretariat

Through CANSO’s Head office in Amsterdam and a network of offices in Brussels, Jeddah, Johannesburg, Mexico, Montreal and Singapore, the Secretariat works to support the delivery of the association’s strategic objectives.

key positions within the secretariat are resourced through the generous secondment of experts from member organisations and CANSO wishes to thank these members for their continued support.

Director General Hester Lind Personal Assistant to the Director General

Administration Yvette de klein Office Secretary

Communications, Marketing & EventsEllen van Ree Programme Manager

Director General Samantha Sharif Director General (Interim) and Director Industry Affairs

Industry AffairsDavid Maynard Operations Programme Manager (on secondment from the FAA)

AdministrationSteve Rouse Finance Analyst

Communications, Marketing & EventsAnouk Achterhuis Head of Events

Industry Affairs Maggie Geraghty Safety Programme Manager

Communications, Marketing & EventsLouise Lovén Communications Coordinator

ICAO Liaison OfficeBernard Gonsalves Assistant Director Technical Affairs

AdministrationEsther Brouwer Office Manager

Communications, Marketing & EventsTimothy Hoy Head of Communications

ICAO Liaison OfficeEugene Hoeven Director ICAO Affairs

Communications, Marketing & EventsLisa SteiofEvents and Marketing Assistant

Americas Regional OfficeJavier vanegas Director Latin American & Caribbean Affairs

Africa Liaison Office Boni Dibate Project Liaison Officer, Africa Region (on secondment from ATNS)

Middle East Regional Office Salem Jahdli Director Middle East Affairs (on secondment from GACA)

European Regional Office vanessa Rullier-Francaud Manager Regulatory and Social Affairs

European Regional OfficeGuenter Martis Director European Affairs

Asia-Pacific Regional OfficeChiang Hai Eng Director Asia-Pacific Affairs (on secondment from CAAS)

European Regional Office Dimitra Ballard European Communications and Administration Officer

223 INSIDE CANSO


Advertising, Sponsorship & Exhibition Opportunities 2012-2013

Websitewww.canso.org is the one-stop resource for the air traffic management industry. It is home to Airspace Magazine and CANSO’s ATM Jobs Board, attracting more than 30,000 visits every month. visitors frequently return to read the latest updates, download new publications, and find out more about CANSO activities and access key information about upcoming and past events. As a result, web advertisements are viewed frequently by key target groups, including senior directors and CEOs. To discuss event sponsorship or publications/online/website advertising opportunities, please contact:

Gillian ThompsonSales Manager Telephone +44 (0) 1273 771 020Mobile +44 (0) 7718 976 026Fax +44 (0) 1273 770 070Email [email protected]

A wide range of international companies and organisations, including some of the biggest names in aviation, take advantage of CANSO’s extensive advertising, sponsorship and exhibition opportunities to achieve their marketing objectives.

ConferencesCANSO Conferences and events are renowned for their leading programme content and high level speakers. Operating on a regional level in Europe, the Middle East, Africa, Asia-Pacific and Latin America & the Caribbean, one single trip to a CANSO event gives you the opportunity to meet with key industry colleagues, ANS partners, suppliers and leading industry thinkers from around the world.

CANSO events are valued for their stimulating discussions and unrivalled networking opportunities, as well as for providing an ideal platform to promote air traffic management related products and services.

To see the full list of CANSO events taking place in 2012-2013 visit www.canso.org/events. Publications & OnlineCANSO’s publications are a vital source of industry news, information and thought leadership.

2012 hard copy, email and online options include:• Airspace Magazine Quarter 3 and 4: PDF sent to more than 3,000 subscribers• CANSO News: published 11 times per year. PDF and html email sent to more than 6,500 subscribers• Regional Newsletters (Update Africa, Asia-Pacific, Europe, Middle East, and ICAO – published quarterly and sent to up to 1,000 subscribers each)• CANSO ATM Report & Directory 2013

CANSO media and events are developed specifically for ATM leaders and decision-makers. As a result, CANSO is uniquely placed to provide cost-effective promotional opportunities that deliver significant return on investment.

CANSO exists to promote the best interests of its members. We take pride in building strong and lasting relationships and providing the best possible service.

225 INSIDE CANSO

Glossary

A-CDMAirport-Collaborative Decision making

ACIAirports Council international

ADS-B Automatic Dependent Surveillance – Broadcast

AIMAeronautical Information Management

AIPAeronautical Information Publication

AISAeronautical Information Services

ALTAAsociación Latinoamericana y del Caribe de Transporte Aéreo (Latin American and Caribbean Air Transport Association)

CDAContinuous Descent Approaches

CDOContinuous Descent Operations

CDMCollaborative Decision Making

CNSCommunica-tions, Navigation and Surveillance

ECEuropean Commission

EUEuropean Union

CNSCommunica-tions, Navigation and Surveillance

ETSEmissions Trading Scheme

FAAFederal Aviation Administration

FABFunctional Airspace Block

FABECFunctional Airspace Block Central Europe

FMSFlight Management System

ANConf/1212th Air Navigation Conference

ANSAir Navigation Services

ANSPAir Navigation Services Provider

ASBUAviation System Block Upgrade

ATAGAir Transport Action Group

ATCAir Traffic Control

ATMAir Traffic Management

ATSAAir traffic situational awareness

ATSUAir Traffic Services Unit

BPWGBusiness Performance Work Group

CAACivil Aviation Administration/Authority

CANSOCivil Air Navigation Services Organisation

FPL2012Flight Plan 2012

GANPGlobal Air Navigation Policy

GANISGlobal Air Navigation Industry Symposium

IATAInternational Air Transport Association

ICAOInternational Civil Aviation Organisation

IFATCAInternational Federation of Air Traffic Controllers’ Associations

IFSETICAO Fuel Savings Estimation Tool

NATSNational Air Traffic Services

NextGen The US Next Generation Air Transportation System

NGAPNext Generation Aviation Professional

OPD Optimised Profile Descent

OSCOperations Standing Committee

PBNPerformance Based Navigation

PSCPolicy Standing Committee

QMQuality Management

RNPRequired Navigation Performance

RNAvArea Navigation

SARPsICAO Standards and Recommended Practices

SESSingle European Sky

SESARSingle European Sky ATM Research

SIDsStandard Instrument Departures

SMSSafety Management System

SSCSafety Standing Committeee

STARsStandard Terminal Arrival Routes

SWIMSystem Wide Information Management


GlossaryIndustry termsMember indexIndex to advertisers

Members Index

Full Members

100 Airport & Aviation Services (S.L.) Limited

101 Aeronautical Radio of Thailand (AEROTHAI)

102 Aeroportos de Moçambique, E.P.103 Air Traffic & Navigation Services

(ATNS)104 Aeropuertos Españoles y

Navegación Aérea (Aena)105 Air Navigation And Weather

Services, CAA (ANWS)106 Air Navigation Services of the Czech

Republic (ANS Czech Republic)107 Airports Authority of India (AAI)108 Airservices Australia109 Airways New Zealand110 Angkasa Pura I111 Austro Control112 Avinor AS113 AZANS114 Belgocontrol115 BULATSA116 CAAB117 Civil Aviation Authority of Singapore

(CAAS - Singapore)118 Jordan Civil Aviation Regulatory

Commission (CARC)119 Civil Aviation Authority of Uganda120 Department of Airspace Control

(DECEA)121 Department of Civil Aviation,

Republic of Cyprus (DCA Cyprus)122 DFS Deutsche Flugsicherung GmbH

(DFS)123 DHMI124 DSNA125 ENAv S.p.A126 Estonian Air Navigation Services

(EANS)127 Federal Aviation Administration Air

Traffic Organization128 Finavia Corporation129 General Authority of Civil Aviation

(GACA)130 General Civil Aviation Authority

(GCAA)131 Hellenic Civil Aviation Authority

(HCAA)132 HungaroControl133 ISAvIA134 Irish Aviation Authority (IAA)135 kazaeronavigatsia136 kenya Civil Aviation Authority137 Latvijas Gaisa Satiksme (LGS)138 Letové prevádzkové služby (LPS SR)139 Luchtverkeersleiding Nederland

(LvNL)140 The LFv Group141 Luxembourg ANA142 Maldives Airports Company Limited143 Malta Air Traffic Services Limited

(MATS)144 Moldovian Air Traffic Services

Authority (S.E. MoldATSA)

145 NANSC146 National Air Traffic Agency (NATA)147 NATS148 National Airports Corporation

Limited149 NAv CANADA150 Naviair151 NAv Portugal152 Netherlands Antilles Air Traffic

Control N.v. (NAATC)153 Nigerian Airspace Management

Agency (NAMA)154 Office de l’Aviation Civile et des

Aeroports (OACA)155 Papua New Guinea Air Services Ltd156 Prishtina International Airport J.S.C.157 Polish Air Navigation Services

Agency (PANSA)158 PT Angkasa Pura II (Persero) (APII)159 Romanian Air Traffic Services

Administration (ROMATSA)160 Sakaeronavigatsia (Georgian Air

Navigation Ltd)161 Serbia and Montenegro Air Traffic

Services SMATSA llc162 Serco163 Servicios a La Navegación en el

Espacio Aéreo Mexicano (SENEAM)164 skyguide165 Slovenia Control166 State ATM Corporation167 State Enterprise Oro Navigacija168 Tanzania Civil Aviation Authority169 Ukrainian State Air Traffic Service

Enterprise (UkSATSE)170 U.S. DoD Policy Board on Federal

Aviation

Gold Members

171 Abu Dhabi Airports Company172 Airbus ProSky173 BT Plc174 Boeing ATM175 FREQUENTIS AG176 GroupEAD Europe S.L177 ITT Exelis178 Lockheed Martin179 Metron Aviation180 Raytheon181 Selex Sistemi Integrati S.p.A.182 Telephonics Corporation, ESD183 Thales

Silver Members

184 Adacel Inc.184 ARINC Incorporated185 Air Traffic Control Association –

Japan185 ATECH Negócios em Tecnologia

S/A186 Aviation Advocacy Sarl186 AviBit Data Processing GmbH187 Avitech AG187 AZIMUT JSC

188 Barco Orthogon GmbH188 Booz Allen Hamilton189 Brüel & kjaer EMS189 Comsoft GmbH190 Department of Transport (DoT, Abu

Dhabi)190 Dubai Airports191 EADS Cassidian191 EIZO Technologies GmbH192 Emirates192 Entry Point North193 Era Corporation193 Etihad Airways194 European Satellite Services Provider

(ESSP SAS)194 Fokker Services B.v.195 GE Aviation’s PBN Services195 Guntermann & Drunck GmbH196 Harris Corporation196 Helios197 HITT Traffic197 Honeywell International Inc. /

Aerospace198 IDS - Ingegneria Dei Sistemi S.p.A.198 Indra Navia AS199 Indra Sistemas199 INECO (Ingenieria y Economia del

Transporte, S.A.)200 Inmarsat Global Limited200 Integra A/S201 Intelcan Technosystems Inc.201 Iridium Communications202 Jeppesen202 LAIC Aktiengesellschaft203 LEMZ R&P Corp.203 LFv Aviation Consulting AB204 Micro Nav Ltd204 New Mexico State University

Physical Science Lab205 NLR (Nationaal Lucht- en

Ruimtevaartlaboratorium)205 Northrop Grumman206 NTT Data Corporation206 Project Boost207 Quintiq207 Rockwell Collins, Inc.208 Rohde & Schwarz GmbH & Co. kG208 Saab AB209 Saab Sensis Corporation209 Saudi Arabian Airlines210 SENASA210 SITA211 STR-SpeechTech Ltd211 Washington Consulting Group, Inc.

(WCG)212 WIDE

227 INSIDE CANSO

ATM. Better decisions deliver better outcomes.

Safer skies?Increasing air traffic efficiencymakes new solutions essential

Long-termsupport?Offering a complete rangeof extended services

Cyber security?Ensuring data integrity protectionagainst cyber threats is vital

Optimising controller workloads?Providing integrated technology enablescontrollers to focus on their primary roles

Greener ATM?Optimising flight profiles with reducedholding patterns, cuts carbon emissionand fuel consumption

Growing aircraft numbers make Air Traffic Management morecomplex. Thales TopSky-ATM Solutions help to make the skiessafer, greener and more efficient. Our industry-leading initiatives,components, systems and services are integral to the SESARprogramme in Europe and NextGen in the US. Thales is trusted

by key ATM decision makers across 180 nations and an impressive 2 out ofevery 3 planes around the world land and take-off with the help of Thales.

To learn more about our TopSky-ATM Solutions, scan the QR code or visit thalesgroup.com

C30440.004_Thales_CANSOdir_2012_297x210_v1_ATM 22/02/2012 11:13 Page 1

CANSO ATM Report & Directory

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