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Remarks of CANSO Director General, Jeff Poole, at the CANSO Latin America &
Caribbean Conference in Mexico City on 2 December 2014
Welcome to Mexico City, for the 6th annual CANSO Latin America and Caribbean Conference;
and many thanks to SENEAM for hosting this important event for the air traffic management
industry.
Much has happened since we met in Curacao 18 months ago, not least of which was the
Football World Cup this summer. I know I speak for all of us when I say how proud we are of
the way that DECEA successfully handled the huge increase in domestic and international air
traffic. It demonstrates the effectiveness of good planning, coordination and partnership and
will act as a good rehearsal for the Olympics in 2016. CANSO is proud to represent the interests
of such ANSPs in the region.
The CANSO Latin America and Caribbean region was established only four years ago. Since
then, CANSO has worked vigorously to represent the best interests of its Members as the voice
of air traffic management in the region. CANSO has been instrumental in promoting key ATM
issues with regulators, governments and industry partners. It has also organised seminars and
training; facilitated best practice exchange; and collaborated with partners to drive the
transformation of ATM performance.
The region has many challenges, including: implementing key operational measures such as
performance-based navigation (PBN), ICAO’s top air navigation priority; fragmentation of
airspace across the region; and securing investment to implement airspace modernisation and
upgrade programmes. But the region also offers many opportunities, including the benefits that
the rapid growth of aviation is bringing to the region.
Economic benefits of aviation in the region
At last year’s conference in Curacao, now 18 months ago, I spoke about the importance of
aviation in this region. Since then ATAG – the Air Transport Action Group, of which CANSO is a
member – has updated its report, Aviation: Benefits Beyond Borders. In the LAC region,
aviation has further increased its economic impact:
The air transport industry in the region directly generated an estimated 840,000 jobs in
2012. And if we take the catalytic impacts, including tourism, 4.9 million jobs are
supported by aviation. These jobs will double to 9.8 million by 2032.
1
Aviation contributes $153 billion in GDP in the region and GDP contribution will grow 155
percent to $389 billion by 2032.
The region’s air navigation service providers (ANSPs) handled 3.3 million flights in 2012,
carrying 226 million passengers.
Over the next 20 years aviation will grow on average 5.4 percent a year. Growth in the
region outpaced global growth by 60 percent in 2012.
What conclusions can we draw from these impressive figures? First, there is a direct link
between growth in aviation and sustainable GDP growth. And, second, aviation has a vital role
in providing the connectivity that drives economic and social development and provides access
to markets.
Investing in infrastructure
These economic benefits should encourage governments to support aviation but many
governments do not ‘get it’. We therefore need to demonstrate clearly to governments and
decision-makers that aviation provides connectivity; acts as a catalyst to boost their GDP
growth, particularly for developing countries; helps the international community plan its
sustainable development goals; boosts tourism; and provides access to markets.
We need to explain how investment in infrastructure, particularly ATM infrastructure, will
improve efficiency. We have to speak to the right people in government: not just transport but
economic and foreign affairs, including tourism departments. We must also enlist the support
of our partners, including airlines and airports but also the travel and tourism industry.
In September I spoke at the World Travel and Tourism Council Americas Summit in Lima and
last week I received an invitation to participate in the World Tourism Forum in Switzerland.
Platforms like these are an important part of CANSO’s advocacy – ensuring the ATM message
gets out to a targeted audience. We are the invisible part of the aviation value chain so we
must work twice as hard to get our messages across to decision-makers.
Vision 2020
As we promote the benefits of aviation and the impact its growth is having on economies, we
must also ensure we can provide the means to manage this growth. Since the last LAC
conference we launched Vision 2020, the first-ever strategic framework for the ATM industry,
with 126 global and regional deliverables in the supporting Work Plan, of which 11 are specific
to the LAC region.
Vision 2020 is the catalyst for CANSO’s objective to transform global ATM performance, to
enable airlines to fly in seamless airspace globally across ‘invisible’ borders. It is a very clear
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commitment from CANSO and the ATM industry to deliver and to create value for Members and
stakeholders.
But we cannot do it alone and we are pleased that we have the support and commitment of
industry partners, governments and regulators to make it happen.
Aviation System Block Upgrades
One of the key elements in CANSO’s Vision 2020 is the implementation of ICAO’s Aviation
System Block Upgrades known as ASBUs. The ASBU modules are also an important part of the
Port of Spain Declaration that gives clear implementation targets with dates.
We fully understand that some ANSPs have more resources than others and that is why we are
providing assistance on implementation to those ANSPs that need it. We are fully involved in
training and educating States and ANSPs on the ASBUs. CANSO has organised several ASBU
seminars that help States assess their level in relation to ASBUs and recommend their way
forward. We have produced an ASBU Implementation Guide. At last year’s conference, some of
you will remember the session run by MITRE that focused on the needs and dependency
analysis. And we are offering 5-day ASBU implementation training courses around the world. I
would like to see one of these courses held in this region so if any ANSP is willing to host please
let us know.
Importantly, we are working in partnership with ICAO, IATA, ACI, States and other
organisations to ensure effective implementation across the region. For example, CANSO is
working with RTCA and IATA on an initiative to use the RTCA Task Force methodology to
existing ICAO Regional Plans. My good friend Carlos Cirillo of IATA will explain a little more on
this in the next session.
Performance-based navigation
ASBUs provide additional focus on the implementation of performance-based navigation. PBN is
ICAO’s highest air navigation priority and benefits include: improved safety through more
straight-in instrument approaches with vertical guidance; increased airspace capacity; increased
airport accessibility; more efficient operations; reduced infrastructure costs; and reduced
environmental impact.
We all need to do a better job of explaining these benefits and ensuring not only that ANSPs
are PBN capable but also that airlines fully accept PBN and ensure they have the appropriate
avionics and their crews are trained. This is where effective partnership and collaboration is
essential.
States must also play their part. In the region the 2014 target set by ICAO for PBN
implementation stands at 53.8%, well above the global average, but still some way to go. In
order to improve this figure we need to focus on: training - not just in ATM but pilots,
regulators and airspace designers; coordinate PBN implementation among all stakeholders; and
3
avoid duplication - there are still too many examples of overlapping and duplicative activities,
tools and training.
CANSO will continue to play its part: we provide practical information on implementing PBN to
States and ANSPs; organise seminars and workshops; and we are producing a “CANSO PBN
Best Practice Guide” to be published shortly.
Collaborative decision making and air traffic flow management
Collaborative decision making (CDM) helps us roll-out more efficient techniques such as
continuous climb and descent operations that improve efficiency, save fuel and reduce noise.
And air traffic flow management (ATFM) optimises traffic flows according to air traffic control
capacity while enabling airlines to operate safe and efficient flights. SENEAM has inaugurated its
‘SMART’ air traffic flow management unit at the Mexico ACC and is planning to introduce in
other ACCs. SENEAM’s coordination and collaboration with the FAA is a great example of
regional flow management.
The operations workshop after this conference focuses on how airport-collaborative decision
making boosts efficiency with a practical exercise, putting A-CDM into practice for city pairs.
CANSO also helped with the recent global ATFM conference here in Mexico with Members
including AEROTHAI and Metron Aviation providing best practice case studies.
Safety
Safety is our industry’s number one priority. In this region CANSO has produced a number of
programmes and tools to enhance safety in aviation. The CANSO Safety Management System
Standard of Excellence has been produced by CANSO safety experts including Members. And I
know that several Members are using it to enhance their safety, including SENEAM and DGCTA.
DGCTA is auditing and measuring safety culture across the organisation and is working with the
regulator to ensure there is an effective and efficient reporting system in place.
Associate Members have an important role to play in helping ANSPs with the practical steps to
implement a safety management system. This also provides our Associate Members with
commercial opportunities.
I know that other ANSPs that are not CANSO Members are also benefitting from CANSO’s
advice – I hope this will lead to them becoming CANSO Members.
And after this conference, the safety workshop will provide practical advice on establishing
effective safety management systems. It will also focus on runway safety, providing guidance
on setting up a runway safety team and using the CANSO runway safety tools.
This is an area where the CANSO global runway safety programme is already making a
difference in reducing unstable approaches and runway excursions. ANSPs such as SENEAM are
taking advantage of the programme. All this helps States achieve the targets in the Port of
4
Spain Declaration to reduce runway excursions in the region 20% by 2016 compared to the
2007-2012 regional average.
We will continue to do everything we can to promote our runway safety tools across the region
via conferences, meetings, training courses and seminars.
Benchmarking is also an important benefit of CANSO membership and Members in the region
have participated in the SMS Standard of Excellence Measurement and Safety Performance
Benchmarking Data Survey. The results will enable ANSPs to measure their performance against
global averages.
Allowing ANSPs to act as normal businesses
I have talked today about the measures that ANSPs are taking and need to take to transform
ATM performance. These measures depend on the ability of an ANSP to make informed
decisions based on a sound business case. But all too often such decisions are taken out of an
ANSP’s hands due to the ownership structure and business models of many ANSPs in the LAC
region. Most ANSPs are still owned by States, and many are run by the military.
But whether they are State-owned, corporatised, privatised or part-privatised, ANSPs should be
allowed to operate as normal businesses, with a focus on the customer and on performance.
Rather than relying too heavily on regulatory mechanisms, policy makers should consider the
various elements of good governance that drive ANSP performance, including the separation of
regulation from service provision. States should set the requirements and performance targets,
focusing on outputs rather than prescriptive requirements, to encourage the necessary changes
based on normal commercial judgments, rather than stifle them through micro-management.
A further advantage of removing the barriers to business-like approaches in ATM is that
investments would need to be supported by solid business cases, so funding could be obtained
from the private sector rather than governments.
Flightyield
One benefit of enabling ANSPs to act as normal businesses is that they would be able to take a
fresh approach to revenue management. Just as airlines and telecommunication providers have
developed sophisticated yield management systems to provide user choice and optimise return
on investments, ANSPs need a modern, sophisticated, and purpose-built solution to optimise
yields on ATC investments and on the airspace assets being managed by them. Addressing the
inefficiencies by implementing an effective billing, collection and revenue management system
can deliver significant operational and financial benefits to ANSPs and their customers.
That is why we launched Flightyield as a next-generation “quality service from CANSO”, with
the capability to transform aviation billing, collection and revenue management, resulting in
reduced costs and increased efficiency.
5
Instead of ANSPs manually collecting overflight fees from each airline separately, Flightyield will
provide a single point of contact to automatically capture, calculate, rate, invoice and collect
overflight fees from all airlines. The good news is that Flightyield is producing results for the
ANSPs that are using it. These ANSPs are reporting higher returns and lower costs.
However, the most important benefit and key value propositions of the Flightyield service is its
ability to support the introduction of sophisticated charging regimes, without a resulting
increase in cost and complexity. With Flightyield, ANSPs can offer premium and performancebased services and increasingly granular ‘user-pays’ pricing. That’s a significant financial and
operational benefit to ANSPs whose existing systems don’t allow for differential charging based
on individual flight profiles.
Conclusion
In conclusion, there are quite a few challenges for air traffic management in the LAC region but
a lot of opportunities. I am very pleased with the progress that has been achieved in the four
years that CANSO has had an office in the region, and I look forward to other ANSPs in the
region joining CANSO and taking advantage of the great benefits CANSO offers its Members
For the future, most importantly, we must continue the good work we are already doing in
safety – encouraging more ANSPs to take advantage of the excellent CANSO tools on safety
management systems and runway safety among others. But I believe strongly that we must
also focus on three key areas to secure the benefits of improved ATM performance in the Latin
America and Caribbean region:
Talking more to the real decision-makers about the economic benefits of aviation and
convincing them of the importance of investing in ATM infrastructure.
Using the opportunities offered by the implementation of ASBUs to modernise and
upgrade ATM in the region and in particular make progress in implementing PBN.
And further strengthening the partnership with ICAO, States and our industry colleagues
to truly transform ATM performance in this important and growing region.
We hope you enjoy the Conference discussions and make full use of the numerous social and
networking opportunities during your stay in Mexico City. Many thanks to SENEAM for hosting
this conference as well as our various sponsors and exhibitors for their generous and invaluable
support. Finally, please join me in thanking the staff of SENEAM and CANSO who have worked
tirelessly to make this a successful, valuable and enjoyable Conference.
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Many thanks to
our Host
Opening
Ceremony
Javier A. Vanegas
Director Latin America &
Caribbean Affairs
CANSO
Opening
Ceremony
Jeff Poole
Director General
CANSO
Opening
Ceremony
Micilia Albertus-Verboom
Chair LAC3, CANSO &
Director General, DC-ANSP
Opening
Ceremony
Melvin Cintron
Regional Director, Selectee
ICAO NACC Office
Opening
Ceremony
Jorge Fernandez
Deputy Regional Director
ICAO NACC Office
Opening
Ceremony
Claudio Arellano
Director General
SENEAM
Air Navigation and
Barriers
Javier A. Vanegas
Director Latin America &
Caribbean Affairs
CANSO
Air Navigation and
Barriers
Jose Manuel Peña
Director
ECASA Cuba
Sexta Conferencia para
Latinoamérica y el Caribe de la
Organización Civil de
Proveedores de Servicios de
Navegación Aérea (CANSO)
Ciudad de México, México,
1 al 3 de diciembre de 2014
Sexta Conferencia para Latinoamérica y el
Caribe
Retos y oportunidades
ANSP en Cuba
El Instituto de Aeronáutica Civil
de Cuba ha designado a la
Empresa Cubana de Aeropuertos
y Servicios Aeronáuticos como la
encargada de suministrar los
Servicios de Navegación Aérea.
ANSP en Cuba
EMPRESA CUBANA DE AEROPUERTOS Y SERVICIOS AERONÁUTICOS
La Empresa Cubana de Aeropuertos y Servicios
Aeronáuticos (ECASA S.A.) se crea en 1995 cuando
adquiere la propiedad sobre la red de aeropuertos
situados estratégicamente a todo lo largo del país, a su
vez también constituye una organización subsidiaria de la
Compañía Holding denominada, Corporación de la
Aviación Civil Cubana S.A. (CACSA S.A.)
ANSP en Cuba
EMPRESA CUBANA DE AEROPUERTOS Y SERVICIOS AERONÁUTICOS
Es una empresa de alcance nacional que cuenta con
representación en las regiones más importantes del país,
teniendo su Casa Matriz en La Habana.
ANSP en Cuba
EMPRESA CUBANA DE AEROPUERTOS Y SERVICIOS AERONÁUTICOS
MISIÓN
"Garantizar los servicios Aeroportuarios, Aeronáuticos,
Comerciales y de Aprovisionamiento de Combustible, de
acuerdo a los estándares de seguridad, regularidad y eficiencia
establecidos para la aviación civil internacional a tripulaciones,
aerolíneas, pasajeros, concesionarios y demás clientes, con el
objetivo de satisfacer sus expectativas y lograr mejoras
constantes en los parámetros de rentabilidad."
Servicios de Navegación
Aérea
ANSP en Cuba
• El tráfico aéreo en la FIR Habana en los últimos
años, ha crecido a un ritmo promedio del 2.5
por ciento anual y se pronostica que los
movimientos de aeronaves, definidos por la
cantidad de sobrevuelos a la FIR, se mantenga
en el próximo quinquenio a nivel del 2.0 por
ciento al año.
ANSP en Cuba
MOVIMIENTO ANUAL IFR
273088
267470
259104
262519
241736
2009
2010
2011
2012
2013
ANSP en Cuba
FACILIDADES Y RECURSOS HUMANOS
•
•
•
•
Torres de control:
ACC:
Empleados:
Total de ATCOs:
17
1
706
181
Resultado
significativo
Establecer Acuerdos para apoyar
Plan mundial de
navegación aérea
(GANP)
Mejoras por Bloques
del Sistema de
Aviación (ASBU)
PLAN NACIONAL DE IMPLEMENTACIÓN
DE NAVEGACIÓN AÉREA BASADO EN LA
PERFORMANCE PARA LA REPÚBLICA DE
CUBA.
PLAN NACIONAL DE IMPLEMENTACIÓN DE
NAVEGACIÓN AÉREA
• Establece las prioridades nacionales descritas como
Objetivos Nacionales de Performance (NPO).
• Se cumplirá dentro del período 2013 a 2018,
alineados con las prioridades mundiales de
navegación aérea.
• Responde a indicadores y métricas regionales
acordados basados en performance y los Formatos
de Notificación de Navegación Aérea de las ASBU de
la OACI (ANRF).
OBJETIVOS NACIONALES DE PERFORMANCE
1.
2.
3.
4.
5.
6.
7.
8.
9.
IMPLEMENTACION DE LA NAVEGACION BASADA EN LA
PERFORMANCE (PBN).
IMPLEMENTACIÓN DEL USO FLEXIBLE DEL ESPACIO AÉREO (FUA).
MEJORAR EL EQUILIBRIO ENTRE DEMANDA Y CAPACIDAD (DCB).
MEJORAR LA COMPRENSIÓN SITUACIONAL.
MEJORAR LA CAPACIDAD Y EFICIENCIA DE LAS OPERACIONES EN
LOS AERÓDROMOS.
OPTIMIZACIÓN Y MODERNIZACIÓN DE LA INFRAESTRUCTURA DE
COMUNICACIONES.
IMPLEMENTACIÓN DE LA GESTIÓN DE LA INFORMACIÓN
AERONÁUTICA (AIM).
MEJORAR LA DISPONIBILIDAD DE INFORMACIÓN
METEOROLÓGICA.
MEJORAR EL SISTEMA DE BÚSQUEDA Y SALVAMENTO (SAR).
Desafío actual del ANSP en Cuba
• Establecer programas de implementación
hacia un enfoque basado en la performance,
a fin de lograr mejoras al sistema de
navegación aérea y beneficios ambientales,
evitando al mismo tiempo procesos costosos
de implantación.
IMPLEMENTACIÓN DE LAS
MEJORAS POR BLOQUES DEL
SISTEMA DE AVIACIÓN EN EL
ANSP
Implementación ASBU
• Inicios del 2014 se
establece el Grupo de
Trabajo en el IACC.
• Se aprueba el Plan de
Actividades del Grupo
de Trabajo para la
implementación del
Bloque 0.
Creación de los Subgrupos de Trabajo
en el ANSP
B0-25 FICE
B0-84 ASUR
Subgrupo CNS
B0-75 SURF
B0-30 DAIM
B0-105 AMET
Subgrupo AIM
Subgrupo MET
B0-65 APTA
B0-35 NOPS
B0-102 SNET
B0-05 CDO
B0-20 CCO
B0-10 FRTO
Subgrupo ATM
Creación de los Subgrupos de Trabajo
en el ANSP
Programa de Trabajo para la
implementación Bloque 0 en el ANSP
Cada Subgrupo de
Trabajo mantiene
su programa de
implementación.
Implementación Bloque 0
Módulos
B0-65 APTA
B0-35 NOPS
B0-102 SNET
B0-05 CDO
B0-20 CCO
B0-10 FRTO
Tareas en desarrollo
- Se diseñaron los procedimientos de aproximación y SID/STAR PBN del
100% de los aeropuertos internacionales.
- Se diseñan los procedimientos PBN de los aeropuertos nacionales de
Guantánamo, Playa Baracoa y Nueva Gerona.
- Determinación de la carga de los sectores del ACC como base para la
implementación del Sistema de Gestión de Flujo (ATFM).
- Se desarrollan las Alertas de conflictos a corto y mediano plazo
(STCA/MTCA), de proximidad (APW) / Alertas de altitud mínima de
seguridad (MSAW).
- El 8 de Enero 2015 entran en efectividad el 30% de los aeropuertos
internacionales (Cayo Coco, Camagüey y Holguín).
- El 8 de Enero 2015 entran en efectividad el 30% de los aeropuertos
internacionales (Cayo Coco, Camagüey y Holguín).
- Se elaboró un proyecto de realineamiento y nuevas rutas en la FIR
Habana en fase de revisión por IACC, para implementar en 2015.
Implementación Bloque 0
Módulos
B0-25 FICE
B0-84 ASUR
Tareas en desarrollo
- Implementación MEVA III. En fase de contratación entre AVIAIMPORT
y el proveedor. Debe estar listo en marzo 2015.
- Transición de la AFTN a la AMHS, para implementarse en 2015.
- Implementación de AIDC. CPL- LAN fase1 implementada con Mérida y
Miami, se gestiona extender a COCESNA.
- Implementación de ADS- B. Contamos con 6 estaciones ADS-B en
funcionamiento experimental. Se trabaja en el desarrollo de los
servidores del Sistema Automatizado ATM RADCON M.
- Implementación de una posición de Multilateración en el país.
IMPLEMENTACIÓN DEL
SMS
Seguridad Operacional
• El crecimiento esperado en la región también
representa un importante desafío y
representaran riesgos adicionales para la
seguridad operacional de la aviación y
plantearan la necesidad de mejorar la
eficiencia conforme la infraestructura alcance
sus picos de saturación y el tráfico aumente.
Cuba muestra estabilidad satisfactoria en la
performance de la seguridad operacional en
los últimos 5 años.
Implantación del SMS en el ANSP
2009
• Implantación fases 1 y 2. Elaboración
documentos /Procesos Reactivos.
2010
• Establecimiento del Indicador de
Seguridad (K ATS)
2013
• Establecimiento de tres nuevos
Indicadores y Metas de Seguridad.
Evaluación de la Seguridad Operacional
KATS ≤ 0,216
0.224
0.171
0.152
0.110
2011
2012
2013
2014
KATS = Total incidentes/Total vuelos controlador x 10000
Nuevos Indicadores y Metas de Seguridad
INDICADORES DE SEGURIDAD
• Incidentes del tipo Resolución TCAS.
• Incidentes de Reducción de mínimas de separación (AIRPROX).
• Incidentes de Penetración en zonas Prohibidas y Restringidas (Procedimiento).
• Índice de Incidentes ATS (K ATS).
METAS DE SEGURIDAD
• Un incidente del tipo Resolución TCAS por cada 250000 vuelos controlados.
• Tres incidentes de Reducción de mínimas de separación (AIRPROX) por cada
250000 vuelos controlados.
• Un incidente de Penetración en zonas Prohibidas y Restringidas (Procedimiento)
por cada 250000 vuelos controlados.
• Mantener un Índice de Incidentes ATS menor o igual a 0,216 por cada 10 000
vuelos controlados (K ATS).
SMS / QMS
PROCEDIMIENTOS ESPECÍFICOS:
– Identificación de Peligros y Gestión de Riesgos.
– Notificación e Investigación de Sucesos ATS.
– Instrucción periódica en simuladores.
– Monitoreo de imágenes radar.
– Monitoreo de grabaciones de voz.
Incidentes ATM
12
Incidentes
10
9
8
6
6
6
4
4
4
2
3
0
2009
2010
2011
2012
2013
2014
Incidentes ATM por tipo
Reducción de mínimas de
separación
Riesgo de Colisión
4
5
3
4
3
4
3
3
3
2
1
1
1
1
2
1
2
1
1
1
0
0
2009
2010
2011
2012
2013
0
2014
2009
2010
2011
Procedimientos
4
3
3
2
2
2
2013
2014
2
1
0
0
2010
2011
0
2009
2012
2012
2013
2014
Resultados de la evaluación de la
Seguridad Operacional en la FIR
Habana
LHD
SMS
(valor)
(evaluación)
REDUCCION DE MINIMAS
MEDIO
TOLERABLE
PENETRACION EN MUP
BAJO
TOLERABLE
RESOLUCION
TCAS
MEDIO
TOLERABLE
Tipos de Incidentes
PROFESIONALES EN EL
ANSP
Situación de los profesionales
• Con los cambios que se introducen en el país,
se espera que en los próximos cinco años, una
cantidad considerable de la actual generación
de profesionales aeronáuticos se jubilará y
además la aviación compite con otros sectores
de la industria por profesionales altamente
calificados, por lo que se han adoptado
estrategias para mitigar la escasez de personal
aeronáutico.
Estrategias de mitigación
• Aplicar la capacidad de planificación de recursos
humanos a nivel nacional;
• Aplicar la capacidad de instrucción de recursos
humanos a nivel nacional;
• Asociarse con la industria para satisfacer sus
necesidades de instrucción;
• Implementar enfoques basados en las
competencias;
• Establecer y aplicar la capacidad de retención de
recursos humanos a nivel nacional.
EXPECTATIVAS CON
CANSO
Expectativas
• Recibir de CANSO todo el apoyo necesario
para implementar las Mejoras por Bloques
del Sistema de la Aviación (ASBU).
• Potenciar la preparación de nuestros
profesionales para enfrentar los retos
actuales y futuros.
GRACIAS
Air Navigation and
Barriers
Juan Carlos Trabanino
Air Navigation Director
COCESNA
Air Navigation and
Barriers
Carlos Cirilo
Regional Director, SFO, The Americas
IATA
Air Navigation and
Barriers
Cyriel Kronenburg
Vice President
Aireon
ATM barriers
Political
• Limited cross border cooperation
• Lack of system harmonization and date sharing
• Chasing “advanced” standards
Cultural
• Conservative Industry
• Individual approach
• Technology vs. delivering capabilities
Financial
• High costs of physical infrastructure
• Continuous avionics cycle
• Fragmentation, Duplication
Geographical
• Physical regional infrastructure challenges
• Large airspace sizes with relatively low volume
Removing physical barriers
Removing physical barriers
Breaking barriers
Political
• Cross FIR border ADS-B surveillance
• Seamless surveillance transition
• Fast track ASBU compliance (SWIM, Surveillance)
Cultural
• Using existing and proven ADS-B technology
• Allowing all ANSP’s to develop at the same pace
• Partnership between ANSP’s
Financial
Geographical
• No physical installation of infrastructure
• Utilizing all existing ADS-B avionics capabilities
• Significantly reducing line of sight barriers
• Global coverage, including mountains, remote and
oceans
Breaking barriers
•
•
•
•
•
•
Optimize existing technology
Expand beyond the “comfort barrier”
Industry approach through partnerships
Enable optimal use of avionics capabilities
Harmonization
Deliver capabilities and tangible benefits
Deliver optimum routes / trajectories with the
highest possible level of safety at lower costs
Human Resource
Management
Kapri Kupper
Operations Programme Manager
CANSO
Human Resource
Management
Frederico José Moretti
da Silveira
Chief Human Resources and
Administration
DECEA
OBJETIVO
SUBDEPARTAMENTO DE ADMINISTRAÇÃO
DO DECEA
Department of Airspace Control
Integration
Civil
Militar
DECEA
Resources Shared
Hiring Process
• Escola de Especialistas da Aeronáutica – EEAR
Air Force Sargeant School
•Instituto de Controle do Espaço Aéreo – ICEA
Airspace Control Institute
•Instituto de Psicologia da Aeronáutica – IPA
Air Force Institute of Psychology
Desirable Profile
Assertive
Communicatio
n
Focused and
Divided
Attention
Planning and
decision-making
Abstract Reasoning,
Spatial Reasoning
and Speed of
Thought
Unwanted Profile
Insecurity
Introversion
Poor
Concentration
Lack of
Commitment
Training
After Graduation
 Tower
Approach
Center
Military Ops.
Critical Situations
OBJETIVO
Thank You!
SUBDEPARTAMENTO DE ADMINISTRAÇÃO
Gracias!
DO DECEA
Obrigado!
Human Resource
Management
Betty Castaing
Air Navigation Technical Coordinator
IDAC
The Dominican Institute of
Civil Aviation
The Dominican Republic Civil Aviation Authority is
the Dominican Institute of Civil Aviation (IDAC).
Which regulate, certify, oversee and promote the
aeronautic activity, as well as provide air navigation
services.
Strategic Goals
Our strategic goals are oriented to the efficient
growth of the industry, supported by the integration
of safety
management and the customer
satisfaction.
Flight Information Region
Header
The
Direction
of
Air
Navigation
(DINA)
Area responsible for planning, organizing and
managing the Air Navigation Services.
Evaluates the system needs turning them into
actions and projects referring to new infrastructure
and equipment to provide the service within our
FIR.
The Air Navigation Services HR Structure
Text
The Air Navigation Services HR Structure
ATM = Air Traffic Management
CNS= Communication, Navigation, Surveillance
AIM = Aeronautical Information Management
SMS = Safety Management System
Header
Look at the Environment and Align Plans
Strategy of
National
Development
IDAC’s
Strategic
Plan
Air Navigation’s
Strategic Plan
Main Axes
Infrastructure
Human
Resources
Regulations
Sound
Air Nav
System
Main Axes
Human
Resources
Safety
Which Way?
Production
Protection
Human Resources Approach in IDAC
•High Salaries
•Recognition
•Huge investment
•Career Opportunity
•ASCA
•National Law
•Aviation Law
•Internal Policies
Incentives
Adequate
Regulatory
Frame
Constant
Training
Organizational
Culture
•Performance Focus
•Internal Communication
System
• ISO/OHSAS Certification
Continuous Challenges
Production
Protection
To Think About…
In times where circumstances change as fast as the
clock’s hands, closure to a problem will always be
the opening of others.
Aviation will always face new challenges and goals,
either because of compliance of standards,
implementation of new technologies or the
constant training required.
In every case there will always be a common
component…People.
To Think About…
It is our own challenge to provide the point of
balance that meet every stakeholder’s expectations
and foster a solid and sound system.
IDAC is determined to make its contribution to the
development of the civil aviation supported in its
most important asset and common thread
worlwide, Human Resources!
Questions??
Text
Human Resource
Management
Thank You!
Human Resource
Management
Iván Tulcán Ormaza
Air Navigation Director
Ecuador CAA
THE DIRECTION OF AIR NAVEGATION
•DGAC IS THE AUTHORITY SERVICE PROVIDER AIR NAVIGATION.
•2 AIRPORT CONCESSION
•1 FIR
•1 CONTROL CENTER WITH 3 CONTROL POSITIONS
•20 AIRPORTS CONTROLLED
•4 INTERNATIONAL AIRPORTS
•COMPOSITE AIR NAVIGATION BUREAU FOR : AIR TRAFFIC, CNS, AIM,
SAR, COM AND WEATHER.
• TOTAL OF 400 TECHNICAL
IMPLEMENTATION AND TECHNOLOGY
INFRAESTRUCTURE LAST 5 YEARS.
•COMPLETE RENOVATION OF ALL
RADIO AIDS.
•INCREASED FROM 2 TO 9 SENSING
MONITORING.
•4 RADAR DISPLAY INTEGRATED
SYSTEMS.
•3 NEW AIRPORTS.
•INTELLIGENT SYSTEMS ATC.
•AIR TRAFFIC SIMULATOR
ANALYSIS STRENGTHS AND
WEAKNESSES POST IMPLEMENTATION.
STRENGTHS
ADVANCED
TECHNOLOGY
AERONAUTICS
STRUCTURE
WEAKNESSES
KNOWLEDGE OF
TECHNOLOGY
SAFETY CULTURE
AUTOMATION
NUMBER OF STAFF
TRAINING
RESISTANCE
TO CHANGE
RESISTANCE TO CHANGE
•APPREHENSION OF APPLICATION PROCEDURES
•REPORTS REJECTIONS OF SMS
•NO EXCUSES FOR THE APLICATION OF CERTAIN
PROCEEDINGS.
•MANIFEST NONCONFORMITY REPETITIVELY
STRATEGIES FOR
OVERCOMING
RESISTANCE TO CHANGE
STRATEGIES 1/2
•REVIEW OF INFORMATION PROVIDED.
•EMPATHY WITH OPERATIONAL PART.
• JOIN REVIEW
PROTOCOLS.
PROCEDURES
AND
STRATEGIES 2/2
•TRAINING
•EFFECTIVE SUPERVISION
•LEADERSHIP
WE ARE WILLING TO SHARE OUR
EXPERIENCE REQUIRED WHO
THANK YOU FOR
YOUR ATTENTION
EMPATHY WITH OPERATIONAL PART
•CONSIDER
THE
OPINIOS
OF
OPERATIONS AND AS IF THEY
PARTICIPATE TO HELP PROMOTE THE
CHANGE.
•EXPLAIN WHAT THE DIRECCION IS
BENEFIT.
DOING ON YOUR
WE ALSO PUTTING IN YOUR PLACE.
JOIN REVIEW PROCEDURES AND
PROTOCOLS
•MEETING WITH THE OPERATIVE PART
BECAUSE THEY KNOW AND USE THESE
PROCEDURES
•PRIOR VERIFICATION PROCEDURES
SIMULATOR AIR TRAFFIC CONTROL .
IN
THE
VIRTUAL
•TRIAL OF PROCEEDINGS IN WHICH ARE MADE REMARKS
AIR TRAFFIC CONTROL
VIRTUAL SIMULATOR
SIMULATOR ATC
• TRAINING TO MORE THAN
ATC´S.
• 40 COURSES IN 18 MONTHS.
• 100% ECUATORIAN AIR
CONTROLLERS UPDATED.
381
TRAFFIC
• NEW PROCEDURES.
• NEW SERVICES IMPLEMENTED (AREA
CONTROL SURVEILLANCE)
• TRAINING OFFER FOR FOREING ATC´S
COURSES
OPERATIONAL COURSES NOT SUFFICIENT.
•EFFECTIVE SUPERVISION COURSE.
•ATM COURSE MANAGEMENT
•INSTRUCTORS COURSE O.J.T.
LEADERSHIP
•BE PASSIONATE, OPTIMISTIC, MOTIVATING AND
EVALUATING STAFF.
•KEEPING PROMISES, LISTENING, SPEAKING THE
TRUTH, PROMOTE RESPECT.
•INSPIRE PEOPLE AROUND YOU.
•PERSONAL EFFECTIVENESS.
•VISION
•BEING THE COACH OF THE TEAM, MAKING
DECISIONS
•COMMUNICATE
•MANAGE TIME.
•MANAGE CONFLICTS.
Human Resource
Management
Felix Rodolfo Olivares
ATS Deputy Director General
SENEAM
The Art of the Human Resource Management.
Difference Between Personnel Management And Human Resource
Management.
•
1. Personnel management is a traditional approach of managing people in the organization. Human
resource management is a modern approach of managing people and their strengths in the organization.
•
2. Personnel management focuses on personnel administration, employee welfare and labor relation.
Human resource management focuses on acquisition, development, motivation and maintenance of human
resources in the organization.
•
3. Personnel management assumes people as a input for achieving desired output. Human resource
management assumes people as an important and valuable resource for achieving desired output.
•
4. Under personnel management, personnel function is undertaken for employee's satisfaction. Under
human resource management, administrative function is undertaken for goal achievement.
The Art of the Human Resource Management.
•
5. Under personnel management, job design is done on the basis of division of labor. Under human resource
management, job design function is done on the basis of group work/team work.
•
6. Under personnel management, employees are provided with less training and development
opportunities. Under human resource management, employees are provided with more training and
development opportunities.
•
7. In personnel management, decisions are made by the top management as per the rules and regulation of
the organization. In human resource management, decisions are made collectively after considering
employee's participation, authority, decentralization, competitive environment etc.
•
8. Personnel management focuses on increased production and satisfied employees. Human resource
management focuses on effectiveness, culture, productivity and employee's participation.
•
9. Personnel management is concerned with personnel manager. Human resource management is
concerned with all level of managers from top to bottom.
•
10. Personnel management is a routine function. Human resource management is a strategic function.
ATS Human Resource Management.
•
ATCO Selection Process.
• Transparency.
• Skills.
• Knowledge.
• School Degree.
• Medical Certicate.
• Atitude.
•
Laboral Legal Framework.
•
Union’s Relations.
•
Personal Needs.
•
Social Needs.
•
Employer Opening.
Thank You .
Félix Rodolfo Olivares
[email protected].
Measuring
Performance
Mark DeNicuolo
Safety Programme Manager
CANSO
Measuring
Performance
Kevin Chamness
Director International Office
FAA ATO
Aircraft Movement Across North America
Air Traffic System- Performance
Measurement
Validated Losses of Separation
Risk Analysis Events
High Risk Events
Loss of Standard Separation
Top Five Hazards
The 2015 TOP 5…
is a quantifiable list of
hazards that contribute to the
highest risk in the national
airspace system. It is the
culmination of the ATO’s
proactive safety management
activities – valuing input from
the frontline employees,
deploying technology to
gather data, improving
analysis to identify risk and
embracing correction to
mitigate risk.
1. WEATHER DISSEMINATION
Need to solicit and disseminate significant Pilot
Weather Report information and/or to issue
pertinent weather information.
2. SURFACE MEMORY AIDS
Use Surface Memory Aids.
3. MISAPPLIED VISUAL SEPARATION
(tower visual and pilot-to-pilot)
Proper utilization of visual separation
4. INADEQUATE VECTORS
Use of adequate vectors to maintain separation
associated with Opposite Direction Operations.
5. MISJUDGEMENT
Use of proper judgment of aircraft rate of climb,
descent or closure associated with Opposite
Direction Operations.
NAS Daily Operational Report
Terminal Arrivals Efficiency Rate (TAER)
Unimpeded Trajectory
TAER ETA
Actual
Trajectory
•x
Arrival
Fix
Arrival
Airport
40
nmi
•
TAER measures the extent to
which the airport facility handles
the number of arrivals
(demand) they indicated they
could accommodate (capacity).
•
Requires a method for
estimating demand.
•
Requires an arrival capacity
value for the airport.
•
Capacity value may change
based on weather or other
conditions.
•
TAER Targets are facility specific.
100
nmi
Low Capacity Utilisation- Low Flight Efficiency
High Capacity Utilisation- High Flight Efficiency
Required Reporting
FAA Support to CANSO on Performance
Recommended Key Performance
Indicators for Measuring ANSP
Operational Performance
✓ Guidance for CANSO
members working to improve
performance management.
✓ 21 performance indicators
that cover all phases of flight.
✓ 3 Recommended measures
for capacity utilisation and
flight efficiency, and ANSP
imposed delay.
✓ Addresses what an ANSP can
influence verses weather,
airline or airport
interdependencies.
Conclusion
Measuring
Performance
Benjamín Mejía
Director Safety
Interjet
Interjet at a glance
Incorporated in March 2005 as ABC Aerolíneas S.A. de C.V.
Started operations on Dec. 5th 2005 with 3 A320s serving 4 domestic routes in Mexico
After 8 years of operations:
•
Domestic Market share 25% Mexico’s leading individual airline (since 2Q-10)
•
Fleet 50 aircraft:
•
•
39 A320
•
11 SSJ100
44 destinations (35 domestic/ 9 international)
•
280 avg daily schedule flights
•
Total headcount (Jun 14) 4,117
•
SMS certificated (first Mexican airline)
•
IOSA certificated
•
Codeshare with Iberia (20 destinations in Mexico), US airline alliance in study
Safety & Operations measurement
Safety measurement
Done through SMS processes (Audits, surveillances, FOQA, BRM)
•
Annual set of safety objectives for based on:
•
Key risks (Approach phase and landing)
•
Safety performance indicators (Ground damages, procedures deviation, unstable
approaches, etc.)
•
Presented in the Safety Committee lead by the CEO
•
Presented in Operational committees every week
•
Follow up by Operational Safety and Operational
Committees
Operational measurement
Based on operational objectives:
•
Operational reliability, Operational Committee
•
Technical reliability, Reliability Committee, Industry benchmark
Safety & Operations measurement
Safety Objectives:
•
Reduce amount of unstable approaches
•
Eliminate runway incursions events
Operational Safety implementations:
Issued by Operations , Operational Safety with
The support of SENEAM through SMS processes
•
New Unstable approaches avoidance training
•
Establishment of new SOP´s barriers for crews
•
FOQA Committee
•
Joint risk assessment by SENEAM and Interjet
•
Excellent communication with SENEAM regarding
new projects like SMART & RNAV
Mexico City International Airport (AICM)
Considerations
•
Around 380,000 operations a year
•
More than 200 runway crossing per day
•
Officially saturated with 61 operations per hour
•
Mix operations jet and turboprop
•
Airport surrounded by orography
•
New airport estimated for 2020
* Source: DGAC / SCT / CANAERO Analysis
How to face those challenges
SENEAM has been able to cope with the challenges by:
•
Managing safety and efficient operations in our airports
•
The implementation of cutting edge technology
•
Maintaining open communication with the industry needs
•
Working along with the industry in many projects like; new efficient arrival and
departures, RNAV, SMS, SMART (Airports Traffic management)
•
Visiting the national airlines to share safety experience
•
Advanced planning for the New Airport
Conclusion
•
It´s important to maintain the adoption of best industry practices for ATC, SLOTS and
ground traffic management
•
Participation and support of the industry in the new projects
•
Identify and control the upcoming risks
THANK YOU
Measuring
Performance
Joseph Jacques
Boursiquot
Director ANS, Haiti
OUTLINE
Objectives
Brief presentation of Haiti ANSP: organizational aspect
Current issues
Facing the challenges
Strategic objectives and perspectives
Moving forward
Safety and operational indicators of performance
Measuring results
Conclusion
Civil Aviation System Organization in Haiti
MTPTC (Ministry of transport): Défines the national multimodal transport
logistical
OFNAC
chain policy .
AAN
 civil aviation regulatory and
national airports manager and operator.
oversight authority
 Air transport regulatory
and
oversight authority
 air navigation service provider
Air transport service providers
Facing challenges
Last year, a comprehensive description of the Haitian ANSP
reflected
Inadequate or obsolete infrastructure and technology
Poor functioning conditions resulting from poor
management practices, and lack of leadership.
Inadequate financial resources and financial
capability
High rate of ineffective implementation of SARPs
assessed by ICAO audits
Poor organizational system to face the evolving
aviation challenges
Lack of safety enhancement
Facing challenges
In addition, ICAO missions and audits
pointed out:
deficient airspace navigation infrastructure with lack of
coverage to serve the air traffic within the airspace
Insufficient qualified personnel (management, and
operations)
Obsolete air traffic surveillance systems
Poor oversight capacity of air navigation
Objectives and Perspectives
Adhere to the global air navigation plan
Improve CNS infrastructure to facilitate traffic growth within the Haitian airspace
Pursue an implementation strategy of air navigation master plan in relation with the ICAO ASBU concept
to increase the optimization of air operations within the Haitian airspace and in national airports.
Training and certification of air navigation inspectors, airspace and procedure designers, safety managers,
ATS managers, ATS supervisors, air traffic controllers, AIM technicians, SAR specialists, Aeronautical MET
specialists, etc …
Increase Compliance to ICAO Standards
Implementation of regulation and enforcement systems (Sate safety programs, safety management
systems….)
Training and Qualification of system managers, auditors and inspectors.
Enforce safety oversight
Ensure adequate application of national and international standards to enhance air safety and aerodrome
safety.
Ensure oversight capacity of safety management programmes for air navigation and aerodrome service
providers to improve airspace and aerodrome safety.
Moving Forward
Since last year an overwhelming effort is seeking to face the issues and
move the system forward by:
Investing massively in the human component considered as the
foundations for continuous sustained improvements.
Implementing adequate operational standards in each ATS unit
Restructuring the organization to respond more adequately to its mission
Proceeding with ADS-B trials
Launching an important project to build a new physical infrastructure
designed to house modern air navigation units with a collocated ATC tower
for Port-au-Prince airport
Investing in technological infrastructure to improve interconnectedness
and air traffic management efficiency
Following up with ICAO audit findings and ensuring active participation in
the regional RPBANIP
Adhering to the Declaration of Port-of-Spain
Moving Forward: Challenges of a changing
environment
Many factors may contribute to affect the overall
transformation initiatives of the air navigation system.
The uncertainty of political involvement and modification of
vision and leadership
The impact of evolving changes in the system
The need to maintain the momentum for changes by keeping
a mindset engaged into constant improvement
Indicators of Performance
1.
Safety
 The most critical performance element with the highest priority for ANSPs.
Implementation of safety management programmes.
 Air navigation incidents remain the most apparent metrics to assess safety
2.
Efficiency
 Accommodation of users 'profile
 Ability to maintain fluidity and reduce delays
 Ease of interoperability
3.
Effective implementation of regulations and SARPs
 A favorable framework to respond to regulations and standards
 Set clear lines of accountability to establish objectives and judge performance
4.
Organizational independence
 Avoid political interference that can impose decisions or actions that affect safe
and efficient air navigation
Measuring Results
Many factors may be used as metrics to judge the
progress in the implementation
 Evolution of air traffic safety within the FIR
 Compliance to regulations and standards
 Level of impact reduction on the environment
 The capacity to fulfill users’ profile
accommodation
 The measurement of air traffic management
efficiency
A
How CANSO will support?
It could consist of various aspects including:
 Similar experience sharing and exchange of
information on specific issues
 Practical guidance to implement new systems
and technologies
 Development of partnerships and networking
 International support
 Harmonization of vision between ANSPs
Ai
Conclusion
Air traffic Safety
Improvement of the regulatory framework to support
harmonious air traffic growth
Optimization of air navigation infrastructure to contain traffic
growth and ensure air navigation safety
Adherence to global air navigation plan
Reinforcement of regulatory and oversight capabilities
Reinforcement of aviation safety and security framework
Training and qualification of human resources
Contribution to environmental protection.
Support from CANSO
THANK YOU FOR YOUR
ATTENTION!
Any questions?
Measuring
Performance
Bruce Killian
Global ASBU Implementation Director
The MITRE Corporation - CAASD
MITRE y sus orígenes
Organización de investigación, sin fines de
lucro, no comercial
• Orígenes en el Instituto Tecnológico
de Massachusetts (MIT)
• Creada en 1958 para servir
exclusivamente el interés público
• ~7000 profesionales en ingeniería,
matemáticas y otras disciplinas
Istockphoto.com
dreamstim
e
Aviation System Block Upgrades (ASBU)
Determination of Needs
 State
 ANSP
 Airports
 Customer
• Viability, Relevance
Internal
Needs
• Throughput and Capacity
• Predictability
• Safety
Determination of Needs
 Boundary FIRs External
• Global and Regional
Harmonization of
Throughput and Capacity
 Sub-Regional
• Predictability
 ICAO
 Regional (PIRG)
Needs
• Safety
Need and Dependency Analysis
Purpose
 Determine Candidate ASBU Modules to meet
institutional objectives
 Determine Needs associated with those modules
 Determine Dependencies with other modules
 Determine Needs Inventory of complete
detailed institutional needs
 Determine Baseline Inventory of what already
exists
 Determine Gaps that remain to be filled
 Determine Impacts of action and no action
 Provide inputs to Business Case
and Cost-Benefit Analyses
NDA Process Overview
 What are my needs?
Needs
Inventory
 What do I think I have?
Impact
Analysis
 What do I really have?
 Do I meet my needs?
Gap
Analysis
Baseline
Verification
 How can I reach my needs?
Baseline
Inventory
Candidate Systems,
Procedures and Standards
New
Systems
New
Procedures
Determine
Mandates
System
Upgrades
Procedure
Updates
Comply with
Standards
Alternatives
Alternatives
Difference Between Needs and Baseline
Evaluation and Verification
Baseline
Systems
Baseline
Procedures
Baseline
Standards
Separation of Service
Provision & Regulation
Carey Fagan
Executive Director,
International Affairs
FAA ATO
Separation of Service
Provision & Regulation
Rohan Garib
Executive Manager ANS
Trinidad and Tobago Civil Aviation
Authority
Separation of Service
Provision & Regulation
Santiago Saltos
Senior Manager Industry Affairs
ALTA
Separation of Service
Provision & Regulation
Jacques Lasten
ATCS Manager
DC-ANSP
Summary
Micilia Albertus-Verboom
Chair LAC3, CANSO &
Director General, DC-ANSP
Crossing
FIR Boundaries
Workshop
Jorge A. Chades
Oceanic & Offshore Procedures
Federal Aviation Administration
Lead CANSO FIRBX Task Force
Workshop Objectives
• What is a Crossing FIR Boundaries (FIRBX)
anomaly?
• Project history
• FIRBX Terms of Reference
• Update on FIRBX Task Force progress
• LAC Conference ad hoc participation
– Group breakout to identify FIRBX discrepancies
– Regroup to share findings
– Prioritize identified discrepancies
• Current deliverables
• What’s Next?
What is a FIRBX anomaly?
• Any inconsistency, discrepancy, or anomaly
that results in a negative impact to aircraft
and/or service provider during the transition
of aircraft through FIR boundaries requiring
“real time” mitigation
Project History
• March 2014:
– Workshop held with ANSP & industry global
representation at CANSO Global ATM Operations
Conference in Madrid, Spain. Objective was to
identify common anomalies experienced when
crossing FIR boundaries.
– The workshop included solicitation to participants
to join the FIRBX Task Force (TF)
• March-April 2014:
– CANSO vetted volunteers through cooperation
with member States and the TF roster established
Project history
• April-September 2014:
– Prioritization of anomalies
• October 2014:
– Breakout sessions held at CANSO OSC in Dubai. TF
members were able to develop draft Best Practice
Guide
• August-December 2014:
– Maturing the Best Practices document with
relevant mitigation strategies
FIRBX Terms of Reference
• Terms of Reference (ToR) established:
– Outlines the scope of the project
– Defines objective
– Identifies the role of Task Force
• ToRs are available to all CANSO members
Update on FIRBX Task Force progress
• During the OSC meetings in Dubai TF
members in attendance provided input and
edited the draft Best Practice guide for two of
the highest priority FIRBX anomalies currently
being pursued
• June 2015 deliverables due
Update on FIRBX Task Force progress
• FIRBX TF will continue pursuing mitigation
strategies and delivering Best Practices
beyond June 2015 for other high priority
identified
• Provide LAC a workshop and solicit Member
ANSP and Industry participation in current and
future projects
LAC Conference ad hoc participation
• Breakout into Groups
– Brainstorming to list FIRBX anomalies in the LAC
region
– Think outside the box—Don’t limit your thoughts
to FIR to FIR environment only
– Glitches that potentially cause a negative impact
even before an aircrew takes the flightdeck (i.e.
FPL filing, company procedures, comm, equipage,
etc)
LAC Conference ad hoc participation
• Regroup
– Compare results
– Be cognizant of anomalies that cannot be
mitigated (political, economic, airspace dynamics)
– Prioritise in order or significance/precedence in
terms of safety and reparability
Group Breakout
LET’S
GET
TO
WORK!
Current Deliverables
• FPL Quality
– Best Practices for
Reduction & elimination
of duplicate/multiple
FPLs
• Surveillance vs NonSurveillance
– Best Practices for
operations in mixed
environment
What’s Next?
• Thursday 4 December:
– FIRBX TF breakout session
• December 2014-April 2015:
– Continue maturing deliverables
• 12-13 March 2015 Global ATM Operations
Conference
• June 2015:
– Best Practices Guide publication
QUESTIONS??
Airport-CDM
Workshop
Stephane Durand
Co-chair CANSO CDM sub-group
International Affairs DSNA
Jean-Baptiste Djebbari
Airline Pilot
International Affairs DSNA
Content
Introduction
1. CANSO and A-CDM
2. A-CDM role play
3. Experience in an international airport – Paris-CDG
4. Regional A-CDM
Conclusion
Introduction
Stephane Durand
- 15 years ATCO and Manager at Paris-CDG airport
- Co-Chair CANSO CDM Sub Group
- International Affairs DSNA / COO DSNA Services
Jean-Baptiste Djebbari
- Airline pilot
- Regional A-CDM project manager
- International Affairs DSNA / BD DSNA Services
Content
Introduction
1. CANSO and A-CDM
2. A-CDM role play
3. Experience in an international airport – Paris-CDG
4. Regional A-CDM
Conclusion
1. CANSO and A-CDM: Scope and expectations
CDM in enterprise
CDM in education
CDM in finance
1. CANSO and A-CDM: CDM in ATM
Airspace CDM: Civil-Military coordination, ATFM…
Landside A-CDM
Airside A-CDM – ‘AA-CDM’
1. CANSO and A-CDM: promote A-CDM in ATM
SC
Steering Committee
WG Working Group
OAS Ôptimised ATM
Regional
conferences
Safety SC
Policy SC
Ops SC
OAS
…
A-CDM
Co-chairs: Stephane Durand & Chris Varney
…
1. CANSO and A-CDM: Methodology, Scope of work, definition
Methodology
• ICAO, IATA and ACI
• Worldwide
participants
• Meeting in Dubai,
Conference call,
World ATM
Conference Madrid
Definition: a process that
• Applies to all airports
irrespective of size
• Supports both Landside
and Airside operations
• Enhances forward
planning and tactical
decision making
1. CANSO and A-CDM: Plan to produce
Guidance Document
Training
courses
Join us to share your experience, your needs to enhance the A-CDM
CANSO position
Únase a nosotros para compartir tus experiencias, tus necesita mejorar
la posición A-CDM CANSO
Content
Introduction
1. CANSO and A-CDM
2. A-CDM role play
3. Experience in an international airport – Paris-CDG
4. Regional A-CDM
Conclusion
2. A-CDM role play: ¡Juguemos!
- Copa centraoamericana hosted in ‘Chili’ city
- Chili airport accommodates domestic and international airlines
- Chili tower provides local ATC
- Guacamole airlines is the local domestic and international airline
- Rewarding operation in terms of income and communication for the
local ANSP and the airport authority
2. A-CDM role play: Stakeholders
2400m
2400m
HEAVY
Usually used
by light
aircraft
MEDIUM
GA / FREIGHT
TERMINAL
Chili Airport: 3 arrivals and 3 departures at peak hours
Chili Tower: ATS operating hours from 7.00am to 9.00pm
Guacamole Airlines: Operates domestics airlines and one long/haul aircraft
2. A-CDM role play: Increase of activity
Stakeholder
Normal day per
hour
Copas day per
hour
Airport
Max 2.300 pax
+40%
Airlines
Max 3 heavy A/C
and 5 medium A/C
+2 heavy A/C
+ 2 medium A/C
2. A-CDM role play: Objectivos
To get everyone on time at the stadium!
1. Identify main issues
2. Find correctives measures
SAFETY
CUSTOMER SERVICE
COST EFFICIENCY
2. A-CDM role play: Identify main issues
- Dispatch more
aircraft and crew
- XX
- XX
- Need to increase
flight frequencies
- Less adaptability to
disruption (delays,
maintenance issues)
Airlines
ATC
Airport
2. A-CDM role play: Let’s think together
SHARE INFORMATION AND DATA
1. Understand other partners’ constraints
2. Prioritise the issues, build consensus
3. Decide collectively on a course of action
2. A-CDM role play: Find corrective measures
- Anticipate first
departure, adapt
flight schedule
- To be filled
- To be filled
- Adapt aircraft type
(seating capacity)
- Adjust for fuel
planning (expect
delays)
Airlines
ATC
Airport
2. A-CDM role play: Added value
- Identify all the main issues
- Integrate other’s needs and constraints
- Define corrective actions in common, drive consensus
Built customer satisfaction
Get everyone on time at the stadium!
Content
Introduction
1. CANSO and A-CDM
2. A-CDM role play
3. Experience in an international airport – Paris-CDG
4. Regional A-CDM
Conclusion
3. CDM@CDG – Context
3. CDM@CDG – Difficulties experienced in 1996-2002
Tr a f f i c
Lack of trust
Segregated
decision making
Unreliable
information
Vicious
circle
Mistrust
Uncoordinated
action
3. CDM@CDG – What were the objectives?
Operations
-
Address operations inefficiencies
-
Optimise use of airport resources
Management
-
Better understanding of partners key issues
-
Cost reduction
Customers
-
Improve airlines & passenger information
-
Communicate to general public
3. CDM@CDG – Organisational implementation
Program board – Directorate level
(3 times a year, performance driven)
Operational Team (monthly, performance driven)
CDM Program Manager
Airlines
Ground handlers,
other airlines, etc.
ATC
Met office
Airport
Other partners
Network program,
Other CDM airports
3. CDM@CDG – Implementation workshops
3. CDM@CDG – Today
Conf Call (Twice a day)
www.CDMparis.net
(24/24)
Dedicated weather
forecast (24/24)
Departure Manager
CDM Operation
Center (on request)
CDM Performance
Review (Monthly)
(24/24)
3. CDM@CDG – Lessons learnt
Communication
and training
Feasibility study
by neutral entity
Top
management
commitment
Road map :
Long term &
Quick wins
objectives
Involvement of
middle
management
& operational
staff
3. CDM@CDG – Measured gains
Safety
Less congestion on ground and holding points
Predictability
3 hours ahead
Departure punctuality
+13%
Taxi time
- 8%
up to 4 min per flight on LVP
Fuel consumption
- 4.000 tons per year
CO2 emissions
- 13.000 tons per year
Adverse conditions (fog, snow…)
Optimised capacity, lower impact on customers,
quicker return to normal situation
3. CDM@CDG – Actors and customers feeedback
3. CDM@CDG – Feedback and prospective
- Improves management unusual/disruptive situations
- Allows a quicker return to normal situation
- Favours operational, tactical and pretactical planning
- Will allow to draw the strategic decision Master Plan
Paris-CDG 2020
Content
Introduction
1. CANSO and A-CDM
2. A-CDM role play
3. Experience in an international airport – Paris-CDG
4. Regional A-CDM
Conclusion
4. Regional A-CDM - Main objectives
1. Provides Airport-CDM to intermediate airports
2. Offer enhanced services to partners and customers
4. Regional A-CDM - Layout
Airlines &
Airspace users
Passengers
& Society
Airport operators
Ground handlers
Local ATC
ATM
network
GA, BA, rotoraircraft
4. Regional A-CDM - Interfaces
EXTERNAL INTERFACES
1..7 operational Working Positions 1..
ules
External
Interfaces
Platform Supervisor
rline
Airline
Airport
ATC
Communication Bus
Communicatio
Data Bus
AODB
D
4. Regional A-CDM – Use of simulation software
AIR TRAFFIC
OPTIMISATION
TERMINAL
OPTIMISATION
@ CAST Simulation
4. Regional A-CDM – Expected gains
- Improve information and data sharing within airport stakeholders
- Allow timely coordination action between partners
- Improve connectivity between the intermediate airport and the
ATFM system
- Provide additional services (gate-to-gate  door-to-door)
Content
Introduction
1. What is CDM?
2. A-CDM role play
3. In a major airport Paris–CDG - CDM@CDG
4. In a regional airport
Conclusion
Conclusion – Best Practices
Scheduling and strategic activities
Nominal operational planning
Tactical operational planning
Flight operations
Feedback
Conclusion - Summary
Airport-CDM
Thank You!
2. A-CDM case: Identify main issues
- Dispatch more
aircraft and crew
- Need to increase
flight frequencies
- Less adaptability to
disruption (delays,
maintenance issues)
- HR: Training Specific BriefingTraining - rostering
- Feasibility study
Airspace Design
(Procedures-GNSSILS)
- Runway configuration
- Safety Assesment
Airlines
ATC
- Communicate
with
airport on the vicinity
- Information to
airlines
- Parking stands
- Runway / TWY
configuration
- HR:Immigration/Facili
ties/ Security
- Fuel
- Environment
Airport
- Fire / MET crew
2. A-CDM role play: Identify main issues
- Dispatch more
aircraft and crew
- Need to increase
flight frequencies
- Less adaptability to
disruption (delays,
maintenance issues)
Airlines
- Increase of ground
movements &
approaches
- Longer runway
occupation time
- More coordination
with adjacent sectors
ATC
- Absorb more pax
through terminals
- Shortage of security
staff
- Lack of parking
stands
Airport
2. A-CDM role play: Find corrective measures
COMMON COMMUNICATIONS
- Anticipate first
departure, adapt
flight schedule
- Adapt aircraft type
(seating capacity)
- Adjust for fuel
planning (expect
delays)
Airlines
- Extend ATS operating
hours
- Adjust security staff,
boarding procedures
- Organise operational
briefing
- Use GA parking
stands to create 2
temporary positions
- Adjust with 1 ATC
supervisor
- Adjust fire services
ATC
Airport