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SINGLE EUROPEAN SKYDrivers for change
INNOVATIONBeyond technology
THE AIRPORT OF TOMORROWCloser than you think
Helios Newsletter - Issue 2, 2019
ON AIR«
Benefits of the 105 completed Pilot Common Project implementations at February 2019:
12,000 tonnes of fuel
252 delay days saved
CO2 savings equivalent to planting 1 million trees(Source: Global Innovation Index 2018 https://www.wipo.int/edocs/pubdocs/en/wipo_pub_gii_2018-chapter1.pdf)
LEADING EDGE The innovation issue
INNOVATIONCan we measure how innovative countries are? It seems so.
For the eighth year running Switzerland wins the
accolade of most innovative country, according to the
Global Innovation Index. See the infographic on the right
to find out who were the runners up. The index is calculated
using five input pillars that capture elements of the national
economy that enable innovative activities: 1) Institutions,
2) Human capital and research, 3) Infrastructure,
4) Market sophistication, and 5) Business sophistication.
Then innovative outputs across knowledge, technology
and creativity are added. Finally, an efficiency ratio is applied,
showing how much innovation output a given country is
getting for its inputs.
It would be interesting to apply these techniques and
analysis across the aviation domain and see which countries
would make up the top five! To our knowledge, this has not
yet been done. But the aviation sector is investing across the
board in innovation, and the rest of our infographic provides
some key statistics.
According to industry forecasts there will be 8.2 billion
aviation passengers by 2037, that’s double the 4 billion
who travelled by air in 2017. This means we have less than
20 years to double our capacity (globally). It’s Africa, the
Middle East and Asia Pacific countries that will see the
highest figures with average annual growth rates in excess
of 4%, but the challenge for Europe and the Americas is
still substantial.
New technologies and new business models will be
needed to meet the demands of the future – and the
work begins now. We’ve talked before about how artificial
intelligence (AI) technology and rising levels of automation
have the potential to raise productivity and increase
capacity. In this edition of ON AIR! we look at the bigger
picture. Ben Stanley prompts us to consider drivers for
change influencing the direction of Single European Sky
policy, because policy and regulatory reform will happen.
We also report on innovation initiatives from Swiss ANSP
skyguide, and in the Infographic below share the leading
country standings from the Global Innovation Index –
hats off to the Swiss! Innovation was also the theme at a
recent workshop held in Paris for Egis’ airport operators,
who had some fun brainstorming on the airport of the
future, you can read some of the outputs on page 5.
Don’t forget to check the back page for the list of
blog topics published, and HOT AIR! inside for news
‘in brief’. I’m sure we will return to this topic again, so
if you would like to share your own innovation successes
and theses, please do get in touch!
With best wishes,
Claire Davies
CEO
49airports worldwide are carbon neutral (Source: ACI)
NEW Open Call for innovative ideas to transform ATM Focus on ATM excellent science & outreach and ATM application-oriented research. (Source: SESAR via H2020)
€38.5 million airports are using or planning to use AI for predictive analysis to improve operational efficiency (Source: airportnridigital.com)
8/10 the sum airports invested on technology in 2017 (Source: airportnridigital.com)
$8.6bn
SWITZERLAND
NETHERLANDS
SWEDEN
UK
SINGAPORE
1st
2nd
3rd4th
5thSource: Global Innovation Index 2018 https://www.wipo.int/edocs/pubdocs/en/wipo_pub_gii_2018-chapter1.pdf
MOST INNOVATIVE COUNTRIES
The chances are that you’ve been discussing the evolution of the Single European Sky (SES) in recent weeks. The
relatively downbeat report auditing the outcomes of the first set of Single European Sky legislation (“a changed culture,
but still a fragmented airspace” 1 has led to the release of the Airspace Architecture Study 2 (commissioned by the
European Parliament and produced by the SESAR JU) and the Wise Persons’ Group Report 3, both of them stimulating plenty
of comment. But these are not the only drivers for change.
We appear to be in a 10-year cycle where the industry and its political overseers are driven by service impacts. In 1999,
we had a capacity crunch, leading to the SES. By 2008-9, the aftermath of the financial crisis led to a focus on cost efficiency
and performance. As we move towards the peak summer season of 2019, we are likely to see the next capacity crunch,
partially caused by the ATCOs recruited in the mid-late 1990s now retiring. The peak season delays across Europe will
prioritise politicians’ attention on the Single European Sky once more.
The short-term response will see a growth in ATCO recruitment. This is a challenge, as ATCO recruitment can be anything
but short-term, with training and validation taking from 24 to 60 months from ab-initio. It is also difficult to reverse if the
traffic growth is not sustained. We could therefore foresee continued peak season delays for the coming two to three years,
exacerbated by weather. If this happens, traditional political concerns such as sovereignty of airspace, national security
(military), and regional jobs may take a back seat to demands for change.
The solutions proposed look at both capacity, and capacity-on-demand. Capacity enhancements are envisaged
using increased automation and trajectory predictability, whilst flexibility is improved by making service provision more
fungible (ie transferable and the same in each instance across the EU).
Whilst the end scenario is relatively compelling, the path there is anything but. Major issues need to be resolved regarding
the balance between EU-wide services (eg flight data as a service, enhanced ATFCM using business trajectories) and local
air traffic service provision, particularly around the alignment of governance, liability, funding (eg from charges) and resource
allocation. The centralising argument has long been fought, and now more than ever needs objective clarity. As a starter, how
about clear analysis showing that EU-wide services are either required (cannot be delivered any other way), economically
beneficial and risk reducing?
The Commission’s challenge, as it seeks to consult on how the SES should move forwards, is to set out a prioritised
plan with multiple factors incrementally evolving, while maintaining a clear vision for the future and addressing near-term
concerns. We’ll know more by early autumn.
1 SES audit report 2 AAS
3 Report of the Wise Persons Group on the future of the Single European Sky
SINGLE EUROPEAN SKY Drivers for change
Author: Ben [email protected]
INNOVATION Beyond technology
Author: Claire [email protected]
P
erusing the stands at World ATM Congress, ‘innovation’ was the word of the moment. Mostly it focused on
showcasing innovative technical solutions (eg the NATS 1 and Searidge demonstrations of the digital tower at
Heathrow) which can be incredibly captivating. Technology is undeniably important, but so are other types of innovation,
such as in ANSP business models, rostering and regulatory models. Technical innovation is rarely achieved in isolation.
Looking far beyond SESAR’s technical and procedural solutions, how does a business innovate, when it operates
in a highly regulated, safety-critical, networked sector? Particularly when the current regulatory model does not support
first movers?
Swiss ANSP skyguide is one of the ATC providers that has set out to answer this exact question. Whether driven by
the uniqueness of Switzerland’s position in European ATM, or the complexity of its local politics, law and geography, it is
going far beyond technological innovation to achieve its vision, while always giving due priority to safety. It is transforming
its business model, driven by its future operational concept and enabled by a different approach to human resources.
Helios has been working with skyguide’s Executive Board to help them frame the issues and opportunities surrounding
its business transformation, as well as to explore the possible actions. People feature front and centre of the vision, as a
vital source of knowledge, as the pillar for innovation and for delivering future value. With a whole generation of controllers,
recruited en masse in the booming traffic of the 90s and due to retire in the coming years, there is a natural opportunity
ahead for business and service innovation. A new generation of controllers will be recruited who are used to interacting in
their personal lives with the latest technologies, and with different expectations about the role of an ATCO.
A good relationship with state and regulator will also be essential for business transformation. The Swiss regulator
recently adapted aviation law to allow skyguide to consider externally provided data services. It will be interesting to
see how work progresses in the UK with the CAA’s new ‘Innovation in Aviation’ capability, which is looking at different
regulatory models to support innovation (among other things).
Back in Switzerland, ANS transformation is already underway. The digitalisation and ‘virtualisation’ process will
be realised through a Virtual Centre and by deploying remote flight data processing through Coflight Cloud Services.
skyguide is also implementing U-Space for drones in a collaborative effort with AirMap, an example of the importance
of partnerships between complementary and compatible organisations to deliver change.
This is just one approach to radical innovation. The key is to link technical, with business, with people, looking at
the total system and its regulation – and most important, to start with a clear vision.
1 https://www.nats.aero/news/pioneering-partnerships-take-centre-stage-nats-world-atm-congress
I magine an autonomous vehicle collecting you from home, dropping you right by the airport terminal and taking your
baggage on to its destination, without you having to worry about it again until you arrive. When you head into the airport,
you pass through live biometric and laser molecular security scanners without coming to a stop, let alone taking your
shoes off or locating your plastic bag full of toiletries. Forget the security bottleneck, you won’t even know you’ve been
through it. You arrive at your pre-booked seat in the airport’s garden space, where you settle and wait for your pre-ordered
favourite drink to arrive from one of the customer service robots.
This was one scenario imagined during Egis’ annual ‘Airport Operators Club,’ where the CEOs of its airport network
come together to share best practice and consider the latest airport trends and innovations. Discussions ranged far and
wide, spanning drones, Artificial Intelligence (AI), electric aircraft and more. But it was clear that big data and technology
will, and already is, helping shape the airport of tomorrow.
Changi Airport, Singapore, is using AI to more accurately predict arrival times and for facial recognition and fingerprint
scanners which enables passengers to progress through the terminal without speaking to anyone. Charles de Gaulle
Airport uses drones to conduct runway pavement inspections and Hong Kong Airport has robots delivering refreshments
to tired travellers.
Data and technology is also driving improvements in sustainable development too. The airport of tomorrow will be
carbon neutral, energy and waste efficient. 100 European airports have committed to being carbon neutral by 2030, a
handful have already succeeded. Autonomous electric ground vehicles (such as Heathrow’s ‘Pods’) are well established
and further growth will take place both airside and landside. Airport infrastructure will adapt to accommodate the next
generation of environmentally friendly and quieter aircraft, including hybrid and fully electric aircraft and vertical take-off
and landing (eVTOL) vehicles.
The future is constantly evolving, and airports have a challenge on their hands. Technology is making the passenger
journey through the airport quicker and more efficient, but this may reduce important revenue from retail and catering.
Airports need to grow to meet projected demand, but their environmental and social impact must reduce. Automated and
integrated processes are streamlining operations but heighten safety and cybersecurity risk. Airports need to innovate,
innovation requires investment and success is not guaranteed. So how can airports break new ground, overcome the
challenges and share the benefits?
Partnerships with start-ups from outside the industry could be an answer, enabling airports to cost-effectively trial new
ideas and giving the start-ups a platform to commercialise their services. However, for airports the starting point must be a
clear strategy focused on tangible and strategic goals, otherwise the benefits of the investment may be lost.
Whether the vision of tomorrow’s airports expressed by the CEO’s of Egis’ airports materialises or not, we can be sure
that, leadership encompassing strategic and innovative thinking, collaboration between aviation stakeholders and new
commercial partnerships will be required.
THE AIRPORT OF TOMORROW Closer than you think
Author: Mongi [email protected]
Drone study with Airbus - Helios, in partnership with Analysys Mason,
is performing a study to help Airbus tackle challenges on the command
and control (C2) link for drones. We will be engaging with stakeholders globally,
in all parts of the industry, on the topic: mobile vs ARNS spectrum for safe drone
operation. We will be interviewing stakeholders such as ICAO, CAAs, ANSPs and
equipment manufacturers during the summer, so no doubt you’ll be hearing from
us soon! Airbus plans to use the results to contribute to the international debate
on drone communication and participants will also receive the executive summary.
Cyber Safety Task Force - CANSO’s Safety Standing Committee (SSC)
has recently established a Cyber Safety Task Force to help ANSPs plan for
and respond to cyber incidents in order to ensure services remain safe. The Task
Force will publish new cybersecurity guidance, including an ATM Cybersecurity
Standard of Excellence (building on existing EUROCONTROL maturity model),
and will also revise the existing CANSO emergency response planning guide
and cyber security risk assessment guidance. Task Force Chairman, Helios’
Matt Shreeve said: “We have a fantastic opportunity to advise all ANSPs on how
to remain safe, secure and resilient in the face of new cyber threats. Our members
come from around the world and include both safety and security professionals,
allowing us to address a major issue facing ATM - how to secure safety-critical
systems – to enable greater digitalisation to deliver better performance.
Supporting Avinor on new control tower system - We have supported
Avinor on many occasions over the last 15 years and we are pleased to
have begun supporting them on the development of a Concept of Operations and
System Requirements for the new tower at Oslo Gardermoen. Avinor is aiming
to deliver an innovative solution that provides enhanced collaboration (A-CDM)
with all airport stakeholders to support the airport’s ambitions over the next 30+
years and evolving airspace use, including addressing winter operations and low
visibility. Helios’ extensive industry experience is helping to provide best practice
advice, facilitate and support workshops, review and lead the development of
key documentation.
Beyond ORAT - Operational Readiness Activation and Transfer (ORAT)
is a well-known approach to successfully and safely commission new
airport facilities. Regardless of the size of undertaking, the methodology must
combine project management, risk management, stakeholder management and
airport operations know how. ORAT benefits can be extended by going beyond
project management, pulling in additional relevant and complimentary expertise
from other multidisciplinary business units such as energy, urban planning,
environment, traffic forecasting, human factors, ATC and cybersecurity. For
example, in a recent ORAT project at Algiers, human factors specialists added
value by designing pre-opening trials that tested both processes and behaviours.
Rollover - wil l they, won’t they?
Sarah and Pierre agree to meet at Gatwick Airport before
they take their flight to Madrid for World ATM Congress.
Due to prior commitments they agree to show up at some
random time between 12:00 and 13:00. Wait 20 minutes for
the other person, or until one o’clock, whichever comes first.
Assuming they stick to their word, what is the probability
that they will meet?
The answer will be published in the next edition of ON AIR.
Please send your solutions to [email protected].
All entries must be received by 30 August 2019. The first
correct answer drawn at random after this date will win a
pair of Helios wireless headphones. Good luck!
It ’s a rollover…!No one got the correct answer to last issues puzzle,
so we’ve rolled it over to give you another chance!
Happy puzzling.
Did you know?.. .
Helios consultants write fortnightly blogs. These are short
and topical, covering industry news, insights and conference
reviews. Here’s a selection of our latest:
• Innovation and a new era of ATM (Andreia Simoes)
• The role of Human Factors in de-risking COTS
implementations (Simone Rozzi)
• Data centres – deal or no deal? (Jonny Winterburn)
• Behind the scenes at an airport near you? (Rob Williams)
• Proactive vs reactive defence in aviation cyber security
(Andy Boff)
• Hearing the ‘silent voices’ – better practice in community
engagement (Nick Boud)
Go to www.askhelios.com/blog to read them and follow us
on LinkedIn, Twitter and Facebook to get notifications.
HOT AIR«
OFF AIR«
ON LINE«
Please send change-of-address notifications to [email protected]; by post to
Helios, 29 Hercules Way, Aerospace Boulevard, AeroPark, Farnborough, Hampshire,
GU14 6UU, UK; or call us on +44 1252 451 651.
This newsletter has been written for the interest of our clients and colleagues.
We believe the facts are correct at the time of printing, but cannot be held responsible
for any errors or omissions.
www.askhelios.com
Helios is an aviation consultancy, delivering management consultancy, strategy,
investment and technical advice across the globe. Combining analytical rigour,
strategic context and creativity, we bring independence and insight to every
opportunity we address.
Our parent company, Egis, is an international group headquartered in Europe,
with over 14,000 employees and a turnover of $1bn.
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