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PANEL DISCUSSION
ATM Global Interoperability & Harmonization: Operational and Safety Implications
Moderator
Ruby Sayyed Head of ATM Advocacy, IATA
Where do we stand today? Airlines are heavily investing in fleet and network
expansion and on-board avionics
By 2033, 40% of the fleet are expected to be operating in Asia-
Pacific and China
Double digit traffic growth
In Asia traffic is expected to increase by about 50% from 2012 to
2020
The principles guiding ATM regional initiatives are not all
fully aligned
Incompatibilities in technologies and requirements
Misalignment of implementation dates
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What are the implications of divergence
and lack of interoperability? Unjustified costs for airline operators and misalignment
with manufacturers’ schedules
No return on investment for on-board equipage
Without interoperability, alignment and harmonization,
ATM programs will not deliver their promised objectives
4
How can we move forward?
Some key concepts we will discuss today;
Consistent and effective collaboration and consultation in the
planning and deployment stages
The concept of Most Capable Best Served
Working together and having a united front (one voice)
Operational requirements enabled by technology
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PANEL DISCUSSION Panelists
Carey Fagan
Executive Director, International Affairs, FAA
Frank Brenner Director General, Eurocontrol
Marc Hamy
VP Head of Air Transport Affairs, Airbus
Margaret Jenny, President, RTCA
Florian Guillermet
Executive Director, SJU
Neil Planzer VP Airspace Solutions – ATM, Boeing
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Carey Fagan Executive Director, International Affairs, FAA
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Frank Brenner
Director General, Eurocontrol
IATA Ops Conference 2015
14 April 2015, Los Angeles
Frank Brenner
Director General EUROCONTROL
10
EUROCONTROL Membership
41 Member States
Frank Brenner, Director General EUROCONTROL
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Need for more detailed information?
www.eurocontrol.int/centralised-services
Frank Brenner, Director General EUROCONTROL
Centralised Services
IATA Ops Conference 2015
14 April 2015, Los Angeles
Frank Brenner
Director General EUROCONTROL
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Marc Hamy
VP, Head of Air Transport Affairs, Airbus
IATA OPS conference ATM Global Interoperability & Harmonization Operational and safety implications Airbus perspectives
Presented by Marc Hamy, Head of Air Transport Affairs.
Airbus SAS
December 2014
© AIRBUS Operations S.A.S. All rights reserved. Confidential and proprietary document.
Main issues
An Airbus aircraft takes off or lands every two seconds in the world.
Our aircraft have to be compliant with EU (EASA) rules for certification but also with all the requirements coming from each national authority concerning the flight in its own airspace.
We have to provide to our customers, the airlines, the best possible equipment on board to ensure safety and flight efficiency, whatever is the destination of the flight
© AIRBUS Operations S.A.S. All rights reserved. Confidential and proprietary document.
Main objectives of Airbus on ATM Harmonization
Promote a better use of aircraft capabilities for a better flight efficiency
• Working with EUROCAE, RTCA and other manufacturers to promote common standards from the industry.
• Working with ICAO, FAA, EASA, etc, to get adoption and implementation of harmonized rules and recommendations.
Promote Harmonization and Standards for airborne equipage related to ATM
• Promote RNP, GLS procedures for a better flight efficiency
• Promote ADS-B out to reduce separations and save costs.
• Promote the use of new capabilities as ROPS-BTV, ITP, to improving operations
• Participation to SESAR, NEXTGEN and other regional programs.
• Participation to ICAO ASBU initiative
Contribute to the development of new operational concepts improving ATM performance and integrating both airborne and ground based equipment
© AIRBUS Operations S.A.S. All rights reserved. Confidential and proprietary document.
The need to be customer oriented
Need for anticipation and coordination
• By designing the best possible aircraft
• By proactively contributing to efficient air transport operations
Our objective is to answer to airlines expectations
• ATM is just one part of the aircraft design and we have to give priority to our customers’ expectations
• We have to anticipate on future evolutions to integrate ATM requirements and deliver to our customers efficient solutions on due time
• Need to coordinate board and ground deployments
• Need to develop Most Capable Best Serve concept to give an immediate benefit to the airlines
Airlines are legitimate in asking for a quick return on their investment
© AIRBUS Operations S.A.S. All rights reserved. Confidential and proprietary document.
Not the same standards in US and in EU for ADS-B out
No clear objectives yet on ADS-B in
Examples of divergence
Not the same standards in US (FANS-A) and in EU (FANS-B)
Delays in ground infrastructure implementation in Europe
Technical issues: saturation on mono-frequency mode
Data link
ADS-B
Page 18
© AIRBUS Operations S.A.S. All rights reserved. Confidential and proprietary document.
Divergence in FANS Technical Standards
FANS A+ over ACARS
Initially in oceanic and remote
areas
FANS B+ over ATN
Today in European continental
areas (Link2000+ - EC Reg. 29/2009)
Industry-initiated FANS standards
precursor of the FANS
CNS/ATM concept
Aircraft Communications Addressing
and Reporting System Network
ICAO-initiated CNS/ATM standards
loyal to the native ICAO
FANS definition
Aeronautical Telecommunication
Network
Page 19
© AIRBUS Operations S.A.S. All rights reserved. Confidential and proprietary document.
Convergence of FANS standards proposed by the industry
Converged
Standards (Baseline 2)
Existing
Domestic Standards (ATN B1)
Existing
Oceanic Standards (FANS 1/A)
Current
oceanic
operations
Current
domestic
operations
Future
continental
operations
Future oceanic
operations
• Airport Services
• Trajectory Based
Operation (TBO)/Route
Planning
• Route Conformance
Monitoring
• Flight Information
Page 20
July 2014
© AIRBUS Operations S.A.S. All rights reserved. Confidential and proprietary document.
Suggestions and recommendations
Encourage the use of the existing airborne equipage and of the existing standards proposed by the industry when developing ATM programs.
Enhance consultation with the Industry (Airlines, manufacturers, etc.) when defining new concepts and standards for ATM programs.
Encourage Industry to develop a common view on ATM modernization
Develop a strategic view on the future of ATM to ensure convergence and harmonization between the different programs with common standards.
Organize joint trials between different programs as SESAR and NEXTGEN to develop interoperable solutions.
Engage other regions of the world in programs as SESAR and NEXTGEN to develop harmonized solutions worldwide.
Be more focus on airlines expectations and adapt the services to the capabilities through the most capable best served concept.
© AIRBUS Operations S.A.S. All rights reserved. Confidential and proprietary document.
© AIRBUS S.A.S. All rights reserved. Confidential and
proprietary document.
This document and all information contained herein is the sole
property of AIRBUS S.A.S.. No intellectual property rights are
granted by the delivery of this document or the disclosure of
its content. This document shall not be reproduced or
disclosed to a third party without the express written consent
of AIRBUS S.A.S. This document and its content shall not be
used for any purpose other than that for which it is supplied.
The statements made herein do not constitute an offer. They
are based on the mentioned assumptions and are expressed
in good faith. Where the supporting grounds for these
statements are not shown, AIRBUS S.A.S. will be pleased to
explain the basis thereof.
AIRBUS, its logo, A300, A310, A318, A319, A320, A321,
A330, A340, A350, A380, A400M are registered trademarks.
23
Margaret Jenny
President, RTCA
ATM Global Harmonization:
Challenges and Opportunities
IATA Ops Conference
April 2015
Los Angeles, CA
Margaret Jenny
President, RTCA
RTCA:
A Unique Public-Private Partnership
Academia
Airports
Aviation service providers
Government organizations
Manufacturers (OEMs and after-market)
Operators
Suppliers
Labor (Controllers, Pilots, Dispatchers)
R&D organizations
Founded in 1935 25
7% Academic
60% Domestic
32% International
1% Government
~ 500 Member Organizations
Operating at the Nexus of
Technology, Policy and Operations
RTCA Advise Shaping the Future
Through Consensus
Involving all Key Stakeholders
Gov’t / Industry Investments, Priorities, Commitments
• NextGen Advisory Committee (NAC)
• All key stakeholders at executive level
• Tactical Operations Committee (TOC)
• All key stakeholder hammering out Implementation Details
Technical - Minimum performance standards
• Over 20 Special Committees (SCs)
• Means of compliance with regulations
• Committees open stakeholders 26
RTCA Special Committees Producing
Timely, Harmonized Standards
Environmental Testing Guidelines
TCAS / ACAS
GPS/GNSS
ADS-B
AIS & MET Data Link Services
ATCRBS & Mode S Transponders
Enhanced Flight Vision Systems
Data Communication Services
Aeronautical Systems Security
Aeronautical Databases
AMS(R)S
Mobile Airport Communication
Airport Security Access Control
Rechargeable Lithium Batteries
Standards of PBN
Unmanned Aircraft Systems
ELTs
Airborne Weather Detection
Terrain Awareness Warning
Airborne Selective Calling Equip
Human Factors
Portable Electronic Devices
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Key committees are joint with European - EUROCAE
Join the Consensus: www.rtca.org
Delivering Benefits of Modernization:
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ICAO ASBUs Define “WHAT”
IATA/RTCA Partnership to Assist with “HOW”
Leveraging Proven Methodology
to Deliver….
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To States………. Safety & Economic Benefits
To Operators….. Seamless Airspace
To Industry…….. Expanded Markets
Regional
Modernization
Plan
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Change in Pilot/Controller Roles
Equipage
Decision Support Tools
Policies (e.g., BCBS)
Airspace Procedures
Can’t Overlook the Details
Training
Automation
Performance Standards
Certification; Ops Approvals
Political Risks
Environmental/Noise Issues
FIR Interfaces
For:
Pilots
Aircraft
Controllers
ATC Systems
TFM Systems
Dispatchers
AOC/FOC
Ignoring these
details will lead
to delayed return
on investment
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Florian Guillermet
Executive Director, SJU
#SESAR @WorldATM_now
30 March 2015
SESAR Florian Guillermet Executive Director
#SESAR @SESAR_JU
European ATM Master plan Common Projects Deployment Programme Implementation projects
1 project
3 interrelated processes
Development
SESAR solutions
Definition Deployment
DEPLOYMENT MANAGER
SES Performance targets
33 European Commission - DG MOVE – Directorate Aviation and International Transport Affaires
Defining, delivering & deploying solutions
Global cooperation & Interoperability
ICAO GANP/ASBU`s
NextGen SESAR
Industry Standards
EU/SJU - US/FAA Coordination
Standards for
harmonised
implementation &
regulation
Global consensus to
ensure global
interoperability
EU-US MoC SESAR-NextGen
Coordination Activities
EUROCAE WG RTCA SC
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Thanks for your attention
35
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Neil Planzer
VP Airspace Solutions – ATM, Boeing
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Discussion
38
Thank you
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Sustainable Operations and
Business through Crisis Moderator
Rudy Quevedo Director, Safety, SFO, IATA
Panelists
Gina Gavito Director, Business Continuity and Emergency Response, United Airlines
Pauline Lamb
Chief Operating Officer, Airways Corporation of New Zealand
Penny Neferis
Director, Business Continuity and Emergency Response, JetBlue Airways
Anthony Tisdall
Manager, Air Traffic Control System Comand Center (ATCSCC), FAA
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Gina Gavito Director, Business Continuity and Emergency
Response, United Airlines
Penny Neferis
Director, Business Continuity and Emergency Response, JetBlue Airways
AIRLINE BUSINESS CONTINUITY EVOLUTION Gina Gavito – United Airlines, IATA ERBCTF Chair
Penny Neferis – JetBlue Airways, IATA ERBCTF Vice-Chair
IATA Ops Conference 2015
Los Angeles 13-15 April
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Evolution of Emergency Response
Family Assistance Legislation
adopted by several countries
Command and control structure
implemented across the industry
Robust, tested emergency
response plans
Plans and command teams used
for other events (start of industry
business continuity)
EMERGENCY RESPONSE
DISASTER RECOVERY
BUSINESS CONTINUITY
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What is Business Continuity? To facilitate and implement a collaborative
process to allow departments to plan,
prepare, mitigate, and respond to any
critical business interruption, threat, or
hazard.
Core Program Work Streams
o Business Continuity Foundation
o Plan Development
o Testing and Maintenance (Steady State)
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Program Success and Sustainability
Planning
Operations
Technology
Safety
Executive Sponsorship
Roles and Responsibilities
Program Administration, Management and Operations
Performance Objectives / Metrics
Resource Management
BC Planning – BIA and BCP
Testing and Training
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Natural and Manmade
Emergencies
Pandemics
Hurricanes
Tornados
Flood
Earthquake and
Tsunami
Aircraft Accidents / Incidents
Civil Unrest
Violence / Active
Shooter
Technology / Cyber Attack
BKK - 2011 OMA - 2011 MSY - 2005
LOS - 2011 BOM - 2011 BKK - 2008
Turkey - 2011 Japan – 2011 Philippines - 2013
MH 370 and 17 – 2014 QZ 8501 - 2014 OZ 214 - 2013
DFW - 2012 STL - 2011
Odile – Baja – 2014 Sandy – 2012 Irene - 2011 Isaac - 2011
Ebola – 2014 H7N9 – 2013 H1N5 – 2012 H1N1 – 2010
ORD ATC Center Outage - 2014 East Coast Power Failure - 2003 Sony - 2014
Charlie Hebdo – 2015 Boston Marathon - 2014 MSY – 2014 LAX – 2011
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Responding to Events – Can you? Contact employees and checking in on well-being
Launch to alternative workspace for Operations Centers and
corporate staff including deploying work from home plan
Utilize back up center to restore systems
Evacuate employees from at risk locations
Identify supply chain issues
Activate Crisis Management Team
Restore operation
Recover applications / technology
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Emergency Response & Business Continuity
Building Upon the Foundation of Emergency Response
Global stability issues (enhanced sharing)
Situational Awareness and consequential impacts
Building operational sustainability
Development of templates
Common risk rating platform
Creating industry best practice
Thank you!
50
Pauline Lamb
Chief Operating Officer, Airways Corporation of New Zealand
51
Pauline Lamb
Chief Operating Officer Airways NZ
Airways – Air New Zealand
Eyjafjallajokull Ash Cloud Christchurch Earthquake
52
Volcanic Ash April 2010
Airways – Air New Zealand
53
Christchurch Earthquake
Airways – Air New Zealand
Common Themes
54 Airways – Air New Zealand
Structured communication with clear responsibilities
Prioritisation Safety by design Risk language alignment Call on others and practice Relationships
55
Tony Tisdall Air Traffic Control System Command Center
(ATCSCC), FAA
Presented to:
By:
Date:
Federal Aviation Administration
International Air Transport
Association (IATA)
Tony Tisdall
April 3, 2015
Contingency and
Continuity of
Operations
Federal Aviation Administration
September 26, 2014
The Chicago Air Route Traffic Control Center (ARTCC)
declared “Air Traffic Control (ATC) Zero” following criminal
destruction of major operational capabilities, resulting in
divesture of airspace.
Federal Aviation Administration
Background
Federal Aviation Administration
Background
• The Federal Aviation Administration (FAA) Administrator
called for review of all FAA operational contingency plans
and established requirements to improve ATC service
delivery during irregular operations, through use of both
current and future infrastructure and equipment.
• Specifically, the FAA Administrator identified a challenge
target objective to achieve 90 percent of normal operations
within 24 hours of an ATC Zero event.
Federal Aviation Administration
Background
FAA Administrator’s Target Levels of Efficiency
specifically require;
• The ability to safely return core 30 airports to 90%
operating capacity within 24 hours.
• The ability to return affected ARTCC or TRACON
airspace to 90% of normal operating capacity within 96
hours.
3 April 2015
Federal Aviation Administration
Federal Aviation Administration
30 Day Assessment
• The Air Traffic Organization’s (ATO) Chief Operating
Officer (COO) convened a team to develop a strategy to
meet this objective.
• The collaborative team was representative of labor and
management, with the skills and experience required to
conduct the assessment.
• Operations
• Air Traffic (Air Traffic and System Operations)
• Technical Operations (CNS)
• Program Management
• Security
Federal Aviation Administration
30 Day Assessment
• An investigation was conducted after each of the three
significant ATC-ZERO (ZAU, C90, ZLA) events and a
Corrective Action Plan (CAP) was written to correct issues.
The solutions are presented in the form of “Mitigations”
• The ATO Officers Group combined the three individual CAPs
into one National CAP
• Update FAA Orders and Facility contingency plans to
accommodate revised strategies to improve NAS efficiency
and facility resilience
• The Temporary Operational Contingency Office (TOCO) was
created to manage the collective mitigations defined in the
National CAP
Federal Aviation Administration
30 Day Assessment
• Evaluated existing plans
• Defined new strategy • allows for divestment of airspace, and if needed, dispersing
personnel to support facilities
• Evaluated improvements over three capability
timeframes
• Contingency Operations: Now through the next 12 months
• Enhanced Contingency: 2016-2019
• Enhanced Continuity of Service: 2020 and beyond
• Identified gaps, opportunities and Rough Order
of Magnitude costs
Federal Aviation Administration
30 Day Assessment
Technical Assessment • Conducted technical assessment of new contingency plans for
supportability and viability, and developed cost estimates for
additional infrastructure needs.
• Resiliency Assessment • Conducted assessment of system resiliency within air traffic
control facilities and developed cost estimates for proposed
improvements.
• System Architecture
• Security
• Policy • The framing of longer-term policy and technological activities that
would enable enhanced continuity of service.
Federal Aviation Administration
TOCO
Temporary Operational Contingency Office
• Set up in response to the ZAU event
• National office in Atlanta, Georgia.
• Charter:
– Manage deliverables,
– Ensure execution/implementation of mitigations,
– Track and report activities.
Federal Aviation Administration
TOCO Scope
• Understanding of lessons learned from C90, ZLA and
ZAU ATC Zero incidents
• Assure all near term CAP mitigations are completed within
a year
• Assure all mid and long term CAP mitigations are
transitioned to the responsible office
• Assure all Safety Management System processes are
followed
• Provide recommendations to ATO’s Officers Group on
next steps and a gap analysis of requirements to move
facilities closer to efficiency targets
Federal Aviation Administration
Deliverables
• Corporate understanding of lessons learned from C90,
ZLA and ZAU ATC Zero incidents as well as limitations
of existing infrastructure and its many capabilities
• Identification of requirements to move facilities closer to
efficiency targets
• Assure all National CAP mitigations are completed
• Provide recommendations to leadership on next steps
Federal Aviation Administration
Future Actions
• Further Analysis Required to Support
Three-Year Opportunities • Assess and provide next steps for acceleration of select
NextGen capabilities
• 2020 & Beyond: Establishing the Long-
Term Commitment to Continuity of Service • Assess new capabilities to support enhanced continuity of
service concepts
Federal Aviation Administration
TOCO Milestones
• Core Team & IPT Leads Kick-Off Meeting March 17, 2015
• National CAP March 24, 2015
• Tech Center Meetings June 19, 2015
• Phase I Executions Complete Sept 30, 2015
• Phase II Executions Complete Dec 31, 2015
• Recommendations March 8, 2016
• Final Report March 24, 2016
Discussion
