Operational Investments Strategy & Implementation. Ehab Azmy Chairman NANSC. //canso

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2 Operational Investments Strategy & Implementation Ehab Azmy Chairman NANSC

3 CANSO Middle East Conference Transforming ATM Performance through Innovation and Collaboration 3-5 February 2014 Amman, Jordan Operational Investments NANSC Strategy & Implementation Ehab Mohey Azmy NANSC Chairman Presented by: Cap. Medhat Abd El Azim DG of international cooperation and affairs

4 Operational Investments Strategy & Implementation Contents Introduction The strategy for operational investments in ATM NANSC current and future air navigation plan(asbu alignment)

5 Introduction The corporate strategy formulation begins with a vision what the company wishes to become in the distant future. Then the company s mission is formulated, which includes its purpose, philosophy and goals. Operational Investment, is an investment strategy which aims to generate investment return in the form of increased value by improving operational performance

6 The strategy for operational investments in ATM ASBU Framework Concepts to implement the safety and efficiency strategic objectives Vision ATMOC block upgrades should serve as a Resource Management, planning for Capital Investment, Training As Well As Potential reorganization Strategy Global Plans Tactics Initiatives Global Air Navigation Plan Global Performance Initiatives Global Aviation Safety Plan Global Safety Initiatives Action ASBUs Global and regional work plans as part of the business plan for ICAO led activities

7 The global aviation system block upgrade The global aviation system block upgrade initiative constitutes a worldwide framework for ATM system modernization. Offering a structure based on expected operational benefits, it will facilitate investment and implementation processes, by clarifying the clear relationship between technology and operational improvements.

8 Block 0-10 PBN 1. A review was undertaken on what would be the priority for low hanging fruits for block The following 3 were identified: improved airport accessibility using PBN Improved flexibility and efficiency in descent profiles Continuous descent operations Improved flexibility and efficiency in departure profiles Continuous Climb Operations

9 PBN is a key enabler of single sky; improved airport accessibility using PBN Improved flexibility and efficiency in descent profiles Continuous descent operations Improved flexibility and efficiency in departure profiles Continuous Climb Operations CDO and CCOs reduce fuel burn and noise(continuous Descent Operations Save fuel lbs Up to 40% less noise Reduced radio transmissions Lower pilot workload Reduced hearback / readback errors ) Main enabler to address CFIT and unstabilized approaches Accessibility Main enabler for runway safety more RWYs are accessible (previously not accessible, or by less safe circling, offset or steep angle approaches) RNP Approach RNP Approach allows 3D use

10 SBAS will help to make the skies safer and aircraft routing more efficient, which ultimately saves time, fuel and money Shifting from NPA to PA and introducing IFR like procedures at low cost into the GA community will significantly increase safety B0-65 Optimization of approach procedures including vertical guidance Commercial case to use SBAS, both for pilots, airport operators EGNOS has been certified for aviation in March 2011 where we considered Cairo FIR is the natural extension Euromed GNSS II/MEDUSA project (Global Navigation by Satellite Systems EGNOS / GALILEO) Egypt national workshop, 12 March 2014

11 WHY Euromed region is a natural extension for EGNOS homogeneous extension The extension will Reduces the impact on the Integrity Margin as well as Maximizes the number of monitored GPS

12 expected Operational benefits INCREASED SAFETY Enhanced operational safety due to the vertical guidance provided Reduction of CFIT events Increase situational awareness to the pilot Better precision in low altitude routes (helicopters, obstacles) ENVIRONMENTAL ASPECTS Mitigate impact on noise / environment sensitive areas More flexibility for highly populated areas More efficient routes and time / fuel saving COST SAVINGS Reduced dependence on terrestrial navaids Cost reduction in maintenance of ground infrastructure and conventional navaids Allows for rationalisation of ground navigation infrastructure The availability of off-the-shelf ABAS and SBAS Low cost avionics brings PBN within the economic reach of all aircraft operators.

13 NANSC Surveillance domain Six(6) En-Route Mono Pulse Secondary Radar with detection range of 250 NM, Five (5) of them are validated to operate with selectivity mode (mode S). All the En-Route stations are remote controlled automatically and monitored by more than one level. There are eight (8) approach radars Each station consists of Monopulse secondary radar with detection range 250 NM AND Primary radar with detection range 60 NM. The future strategy are: 1.increasing SSR redundant coverage by connected approach RADARS to the central En-Route RADAR data processor (RDP) with multitasking process. This operation will done after the upgrading of approach radars. 2.Using ADSB system to cover non radar areas at south east (Halayeeb triangle) and south west (Owinat).

14 NANSC Communication domain NANSC is member in NAFISAT network which is communication network carries ATS/DS and AFTN circuits over North Eastern African and Indian Ocean. NANSC hosts one site of NAFISAT network in Cairo which has links with 4 African countries (Eretria Libya Sudan Kenya). NANSC communication is based on two internal VSAT networks,(gsi )as main network and (ALCATEL) as backup network. GSI network contains of 19 VSAT sites and one hub station carries all the services of voice (VHF HL PABX ) and data (RADAR - RCMS AFTN AIS ). Alcatel network contain 6 sites and one hub station carries the traffic of the Enrout Radar and main VHF channel sites during any interference on the main network (GSI) or during the sun outage phenomena NANSC is planning now to replace the old backup network (ALCATEL ) with new network to keep the availability of the communication network The new network will be with different access technique to the satellite and will be on other satellite to avoid the failure of the two network at the same time

15 B0-75 Improved Runway Safety (A-SMGCS) Cairo port surface surveillance NANSC currently implements a modern project Multilateration (MLAT) system which represents upgrade to A-SMGCS system and consists of (32) receiver station, (13) transmitter station, (3) transponders to check the accuracy of the operation and Central target processor(ctp). we use Motorola wireless canopy system to connect most of stations to the (CTP). there is a Remote and control terminal for monitoring and control the system.

16 B0-25(Improve Information Exchange) Increased Interoperability, Efficiency and Capacity through Ground-Ground Integration Supports the coordination of ground-ground data communication between ATSU based on OLDI Successful trials in place between Cairo FIR and Both ATINS and Jeddah FIRs AMHS in place since 2011

17 Aeronautical Information Management B0-30 Service Improvement through Digital Aeronautical Information Management Initial introduction of digital processing and management of information, by the implementation of AIS/AIM making use of AIXM(2013/2014), moving to electronic AIP and better quality and availability of data. NANSC flight procedures office which besides its tasks provide training opportunities for trainees from AFI/MID states.

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20 MIDRAR to MAEP Alan Corner Director, Middle East Helios

21 MIDRAR - a short history MIDRAR was established by CANSO in 2011 to find ways of increasing airspace capacity through regional cooperation. It was a key programme for CANSO Middle East region. The approach: Phase 1: A top down review of the existing situation, the identification of key challenges and the development of a framework and initiatives to meet the challenges ( ) Phase 2: Establish a regional, multi-stakeholder vehicle to implement initiatives by coordinating projects already planned by individual service providers and airspace users and other regional initiatives. A regional programme office. (2012+) Phase 3: Develop a strategic plan to prepare the region for future challenges (2013+)

22 From MIDRAR to MAEP CANSO initially made good progress Phase 1: Report was completed in 2012 Phase 2: Detailed planning started in late 2012; however, despite the involvement from many stakeholders, lack of buy-in meant that it was impossible to tum this support into implementation At the same time. DGCA/2 reviewed several proposed approaches to evolving Middle East airspace and actioned ICAO to establish MAEP to focus efforts In the interests of the region and to ensure ANSPs were represented, CANSO members agreed to provide MIDRAR as a key input and take an active role in the development of MAEP The MAEP SCM is planned for February 2014

23 CANSO s role in MAEP CANSO and its members have extensive global and regional experience and propose to play a key role in the development and implementation of MAEP We will work with ICAO MID and other aviation organisations, service providers and stakeholders to ensure buy-in and a single focus We will offer what we have learnt in MIDRAR and other initiatives as a key input and to avoid reinventing the wheel Like other stakeholders, CANSO in consultation with its members has proposed a potential approach to be discussed and developed further at the MAEP SCM

24 What MAEP might look like MAEP Board: Oversight, strategic advice and direction, reports to the MIDANPIRG Representatives from States, plus IATA, CANSO and ACI etc. MAEP Implementation Team: Developing and coordinating initiatives at a regional level. Exploits and leverages additional benefit from initiatives proposed by stakeholders (e.g. States, ANSPs, airspace users etc.) or that need regional collaboration (e.g. coordination of ASBU roll-out). Representatives from ANSPs, airspace users and other stakeholders Potentially a focal point for industry engagement at a regional level PMO: Comprising secondees from participating stakeholders and by fulltime experts from industry as appropriate.

25 MAEP MAEP has support from the highest level It must deliver tangible benefits to the region It should be a vehicle for the many organisations and other stakeholders to find new ways of working together for the greater good of the region CANSO has a key role to play and is committed to ensuring its success

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27 Operational Investments Strategy & Implementation Matthew Riley Co-chair, CANSO ASBU Workgroup & General Manager Air Traffic Services Serco Middle East

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29 Enabling and Leading Transformation Gudrun Held Chair CANSO MEAUSE Workgroup & Head of DFS Office Brussels

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31 Enabling and Leading Transformation H.E. Mohammad Amin Al Quran Chairman MEC3 CANSO & Chief Commissioner CARC

32 -To comply with ICAO requirements - To enable and empower ANSPs to transform to performance- based organizations

33 NANSC GACA CARC

34 Transforming ATM Business processes into performance based services

35 Political will and Sovereignty; Competition; Regional Unrest ; Legal; Regulatory; and Financial

36 Will politicians support transformation in ATM, Follow Best Practice and learn from others Sovereignty is the same for all countries, the trick is how to manage it!!!

37 By Providing Business Case and Strategy

38 Environment (Org. Structure/Separation, Legalization) Equipment (coping with our National Strategy) People (learning, training, growth, HR systems) Internal Processes and Procedures (Simple, Quality) Economic and Financial (Soundness, competition) Customers

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40 Started in year 2004 supported by the European Commission. Separate the regulator from the operator. Aim to strengthen the regulator functions. Promote service providers autonomy. Improve Quality of Service.

41 The Civil Aviation Authority Airports Management Regulatory Functions! Air Navigation Services Technical Training

42 The Civil Aviation Regulatory Commission (The Regulator) Air Navigation Services AMA Airport Management King Hussein Airport (Aqaba) QAIA QNTC

43 The Civil Aviation Regulatory Commission (The Regulator) Air Navigation Services Jordan Airports Company King Hussein Airport (Aqaba) QAIA QNTC

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