Colombian PBN implementation: El Dorado case study SDM WORKSHOP ON PBN 19.10.2017 XAVIER OUTTERS SME & PROJECT MANAGER NAVBLUE SAS
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03 Challenges and lessons learnt 02 KPIs, solutions, expected benefits 01 Project Overview
Project Overview CHAPTER 01
5 PAX numbers within Latin American region grew 23% from 2012-2016
6 Bogota PAX grew more than 60% in only 6 years with a 15% increase of airport operations
7 Project Objectives International Cooperation Agreement to Redesign the Airspace & Optimize Airside Capacity at Bogota El Dorado Airport To position Bogotá El Dorado international airport as one of the most efficient international terminals in Latin America by increasing its capacity and airspace efficiency through: Introduction of PBN Reduction of aircraft separation within the TMA Implementation of independent and simultaneous parallel runways operations Improvement of ground operations Update of regulations & operations manuals Enhancement of ATC capability with theoretical & practical On-The-Job Training (OJT)
8 Bogota urgently needed an airspace turnaround ATCOs vector ~100% of arriving aircrafts (high workload) Encounter/dispersed flows Inefficient use of runways Holding patterns Bottleneck at VOR Limited access to RWY 31L/R Reference Day 09/10/2015 Bogota s ATCOs constantly outperform their own limits!
9 TMA workload needed to be balanced Uneven sectors work balance (North Sector taking most of the load) Excessive radio comms. due the 100% vectoring of arrivals. Job dissatisfaction Increased workload due to continuous traffic increase within TMA
KPIs, solutions, expected benefits CHAPTER 02
11 Desired outcome and solution matrix (1/2) Matrix matching existing situation against a desired outcome. Identified solutions matching any combination of safety, capacity, efficiency, environment, or access factors. First two main items required GAP / Solutions to increase capacity and user RNAV to improve access and efficiency within Bogota TMA
12 Desired outcome and solution matrix (1/2) Further desired outcome items looked to balance ATC sector workload and reduce complexity by implementing RNAV SIDs and STARs. Simultaneous independent approaches to balance capacity. Design facilitated CCO and CDO operations, and balanced city-pair flows. Radio transmissions dropped significantly reducing both ATC and crew workload.
SKBO TMA - PBN Expected Benefits Increase in airspace capacity (simulation runs): o o RNW13: 92 ops per hour (29.2% increase) RNW31: 68 ops per hour (126% increase) Reduction in ATCOs workload (60% less communications per aircraft) Flexibilization of restricted military airspace Reduced workload for pilots. Expected financial efficiencies for up to US100M/year
14 Bogota CONOPS Runway 13 Independent trajectories with altitude separation Reduced ATCO workload due to repeatable trajectories and predicted trajectory distances. Reduces crew workload based on strategic coding of trajectories in NavDB. Reduced ATCO intervention Improved safety
15 Point of Merge System All aircraft sent direct AMVES (point merge). Better traffic management compared to sending aircraft to previous VOR due to specifically designed RNAV system. Non-RNAV aircraft vectored to VOR to complete conventional procedure. Appropriate management of reduced separation down to 3nm.
16 EDR CONOPS Runway 31 Altitude separation Reduced ATCO/ crew workload Reduced ATCO intervention Improved safety
17 New TMA Sectors Reduced span of control for each individual sector. Balanced workload across sectors based on inbound and outbound flow demands. Fewer conflicts to manage Reduced ATCO workload Reduced ATCO intervention
Challenges and lessons learnt CHAPTER 03
19 CONOPS Reference Day 09/10/2015 + 40% Traffic
20 Project Challenges and Lessons Learnt Design Access to RWY 31 for both RNP and non- RNP capable aircraft = RNP AR trajectories + RNAV Visual published by Authority. Non-RNAV aircraft within the TMA = Kept selected non-rnav SID s and STARs published at lower altitudes + conventional ILS from BOG-VOR. NOTAM published that RNAV SIDs and STARs must be filed as a first requirement. Fast Track Project = KoM to Implementation in two years. Only way is for all stakeholders to be aligned with main scope and objective Jet Vs Turboprop = Trajectories designed considering faster aircraft overcoming slower aircraft. ATC Training Change a 20-year with a new way of working = Only way is with ATC to be part of the design, undergo and appropriate training, and commit to change. Knowledge transfer process (both ways) = understanding PBN benefits, allowing technology to help achieve goals, and trust that all parties (ATC, Operators, Regulators) are committed to success. Achieve change via training = tailored training program including simulations for all area and tower controllers, and On the Job Training to accompany ATC during initial implementation of operations.
21 Project Challenges and Lessons Learnt Stakeholders Successful public-private collaboration = Identify people that don t believe and lead them to understand and then to believe. Commitment from all stakeholders is a must for the success of such a big project. Coming up with a final design = Discuss options separately with each stakeholder, then identify and resolve as best as possible items that don t match. Solutions may not match all stakeholder wants, but an initial design can only be made better in time. Airspace needs to be shared by everyone. Military Flexible Use of Airspace (FUA) Use of Military airspace = Military forces wishing to share exclusive use of airspace when not in use for the benefit of the overall commercial aviation industry. Military Civil aviation FUA Letter of Agreement = Designed under international guidelines to ensure an appropriate agreement between both parties on how / when to use the mentioned airspace. Orderly FUA = Specific RNAV trajectories designed to be used by qualified commercial aircraft. Trajectories reduce overall arrival track miles, or allow use of airspace during adverse weather in other TMA Areas.
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