Transcript AAI Performance Framework Project

Management and technology consultants
A project funded by the
European Union
AAI Performance Framework Project
Presentation to the ATC Guild Seminar 2014
October 2014
www.askhelios.com
Overview
• Introduction to Helios and the EU project
• What is performance management and why it is important?.
• Overview of the AAI project:
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Scope
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Our approach/methodology
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KPAs/KPIs
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Next steps
• Summary and next steps
Note: The results are not included in the presentation
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1. A brief introduction to Helios and the
EU-India cooperation project
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Helios is part of the Egis group
• Helios is the specialist aviation consultancy for the Egis Group
• We are global leader in consultancy, design and operations
• Our services cover transportation infrastructure (airports, roads,
tunnels, ports, rail etc.), buildings, energy, environment and water
• A worldwide operator of airports and other infrastructure
• A turnover of circa $1 billion
2008 to
2013
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We operate in over 100 countries,
including India
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We have a broad aviation offering
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Policy and regulatory support
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Management, technical and
engineering consultancy
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Engineering services,
programme management and
support, including ORAT
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Construction design,
management and supervision,
including turnkey
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Airport operations
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… for a range of customers
• Operators
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Airport operators
Air Navigation Service Providers
Airlines
• Regulators
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CAAs
International organisations
National administrations
• Financial organisations
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Banks
International Financial Institutions
Development Funds
• Institutions
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Public organisations
Industry associations
• Industry
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Aircraft manufacturers
Systems/equipment manufacturers
Communication service providers
Construction and civil works
companies
Design firms
• Training providers
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Aviation academies
Training schools
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The EU India project
EU-India Civil Aviation Cooperation Project
Strengthen institutional
capacity of the Civil
Aviation Regulator
Good
governance
Implementation
international
civil aviation
standards
Help ensure a safe
and secure aviation
environment
Harmonisation
EU standards
and
cooperation
Policy support
Helios support to AAI - framework for performance measurement
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2. What is performance management?
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Defining a performance-based approach
• India is obliged by its commitments under the Chicago
Convention to facilitate and expedite safe air navigation in its
airspace. These services are provided by AAI.
• ICAO encourages its Member States (including India) to adopt
a “performance-based” approach to the provision of Air
Navigation Services (ANS), as documented in their ‘Manual on
Global Performance of the Air Navigation System (ICAO Doc
9883).
• The performance-based approach should focus on desired
results, defined objectives, and decision making which is
informed by facts and data. It also helps determine existing
performance and identify those areas where specific attention
is required.
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Performance objectives
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A key element is the definition of a framework for measuring and
reviewing performance. ICAO recommends focussing on the
following performance Key Performance Areas (KPAs):
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Safety
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Security
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Environmental impact
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Cost effectiveness
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Capacity
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Flight efficiency
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Flexibility
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Predictability
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Access and equity
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Participation and collaboration
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Interoperability
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Why measure performance?
• By monitoring and evaluating performance in the target KPAs,
ANSPs can better understand how it is doing, be able to set
goals and measure progress.
• The results and analysis of the performance data also has a
role in:
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Traffic forecasting
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Investment planning
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Financial planning
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Human resources planning
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Charging
• This enables ANSPs to improve its strategic decisions,
measure and improve performance, align and integrate its
processes and remain competitive. They can also benchmark
against other ANSPs
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3. Overview of the AAI project
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Scope
• To develop an initial performance framework based on AAI’s
priorities, available data and international best practice.
• To produce a trial performance report using the agreed
framework and available data for FY10/11
• Undertake a performance assessment and identify priority
areas for improvement
• Review processes, data availability, quality etc. and make
recommendations
• Benchmarking against other providers
• Update performance report to reflect new processes and data
for FY12/13
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AAI’s objectives
• AAI is already recognised globally as a leading ANSP but
continues to strive to be the foremost ANSP in the region
• As such, it recognises the need to:
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Examine its own performance to identify areas where it needs to
improve, or has particular excellence, and work on problem
areas to improve its performance and hence customer
satisfaction
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Benchmark its performance against other ANSPs
• Whist this project is confined to reporting performance, AAI is
looking to set targets in the future as it moves towards
becoming a performance-based organisation.
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Performance objectives
• AAI initially focused on a smaller number of KPAs:
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Safety
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Security
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Environmental impact
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Cost effectiveness
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Capacity
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Flight efficiency
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Flexibility
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Predictability
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Access and equity
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Participation and collaboration
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Interoperability
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Safety performance
• The project reviewed the current KPIs, assessed performance
with other global ANSPs and made recommendations for
further development
• AAI currently measures:
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Separation infringements: AAI has an MoU with the DGCA that
attributable separation infringements should be kept at a level below 1
in 100,000 movements.
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Runway incursions: Also the subject of an MoU.
• In the future, AAI will build on this to develop lower-level KPIs
to better understand and focus on the causes of incidents
• It will also develop leading indicators that help assess the
safety maturity of the organisation.
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Cost-effectiveness
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Cost-effectiveness is becoming increasingly important.
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There are many ways of measuring cost-effectiveness, AAI has
initially focused on 2 KPIs decomposed into a number of ratios:
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Cost-effectiveness
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The availability and quality of data is key, especially when measuring
cost-effectiveness
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AAI has significant data, but it is spread throughout the organisation and
is often collected for different reasons (e.g. billing). As such, there were a
number of areas where we had to agree a specific approach:
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Allocation of AAI costs between ANS and airports
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Attributing costs between Continental and Oceanic
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Assessing the total number of flight-hours controlled
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Determining ATCO productivity
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Employment costs per ATCO-hour
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Assessing support costs
We have made a number of recommendations to refine the data
collection and sharing
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Capacity and delay
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Balancing capacity and delay is essential. As traffic increases, the
‘system’ finds it more and more difficult to provide the service with the
required quality of service. Below certain traffic levels, delays are
rare. As traffic rises, the levels of delay observed increase
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There is a trade-off between the cost of these delays and the cost of
providing additional capacity.
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Capacity and delay
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To better understand the trade-off between capacity and delay, the
AAI performance scheme measures the ANS ‘system’ contribution to:
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En-route delay:
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This is currently difficult to measure in India, but the capacity/delay KPIs
used elsewhere which could be adopted by India are:
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Average en-route ATFM delay per controlled flight, expressed in minutes
per flight (the EU indicator for 2014 is 0.50 minutes per flight);
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The percentage of controlled flights with an ATFM delay of 15 minutes or
more. A delay of more than 15 minutes is recognised as having a
disruptive impact on airlines’ operations particularly those with hubs.
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The percentage of controlled flights with any en-route ATFM delay; the
intention is to monitor this to check that it does not increase over time.
The introduction of ATFM in India will enable these measures to be
introduced.
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Capacity and delay performance
Airborne ‘approach’ delay
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In addition to the en-route delay, airborne delay may also consist of
delay in the approach sector. Typical measures are:
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Additional time in the Sequencing and Merging Area (ASMA), used by
EUROCONTROL and ;
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Terminal Arrival Efficiency (TAE) adopted by the FAA.
Neither method can be employed here because of lack of suitable
data. For the purposes of this project we developed a similar
methodology by calculating ‘standard’ (unimpeded) fly-in times from
fixes and then assessing actual performance in different hours
6%
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Frequency
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Frequency
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Frequency
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Flying time (waypoint to VABB) - minutes
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Flying time (waypoint to VABB) - minutes
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Flying time (waypoint to VABB) - minutes
60
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Capacity and delay
Airport delay
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The performance scheme also measures the different components of
airport delay, including:
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Delay in off-blocks time: This delay field can be further divided into the
following types of delay:
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Start-up delay
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Push-back delay
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Delay in taxi time to the holding point
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Delay at the holding point
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Delay on the runway: Runway delay is defined as the excess time spent on the
runway in a stand-still mode after the aircraft could have been technically
cleared for take-off
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Delay in taxi time to the stand
The performance scheme and trial performance report focused three
airports, Delhi, Mumbai and Chennai. This will be extended in the future
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Flight-efficiency and environmental
performance
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Flight efficiency is essential to understanding environmental impact
and is generally classified into:
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Horizontal flight-efficiency – the closeness of the route taken from the
economically optimal route; and
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Vertical flight-efficiency – the closeness of the vertical profile of the flight
to the one in which the least fuel is burnt.
Insufficient data was available to accurately measure horizontal flight
efficiency; however, calculations were made looking for inefficiencies
against the GCD.
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Summary and next steps
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AAI is one of the first in the region to start implementing performancebased measures
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The AAI performance scheme currently focuses on 4 KPAs, enabling it to
better understand and target improvements in:
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Safety
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Environmental impact
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Cost effectiveness
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Capacity
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The project included developing an initial framework and then
undertaking a trial performance report based on FY10/11
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Improvement actions were identified and the performance report was
updated using FY12/13 data
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AAI will use the project output and results to implement a full
performance management scheme and continue to target improvements
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Management and technology consultants
Sudhir Rajeshirke
Business Head - Aviation, Egis India
www.askhelios.com
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