Single European Sky ATM Research (SESAR) Friday 6

th

June 2008

Agenda

1. 11:00 Introductions 2. 11:10 Presentations from guest speakers 3. 12:00(ish) Open question forum 4. 13:30(ish) Lunch

Running Order

• • • • • • •

DGCA – Peter Griffiths DAP – John Arscott Me EXCOM – Olaf Dlugi Eurocontrol – Dr Erik Merckx SJU – Patrick Ky NATS – David Hilton

SESAR

Why?

Aviation - an evolving Environment

· · · · · ·

Airspace Users

Cost pressure (+fuel) 9/11 and economic downturn Low cost airlines VLJs, UAVs Military operations GA

·

Airports

Capacity limitation

· · · · · · Society Noise & Climate change Safety Security Sustainable growth Mobility Carbon Emissions · ·

ANSPs

Corporatisation / privatisation Under pressure of users

· · Supply Industry Concentration Global

Traffic expected to double by 2020

2005: 10.5 millions 2010: 12.5 millions 2020: 17.2 millions

An ATM System reaching its limits

Traffic 2005 New Solutions from R&D 2005 2010 Ongoing Short/Medium Term Programmes Potential Capacity with current system 2020 Capacity with current system 2013 Closing the capacity gap 2020

Background - SESAR

• SESAR is a project to “develop the new generation European ATM System”.

• Its aim is to deliver a new operational platform for ATM for Europe.

• Joint funding was agreed for the project’s first phase by the European Community and Eurocontrol at a total cost of 60m Euros.

• ATA and stakeholders formed the SESAR Consortium to take the project definition phase forward.

• Deliverable of the Project Definition Phase is the ATM Master Plan.

The three phases of SESAR

2005 2010

Definition Development

2015 2020

SESAR Phases

Deployment

SESAR Impact on Operational ATM system

2005 2010 2015 2020

Olaf Dlugi

D5 – SESAR Master Plan Olaf Dlugi

The SESAR Definition Phase is co-financed by the European Community and EUROCONTROL

SESAR Consortium

including EUROCONTROL

SESAR overview : The Definition Phase

The Market Its Requirements The Top Product How to Build it Analyse air transport value and role of ATM Performance Requirements ATM Target Concept selection Deployment sequence analysis D4 D3 D2 D1

24 months

Action Plan Build the ATM Master Plan Go!

Define organisation & work programme 2008-2013 D6 D5

Everything you always wanted to know about the Master Plan

•

One overall plan for all:

– –

Plus individual roadmaps & Supporting Changes

2006 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 R&D

List of concerned operational or technical changes

Implementation Available for Operations • Contains • Planning information for Deployment and R&D • Not a one-off 

Master Planning process

• Passed to SJU for execution and maintenance

D5 is only the tip of the iceberg

Agreed strategic guideline

D5 Task Deliverables Electronic Master Plan www.atmmasterplan.eu

Renewed ECIP/LCIP

Working and Planning area Derived agreed & committed actions

R&D Deployment Operations Best practices

Commitment to deployment

now Net-centric trajectory management

Commitment to R&D Investment

Advanced automation in a shared trajectory environment Advanced separation modes

Agreed way

self separation

Performance Benefits by 2020

•

The 2020 European ATM system will accommodate

15.8M flights/year;

• • •

Average improvement of delays by

40 % per flight;

Fuel savings (ATM related) of

14 MTons CO2

ATM costs per flight reaches an average

of €630/flight;

Benefits

•

Societal Benefits (in 2020)

– Direct, indirect and induced aviation contributions €470Bn /year to European GDP •

Quantified Operational Benefits (cumulated between 2008 - 2020)

– €8Bn Cost-effectiveness – €9Bn Capacity Gain & Delay Reduction – €8Bn Fuel cost savings – €2Bn Quality of Service - Low visibility •

Further Benefits

– Flexibility, Interoperability, …

CONCLUSION

•

Shared Master Plan

•

Systematic approach to Master Planning

Erik Merckx

The ATM Master Plan and EUROCONTROL’s role UK Stakeholders Forum London, 6 June 2008

Dr. Erik Merckx EUROCONTROL Deputy Director ATM Programmes

Overview

• • • •

Traffic and Capacity Profiles 2009 - 2013 ATM Master Plan Framework EUROCONTROL’s roles Stakeholder consultation and monitoring mechanisms

Traffic and Capacity Profiles 2009 2013

35% Additional capacity between 2007-2013 From 28000 to 37500 flights / day

ATM Master Plan Framework

Single European Sky Institutional Framework ATM Master Plan Management Performance Framework Development Framework Support to Regulation & Standardisation Framework Deployment Framework Targets Target Concept & Architecture Common Specifications & Prototypes Draft IR and CS Industry Standards SESAR ATM System Stakeholder Engagement in the Business Framework

EUROCONTROL’s Roles in the ATM Master Plan

Outside SJU Inside SJU

•

Implementation of Short Term Implementation Programmes

•

Responsibilities as Founding Member of the SESAR JU

•

Leading and Contributing to a number of Work Packages as a Member of the SESAR JU Inside and outside SJU

•

Support to Single Sky Legislation

EUROCONTROL as SJU Founding Member

• • • • • • • •

Manage the cooperative development of the European ATM Network Co-ordinate the overall network validation activities Identify SESAR components for progressive implementation including support to regulatory measures, as required Organise and co-ordinate long term ATM research activities Maintain and up-date the ATM Master Plan, ensuring consistency with other relevant convergence plans Manage horizontal safety activities related to SESAR, including appropriate safety management and safety regulation, the latter in co operation with EASA Ensure the involvement of all civil/military stakeholders, through adaptation of the relevant EUROCONTROL consultation mechanisms Organise and co-ordinate ATM training in support of SESAR development as appropriate

EUROCONTROL Role in IP 1

• • • • • • •

All implementation programmes that need completion by 2013 … That are ongoing … And mature ….

Together with stakeholders… That are needed to meet the performance requirements of the ATM at 2013 ….

That are the baseline for further R&D work … In IP2 and IP3

EUROCONTROL Role in IP 1

• • – – – – –

Examples:

– – – – –

CCAMS ESP DMEAN DLINK FASTI CASCADE 8.33 kHz Airport CDM ARN V5/V6 …… Already indicated in D2 to have good CBAs and further qualified in D5

EUROCONTROL Role in IP 1

• • • •

The Agency to complete the IP1 programmes that are in line with the ATM Master Plan Stakeholders to implement the IP1 programmes Update the ECIP to measure performance against IP1 Use the renewed ECIP/LCIP mechanism as a formal, EC approved instrument for States to report against IP1 (SES) achievements

A/1 - WP Management

EUROCONTROL Role in IP 2

SJU B - Target concept & Architecture DFS 2 - R&D Overall Consistency D - ATM Network R&D Programme C - Master Plan Maintenance 16 - Transversal Areas E - LT & Innovative Research 3 - Validation Infrastructure ENAV 7 - Network Operations 4 - En Route Operations 5 - TMA Operations NATS 6 - Airport Operations 8 - Information Management LFV DSNA AENA

Possible Agency WP leadership Agency WP leadership

10 - ATC 12 - Airport 14 - SWIM 9 - Aircraft Airbus Indra-Thales Indra-Selex 11 - AOC Thales-Selex 13 - NIMS 15- Gnd CNS Thales-Selex

Stakeholder consultation and monitoring

The performance of European ATM Agency performance EUROCONTROL SCG

Stakeholder consultation and monitoring

The Performance of European ATM EUROCONTROL SCG

Patrick Ky

SESAR Development

London, June 6th 2008

The SESAR Joint Undertaking

• •

Created by EC Council Reg. N °219/2007 Responsible for the

execution of the ATM Master Plan

, and in particular the

management

of the SESAR Development phase

• Two founding members

: the EC and EUROCONTROL

• Public-private partnership

SJU

SESAR Work Flows

SES Eurocontrol

Regulation Standardisation Implementation

SJU organisation

Exec Director P Ky

Comm & stakeholders relations:

E Platteau

Deputy Exec Director Programme Director

Director Admin Finance C. BORGHINI

Chief Architect: P. HOTHAM Chief Economist A. SIEBERT Chief Ops/ Validation M. STANDAR Chief Regulatory WOrk Programme Manager F. GUILLERMET Affairs

Legal C POUZA HR P COURTOIS Finance Finance

The SESAR Partnership

• • • EU funding

(

700 M €

, TEN-T and FP7) and regulatory actions

EUROCONTROL

funding and in kind contribution (

700 M €

):

alignment

relevant EUROCONTROL activities

Industry ( 700 M €+ ): alignment

development

–

of business strategy and product 15 candidate members as part of an initial core group (CFI 07/07)

– –

Membership agreements to be signed end 2008 Second round of partnership in 2009-2010 of

Candidate Members (initial core group)

• • • ANSPs

:

–

AENA, DFS, DSNA, ENAV, NATS, [LFV, Austrocontrol, AVINOR, ISAVIA, IAA, NAVIAIR, FINAVIA, EANS]

Manufacturing Industry

:

–

AIRBUS, [ALENIA, Galileo Avionica, Telespazio], INDRA, [SELEX SI, SELEX COM], [THALES Air Systems, THALES Avionics], [SINTEF, SAAB, Kongsberg, Park Air Systems, Thrane&Thrane, Airtel ATN],

HONEYWELL

Airports

:

–

SEAC: ADP, BAA, FRAPORT, MUNICH, SCHIPHOL, UNIQUE

–

(AENA, LFV, AVINOR)

Indicative Work Programme

Target concept & Target concept & DFS Network Network Operations ROL En Route En Route Operations DSNA TMA TMA Operations NATS Information Information Management Airport Airport Operations AENA LFV Aircraft AIRBUS ATC TH/IN Airport Airport IN/SEL NIMS NTROL SWIM SWIM SEL/TH Grd CNS TH/SEL

SESAR JU management principles

• • • • A small entity

, complementary to existing organisations and processes (SES and EUROCONTROL) A

delivery-oriented work programme

:

–

Concrete deliveries

every 1-2 years – Pilot projects

enable validation of quick wins in different operational environments

Need to coordinate with other initiatives

:

–

NEXTGEN, ICAO

Geared towards implementation

:

–

The business case

–

Link with standardisation bodies

Other parties involvement

• • Ad Hoc working arrangements to be put in place before end 2008: – –

Airspace users Staff representatives

– –

Military Authorities, National Supervisory Authorities, EASA Independent experts External calls for tenders:

–

On specific fields where an external input is necessary:

• •

Because of need for independence (e.g. COM study) Because of need for specific technical input (e.g. AOC)

–

On pre-defined topics (e.g. long term research)

Conclusion

•

The SESAR definition phase has agreed on a common way forward

• •

The Joint Undertaking is a tool pooling resources together into a single programme

• It is a partnership,

and builds its work upon consolidated and aligned activities Working arrangements are being organised to ensure participation of all relevant stakeholders

www.sesarju.eu

SESAR Joint Undertaking Rue du Luxembourg 3 Brussels Tel: +32 2 5078000

David Hilton

NATS SESAR Stakeholders Seminar 6th June

NATS (& Europe) Need SESAR!

• • • • •

Implementation of SESAR is vital to ensuring the continued growth of civil aviation in UK and European airspace:

– NATS has some of the busiest airspace in Europe – NATS are approaching the airspace projects benefit limit – NATS advanced controller tools programme only bridges the

capacity gap until circa 2015 The European ATM Network can gain shorter term benefits from knowledge sharing and the sharing of best practices with our European partners in the SESAR JU

– Future capacity will only be realised through such open

collaboration in a performance partnership Advanced 4D Trajectory Management tools are however essential to increase capacity in the longer term Convergence to common methods of operations and architecture roadmaps will increase ANSP efficiency and lower our operating costs Interoperability and standard interfaces will reduce our capital investment programmes

NATS Expectations of SESAR – SESAR will create a viable, safe, efficient and

environmentally acceptable future for European Aviation

– SESAR will facilitate and act as the catalyst for a

true Single European Sky

– SESAR will enable the early delivery of benefits to

our customers

– SESAR Advanced Concepts will deliver the

performance targets we all aspire to

YEARS Long-term Planning

European ATM in 2020

HOURS 6 MONTHS Medium / Short term Planning DAYS MINUTES Execution

BDT

Business Development Trajectory

•

Forecasts,

•

Airline Plans,

•

Schedule Dev,

•

Military Exercises,

•

Major Events

•

Airspace Design

SBT

Shared Business Trajectory

• •

Schedules

•

Airspace,

•

Routes, Resources.

SBT

Negotiation on:

SBT

Reducing Uncertainty

• • • • SBT

Plan refinement: Arrival capacity Departure planning Impacting events Weather

SBT RBT

FLIGHT OBJECT Reference Business Trajectory

•

Local capacity mgt.

•

Traffic balancing

•

Real time synchronisation

•

Tactical De-Confliction

The evolutionary implementation of the SESAR concepts will transform ATM

European ATM in 2020 – Key Expectations Stable and predictable operation – Business Trajectories published well in advance of the day of

operation

– Airspace structures support the preferred trajectories – Decisions affecting the network are made collaboratively – Resources are managed for the best overall outcome – The system has built in resilience for business continuity – Deviation from Business trajectory minimised Safety – All aircraft intentions and trajectories “known” and “published”

in real time via data-link

– Separation assured using Performance Based Navigation (PBN)

with containment along published trajectories

– Controller tactical intervention minimised – traffic flows

managed rather than controlled

Environment – No planned airborne holding – Ground based delays with engines on < 3mins over actual taxi

time from gate to runway

– Tailored glideslope to reduce local noise & emissions – Continuous descent from cruise altitude (min power/min

emissions)

SESAR - Some Key Must Haves

The Products

• Must be developed along a service and performance driven roadmap, and of course be feasible and affordable • Must be interoperable at both a regional and global level • Interoperability on its own is not enough – alignment of stakeholder roadmaps will be the key to success • Must have balanced costs against benefits • Must deliver benefits early where feasible – but without diverting from the ultimate SESAR goal

The Customers

• Must have a SESAR menu to choose from • Must be assured of a clear governance and leadership structure for product development and deployment with their engagement • Strengthened

The Stakeholders

• Must commit and ensure that Phase 1 - ECIP/LCIP is delivered • Must establish a single European legislative framework • Must drive for efficiency and better regulatory principles • Must endorse and commit to the Master Plan

The Master Plan

• • • • • • • Visit the e-ATM Master Plan Portal at detailed and interactive view of the information contained in the ATM Master Plan.

www.atmmasterplan.eu

for a This portal will let you: Navigate easily through the complex architecture of the master plan through clickable diagrams and roadmaps Browse the master plan according to predefined categories targeting your specific needs (by chapter, by type of stakeholder, by key performance area, etc.) Access the documentation of the SESAR definition phase through our ATM Master Plan Library Stay informed of latest news and updates through our e-newsletter and RSS services. Provide feedback and suggestions for modification on the content or display of the information available on the portal.

Lunch

Spares (SCG)

SCG/8 – 14/15 th May 2008

Item 2.6

SES Reporting Working Group

Reference: Information Paper SCG/8/IP03

Danny DEBALS LCIP Manager

BACKGROUND

• • • •

SCG/2 – Agreed to convene an E/LCIP TF to address adaptation to SES and SESAR SCG/4 – TF report presented + Action Plan to implement its recommendations is subsequently developed + approved at SCG/5 SCG/6 – Reaffirmed the need for

avoidance of double reporting

(+ later also by SSC), and Agency+EC invited to streamline reporting requirements and find synergies in order to avoid the double reporting SCG/7 – SES Reporting WG arrangements presented and approved. SCG requested that SCG members be involved in the WG.

Progress since SCG/7

• •

EC (DG-TREN) and Agency experts worked together and drafted proposals on:

–

The approach to “translate” the (SES) reporting requirements into LCIP-type questions, and already translated a sub-set of these requirements

–

The approach to “translate” ECIP objectives into SES related implementation objectives

–

Specific chapter(s) of the LCIP, with specific signature arrangements, will be devoted to the SES reports

–

The reporting period of the SES Reports will be set per calendar year to synchronise it with the LCIP cycle (also recommended by SSC)

–

Prefilling (where possible) + separate full-guidance This work was presented to the SCG representatives on 30 April, and received full support

Next Steps

• • • • • •

Continue with the work of the Drafting group in the development of the adapted LCIP Template Develop guidance material as appropriate Present progress of the work end of May EC to assess and accept the outcome of the work – June 2008 Initial approach for an enhanced “ECIP/LCIP” mechanism, including updated templates and guidance material, to be presented to stakeholders at SES Reporting Workshop planned for Sep 2008 SES-related implementation objectives to progressively replace existing ECIP objectives where relevant - Two ‘translated’ SES-related objectives to be introduced into ECIP 2009-2013.