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CANSO Global Benchmarking

Presented byAlison MacMaster

Director Industry Affairs CANSO

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Overview

Background

Different Stakeholder perspectives

Purpose of CANSO Global Benchmarking

Progress and Achievements

Challenges & Opportunities

Deliverables

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Different Stakeholder perspectives

Regulation should focus on establishing appropriate checks & balances

Customers require a common basis for sensible dialogue and consultation

ANSPs best placed to manage & improve own performance

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Purpose of CANSO Global Benchmarking

Goal is to support performance-based ATM globally.

Provide transparency of ANS Performance

Facilitate setting performance targets & support business decisions

Support effective dialogue & customer consultation

Support harmonisation of global ANS Provision:

Common performance language required to understand opportunities for improvement

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Getting StartedPragmatic approach to managing ANSP Performance

Keep it simple, effective and directly relevant:

Building on what has gone before:

PRU; Asia Pacific benchmarking; IATA

Individual member capabilities

Guard against costly data collection

Focus on a few key measures

Focus on results, not process

Build Confidence and Trust

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CANSO Members Broad Spectrum of ANSPs…

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….all of whom are unique !

Wide variety of ANSP operating / institutional environments

Different ANSP starting points / levels of maturity

Concern how data will be used

Differing accounting standards:

Data Variability:

Validity / accuracy of data / different KPIs

Various data collection mechanisms to be aligned

Availability of data – timeliness and timescales

Different definitions for traffic & service

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34 ANSPs: Goal is 45 Airports Authority of India AENA - Spain AEROTHAI - Thailand Airservices Australia Airways NZ - New Zealand ANS of the Czech Republic ATNS - South Africa ATSA Bulgaria Austrocontrol - Austria Avinor - Norway Belgocontrol - Belgium DFS - Germany DHMI - Turkey DSNA - France EANS - Estonia ENAV - Italy FAA ATO - USA

Hungarocontrol - Hungary Irish Aviation Authority LGS - Latvia LFV - Sweden LPS - Slovak Republic LVNL - The Netherlands MATS - Malta) MoldATSA - Republic of Moldova NATS - UK NAVCANADA NAV Portugal NAVIAIR - Denmark ORO Navigaciia - Lithuania ROMATSA - Romania Skyguide - Switzerland Sloveniacontrol - Slovenia UkSATSE - Ukraine

European Member data submitted by the PRU

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CANSO Progress & AchievementsCommitted workgroup members

Environment based on trust & shared values

confidentiality

Analytical sub-group

Working to create common performance language

Refined definitions & data sets

Improved understanding of different perspectives

Comprehensive Data collection template & Process

Inclusivity through alternative data sets

Clarifying what is possible: Data Availability

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CANSO Progress & AchievementsInitial KPI sets:

ATCO Productivity

ANS Cost comparisons

Operational & Capital Costs Operational & Capital Costs

New measures under development:

Capital investment Capital investment

Service delivery Service delivery

Operational & Support staff ratiosOperational & Support staff ratios

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Other CANSO Performance related activities

Human Resources workgroup

ATCO salaries

ATCO shortages and rostering efficiency

Environment Workgroup

Voluntary Environment Code of Conduct

Supporting Metrics

Safety Standing Committee

Safety metrics & risk assessment

Safety Culture

Just Culture is essential

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Ongoing Challenges Access to information in a timely fashion to support

management decisions

Understanding differences in national accounting standards

How to address complexity

Increasing levels of participation

Understanding the interdependencies between various aspect of performance

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CANSO Global Benchmarking: Output

Annual Global Report refined overtime

Initial set of performance indicators

Additional cost metrics

Service delivery

Capital Investments & return on investment

Database

Shared repository of data – For CANSO members

Supports Individual ANSP tailored analysis

CANSO global Benchmarking Process and Templates

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Conclusions

Any performance framework must be kept simple:

ANSPs must be allowed to manage their organisations

guard against costly processes of data collection

few key measures

focus on results, not process

incentive-based

recognise interdependency for different performance areas

Effective Global Benchmarking will take time

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