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ACARE

StrategicResearch AgendaVolume 1

Advisory Council For Aeronautics Research in Europe

October 2002

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Glossary

ACARE Advisory Council for Aeronautics Research in EuropeACP Aeronautical Contact PointsAOC Airlines Operations CommunicationsA-SMGCS Advanced Surface Movement Guidance and Control SystemATC Air Traffic ControlATFM Air Traffic Flow ManagementATM Air Traffic ManagementATS Air Transport SystemBPR By-Pass RatioCAEP Committee for Aviation Environment ProtectionCAST Civil Aircraft Safety TeamCAT Clear Air TurbulenceCDM Collaborative Decision MakingCFD Computational Fluid DynamicsCFIT Controlled Flight Into TerrainCNS Communication, Navigation and SurveilanceEASA European Aviation Safety AgencyEC European CommissionEPN Effective Perceived NoiseEU European UnionFMS Flight Management SystemGalileo European system for location positioning and navigationGBAS Ground Base Augmentation SystemGNSS Global Navigation Satellite SystemGTC Ground Traffic Control ICR Inter-Cooled RecuperatorIPR Intellectual Property RightsIT Information technologyJSSI Joint Strategic Safety InitiativeKerb-to-Kerb Journey starting at the departure airport kerbside and ending

at the destination airport kerbsideMOEMS Micro, Optic, Electro-Mechanical SystemsNBC Nuclear Biological & ChemicalNOx Nitrous OxidesOPR Overall Pressure RatioR&T Research and Technology refers to developing new technologies –

more specifically it covers basic research, concepts, technology developmentand technology integration & validation

R&D Research and Development – this includes R&T but also the development of new products

RTO Run and Take OffSATCOMM Satellite CommunicationsSMGCS Surface Movement Guidance and Control SystemSRA Strategic Research AgendaSWIM System Wide Information ManagementSSBJ Super Sonic Business JetTAWS Terrain Awareness Warning SystemTET Turbine Entry TemperatureTIP Technology Integration PlatformTLO Top Level Objectives as defined in Vision 2020TMA Terminal Management AreaVSTOL Very Short Take Off and Landing

Vision 2020 Vision 2020 The Report of January 2001 from a Group of Personalities entitled “European Aeronautics: A Vision for 2020”

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Preface

This Edition 1 of the Strategic Research Agenda(SRA) is in two volumes.

– Volume 1, oriented to informing European decision and opinion makers, provides a general survey of the SRA Objectives, the research content, resources, enabling factors for implementation and strategic recommendations.

– Volume 2, oriented to the Stakeholders that must implement the SRA, provides the detailed technical background to the SRA recommenda-tions. It connects the Top Level Objectives to the individual technical solutions, R&T capabilities and initiatives and provides a basis for the constructionof individual research programmes and projects.

These two parts are separate sides of the samecoin, the SRA is the whole and Volume 1 is notmerely a summary of Volume 2 but a part of theSRA that faces a different way. See Figure 01.

Volume 1 addresses the challenge of changing theexperience of the Air Transport System (ATS) torealise the ambitions presented in the Group ofPersonalities Report “Vision 2020”. The agendadeals not only with the technical work that needs to be done (see The Technical Agenda) but also with the enabling mechanisms and other supporting features that will be needed both to conduct re-search efficiently and to apply technology effectively(see Realising The Technical Agenda).

The SRA is an iterative process. With time thehorizon will be moved on. Technical achievementswill need to be recognised in planning future work.The conditions that influence the needs andcapabilities of the ATS will change. So the SRA willdevelop and evolve. This Edition 1 is a first iterationin this cycle. It is ACARE’s intention to producefurther editions at about 2-3 yearly intervals.

SRAVol

ume

1

Volum

e 2

Top LevelObjectives Challenges

Goals

ContributorsSolutions

Figure 01

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Table of Contents

Introduction

Aviation and a New Age – An imperative for EuropeHow it all startedScope of the SRAEurope Today

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The Technical Agenda

The ChallengesThe Challenge of Quality and AffordabilityThe Challenge of the EnvironmentThe Challenge of SafetyThe Challenge of a more Efficient Air Transport SystemThe Challenge of Security

Realising the Technical Agenda

Winning the ChallengesReaching the Objectives in a coherent wayMechanisms for ProgressRealising the Ambitions – Creating ChangeEfficiency and ResourcingKey FindingsThe Next Steps

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Introduction

Introduction

Aviation and a New Age – An imperative for Europe

Proud of its contributions during the first century of flight, world aeronautics now stands at thethreshold of the new, third age of aviation. Firstcame the Pioneering Age, from the inception ofpowered flight to the jet airliner. Then, the Com-mercial Age, which has become familiar to all with50 years of dramatic air traffic growth. Today,Europe approaches a watershed, bright withopportunity, but heavy with risk, at the start of theNew Age – the Age of Sustainable Growth –requiring more affordable, cleaner, quieter, saferand more secure air travel. See Figure 02.

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Last year’s formation of the Advisory Council forAeronautics Research in Europe (ACARE) signalledthat Europe is ready to seize these opportunities inthe new age of aviation and will not succumb to therisks. The relentless increase in aviation traffic cannot be endured by the world’s present systems,particularly in Europe, for more decades without profound and unacceptable penalties. Fundamentalchanges in perspective will be required in futureyears to balance upward demand and the broaderneeds of society for economic and social benefits.The solutions must embrace such challenges as noise, emissions, congestion, delays andinconvenience. Europe now has a fresh opportunityto shape its contribution to the global future of aeronautics and the Strategic Research Agenda(SRA) will provide the technological foundations for it.

A380

ConcordeHigh By-Passengines

Airbus family

Super Constellation

All Metal Aircraft

1900’s 1950’s 2000’s 2050’s

Air T

rans

port

Per

form

ance

The Age of SustainableGrowth

The Commercial Age

The Pioneering AgeThePioneers

Jet Engine

Comet

Past Successes

Future Opportunities

VisualCommunication

Radio Radar

Figure 02

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Scope of the SRA

The SRA sets out an ambitious and very challengingplan but the penalties of failure would be a loss ofimmense dimensions to the whole of Europe andnot just to the aviation community. ACARE thereforepresents its first year’s work, fully conscious of thedifficulties ahead, but committed to success in agreat European endeavour.

The scope is defined technically and operationally.

Technically it embraces all technology necessary tosecure the continuous progress in aeronautics, andmore widely in the air transport operations and airtravel security. Potential benefits from advancesmade in other major fields e.g space (Galileo), IT,telecommunications, military “dual use” technologiesand nanotechnology, will be constantly monitoredand matched against the solutions proposed withinthe SRA. This SRA does not however concern itselfwith the basic research programmes needed forthose fields.

Operationally the SRA places a boundary aroundthis inter-action by being limited from kerbside to kerbside for all aspects of the ATS (but excludingconsideration of non-travel aspects such as retailshopping, leisure etc).The baseline scenariounderpinning the preparation of the SRA have, forthis first edition, assumed that :-

Notwithstanding the events of 11th September2001 the mid/long term trend in air traffic growthidentified in Vision 2020 will continue.

Social priorities will continue to be a balancebetween economic prosperity that favours trade,commerce, employment, etc and an increasingdesire to enjoy these within an overall quality of lifeand responsible management of the environment.

In relation to the USA there will continue to be a healthy mixture of co-operation and competitionagainst a backdrop of shared democratic valuesand sound economies. This edition assumes noshocks to the international system by war or natural disaster.

How it all started

The Commercial Age was a period during whichmajor advances were made in terms of speed andrange. More aircraft tended to mean more noiseand more fuel consumed but this was tackledaggressively by the aircraft and engine builders.Engine and aerodynamic efficiency were raised,noise was dramatically reduced, and fuelconsumption halved. Larger aircraft wereintroduced. Despite all of this success therelentlessly rising tide of demand has brought theaviation community to the realisation that all airtraffic demand forecasts indicated fundamentalproblems for the future. Social change andfamiliarity, as well as the increase in traffic, meansthat protests have become louder – not just againstnoise and pollution, but also about delays, unreliableschedules, crowded facilities, congestion andinconvenience.

These issues present fundamental challenges thatwill not yield to incremental and steady progressionbut will need an aggressive, ambitious and moreholistic approach. So, in 2000 CommissionerPhilippe Busquin contributed significantly by invitinga Group of Personalities to set out an ambitiousvision for the future of aeronautics over the mediumto long-term. Their report “European Aeronautics –a Vision for 2020” was published in early 2001.

It recommended the formation of an AdvisoryCouncil to create a Strategic Research Agenda(SRA) that would enrol all those with a stake in the future of aeronautics to collaborate in exploringand advancing the technologies that will lead to therealisation of the goals of Vision 2020. The AdvisoryCouncil for Aeronautics Research in Europe(ACARE) was formed in mid 2001.

The two Top-Level Objectives for Europeanaeronautics, identified in the Vision 2020 reportwere:

– To meet society’s needs – To achieve global leadership for Europe.

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IntroductionEurope Today

European aeronautics must be considered in aGlobal context. The nature of aviation is internationaland inter-continental. The character of the airlineindustry is international being connected necessarilyby common flight procedures, language and bymany common regulations. Much equipment is supplied to airlines outside Europe and much that isused by European airlines comes from outside the EU.

Even so there is a need to define European ambitions within this global and interdependentsystem. Europe has responsibilities to its citizensand aspirations for commercial success in a globalmarket. These need to be pursued in the globalmarket and cannot be achieved by any wholly independent action.

Today Europe is a major player in the global system.In the field of large commercial aircraft thataccount for a major part of the capital equipment of the worlds airlines, Europe now sells about asmuch as the USA in terms of both the airframesand engines for them. A major proportion of theworld market for airborne and ground equipment isalso supplied from Europe. Overall Europe suppliesa significant proportion of the global market placingit in the same league as the USA with both significantly ahead of any other trading bloc. Figure 03 shows its position in the year 2000.

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Europe wants to remain a strong force in this worldaeronautic supply system. It does not do so fromany wish to reduce competition or to erode freetrade between nations. It does not seek to protectits markets and wishes to trade freely with othermarkets. Europe wishes to continue to succeedalso through collaboration where the combinedforces of companies within and outside Europe canimprove commercial positions for both. It seeks tosustain and increase its market position from aposition of having the most attractive products available to customers and for those products tooffer competitive value for money. In short it wishesto compete on the basis of excellence.

Europe’s ability to compete must relate to the globalsystem but requires its own solutions. Europeancompanies need to have access to the most appropriate technology, and the means to exploitand deploy it. Whilst companies have a responsibilityto make provision for these there is also a collectiveresponsibility to ensure that Europe has the humanand intellectual resources and a structure ofresearch facilities, mechanisms and programmesthat will assist well managed and well preparedcompanies to perform even more effectively. In all developed regions the provision of researchinfrastructure is a key to economic developmentand this Agenda is therefore a matter for governments as well as for enterprises. That relationship is addressed in more detail below.

Sector

Airports Total Number of AirportsPassenger throughputCargo throughput

In the top 20Passenger throughputCargo throughput

Airlines

ATM No of flights

Civil aircraft New large commercial a/c soldNew Regional jets soldNew Business jets sold

Commercial jet engines Units sold

Civil helicopters Units sold

Aeronautics manufacturing employment

Europe

25%30%25%

25%20%

40%

25%

50%15%10%

40%

60%

35%

Figure 03 European Aeronautics statistics for the year 2000

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Europe is distinguished also by its responsibilities to its citizens. The air transport system is of greatand pervasive economic importance bringing as itdoes a wide range of services that allow businessesto operate, goods to be exported and imported,people to travel for business and social purposes.The business of air transport also makes its owndirect economic contribution through the supply of goods and services, through the technology, methods and know-how that it feeds into the general economy. The governments of Europe arevery determined to preserve those benefits and seein the forecasts for more air traffic opportunitiesfor increasing them substantially. At the same timethey are very conscious that citizens are concernedabout noise, pollution, and congestion and governments are under pressure to ensure thatthese factors get no worse, and if possible improve.Neither of these responsibilities will be met by apassive attitude to the global nature of air transportand Europe will need to take pro-active positions if itis to realise its ambitions.

The creation of the SRA has involved a vast amountof work undertaken under ACARE’s leadership,extending across European stakeholders inaeronautics, the European Commission and in thegovernments of Member States, EuropeanInstitutions, and across manufacture, operation,regulation and research. This has been the firsttime that a proposal on this scale has beenattempted in Europe and, in itself, represents asubstantial vindication of the concept that a singleSRA could be created from the diverse interests ofEurope’s stakeholders. It is an importantachievement from the first year.

The work has underlined very clearly the immensescale of the ambition contained in Vision 2020.This ambition stems from a determination not tocompromise the conflicting demands of cost,performance and society’s needs at a low level butto extend our reach and grasp the challenge ofhaving more benefits in more ways. The SRA isenabling the magnitude of that challenge to bedimensioned. It will provide a new perspective withinwhich to comprehend the prerequisites forsuccess. The SRA is focused on technology and the reality that the great changes that are neededwill be impossible without new technologies in newapplications. The SRA also points the way towardactions in other fields where equally importantchanges will be needed; in public policy, in regulation,and in areas of international co-operation.

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At the heart of the SRA is the technical agenda,the body of research that will be needed if theObjectives of the Vision 2020 are to be realised.This section of the SRA describes that work. But the Strategic Research Agenda is not a compendium of research programmes. Reference to Figure 04 will show that defining the agenda is a first and vital step in a much longer process.

A key achievement of ACARE is the bringing together of all stakeholders who are defining theshape of European aeronautics and the StrategicResearch Agenda (SRA) required to satisfy thevision as set out in the Group of Personalitiesreport Vision 2020. Individual funded and resourcedprograms still need to be defined and supported bythe stakeholders working in partnership to ensurethe most effective use of resources both nationallyand on a European scale within the framework ofthe SRA. The research programmes will deliver the necessary technology but changes in the airtransport system will only occur when the samestakeholders apply the new technology to new products, services and concepts. The SRA will helpto sustain a central consistency to this process andprovide a linkage between an agenda for changeand the products and services that will make thatchange manifest.

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The Technical Agenda – The Foundations of Progress

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SafetyTheEnvironment

Air TransportSystem

efficiency

SecurityQuality &Affordability

The Strategic Research Agenda

EuropeanCommission

Airports ResearchInstitutions

+ Universities

Airlines Regulatorsand ATMservices

MemberStates

Research Programmes

Capabilities

Creating Competitive Leadership Meeting Society’s Needs

Vision 2020

Defining the technical challenges that must be overcome to meet the objectives

The ChallengesAssessment of the Challenges identifies what technical work has to be done

The agenda informs, guides and influences the research work that will besupported by the stakeholders

The Stakeholders

The Agenda is converted into research programmes by the stakeholders who will contribute funds, resources and capability to execute the research guided by the

Strategic Research Agenda.

The research programmes are executed and technical solutions to the problems identified in the challenges and in the agenda are created as new capabilities for

the supply chain to create products, systems and services.

The supply chain creates new products, systems and services for integration intoproducts for a sustainable air transport system – these impact upon the system in

a number of ways.

These impacts create the changes that will collectively deliver the Top Level Objectives

OtherEuropean

Institutions

Figure 04

Manufacturers

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The Challenges

The technical content of the SRA is driven by fivemajor challenges that interact in addressingthe top-level objectives. The ambition to providemore affordable, cleaner, safer and more secureair travel determines the major challenge areas.These challenges, each of which has clearlyidentified goals, contributors and solutions, are:

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Quality and Affordability – the challenge ofdelivering products and services to airlines,passengers, freight and other customers whilstincreasing quality, economy and performance forsustained international competitive success.

The Environment – the challenge of meetingcontinually rising demand whilst demonstrating asensitivity to society’s needs by reducing theenvironmental impact of operating, maintaining,manufacturing and disposing of aircraft andassociated systems.

Safety – the challenge of sustaining the confidenceof both the passenger and society that commercialflying will not only remain extremely safe,notwithstanding greatly increased traffic, but willreduce the incidence of accidents.

The Efficiency of the Air Transport System –The economic needs of Europe’s citizens,international competitiveness and the convenienceof passenger and freight customers’ demand thatrising traffic shall not exacerbate the downsides ofcongestion, delay and lost opportunities. Thechallenge is therefore that the efficiency of thewhole system taken together must be substantiallyincreased. This will require radical new concepts tobe introduced.

Security – Recent events have underlined thereality that protected uninterrupted air services area foundation for all the economic and social benefitsof the air transport system. The challenge is todevise measures that will improve security, on aglobal basis, within a highly diverse and complexsystem and against a strong backdrop ofincreasing traffic.

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The SRA therefore, not only identifies, for eachchallenge, the goals, the contributors to the goalsand the technological solutions identified to winthem, but also the interdependencies andinteractions, among the goals, contributors andsolutions.

The SRA will allow all future proposals for discreteresearch projects and programmes to be assessedfor consistency with the rest of the work being proposed as an expression of the technical agendadescribed here whether that work is proposed bycompanies, universities or under national orEuropean schemes.

The following section outlines each of the challengeswith respect to the goals, the contributors to thegoals and the technological solutions identified tosatisfy them. The graphic below, Figure 05, aimsto facilitate a common understanding betweenchallenges by standardising terminology andgraphical layout.

Figure 05

SolutionsThe technical and operationalapproaches identified to achievethe different components of theindividual goals (example: moreefficient processes for AircraftManufacturing, more efficientengines reducing fuelconsumption, are possiblesolutions towards the cost ofownership etc.)

Typical AchievementsThe achievement at apoint in time when thetechnological and/oroperational research willbe in a state of"readiness" allowing it tobe introduced intonew/existing products,infrastructures, systemsor processes.

Contributors to the GoalsThe identified constituent ele-ments contributing to theachievements of the goals.(Example: Aircraft costs of own-ership, maintenance costs, fuelcosts, fees and charges arecontributors to the goal of Fallin travel charges

GoalsThe objectives tobe met in order to winthe identifiedchallenges (example:“fall in travel Charge”,is a goal towards thechallenge Quality &affordability

ChallengesThe key enablers/constraints to besuccessfully tackledto progress towardsthe Top LevelObjectives (safety,environment, ATSefficiency, Qualityand Affordability,security)

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The Challenge of Quality & AffordabilityIntroduction

The ambition for tomorrow is to deliver a range ofservices capable of meeting greatly increaseddemand such that passengers fly in safety, healthand comfort; with freight services offering quick,reliable delivery and all at materially lower cost thantoday. Services will not all be of the same standardand widening choice is also an aim. Future demandwill remain segmented: long and short range, highand low capacity, transonic and super sonic speed,luxury and economy, express service versusscheduled service. Solutions will include those thatdepend on new approaches; to the use of fixed androtary wing aircraft, to product design anddevelopment and to operating concepts.

See Figure A for an overview of this challenge.

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Goals

4 major Goals will drive research in this area:

– Reducing travel charges.– Increasing passenger choice.– Transforming Air Freight Services.– Creating a Competitive Supply Chain able to halve

time-to-market.

Scope of Quality & Affordability

Quality embraces the range of passengerexperiences during a whole journey in the AirTransport System (ATS) as well as aeronauticalservices outside it such as freight and rescue. Itcovers comfort, noise, health, services available,food, and entertainment as well as punctuality,frequency of flight, airport access, time spent inairport, etc. Affordability addresses value formoney freight choices, the price of the journey inrelation to the speed, comfort, stage length,facilities and services offered.

Quality and Affordability to new standards muststem from fundamental attention to the enablersof these qualities during design. These will includethe whole design of the aircraft including the way itadapts to the airport systems, the range ofequipment fitted to the aircraft, in the design ofengines and in the entire operation of the AirTransport System.

Success in these areas will play a direct part in the objectives of international competitiveness and in making European products attractive in world markets and in contributing to Europeaneconomic value.

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Contributions andSolutions

Travel charges reduction: Key drivers of operating costs are: the cost ofaircraft ownership and maintenance, the cost offuel, and the cost of cockpit and cabin crew andground personnel, as well as the cost of operatingcharges including fees and insurance. Each of thesecan be improved with the application of newtechnology.

The design of the aircraft is fundamental to its cost of ownership. It drives not only first cost butalso the costs of support and maintenance, and of training and crew support. Novel concepts of aircraft will address whether alternative conceptsoffer significant improvements. New approaches tomanufacture will be essential to bring first costdown and these will be needed across themanufacturing supply chain. New tools will enablefuture aircraft to be designed, built and certified toa fully digital specification by automaticmanufacturing systems. Maintenance monitoringwill be built in and aircraft systems will be able tocorrect malfunctions without leaving service. Crewcosts will be reduced through further automation -moving progressively to single manned cockpits witha pilot only – and then to a single pilot acting assupervisor for a fully automated system. Fuel costsare also a product of aircraft design and theAgenda includes further work on drag and weightreduction. All of these strands of activity must, inthe end, be integrated into a coherent aircraftdesign capable of being certified for use. It is hereespecially that new concepts will be considered fortheir ability to offer better overall responses to thechallenges than existing concepts.

Efforts and research under the “Challenge of theEfficiency of the Air Transport System” will link tothis challenge through the efficient use of the airspace and contribute to lower charges beingneeded per aircraft movement and fewer delays.Efforts and research under the “Challenge of theEnvironment” will allow quieter and greener aircraftto operate during 24 hours without detracting fromthe convenience of nearby populations. This moreintensive use of the capital facilities of the ATS willallow great economies to be generated and directlyimpact on travel costs.

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Increasing Passenger Choice:Passenger choice embraces five areas of research:Travel costs, Time to Destination, Specific Services,Human Needs, General Comfort.

Travel costs have already been addressed.

Time to destination depends on several stages andthose relating to the airport are addressed in theChallenge of Efficiency of the Air Transport System.Supersonic aircraft studies will continue to examineefficient concepts for the years beyond 2020.Research will be directed towards optimising thebalance of aircraft and operating characteristicsand to developing the technologies for implementingthese. Passenger services will be greatly extended.The technical challenge will be to provide thecapability for these, ranging from the comforts ofhome with live TV, Internet, voice communications,video on demand to the convenience of the officewith a full range of business services andcommunications allowing the “office” to beindependent of location. Passenger health is ofgrowing importance. Research will be directed toeffective means of protecting health and comforteconomically. Novel concepts of aircraft, or systems,may offer entirely new and better compromises assolutions to the challenges in this area.

Transforming Air Freight:The research planned to reduce passenger travelcharges will, of course, also be applicable tofreighter aircraft and fundamental to meeting theGoal. The freighter operational aim must be to beable to fly at all hours of the day within the localregulations. Local regulations are likely generally to get more demanding and this represents a veryambitious aspiration. But 24-hour operation is acredible aim for this sector with next generation aircraft.

Transforming airfreight extends beyond the environmental issues. Specifically designed freighteraircraft will, in future, be much more fitted for taskthan being simply airliners with no seats. New concepts for aircraft freed of passenger carryingconstraints are feasible. These may include, forexample, large blended wing body freighters, lighterthan air/hybrid configurations for door-to-door services, and rotorcraft/tilt rotor designs all withspecific freight advantages. The opportunities offully automated crew functions will be adopted forfreighters before they are cleared for passengerservice. Aircraft will be designed to operate within afreight system with the inter-modal transitions beingan essential feature of the system design that willcontribute directly to reduce freight costs.

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A Competitive Supply Chain:Three research directions are identified:

– Integrating the Supply Chain.– Systems Engineering– Design for Life Cycle Value

Notwithstanding the successes already achievedhuge opportunities exist for integrating the supplychain into the earlier innovative stages and in thecontinued adaptation of the product throughsustained innovation. Research will be directedtowards six solutions. Improving the dynamics ofthe supply chain and optimising the innovativepotential; integrating product definitions; modellingand simulation to increase knowledge propagationspeed; improving responsiveness to reduce costand time penalties; achieve significant reductions inmanufacturing cost; and developing new architec-turesfor aircraft and systems in much shortertime-frames. This issue has, of course, strong linksto the Strategic Enablers described on page 45.

Systems’ engineering is the holistic approach tocreating competitive products and includesmethods, tools and processes. Research is neededif European performance is to be raisedsubstantially. Six research areas are identified;Developing new architectures, extending theapplication of modelling and simulation, through-lifeproduct definition, more cost effective verification,validation and certification methods, development ofinteroperability principles (e.g for interfacing withnew ATM systems) and new management systemsthat will allow these advanced processes to becontrolled throughout the extended supply chain.

Designing for life-cycle value will not depend inthe future on rigid specifications for aircraft thatendure through its life. Competitive advantage willbe found in developing ways to implement a streamof innovations that create operator and customervalue. Research is planned to create new tools andprocesses.

Key Enablers, Linkagesand Constraints

Achieving practical implementation of some of the output from this research will require successin other challenge areas and also successful andtimely change in the system of regulation,delegation and law that govern the ATS. Inparticular :

Key enablers:– Regulatory progress toward single pilot operation

by 2010 (as well as public/passenger acceptance)

– Regulatory progress toward supervisor pilots by 2020. (as well as public/passenger acceptance)

– Regulatory acceptance of system self-repair by software adaptation.

– Operational and regulatory acceptance of new flight profiles (including VSTOL).

Linkages:– Successful progress in the SRA Challenge areas

of Environment, ATM System Efficiency, Safety and Security.

– Progress in the Strategic Enabling areas of Research Infrastructure and in the European Supply chain.

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Figure ASchematic diagram of the Challenge of Quality and Affordability

2005

Fall in TravelCharges18 solutions

2010 2020

– One man cockpit – Fully integrated digital engineering

– All composite power optimised aircraft

Passengerchoice23 solutions

– The flying office- Tiltrotor

– The airport of the future

Air freight services15 solutions

– Optimised design with partly integrated freighterconfigurations

– Aircraft/truck/train compatibility

– Pure freighter configurations

– Pure freight fully automated aircraft

CompetitiveSupply Chain

Time to Market

16 solutions

– Implementation of newfunctionalities in 48 months

– Interoperable architecture – Implementation of new functionalities in 24 months

Acquisiton costMaintenace costCrew costFuel costFees and charges

Travel costsTime to destinationSpecific servicesPassenger needsPassenger comfort

Freighter aircraft costFreighter aircraft crew requirementsAirborne freighter configuartionsIntermodal compatibilityOperational constraints

Integrated supply chainSystem EngineeringDesign for Life Cycle Value

2015

– Expansion of useable slots

Figure A

– Supersonic Business Jet

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The Challenge of the EnvironmentIntroduction

As aviation has grown along with every other partof the industrialised society the impact our life-styleis having on our environment becomes a morepressing and important issue with global warmingtaking on increased importance in addition to Noiseand gaseous emissions around airports.

Since the initial introduction of jet transport aircraft,the introduction of high bypass ratio turbofansand of low emissions annular combustion systemshas resulted in significantly reduced aircraft fuelconsumption, noise, NOx and other gaseousemissions. Continuing efforts to introduce newtechnologies have resulted in further evolutionaryimprovements to both aircraft and engines.However as technical advance becomes moredifficult (see Figure 06), further improvement isbecoming more costly whilst continuously growingdemand dictates that further significantimprovement is required.

The Challenge is to accommodate the forecastincrease in traffic whilst reducing the relativeimpact of aviation in respect of noise and emissionsand the supporting systems of manufacture, maintenance and disposal.

See Figure B for an overview of the challenge.

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Figure 06

Noi

se/

NOx/

Fuel

bur

n le

vels

1960 1980 2000 2020 2040

2020 Vision Target

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Scope of theEnvironmental Challenge

The environmental scope embraces all theinfluences on people’s lives caused by the AirTransport System. The scope includes emissions atboth the local and global scale throughout the lifeof the systems and noise where the impact is morelocal in its effect.

Four goals have been identified to address theEnvironmental challenge of which that related to the reduction in CO2 is the most demanding. CO2

together with the other emissions of water vapourand NOx at altitude are considered to contribute toglobal warming, although the physical processes andthe contribution from the constituent parts atdifferent altitudes are still poorly understood. This lackof understanding is further complicated by thedifferent performance, range and operating altitude ofaircraft, each of which makes its contribution to theproblem. However with current fuels it is reasonableto assume that CO2 production and hence fuelconsumption is the primary contributor.

Within the current Air Transport System, half ofthe CO2 emitted is generated by flights below1200nm (see Figure 07),the sector of the marketthat operates the least fuel efficient aircraft forreasons of economics and passenger conveniencewhereas for longer range operation low fuelconsumption is necessary to realise economicoperation. However if CO2 production were tobecome a primary design consideration, the choiceof design speed, range and altitude would need tobe re optimised. The most likely result would be tofly more slowly on short haul routes and to stopmore frequently on long haul operations, Therewould however be economic penalties andpassenger inconvenience to such an approach.

Goals

Four goals are identified:

– To reduce fuel consumption and CO2 emissions by 50%.

– To reduce perceived external noise by 50%.– To reduce NOx by 80%.– To make substantial progress in reducing

the environmental impact of the manufacture,maintenance and disposal of aircraft and relatedproducts.

The goals recognise the contribution the AirTransport Industry needs to make to reduceenvironmental impact in the following areas:

– Global warming– Community noise nuisance– Airport pollution

Whilst Air Transport is only a minority contributor(currently only 3% of CO2 emissions derive fromaircraft) as the demand for air transport increasesits environmental impact must be minimised. Thegoals and solutions are inter-related, for examplechanges that improve engine efficiency and reduceCO2 may make the reduction of NOx emissions andnoise more difficult. Although the impact of wateron global warming has been excluded it would needto be considered if alternate fuels were proposedas a solution to meeting the CO2 target. It isimportant that work continues to understand theatmospheric effect of aircraft emissions and thecommunity noise issues such that the targets can,if appropriate, be re-balanced to obtain theoptimum improvement.

Figure 07

Cum

ulat

ive

% F

uel b

urn

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%

1000 2000 3000 4000 5000 6000 7000 8000 9000

Sector distance (Nm)

Below given distance

Above given distance

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We have identified 10 contributors to the 4 goals.

The environmental targets will not be fully metthrough straightforward evolutionary improvementsof airframe, engine technology and further evolutionof the Air Traffic Management System.

Full achievement of the targets will require theemployment of novel concepts and breakthroughtechnologies into commercial service.

Reducing CO2 Emissions:The overal target of 50% reduction has beenallocated between the airframe ,engine and airtraffic management, which could be achieve bychanges to the aircraft size, design speed, rangeand operating procedures together with improve-ments in technology.

The target contribution by the airframe is 20-25%reduction in fuel burn therefore in CO2 reduction.The research will be along the paths ofaerodynamics, weight reduction, configurationimprovements as evolutionary developments onpresent technology. More radically, new aircraftconcepts will be examined that will explore theprospects for step improvements in these areas.

The targeted contribution by the engines is 15-20%reduction in fuel consumption.Engine research willincorporate improvements to conventional engineconcepts through increased thermal efficiency byincreasing Overall Pressure Ratio (OPR) and TurbineEntry Temperature (TET) and increased propulsiveefficiency by increasing By-pass Ratio (BPR). Suchimprovements will be obtained by higher engineoperating temperatures through the use of moreadvanced materials and designs, by a betterefficiency in turbomachinery components and by newlow speed fan design. Breakthrough technologiesthat may lead to new generation engines will beexplored through developments of the ConstantVolume Cycle and the Inter-Cooler Recuperator (ICR)cycle and by the use of un-ducted fans.

The role of an optimised air traffic managementsystem is substantial with a target contribution of5–10% lower fuel consumption through reducingin-flight delays, route inefficiencies and taxiing times.

In the long term, new fuels like hydrogen, methaneor bio-kerosene may be potential solutions for CO2

reduction however the impact of emitting additionalwater vapour and potentially higher NOx, emissionswould have to be evaluated.

21

Reducing external noise:The “Quiet Aircraft” is a target concept designatinga very quiet aircraft achieving, with noiseabatement procedures, a 10 EPNDb reduction peroperation and contributing significantly to lesseningannoyance within airport boundaries. Theevolutionary path will address the sources of noisegeneration and develop technologies for reducedairframe and engine noise by aeroacoustic designas well as novel noise reduction means, such asactive systems. More radical solutions willemerge from new concepts of quiet aircraft.

The “Rotorcraft of the Future” is a strategicresearch route aimed at reducing noise footprintsof rotorcraft by 50% and the noise by 10 EPNdB.It will include programmes relating to the design oflow noise rotor and engine as an evolutionaryprogramme as well as pilot aids to assist with lownoise flying procedures. The radical approaches willbe built around the introduction of advancedtechnologies such as smart materials on blades,but also advanced tilt rotor designs and low noiseVSTOL concepts.

To support low noise impact by both fixed androtary wing aircraft research will be conducted innew ATM approaches that will enable low noiseflight profiles to be developed to minimise noisepollution around the Terminal Management Area(TMA). Rotorcraft are part of the integrated airtransport solution and have specific problems ofnoise and their integration into the ATM systemthat must be addressed.

Research will also support improved understandingof community impact, so that new environmentalmanagement tools and practices link appropriatelywith the introduction of new technology into theexisting fleet whilst exploiting Noise AbatementProcedures.

Reducing NOx emissions:The target is to reduce NOx emissions by 80% through a strategy based on improvements incombustor technology and design. Combustordesign in the short-term will be directed atevolutionary advances to present generationdesigns but for the longer term work will bepursued to examine the potential of radical newdesigns of combustor and injection systems when abetter understanding of the combustion processhas been obtained.

In the short term, fuel properties (sulphur content)as well as ATM (taxiing time reduction) will alsohave to be considered for other emissionsreductions in addition to NOx.

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22

Environmentally Friendly Manufacturing,Maintenance and Disposal (MMD) Processes:Although consumed fuel dominates emissions fromaircraft the environmental impact of themanufacture of such large and complex systems isnot inconsiderable and research is required toreduce this aspect still further.

The environmental impacts of the manufacture,overhaul, repair and disposal of products presentmany challenges for minimisation grouped underresources, emissions and hazardous materials andprocesses.

The demand for all resources and theenvironmental impacts of their primary productioncan be minimised by research to improve yieldduring the whole of the manufacturing and usecycle including end-of-life disposal.

Emissions occur from manufacturing processes.Research is required to develop alternativeprocesses with low or zero emissions that willreduce their impact.

Key PointsCurrently aircraft are designed to satisfy passengerrequirements at low fares within environment andother regulatory requirements in a global marketplace.In bringing about the changes to reduce environmental impact ,it is important that these aredetermined bearing in mind the global nature ofaerospace

Achieving success in this environmental challenge isan extremely demanding objective. A wide range offundamental technology developments will berequired spanning the range from advanced ATMsystems through to high temperature enginematerials. Many technologies need to be employedand some of them will require technical“breakthrough” advances.

Meeting these environmental challenges will requirea ‘system level approach’ where solutions developedfor the Air Traffic Management system, aircraft andengine are fully optimised. A full air transportsystem simulation that is capable of evaluating thecapability of the ATM system and route structure,aircraft design options, the fleet mix, timetablingand level of passenger demand is recommended.

More work is needed to obtain a betterunderstanding of environmental effects of civilaviation, both alone and in comparison to otherforms of transport, on global warming, on airquality and, in relation to noise, on noisemeasurements and their relation to publicannoyance.

High performance computing will be a priority if a better understanding is to be generated on:

– noise generation and propagation– aircraft and engine aerodynamics for

performance improvement– advanced structural design to reduce weight

In addition to the necessary search for novelconcepts and breakthrough technologies, in orderto determine the most promising longer termsolutions, it is recommended that new conceptstudies be initiated to develop a range of potentialsolutions to the ‘environmental challenge’. Thesestudies will enable the longer-term criticaltechnology requirements to be identified andquantified.

Key Enablers, Linkagesand Constraints:

Solutions from the Challenge of the Efficiency of theAir Transport System – and especially in revisions tothe ATM system - would have a significant beneficialeffect on the environment.

Implications of the Challenge of Environment, particularly in terms of affordability, will have to becarefully considered, by the Challenge of Quality andAffordability.

The requirements of the Challenge of theEnvironment for world class test facilities will berecognised by the work on Research Infrastructure.

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4

Figure BSchematic Diagram of the Challenge of the Environment

2005

CO2 reduction14 solutions

2010 2020

– Ultra High Bypass Engine– All composite Aircraft

– Flying Wing

Noise reduction17 solutions

– Tilt Rotor Validator – Novel Aircraft/Engine Architectures

NOx reduction2 solutions

– Physics/CFD measurements

Substantialprogress

towards GreenMMD

3 solutions

The efficient aircraftThe efficient engineThe ATM of the futureAlternative fuels

The quiet aircraftThe rotorcraft of the futureNoise abatement proceduresCommunity impact management

The clean engine

Green MMD

2015

Figure B

– Ultra High Bypass Engine– New ATM/ATC system

– Flight Procedures with technology of 2nd generation

– The Green Factory

– New Combustor Configuration & Technology Validation

23


02-volume12-A3 17/10/02 12:23 Page 4


The Challenge of Safety

Introduction

Air travel is very safe and getting safer. The riskto an individual passenger is that making threeflights every day the present average expectation ofa flight related death would be one in 1000 years.The present high performance results from steadyprogress in every aspect of flight safety. Flightsafety is recognised by all as an absoluterequirement for the global air transport system andattracts sustained international attention withimportant initiatives such as CAST (Civil AviationSafety Team) in the USA and JSSI (Joint SafetyStrategic Initiative) in Europe.

The Challenge arises not from any failure of thepast but from the needs of the future. The ambitionof Vision 2020 is that increased traffic will not be accompanied by increased accidents. Two implications stem from this aim and are shown in Figure 08.

Firstly that the basic relationship of accidents totraffic density will have to improve at least as fastas traffic is rising. Secondly, given the expectationthat coping with much more traffic will demand newconcepts for the air transport system and the newsafety performance will have to be delivered in thecontext of those future operations.

See Figure C for an overview of this challenge.

25

Figure 08

Num

ber

of F

atal

Airlin

er A

ccid

ents

per

yea

r 60

50

40

30

20

10

1950 1960 1970 1980 1990 2000 2010 2020 2030

Target progressionNo change

80%

Possible effect of changes tooperational systems e.g. allweather operation, no delays etc.

Possible combined effectof system changes andincreases in traffic

Past successes in maintaininga low accident rate despitemassive increases in traffic

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26

Scope of the SafetyChallenge

Safety is concerned with any of the causes of lossof life or property in the Air Transport System andwith any means for reducing it.

Flight safety is distinguished from security, althoughthere are many connections and evidently theseaspects should be considered together for cost and effectiveness reasons. Safety is concerned withthe operation of a system, designed in a specificframework of regulation, that should work butsometimes fails. Security is concerned withpreventing hostile interference with those systemsin a way that makes them fail by deliberate intent.

The challenge is concerned with the safety of thefuture air transport system characterised as it willbe by five important dimensions addressed byother challenges:

– A three-fold increase of the “density” of the system through increased traffic.

– All weather operation.– 99% of flights departing within 15min of

schedule.– Operations at Airports 24 hours per day. – New systems of flight management (including

“free flight” systems of ATM)

In this 1st Edition the primary attention has been tothe measures necessary in respect of commercialfixed wing aircraft. Whilst this is the most extensivesector of the system there are other importantareas, particularly rotorcraft operations which willbe addressed in later editions.

Goals

Safety rests on three pillars :

– the technology, systems design and operations,– regulation including certification and qualification.

A special challenge will be presented inestablishing systems of certification andqualification in the highly complex and integratedsystems of the future,

– the human performance to operate the wholechain of Air Transport activities.

Two goals were defined to meet the Safetychallenge– Goal 1 – Reduction of the accident rate by 80%,

addressing the first two pillars– Goal 2 – Reduction of human error and

its consequences, addressing specifically the third pillar

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Methodology:Important and far-reaching work is already underway on a number of the key issues and thiswork is recognised in the Agenda and will not beduplicated. The innovative feature of this SRA onSafety is that it derives from a long term vision ofthe Air Transport system to establish a coherentapproach to Safety research.

The work method used is based upon establishingquantified goals for the three major categories ofaccident and addresses the major causes. Thisapproach has led to identifying the contributors andsolutions to the Challenge.

Reducing Accidents: The number of flights in 1998 was about 16 millionwith a global average figure of one hull loss permillion flights. There were large variations withinthis average. Bad luck is not a cause of variationthat we accept. Accidents have causes and theyare preventable – as we have shown through themovement of the hull loss rate/million flights fromabout 10 in 1960 to the present figure of about 1.More needs to be done, especially in theexpectation that the number of flights in 2020 willbe more than twice the number in 2000 and willwork in more complex operational conditions in amore congested airspace. The causes vary. Asshown in Figure 09, the three most importantcategories in recent years were approach andlanding, controlled flight into terrain (CFIT) and lossof control – together these accounted for morethan 2/3rds of all hull losses.

The goal for this work is to reduce accident rates(hull losses per million flights) by 80% comparingthe rate that would apply if there were universalapplication of today’s technology with a similarposition for the technologies of 2020. Ninestrategies for reducing accidents are set out:

27

Major causes (more than 2/3 of accidents)– Reduce approach and landing accidents by 90%

Augmentation of usage of precision approach, provision of tactical decision tools to the crew, synthetic 3D vision with terrain and obstacle, full and permanent automatic Approach and Landing in all weather.

– Reduction of CFIT by 90%.Better provision of situation information to the crew, synthetic 3D vision, automatic warning to the crew of flight path intersection with terrain

– Reductions in loss of control incidents by 80%.Enhanced Man Machine Interface, real time assistance to the crew by extended flight envelope protection

Other causes (under 1/3 of accidents)– Effective and safe ground operations :

Enhanced Ground Traffic Controller and Aircraft communication by datalink, Development of ActiveGround Surveillance and Control system

– Minimising the impact of atmospheric hazards and eliminate it as a cause of accidents :Airborne detection of all atmospheric hazards : Windshear, Wake Vortex, Clear Air Turbulence and icing. Integration of Airborne detection with atmospheric data received from outside for real time crew information and transmission to other users

– Maintaining safe aircraft separation under all conditions: Definition of new separation paradigm,between ground and pilot, Airborne trafficsituation awareness and self separation capability

– Identifying and mitigating potential future causes of accidents by monitoring emergence of new dangerous scenario and addressing them.

– Improving survivability and reducing injuries for passengers and crew in the case of accident:Impact protection, Enhanced fire and smoke survivability, Evacuation and escape

– Improving tools for the control of manufacture and certification of systems.Increased depth of products’ dependability assessment, enlarge its scope to the global Air Transport System with the objective of “on-time” and affordable certification processes.

Landing CFIT Loss of Control RTO Fuel Exh. On ground Ice Snow Sabotage

Figure 09 : Statistics of worldwide airline hull loss accidents classified by type of event 1989 – 1998

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Reducing the Consequences of Human ErrorErrors are rarely negligent – they stem more commonly from misunderstandings, from confusion,from misinterpretations of data and from the waypeople inter-act with machines. Human error willalways be with us. Reducing the consequences of these errors is therefore an intimate connectionbetween understanding how people react to information, presenting information to them in better ways and designing systems that aretolerant of their errors. The research will bedirected to systems that do not ask humans tomake decisions that can be better made in differentways or made by the machines themselves in amore effective and a safer way. It has as its goalthe creation of a 100% capability of the system torecover from a human error and are based on thebuild up of knowledge foundation of humanperformance, its application to the development ofrobust design and the implementation of workingpractices and training, the holistic approach toSafety management.


Three categories of enablers will define the contributions and solutions in the safety field.

Basic technologies: these provide the foundationsfor much of the work in this area and include

– Hardware : Optic Sensors, Enhanced Vision Sensors, Light Intensifier, Flat panel, micro-displays, audio-technologies, Solid state Laser, MOEMS (Micro Optic Electro-Mechanical System),nano-technologies, signal processing, high bandwidth data link, real time detection of explosive / weapon / NBC products …

– IT Technologies: data fusion, pattern recognition, terrain and obstacle database processing/man-agement

– “Human Centred design”: human factors/ behaviour/modelisation; ergonomy/cognitive sciences,/physiology perception…

– Systems : prototyping tools, digital mock-up, simulation, integration, system validation platformtool, software development tools.

Technology Integration Platforms: These are system level representations that allow experimentaltechnologies to be validate together in an integratedand full scale way. The list of TIP’s proposed in thisarea is shown in Figure 10.

New Concepts: These envisage fundamentalchanges to the way in which flights are managedfrom a safety perspective. They may include, forexample, dramatic changes to the process of control by providing pilots with automatic protectionfrom catastrophic misjudgements of situation, or by providing aids to the pilot to ensure safe andautomatic return to ground in all weathers inextreme situations.

The work on the Challenge of Efficient Air Transportwill have close relevance to safety, as it will define the future operational conditions for aircraft.

The work on safety will be closely linked to theChallenge of Quality and Affordability particularlythrough the impact of enhanced safety measuresupon costs of operation.

Major Technology Integration Platforms (TIP) in the Safety Challenge

– The Visual Cockpit– Atmospheric Hazards Prevention– Manager of Aircraft trajectory– Enhanced Navigation, Guidance and Control

System for Aircraft Trajectory Protection and Recovery

– The Vision Airport Tower– Human Centred Analysis and Demonstration for

Integrated Air Transport– Integrated Platform for System Development,

Safety Analysis and Certification– Secured Airport Demonstrators– Knowledge Management System for Human

Factors Integration

Figure 10

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6


Figure CSchematic Diagram of the Challenge of Safety

2005

Reduction ofaccident rate

15 solutions

2010 2020

– Self separation assurance

– External hazards protection system

16 solutions

– Permanent automatic approach

Reduction ofhuman error

impact3 solutions

– Mastering Humanperformance in Air Transport System

Ensuring effective and reliable human performance

2015

– Synthetic 3D vision– Airborne traffic situation awareness– Vortex & CAT detection/recovery– New separation paradigms

Figure C

– methods/systems for crew awareness

– Real time ground/crew assistance

– Airborne separation management

– Airport customisation– Action plan for hazard

prevention– Impact fire and heat

protection

– Application for design/technology Implementation/training

29

Elimination of CFITMinimise factors contributing to loss of

controlMaintain safe separation between aircraftMinimise atmospheric hazardsSafer landing and approach

Effective and safer ground operationsIdentification and prevention of future

hazardsIncreasing survivability and injury reductionMethods and tools for engineering/

maintenance and certification

– Position computation/trajectory prediction

– GBAS, full GTC management, datalink– Product dependability assurance

– Knowledge foundation

02-volume12-A3 17/10/02 12:23 Page 6


The Challenge of Air TransportSystem EfficiencyIntroduction

If there is one challenge that is the most obvious toair travellers in the early years of the 21st Centuryit is that of efficiency. Travellers’ daily experience isof delays, congestion, overcrowding, uncertaintyand disruption to their plans. For an increasingnumber of people the pressures of travelling by air have become a serious consideration in decidingwhether or not to make a journey. For many todaythe idea of three times as many travellers isincredible. Creating a better experience for amassively greater passenger and freight flow is oneof the great challenges facing the aviationcommunity.

The goals set up by the vision 2020 are extremelyambitious in such a time frame. They will thusrequire from the ATM R&T community innovationand proposals for revolutionary changes.

See Figure D for an overview of the challenge.

31

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32

Scope of the Air Trans-port System Efficiency

The efficiency of the entire Air Transport systemdepends upon many factors of which the most fundamental are:

– The size, routing and scheduling of aircraft– Passenger and freight demand patterns– The impact of the traffic upon the environment,

most notably around airports– The airport processes for passengers, goods and

aircraft– The effectiveness of ATM (Air Traffic

Management)– The weather

All of these factors are within the scope of the SRAand the considerations of the research needed torealise Vision 2020.

Goals

The goals are clear but very ambitious.

– To enable the Air Transport System to accommodate 3 times the volume of passengers,freight and air traffic by 2020 compared with2000.

– To reduce the time spent by passengers in airports to under 15 minutes for short-haul flights and to under 30 minutes for long-haul.

– To enable 99% of flights to depart within 15 minutes of their advertised scheduled departure time, in all weather conditions

Increasing the capacity potential of the AirTransport System will be determined by five key elements:

– Optimising the use of existing ATM and airspace.– Increasing inherent ATM and airspace capacity.– Maximising Airport Performance.– Defining the Airport of the Future.– Developing a seamless global European ATM

system.

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Optimising the use of existing ATM-airspacecapacity :Optimising the usage of available capacity that canbe achieved with the current ATC paradigm.Independent of the way ATC operates, there is a need for optimising its framework, withharmonisation of operations, dynamic and advancedflow and capacity management providing mainopportunities.

Removing the ATM-airspace capacity barrier :Increasing the inherent capacity of the ATM systemwill only be possible if there is a paradigm shift inthe way Air Traffic Management is conceived andoperated. As it is mostly the limit of humancapabilities that restricts current sector operations,new ATC paradigms have to be found that shift loadto other elements in the system and requiring moreautomation. There are five possible (non-exclusive)directions to achieve this.

– ATC load can be redistributed over less loaded ATC actors in the system by different task allocation.

– ATC load can be redistributed by involving aircrewto delegate responsibilities.

– ATC load can be taken over by more advanced, dependable automated systems (ground and air) in support of the human operators.

– The sector based organisation of airspace and ATC can be replaced by an alternative operationalparadigm.

– The Human as operator (ground and air) can be replaced by full automation, placing the human in the role of Traffic (System) Manager

Enabling both of the above points (optimising the use of existing ATM-airspace capacity andremoving the ATM-airspace capacity barrier) will be the accompaniment of any significant changes to ATM operations by strong enabling changes, including functional improvement, harmonisationand integration of the supporting systems. ATC systems, avionics and AOC systems can no longerbe seen as separate systems with some basicinteractions. System Wide Information Management(SWIM), in which open architecture systems shareand process data commonly, will be a cornerstone.This will require fixed and mobile network capabilitieswith appropriate bandwidth, integrity and security.

33

Maximising current airport performanceAirports are likely to become an increasing constraint on the development of the air transportindustry. Whilst recognising that the ability toconstruct new airports may, because ofenvironmental constraints, become increasinglydifficult in the high population density areas, wheremost of the demand for air transport originates, itis noted that a significant improvement potentialremains on existing sites.

Enhanced operational concepts, supported by new decision-making tools, could ensure the mostefficient use of the airport infrastructure even inadverse weather conditions.

Amongst others, reduced separation minima, better wake vortex prediction capabilities, multiplerunways optimisation, new landing aids, A-SMGCSare seen as key R&T topics.

Regional airports, through their ability to take a portion of the traffic, could be clustered aroundhubs via the use of interconnected, rapid ground orair transportation means and specific feeders, suchas rotorcraft vehicles.

The overall optimisation and standardisation of the airport system processes, including all actorsinterests as well as the passengers, is the key outcome of these paths. In order to achieve thisoptimisation, transparent and “end to end” decision-making processes as well as use of new technologyare seen as being of paramount importance.

The airport of the futureThe landside airport processes, for passengers,goods and luggage as well as for aircraft havebeen identified as one of the key elements of theairport capacity.

However, the current processes for passengerscheck-in and security screening show little room forthe level of improvement which is required by theGroup of Personalities’ objectives. Indeed, if therequired high level of security for air transport is to be maintained, there is a definite need to developnew concepts and technologies for more efficientsecurity processes. Similarly, tripling the number ofpassengers is likely to require larger passenger terminals, through which passengers movementswould need to take place in an extremely rapid manner. New passenger movement concepts would therefore need to be developed.

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34

A Seamless Global European SystemFor the European Air Transport System to operateseamlessly all its components must be inter-operable. Interoperability applies to both human andmachine, in the context of procedures, equipmentand data. This has important implications for thestandardisation of processes and procedures, airspace organisation, system functionality, data definition and information management.

Achieving seamless operation provides anopportunity for use of best practices withconsistent safety and performance levelsthroughout the European system. Mobility of labourwill also be facilitated.

Interoperability requirements would have to beencompassed with a wider scope, recognising thefact that air transport is per nature a global, world-wide industry. It is also a prerequisite for the competitiveness of the European aeronauticsindustry. Integrated airport/airspace conceptswould potentially allow, for instance, reduction in the number of Upper Airspace Centres, implementationof trans-national terminal control centres andoptimisation of airport operations in a “kerb to kerb”vision. These are elements for future research.

Communication capabilities, advanced navigation as well as surveillance means should preferably relyon a single backbone (system) with high resilienceand security and appropriate redundancy for contingency. Satellite-based technology would be a candidate to support these services.

Key PointsThere can be no “new start” for the European ATS.We have no other option than to evolve major partsof the future system in progressive steps fromthose we have now. This will be a technicalchallenge as well as an economic and political one.At all stages the system must be safe and reliable.Making the transition from an essential distributednetwork of independent airport units to an efficientnetwork of integrated users able to cope efficientlyand effectively with 3 times the traffic will bechallenging over the entire period addressed by thisSRA. Such a transition will require an open mindand a real co-operation from all stakeholdersinvolved in Air Transport.


The work embraced by the Challenges of Qualityand Affordability (pilot-less aircraft) and of theEnvironment (minimum environmental impact flightroutes) will have close relevance to this area as willconsiderations from the Challenges of Safety andSecurity. These 5 areas of work will need to be keptstrongly integrated.

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8


Figure DSchematic Diagram of the Challenge of Air Transport System Efficiency

2005

Increase movements of

aircraft x3

4 solutions+2 enablers

SWIM4D trejectory basedsystem, end to end

2010 2020

On time arrival/

departure 99% within 15

minutes


SWIM4D trajectory basedsystem, end to end

Time in Airport<15 min/

<30 min longhaul

8 solutions+1 enabler

CDM

Competitivenessof European

Industry


CDMNew Aircraft

Optimise the use of existing ATM- airspace capacity

Remove the ATM-airspace capacity barrier

Maximise current airport performance

The airport of the future

2015

Figure D

35

- Datalink (air-ground, air-air, broadcast)- Air traffic situation awareness (CDTI)

- Cooperative ATC with increasing delegation of A/c

- Intermodality- Advanced SMGCS and enhanced all weather capability- Enhanced airside and landside processes- New runway sequencing and airport traffic management

- Intermodality- New concepts and techniques for security and passengers movement- New business models

- Vertical take-off & landing feeder operations- Overall process integration

- Novel airport architectures

- Flexible and dynamic use of airspace- Trajectory-based and dynamic ATFM- System-wide CDM processes

3 solutions Seamless global European ATM system- Standard data specifications and procedures- Cooperative design- Common CNS backbone and components

- Mobility of human resources

Seamless ATM system

New ATC paradigm

- Virtual Airport clusters

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The Challenge of Security

Introduction

The attacks on the USA in September 2001brought into sharp relief the exposed nature of the global air transport system. Aircraft were themselves used by terrorists as weapons for mass destruction and brought a new set of issuesto attention.

Security is separated from safety issues. Firstly,safety concerns the safe operation of a planned and managed system whilst security defends thatoperation from the deliberate actions of the terrorist or criminal. Secondly, the priority to begiven to security measures is essentially a politicalissue and political guidance and leadership will beneeded to work out the measures needed.Meanwhile the aeronautics community is preparingthe technologies and approaches that may be relevant and effective.

See Figure E for an overview of this challenge.

37

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38

Scope of the SecurityChallenge

As there will be no predetermined model for hijackaction, security work will have to embrace all components of the Air Transport System.

As shown in Figure 11, three areas of securityform the challenge arena:

The security of the Navigation and ATM infrastructure is concerned with protecting thesystem from interference, including jamming, unauthorised communications, misuse of the ATM system and with providing secure means to maintain control of aircraft in transit.

Airport security aims to establish a zeroopportunity for unauthorised access to orinterference with aircraft or systems on theground.

Airborne security addresses the secure operationof the aircraft, unauthorised pilots, unplanned trajectories and the control of the aircraft to a safelanding.

Goals

Corresponding to the scope above the Goals are toestablish zero hazards:

– From a failure of the Navigation and ATM system through hostile action.

– Of an aircraft being hi-jacked on the ground, implying in particular zero access to aircraft of unauthorised person or product

– From hostile action whilst in flight.

The general concept is a layered protectionorganisation, in which the ability of AirborneSecurity to negate successful hijack action providesultimate protection.

Figure 11

Airborne Security

Air Nav/Traffic Control Security

Airport Security

Zero Successful

Hijack

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39



Protecting the ATC/Navigation System: Research is needed in the areas of: detection ofATM interference or misuse; prevention againstelectromagnetic jamming; automatic detection oftrajectory deviation; control of flights from theground, direct piloting and destination management.

Short term 2008 :Assess the potential and implications for misuse ofATC facilities and navigation aids. Research robustsystem approaches to prevent an incident leadingto an accident . Examine and eliminate the potentialfor radiating wrong navigation signals, especiallyduring the approach phase by enhanced monitoringof the navigation signals.

Keep radar contact : Research of co-ordination procedures between civil and military centres.

Mid term 2015 :Enhance the detection of hijack by automatic detection of track deviation: Such studies may alsobenefit Air Navigation Safety, since deviation fromintended tracks, or non compliance to clearancesmay be the cause of ATC incidents, especially incrowded terminal airspace.

Take partial control of the aircraft from the ground:Research of systems for placing aircraft into a"protective" mode which performs the predictedflight track until a safe landing.

Airport and ground infrastructure : Research areas will include: improvements to baggage and passenger screening for forbiddenitems; the development of techniques for a completeintelligence data management system for lawenforcement; and global access control andintrusion detection for airfields and other criticalsites.

Short term 2008 :Potential application of technologies from otherdomain to airport security : Research on existingtechnology from other fields (military, police, specialforces, medicine, control process, anti-drug, moneytransfer, anti-gang…) that could be used in airportsecurity. Improved luggage and freight control,detection of nuclear and biologic weapons,improved access control to airports areas for personnel and passengers

Aircraft neutralisation on ground: Research on technologies to prevent unauthorized persons fromtaking control of aircraft at parking, accessing tothe runway or to make take off impossible.

Mid term 2015 :Develop and demonstrate a complete system fed byintelligence and police data at local level to storepersonal data and maintain identity traces from ticket reservation to flight with minimal constrainton normal passenger activity.

Long term 2020 :Develop wide area access control means: Develop specific technology to detect any intrusionover a wide area (hundred of hectares) with highdiscrimination against false alarms.

Airborne: The research topics will address the control of thecabin, flight deck, and trajectory of the aircraft andthe controlled passage to a safe haven.

Short term 2008:Cabin monitoring : Installing a set of cameras in the aircraft cabin, compressing the video signal and sending them to ground via datalink is today technically feasible, and has to be studied andimplemented.

Flight Trajectory protection: It is proposed to designand experiment a system (extension of TerrainAwareness and Warning System) for preventing anysuicidal maneuver by the crew, that would put theaircraft outside of its flight envelop or of any normaltrajectory. The latter case may result in a CFIT(Controlled Flight into Terrain) or a crash into anypopulated area. Figure 12 shows a flighttrajectory control and monitoring system whereaircraft are automatically prevented fromdescending under the security altitude except inpre-determined descend corridors leading toassigned airports. Such a system will also enhancethe safety of flight.

Detection of unauthorised pilot: Biometricstechnologies could check if the man in the pilot seat is an authorised pilot or not, and if not alertthe authorities (ATC centres etc.) to take correctiveaction.

Mid term 2015 : Safe automatic return to ground: New generationaircraft are already equipped with systems allowingautomatic navigation on a selected flight path (FMS)or automatic landing (Autoland CAT 3B). Researchis planned into supplementary functions which willallow the aircraft to be controlled to a safe haven inthe event of an attack.

Figure 12

Security Altitude

Landing CorridorConcept

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The contributions and solutions will build upon threecategories of enablers:

– Basic technologies : they are common to the Safety challenge, with additional specific ones : real time detection of explosive, weapons, nuclear/biologic/nuclear products; biometrics; encryption and secure communication …

– Technologies Integration Platforms - a series of large scale validation rigs that will be necessary to establish integration of the technologies and performance parameters of typical integration concepts. (See Figure 13 )

– System studies to define the system aspects of the above Research directions.

The provision of new security technologies will beclosely linked with work against other challenges,especially in the following areas:

Safety (see pg 25) where the technology links for devising safe operating systems of the future will need to be closely linked with their security of operation.

The Challenge of Efficiency (see pg 31) with whichthe technologies for the ATM system of the futurewill be generated and which must have clear linksto the system’s security.

Major Technology Integration Platforms (TIP) in the Security Challenge

– Manager of Aircraft trajectory – The Vision Airport Tower – Secured Airport Demonstrators– Enhanced Navigation, Guidance & Control for

aircraft trajectory protection and recovery

Figure 13

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Figure ESchematic Diagram of the Challenge of Security

2005

3 solutions

2010 2020

– Cabin control: biometrics, air groundcommunication

– Ground zone protected from hostileaircraft

Zero successful

hijack4 solutions

– Protection of wide area from intrusion

4 solutions

– no misuse of ATC facilities

Airborne security

Airport security

2015

Figure E

– automatic aircraft flight to assigned airfield

– Dubious passenger intelligence database

– safe control of hijacked aircraft

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Air navigation infrastructure security

– No access of unauthorised person or product

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Realising the Technical A

genda

Realising the Technical Agenda

Meeting the Challenges

The first stage in meeting the challenges andovercoming them rests in the technical agenda –making sure that Europe has the technologies needed.

In tackling the challenges a good deal of the work willbe evolutionary, progressive and incremental.The work done in the SRA shows, however, that thisalone will not suffice. Just as the demands of 20 andmore years ahead will be different in nature fromthose of today, so the solutions will also need to bedifferent in nature, and not just in degree. This willrequire step changes in concepts using new andbreakthrough technologies to create a future systemthat is as distinct and different from today’s airtransport system as today's is from that of the1930’s.

Two examples are in the areas of environmentalmitigation and in air traffic management. The Environmental Challenge has clearly identified thelimits of current technology, which, whilst it hasmore to offer and more that will be achieved over thenext decade or so, must be succeeded by completelyfresh approaches that require an early start. In the airtraffic management area, the Efficiency Challenge hasshown clearly that extrapolated development of thecurrent paradigm of control over aircraft movementswill not meet future traffic demand. So new conceptsare being studied and these will require new andcritical technologies to be developed before they canreach operational maturity.

“Winning the Challenges” will therefore be a mixture ofevolution and radical new ideas, of progressivework along established lines mixed with carefulintegration between disciplines, of trying to identifyhow work in one area will support that in another butrecognising the need for compromise wherethey conflict.

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Reaching the Objectives ina coherent way

Important though the technologies to meet the challenges may be considering each challenge separately is not enough, and a global or holisticview is necessary if the optimum benefit for allstakeholders is to be achieved and the substantialfunds invested are to be correctly focused. This willpresent major issues for resolution – for exampledeciding the proportion of effort to be invested in noise control compared with, say, reducing emissions. Such issues may be related - less fuelconsumption is also likely to mean less emissionsbut may be need more expensive technology. Thetechnology steps in one area may be more dauntingthan in another area, and more expensive toresolve. It is not obvious where the correct balanceof investment will lie. To this end the SRA identifiesboth positive and negative interactions amongst thedifferent challenges and highlights vital concurrentdevelopments required to create a breakthrough inorder to achieve the Top Level Objectives.

Examples of the need to consider effects upon thewhole system are provided by work in the “EfficiencyChallenge” with that of the “EnvironmentalChallenge”. The interests of efficiency are served inpart by reducing time lost in taxiing, and by aircraftin holding patterns. These reductions will also serveto reduce fuel consumption and will help to reduceenvironmental impact. Conversely developmentstowards quieter and cleaner aircraft may have theeffect of increasing costs and have a negativeimpact on the efforts under the “Challenge ofQuality and Affordability”.

Across the whole system there will be many linkages of this kind between work areas. In somecases they will be antagonistic to each other andcompromise will be needed. This is normal in anycomplex system and benefits frequently have to be“traded-off” in order to obtain the best balance. As the SRA develops over time this process ofintegration and compromise will itself benefit fromthe information in the SRA. It will become easier toidentify where outcomes are likely to be in conflictand to find solutions that produce the greatest benefits overall.

Making progress towards the objectives will therefore be a matter of continuous evaluation andan integrated approach; of the evolving market, ofthe progress of technology, of the relative benefitsfrom investment in one area against another. It willalso require that the benefits of the technology canbe delivered into the air transport system throughnew and improved products and services and thatmechanisms for making this progress are presentand efficient. The challenge will remain that ofensuring that the whole process of investment inResearch and Technology is rewarded by specific,timely and practical changes to the air transportsystem that fulfil the objectives set in Vision 2020.See Figure 14.

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Mechanisms for Progress

Europe has a successful record of achievementalthough in the past much of this must beattributed to the successes of the Member States.In more recent years there have been majorEuropean successes that have internationalcharacteristics - in Airbus for example. Europe isevolving an infrastructure for research that is morethan simply the aggregation of the procedures ofthe Member States. In the context of the SRA itembraces the whole architecture of researchprogrammes, funding mechanisms, partnerships,facilities, capabilities in academia and in researchinstitutions, the human resources of the researchcommunity and the facilities, regulations and grantsthat allow these to work effectively together. Itworks within the complex network of institutions,academia and enterprises that have roles to play ona European stage and not just national ones.

This infrastructure must be flexible not rigid, its useby the nations is not mandatory but facilitating,it must provide value-creating benefits or it will notbe used. It is not singular in its application; manyprojects will continue to succeed under national orlocal arrangements. Notwithstanding theselimitations the concept of a European researchinfrastructure is real and is being increasinglyeffective - in the aeronautics field, for example, theEU Framework Programmes are now embeddedin the thinking of the nations and enterprises ofEurope. The preparation of the SRA has identifiednew opportunities and needs for this Europeanresearch infrastructure. As the researchinfrastructure to a great extent is common for civiland defence aeronautics it is very important toexplore ways to improve the synergies betweendefence and civil R&T programmes.

The Technical AgendaEfficiency EnvironmentQuality &

Affordability Safety Security

The achievements in any one challenge are influenced by progress in each of the others

Technologies for Use by stakeholders

The Vision 2020Meeting Society’s Needs Achieving Global Leadership

New Products and Services supplied by the Stakeholders

Figure 14

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genda

Creating vital research programmes is notenough. The programmes need to be supportedand exploited by a variety of enabling mechanismsthat allow them to be efficient and effective andwhich will encourage and stimulate their output tobe used in pursuit of the objectives. Many of thesemechanisms exist, of course, but ACARE hasidentified the need for more efficient or newmechanisms grouped in five enabling themes: :

A research infrastructure capable of deliveringthe means by which the planned research can becompleted to a world leading standard.

A competitive supply chain, from strong primesto the smallest suppliers, capable of exploiting all ofthe expertise in Europe and contributing to thenecessary research and turning new technologiesinto competitive products.

Certification and qualification processes thatfacilitate the rapid introduction of new andinnovative technologies into production models.

An educational system capable of delivering therequired diverse and multi-cultural skilled researchworkforce.

Trans-European synergy to make best use of theresearch effort being applied.

The MechanismsThe new mechanisms that will support the enablingthemes above fall into two categories – ProjectBased Mechanisms and Broad-based (ortransversal) mechanisms.

Project-based MechanismsMechanisms for R&T already exist serving the spectrum of engagement, from basic research andconcepts through to technology development andintegration and for accommodating varying roles incompany, national, trans-national and European levelprogrammes. The existing mechanisms need to becontinued and built upon but the following newmechanisms are identified, particularly to supporttrans-national and European programmes.

Technology Integration Platforms (allowing anumber of technologies to be validated in a systemcontext) will be concerned with ensuring thattechnical concepts work reliably in integration and atthe scale of the full system needs. See Figure 15.

Large Scale Research Test-Beds will be needed in Europe on a scale that are unlikely to beaffordable by single companies or countries, andwhich can be used flexibly by the whole supply chainfor testing advanced systems.

Technology Integration Platform Examples

– Visual Cockpit– Atmospheric Hazards Prevention– Manager of Aircraft Trajectory– Enhanced Navigation, Guidance & Control– System for Aircraft Trajectory Protection & Recovery– Vision Airport Tower– Human Centred Analysis & Demonstration for Integrated Air Transport– Integrated Platform for System Development, Safety analysis & Certification– Secured Airports Demonstrators– Knowledge Management System for Human factor management

The Nursery, or Incubator mechanism(encouraging new concepts to be explored underthe protection of ring-fenced funding) will give support to the essential concept work that mustprovide some of the break-through thinking for thefuture. This needs to be highly innovative to aim tostrive for major advances in performance, even ifaccompanied by radically new approachesembodying both new technology and newmethodologies. See Figure 16.

Figure 15

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Broad-Based mechanisms Alongside the project based mechanisms, ACAREhas identified the need for additional generalmechanisms in support of the enabling themes.

Mechanisms in support of improving theresearch infrastructure in Europe.Improving the capability and utility of the Europeanresearch infrastructure is an important investmentfor the future. It influences the quality and efficiencyof research and the ways in which research work isexploited into products and services.

Within the European diversity the key word willbe “opportunities” - creating ways in which nations,institutions and companies elect to take part incollaborative measures through their conviction thatmutual benefit will accrue. The reality of Europe isthat no centrally conceived single process is feasibleor desirable. Another reality is that the Europeannations have been remarkably successful incollaborating with each other. The work within theSRA has identified numerous areas where this canbe further extended and new opportunities created.

The scope for creating these opportunities rests inthree main areas: Testing and Simulation facilities,R&T programme structures and collaborationmechanisms.

For testing and simulation facilities it is intendedto establish a forum for exchanging informationbetween research institutions that identifies futureneeds for new facilities as well as upgrades ofpresent ones and examines the opportunities andneeds for these investments, and the new facilities,to be collaborative and interdependent.

For R&T programmes a substantial opportunityexists to increase the effectiveness and efficiencyof programmes by avoiding duplication in nationalapproaches and exploiting the range of basicresearch better.

Existing mechanisms can provide suitable launchingpads for new developments. Within the EuropeanFramework Programmes, for example,it isrecommended that programmes of basic researchare structured so as to encourage more trans-European collaboration on basic research topics inaeronautics. Similarly programmes are needed thatencourage work on some high risk and noveltechnologies in a way that allows them to beprotected whilst the risks and benefits areemerging from the research. One way forwardmight be to create a European mechanism for jointfunding of long term high risk research.

For collaborative mechanisms the ambition isto ensure that capability is identified and can beused wherever it exists in Europe. This is achallenging aim and will involve benchmarking bestpractice for collaborative mechanisms, informationmethods, and technology transfer processes.There is a need to ensure that national approaches to research funding also maximize the opportunitiesfor deeper collaboration, and this is an areawhere changes might allow new opportunities to becreated.

New Concepts – New paradigms for the Air Transport System to create a new concept for the traveller e.g. new

concepts for routing, airport systems and flow management e.g. Vertiport– New freighter aircraft concepts e.g. specific Configurations fully automated– New passenger aircraft concepts e.g. pilot in supervisory role, supersonic business jets, “pre-loaded”

passenger modules, flying wing – New uses for rotary wing aircraft e.g. Tiltrotor– New engine design concepts e.g. inter-cooled recuperated engines, constant volume engines,

unducted fan engines– Concepts for the ‘Airport of the Future’ e.g. new "hub and spoke" philosophies, clusters of airspace.– New ATM concepts e.g. group control, control by airspace volume, dynamic flow management,

collaborative decision making, dynamic sectorisation.

Breakthrough Technologies– Airborne spacing, separation and self separation assurance – Automated protection systems for ‘all situations’ flight protection e.g. lack of pilot awareness, flight

into obstacles or aircraft, hostile or suicidal attack – Total vision cockpit in all weather, vision airport tower– Alternative fuels– Permanent and fully automated approach and landing– Changing roles between aircraft and ground in the air transport system e.g. by more autonomous

aircraft linked with co-operative ground Air Traffic Control– Electronic systems for a ‘one step, “hassle free” control and check-in for passengers– Safe automatic return of the aircraft to ground in the event of a terrorist attack

Figure 16

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One important opportunity for greater collaborationis in the exploitation of technologies developed ineither the civil or military fields by both sectors.Many of the technologies are common andopportunities exist to make better use of existingtechnical knowledge. There is also a need forgreater synergies between civil and defence R&Tprogrammes. This may include new approaches andmechanisms for co-ordination as well as dual-useprogrammes with co-ordinated funding.

Collaboration between the Members States alsorequires improved systems for communicatingresearch aims and programmes. It is proposedtherefore to initiate measures that will provide amore comparable taxonomy of topics and aframework of programme description that will makeopportunities for new collaborations more easilyseen and explored.

It could be envisaged that an electronic databasefor open Research results (PhD theses, openreports, software etc..) could be created that wouldfacilitate the identification of prospective ideas andthe management of knowledge.

Awareness is one of the keys to collaboration andmeasures are proposed that will enable easieraccess to opportunities for research collaborationacross the European technology supply chain ofacademia, research institutions and enterprises.See “supply chain” below.

Mechanisms for collaboration include also practicalsteps to ease the problems of Intellectual PropertyRights (IPR) in collaborative programmes. Whilstthis is by no means confined to aeronautics thereare specific measures, such as model agreementsand collaborative models, proposed that willprogressively encourage and enable more effectivecollaboration.

As these new measures join existing ones thecontribution of the European researchinfrastructure will strengthen. The strategicdirection for specialist research will be important -especially to those Member States having nationalResearch Establishments in the field. It is proposedto explore the ways that this may be done - perhapsby means of a mechanism involving appropriatemember state representatives that can considerthe opportunities and needs from a Pan-Europeanperspective.

Mechanisms to support the ambition to realisethe untapped energy and expertise of Europe’stechnology supply chain.

The achievement of Europe’s full potential requires,among much else, that both customers andsuppliers are very well informed about each other.Customers need to have better information on thecapabilities of suppliers whilst suppliers need muchbetter knowledge of what opportunities exist. Thisconcept applies equally to the “technology” and“product” elements of the supply chain. In theformer the connection between firms andinstitutions (including academia) is intellectual andknowledge based. In the latter the connection iswith excellence of products and services suppliedand acquired. Both situations require that theparties are well informed about the market they arein. To a large degree the firms and institutionsthemselves carry this responsibility but anopportunity exists to help all customers and allsuppliers in this field to be more aware byestablishing new mechanisms.

The principles are clear: companies must decidewhom they work with and any general mechanismmust be limited to transparency of information andallowing the market to work more efficiently. Acentral objective is therefore to establish a powerfulinformation network across Europe. This will bebased upon a cadre of knowledgeable peopleappointed as Aeronautics Contact Points (ACP)as conduits for information in to the network. Acomprehensive web-based portal to enable easyknowledge transfer across the whole Europeantechnology supply chain will support the informationnetwork. The need is clear – unless Europe canestablish a different concept of supply chaininformation networking major opportunities forbenefit will be lost.

Mechanisms to optimise the system of certification and qualification Aviation is necessarily a highly regulated system.Safety demands that products on which manylives depend are designed and made to exactingstandards and deliver predictable and reliableperformance. Certification and qualification areamong the means used to ensure this. As systemsbecome more complex and technology is able toprovide new solutions the needs of safety andsecurity remain vital.

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New approaches will be required that will enableadvances in technology and design to be deployedin a safe and timely manner into products that willlead to the changed experience of travellers,customers and citizens. The challenges will be oftime and confidence. The challenge of time is tofind ways of certifying and qualifying new systems,perhaps of increasing complexity, in a way that willnot unnecessarily delay their adoption andintroduction to service. One route to this will bethrough the increasing use of computer simulationsto test the range of operating conditions andensure that the behaviour of the system is fullypredictable. The challenge of confidence will be toensure that nothing is introduced into service withinadequate assurances concerning its safety andsuitability. The latter will be especially important inthe use of new concepts and breakthroughtechnologies where less background data exists.New mechanisms for certification and qualificationthat will enable advances in technology to bedeployed quickly and safely will therefore need to bedeveloped as a part of the whole approach andconcurrently with the development of thetechnologies and concepts.

An early and full implementation of EASA is a stepin the right direction.

Mechanisms to promote educationUnless there is a sustained flow of competent,trained and motivated people into aerospace theambitions for creating the future vision will belimited. With trans-European activity an increasinglyimportant aspect of aeronautics it will also be vitalthat researchers are able to join these activitieswherever in Europe their skills are needed and beable to contribute in their multi-culturalenvironment. To this end several initiatives areproposed with the aim of increasing transparency,mobility and integration.

Transparency will be applied both to the comparisonof European educational qualifications and to theprogrammes of work being conducted in universitiesand Research Institutions. An Aeronautics Networkshould be developed.

Mobility of researchers is concerned not only withthe physical and cultural aspects but with the abilityto harness effectively research skills coming from avariety of educational backgrounds. This will alsobe helped by stronger integration between teachingand research departments and by more extensiveexchanges and contacts between researchers,students and industry.

A creative research environment and a goodteaching and research infrastructure are the mostimportant elements in high level education. Basicresearch programmes involving universities andresearch establishments with elements of high-riskresearch are of utmost importance in this context.As basic research to a great extent is performed atuniversities, it is the most suitable area for involvingall member states and to foster Europeancollaboration.

Mechanisms to encourage Trans-EuropeansynergyEurope enjoys a rich heritage of diversity. The ebband flow of history has created a cultural tapestryof unrivalled variety and quality that even todayprovides immense benefits. These variations stem,of course, from national and regional identities andfrom national independence. In the field ofaerospace it is clear, however, that independentprogress is not always feasible or desirable. Todaysome independent national aeronautical capabilitiesstill exist - for some firms independence is still veryviable and they are able to pursue successfulcompetitive strategies on this basis. For others theindependent role has greatly decreased or

Figure 17

Product Design& Development

Predominantlyfor companies

Large commonEuropean interest

Technology Integrationand Validation

CompanyProgrammes

NationalProgrammes

European/Trans-NationalProgrammes

Competitive issuesattract national funding

TechnologyDevelopment

Industrially drivenwith public interest

Concepts

Predominantlypublicly funded

Basic Research

In looking to the future, creatingthe best results will continue

to be a dynamic blend ofindependent, collaborativeand complementary action

in company, european/trans-national and national

programmes

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of research investment and to explore the extent to which nations and companies can find benefitsthat compensate for the loss of privacy andindependence involved in sharing progressive levelsof programme detail.

The extent of complementary and collaborativeeffort achieved will be a balance. Independent programmes are also needed to sustain competitiveadvantage and meet regional needs. Many industrialconcerns have a trans-national character. The aim is by increased and managed transparency tomake opportunities visible and allow these to besubscribed to under the over-arching principle ofvoluntary participation. In this context the workneeds an effective forum of the stakeholders,ACARE exists and is proving valuable.

disappeared. In looking to the future creating thebest results will continue to be a changing blend ofindependent, collaborative and complementaryaction. See Figure 17.

As in other sections of this SRA the solution forEurope will lie in creating new opportunities and notin designing rigid, uniform but impractical regimes.Nations face similar issues to each other - mostwould like to have more industries capable of independent competitive success. But neither thefirms nor the nations can afford to create the independent knowledge base that this wouldrequire. In some situations collaboration has beenvery successful - joint action on a common problemwith the results and benefits being shared. In bothcivil and military aerospace there have been manysuccessful European projects of this kind. Wheneven this cannot be sustained then complementaryaction has been successful - the emergence ofAirbus as a fully fledged international company wentthrough such a period of complementary activitywith different European partners dependent uponeach other.

There is no single “ideal” outcome along this path.Every step is a compromise - betweenindependence lost and benefits gained. No one candecide the future in the abstract - decisions canonly be taken when the balance of advantage canbe seen.

Notwithstanding this reality it is clear that in someareas covered by the SRA continued or increasedindependence is unlikely - the scale of theinvestments, the scope of the technology and thestrength of the market dictate otherwise. ACAREstakeholders have therefore committed to exploreand identify new and better mechanisms that willbecome effective in support of the SRA. Firstamong these is to examine increased transparency

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Realising the Ambitions -Creating Change

Vision 2020 was not focused on implementingresearch programmes but on delivering benefit toits European citizens - and this will mean creatingchange.

The air transport system is a federation ofactivities. Many participants, the stakeholders ofthis SRA, supply its goods and services, and createand operate its infrastructure. It will be theprovision of new products, services, concepts ofoperation and new capital facilities that will createthe new face of the air transport system. These toowill be part of a federation of efforts - inevitablywithout any central control or master plan. Policiesand strategies can guide the development ofsystems but, in the final analysis, they will beshaped by the way in which new concepts, productsand services are provided by the stakeholders andused by the operators. Many trade-off situations willarise - and need compromises between onepotential benefit and another where they conflict.The value of the SRA will be in acting as a backdropto these decisions - illuminating some of theconsequences but also identifying opportunities.

ACARE’s vision for the process of exploiting thetechnical agenda and transforming it into these new products and services is shown diagramaticallyat Figure 04. The process is centred upon thestakeholders, they have compiled the SRA and identified the technical agenda. These same stakeholders will progressively create research programmes and individual research projects. Theirparticipation will vary, industry will invest in projectsthat will help new products to be created, and governments will support projects that increase thecapability of their region. As the research workcomes to fruition the new technologies will be available for these stakeholders to incorporate intheir products, services and capital facilities.Throughout this sequence the stakeholders will be influenced by the SRA that they have created.The interchanges within ACARE will ensure thatinteractions between parts of the work have visibilityand that new developments are recognised in thedeveloping work and that the SRA remains the bestcurrent stakeholder view of the needs of the future.

Vision 2020 presents an ambitious view of thefuture. Realising those aspirations will require manychanges. These must be introduced progressivelyand allow continued and uninterrupted success forEuropean enterprises in the global market duringthe years to 2020 and beyond. Changes must buildupon what exists, and on successes to date, notonly in technology but in the processes by whichtechnology is generated and exploited. The SRAembraces these concepts in determining thetechnical and supporting programmes of change asrequired to achieve the vision 2020 objectives.

Some of the changes introduced will be developments of the present but the SRA showsthat this alone will not suffice. New concepts andnovel technology will need other changes for theirexploitation. In particular they may need new oramended regulations to allow different approachesto be introduced in ways that protect the interestsof the public whilst permitting the benefits of thenew concepts to be realised.

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Efficiency and Resourcing

“More research for the money: more money forthe research”Underpinning all of this, and examined by the SRA,is the need for substantially greater output from theEuropean Research Area in the field of aeronauticsand how this is to be resourced, in terms offunding and people.

More output is needed as European aeronauticsprepares itself for the new phase of developmentsthat will become the Age of Sustainable Growth.The research work for this needs to be startednow, and needs acceleration from continuing thedevelopment of existing trends. New and radicalsolutions are needed and they will demand intensiveresearch preparation.

Some of the increased output must be the productof greater efficiency and the additional mechanismsidentified will enable greater output to be producedfrom the same levels of funding. The SRA will, withits wide support from the stakeholders, act as apowerful agent for focusing research on to thoseareas where the greatest benefit will result,avoiding wasted duplication of effort.

Efficiency will stem in large part from a combinationof well focused research programmes that reflectthe strategic directions of the SRA. Efficiency willalso come from sustaining a balance andintegration between areas of research. Theresearch work done under each of the challengeheadings of the SRA does not stand alone, each willimpact on work elsewhere. In the end the concepts,products and services of the stakeholders willdeliver the changes that are needed to the system.

Nevertheless, even allowing for the gains expectedto be achieved through greater efficiency, it is clearthat more funding will be needed. In producing theSRA it has been confirmed that the estimate of thefigure quoted in Vision 2020 “possibly in excess of100 Billion euro” will prove to be within the rightballpark, which represents a substantial increaserelative to current funding levels. This funding willneed to come from both public and private sources.This is in line with the general conclusions of theBarcelona European Council meeting in March2002 for research in Europe. It concluded thatoverall spending on R&D and innovation in theUnion should be increased with the aim ofapproaching 3% of GDP by 2010.

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It is also the case that more research effort willneed more resources to accomplish it. Much of thiswill be in the research communities of academiaand the Research Institutions. But an importantpart will be in industry where the vital connectionsare made between research and application. Asindustry becomes more international in its structureas well as in its markets new choices are opened.Firms have the option of conducting their research(as well as development and production) in one orother country and still servicing the same markets.Their choices will be dictated by the combinationthat will deliver the best results. For Europe it is ofcentral importance in the aeronautics sector that aproportion of the industry should base its R&T andR&D in Europe. Without this Vision 2020 cannotbe realised. Achieving it will require that Europe competes with other regions and other nations onthe quality and effectiveness of its researchinfrastructure, the clarity of its strategy, thetreatment of industrial enterprises and on manyother factors less closely linked to aeronautics. ThisSRA provides an integrated view that addresses thespectrum of needs of the stakeholders andrecognises that the EU has within that spectrumand important challenge to sustain and encouragethe industrial presence and activity on which alldepends in this sector.

Finally the whole will depend, as ever, on people.The great opportunities and the great needs of the new century will demand educated and trainedpeople who can bring both vision and competenceto bear on these exciting challenges and the SRAaddresses the issues that will arise in ensuring thatthe human resources needed can be provided. Just as the SRA was prompted by the long leadtimes of the aeronautics sector so consideration of human resources also requires long-termstrategies, policies and plans. Given the long leadtime from a policy to the production of a newgeneration of people educated and trained under itsterms it is important that this aspect of resourcesis considered concurrently.

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Key Findings

In assembling this first edition of the StrategicResearch Agenda a number of key findings havebeen identified and are detailed below

– The Top Level Objectives, even though ambitious, are achievable in Europe, if the challenging Strategic Research Agenda, preparedby ACARE, is adopted, implemented and its results deployed into practical products and services with a high level of commitment.

– The SRA provides strategic directions for solutions and R&T road maps to achieve the Top Level Objectives as outlined in Vision 2020. The objectives are not achievable without important breakthroughs, in both technology and in concepts of operation - evolutions of current concepts will not be sufficient.

– Delivering these European ambitions will require substantially more output from the European aeronautic research community which must devise new ways to make the system of research, in all its forms, more efficient.

– Delivering the Top Level Objectives will require a number of additional and significant Pan-European enabling mechanisms within theEuropean Research Area. Five areas for new mechanisms are identified: the European research infrastructure, the supply chain, certification and qualification, education and Trans-European synergy of research.

– It is clear that more investment from both public and private sources will be needed. The preliminary estimate as mentioned in Vision 2020 “possibly in excess of 100 billion euro over 20 years” has been confirmed.

– The aspirations for European leadership will only be achieved if the climate in Europe remains conducive to retaining and advancing core competence, capacities and centres of aviation research. The ambition of SRA is for the European stakeholders to succeed in the global market, both by competition and by collaboration,from a strong, effective European base. This requires that major corporations, which increasingly have international linksand options, continue to invest theirresources in Europe. From its side Europemust provide a receptive environment,ensuring equal competitive footing with othercountries and economic regions, to encouragethose investments to remain in Europe.

The Next Steps

This 1st Edition of the SRA is not the end of the story. No edition of the SRA can be a rigid long-term plan and successive editions, probably at2-3 year intervals, will allow new information andchanged circumstances to be admitted to theAgenda. In parallel it will be possible progressivelyto look at selected aspects in more depth and toassemble a wider set of studies on situations thatmight have significant influence on the priorities forthe future. These will allow the optimum balance of investment to be assessed and will inform andguide stakeholders in their support for specificresearch programmes.

ACARE is confident that the SRA will provide a firmfoundation for the fulfilment of European aspirationsfor sustainable long-term global aerospaceleadership, providing that the measures that itsuggests for adoption receive the universal supportthat is required.

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For further information

www.acare4europe.org

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