EUROCONTROL
Experimental Centre
Business Plan
2008 - 2012
DOCUMENT IDENTIFICATION SHEET
EUROCONTROL Experimental Centre SBU
BUSINESS PLAN 2008 - 2012
Edition: 9.0
Edition Date: 12th February 2008
The purpose of this Business Plan is to describe the business objectives of the EUROCONTROL
Experimental Centre. It is the vehicle upon which agreement on the strategy and orientations of the Centre
are reached between the Director General of the Agency and the Experimental Centre.
Contact: Dave YOUNG
Tel: +33 1 69 88 76 55
AUTHORITY
SIGNATURE
Jan van Doorn
Unit: EEC/SGY
DATE
12th February 2008
Director EEC
David McMillan
Director General
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EUROCONTROL
EEC SBU Business Plan 2008-2012
DOCUMENT CHANGE RECORD
The following table records the complete history of the successive editions of the present
document.
REASON FOR CHANGE
SECTIONS
PAGES
AFFECTED
EDITION
DATE
8.1
7/12/07
Initial draft
8.2
17/12/07
Finance and Milestones/Deliverables
8.3
19/12/07
Objectives
2
8.4
19/12/07
Final draft
All
9.0
17/1/08
Final Version with updated budget figures
All
3,4,Appendixes
Budgets
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FOREWORD
The EUROCONTROL Experimental Centre is a Business Unit in the EUROCONTROL
Agency. The purpose of the EEC Business Plan is to describe the business of the EEC,
and how the EEC plans its evolution in accordance with the Agency strategy. It is the
highest level document of the Service Business Unit (SBU), covering all aspects of its
strategy, its business objectives and research and validation activities. It provides a high
level overview of the Work Programme, driving both the budget and the Staff Plan for the
next five years.
The future work of the EEC is directly related to the implementation of the Single
European Sky (SES), and in particular the SES ATM Research Programme (SESAR) to
which it is fully committed and contributes actively. Consequently, the Business Plan
reflects the EEC positioning, its competences and capabilities that will become an integral
part of the future SESAR programme developments.
The EEC Business Plan is the visible result of an annual business planning and review
process involving many internal and external actors. The EEC Business Plan reflects
recognised and evolving needs, providing the basis for monitoring performance, results of
which are reported in the EEC Annual Activity Report.
The EEC’s Staff Plan and Training Plan are derived from the Business Plan, identifying
the human resource management policy and strategy essential in ensuring coherent skill
development and staff motivation.
The EEC Business Plan is also an internal and external communication device and further
serves to build consensus through wide stakeholder consultation.
The EEC is now an integrated part of the EUROCONTROL Agency’s CND pillar. While
this Business Plan is intended to be a stand-alone document, readers may therefore find it
helpful to read the CND Business Plan 2008-2012 in addition to this document.
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GLOSSARY OF TERMS
ACARE
ACAS
ACC
ACE
ADS-B
AGE
AGR
AMAN
ANSP
APT
ARWP
ASAS
A-SMGCS
ATC
ATC
ATCEU
ATCo
ATFCM
ATFM
ATM
AVENUE
AVT
BADA
CAA
CAATS
CAMES
CARE
CASCADE
C-ATM
CDA
CDM
CDPLC
CEATS
CEF
CFMU
CND
CNS
CNS
CRDS
DMAN
EATM
EC
ECAC
EFQM
E-OCVM
E PATS
ERIS
ESCAPE
FAA
FMS
FTE
FYP
Advisory Council for Aeronautics Research in Europe
Airborne Collision Avoidance System
Air Control Centre
AVENUE Compliant Escape
Automatic Dependent Surveillance - Broadcast
Agency Group for Excellence
Advisory Group for Research
Arrival Management
Air Navigation Service Provider
Airport Throughput (EEC Research Area)
Agency Research Work Plan
Airborne Separation Assurance Systems
Advanced-Surface Movement Guidance and Control Systems
Air Traffic Control
Air Traffic Control (EEC Research Area)
Air Traffic Control Evaluation Unit
Air Traffic Control Officer
Air Traffic Flow and Capacity Management
Air Traffic Flow Management
Air Traffic Management
ATM Validation ENvironment for Use towards EATM
ADS-B Validation Test bed
Base of Aircraft performance Data
Civil Aviation Authority
Co-operative Approach to Air Traffic Services
Co-operative ATFM Measures for a European Sky
Co-operative Actions for Research in EUROCONTROL
Co-operative ATS through Surveillance and Communication
Co-operative Air Traffic Management
Continuous Descent Approach
Collaborative Decision Making
Controller Pilot Data Link Communications
Central European Air Traffic Services
Capacity Enhancement Function
Central Flow Management Unit
Co-operative Network Design
Communication, Navigation and Surveillance
Communication, Navigation and Surveillance (EEC Research Area)
CEATS Research, Development and Simulation Centre
Departure Manager
European ATM Performance Enhancement activities
European Commission
European Civil Aviation Conference
European Foundation for Quality Management
European Operational Concept Validation Methodology
European Personal Transportation System
EATM Reference Industry-based ATM Simulation and Trials Platform
EUROCONTROL Simulation Capability And Platform for
Experimentation
Federal Aviation Administration
Flight Management System
Full Time Equivalent
Five-Year Plan
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GBAS
HF
HLTC
HMI
IANS
ICAO
IFATCA
INS
IRAB
IRP
ISO
KPI
LTI
MLS
MONA
MUAC
MTCD
MTV
NET
OATA
OHS
PRU
QMS
R&D
RA
RIF
RMS
RNAV
SBAS
SBU
SES
SESAR
SMS
SRA
STS
SYSCO
TMA
TWR
UAV
VFR
VLJ
WBS
WP
Ground-Based Augmentation System
Human Factors
High-Level Target Concepts
Human-Machine Interface
Institute of Air Navigation Services
International Civil Aviation Organisation
International Federation of Air Traffic Controllers’ Associations
Innovative Studies (EEC Programme)
Innovative Research Advisory Board
Integrated Risk Picture
International Organisation for Standardization
Key Performance Indicator
Long-Term Investigation (EEC Programme)
Microwave Landing System
Monitoring Aids
Maastricht Upper Airspace Control Centre
Medium Term Conflict Detection
Mid-Term Validation (EEC Programme)
Network Capacity and Demand Management (EEC Research Area)
Overall ATM Target Architecture
Operational Health and Safety System
Performance Review Unit
Quality Management System
Research & Development
Research Area
Research Infrastructure (EEC Research Enabler)
Research Methods (EEC Research Enabler)
Area Navigation
Satellite-Based Augmentation System
Service Business Unit
Single European Sky
Single European Sky ATM Research Programme
Safety Management System
(ACARE) Strategic Research Agenda
Short-Term Implementation Support (EEC Programme)
System Supported Co-ordination
Terminal Manoeuvring Area
Tower
Unmanned Automated Vehicles
Visual Flight Rules
Very Light Jet
Work Breakdown Structure
Work Package
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TABLE OF CONTENTS
DOCUMENT IDENTIFICATION SHEET .......................................................................... II
DOCUMENT CHANGE RECORD.................................................................................... III
FOREWORD ......................................................................................................................IV
GLOSSARY OF TERMS ....................................................................................................V
TABLE OF CONTENTS ...................................................................................................VII
1. ROLE OF THE EUROCONTROL EXPERIMENTAL CENTRE ............................... 1
1.1
Business Context .............................................................................................. 1
1.2
Mission and vision ............................................................................................ 2
1.3
Stakeholder Consultation ................................................................................ 2
1.4
Key Competences ............................................................................................. 3
1.5
SESAR ................................................................................................................. 3
2. EUROCONTROL EXPERIMENTAL CENTRE BUSINESS OBJECTIVES ............ 5
2.1
Strategic Objectives ......................................................................................... 5
2.2
Process Management ....................................................................................... 6
2.3
Strategic Risk Management ............................................................................ 7
2.4
Continuous Improvement ................................................................................ 8
3. EEC BUSINESS ACTIVITIES & DELIVERABLES ................................................... 9
3.1
Introduction ........................................................................................................ 9
3.2
Short Term Implementation Support........................................................... 11
3.2.1 Support to CFMU Operations .................................................................... 11
3.2.2 Support to ATC ........................................................................................... 11
Support to .................................................................................................... 12
3.2.3 Airport Operations ...................................................................................... 12
3.2.4 Support to Communication, Navigation & Surveillance .......................... 12
3.2.5 Major Milestones, Deliverables and Planning.......................................... 14
3.2.6 Budget ......................................................................................................... 14
3.3
Mid-term Validation......................................................................................... 15
3.3.1 WP 1: Work Package Management ......................................................... 16
3.3.2 WP 2: System Definition and Assessment............................................... 16
3.3.3 WP 3: Collaborative Planning & Traffic Management............................. 17
3.3.4 WP 4: En-Route .......................................................................................... 17
3.3.5 WP 5: E-TMA & TMA ................................................................................. 18
3.3.6 WP 6: Airport............................................................................................... 18
3.3.7 Major Milestones & Deliverables............................................................... 19
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3.3.8
Budget ......................................................................................................... 19
3.4
Long-term Investigation................................................................................. 20
3.4.1 Network Design and Management ........................................................... 20
3.4.2 Guidance and Control ................................................................................ 21
3.4.3 Traffic flow control ...................................................................................... 21
3.4.4 Air Station .................................................................................................... 22
3.4.5 Major Milestones, Deliverables and Planning.......................................... 23
3.4.6 Budget ......................................................................................................... 23
3.5
Innovative Studies .......................................................................................... 24
3.5.1 Innovation processes ................................................................................. 24
3.5.2 CARE studies.............................................................................................. 24
3.5.3 Academic joint research ............................................................................ 25
3.5.4 Breakthrough research .............................................................................. 25
3.5.5 Major Milestones, Deliverables and Planning.......................................... 25
3.5.6 Budget ......................................................................................................... 25
3.6
Research Enablers .......................................................................................... 26
3.6.1 Research Infrastructure ............................................................................. 26
3.6.2 Methodologies............................................................................................. 28
3.6.3 Major Milestones, Deliverables and Planning.......................................... 32
3.6.4 Budget ......................................................................................................... 32
3.7
Management ..................................................................................................... 33
3.7.1 Strategy definition ....................................................................................... 33
3.7.2 Work Programme Management ................................................................ 34
3.7.3 Financial Planning and monitoring............................................................ 34
3.7.4 Quality Improvement .................................................................................. 34
3.7.5 Communication and Reporting.................................................................. 34
3.7.6 Major Milestones, Deliverables and Planning.......................................... 35
3.7.7 Budget ......................................................................................................... 35
4. SUPPORT SERVICES ............................................................................................... 36
4.1
Budget ............................................................................................................... 36
5. PERFORMANCE ASSESSMENT ............................................................................. 37
5.1
Objectives ......................................................................................................... 37
5.2
EEC Key Performance Indicators ................................................................ 37
5.2.1 Customer Results ....................................................................................... 37
5.2.2 People Results............................................................................................ 37
5.2.3 Society Results ........................................................................................... 38
5.2.4 Key Performance Results .......................................................................... 38
5.3
Balanced Scorecard ....................................................................................... 38
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6. PEOPLE DEVELOPMENT......................................................................................... 39
6.1
Staff Plan........................................................................................................... 39
6.1.1 Staff profile orientation strategy ................................................................ 40
6.1.2 Implementing the strategy ......................................................................... 40
6.2
Training Strategy ............................................................................................. 41
6.2.1 Strategic Training ....................................................................................... 41
6.2.2 Language Training ..................................................................................... 42
6.2.3 Specific Training ......................................................................................... 42
ANNEX 1 - FINANCIAL RESOURCES .......................................................................... 43
ANNEX 2 – EEC INTERNAL ORGANISATION ............................................................ 45
ANNEX 3 – EEC PARTICIPATION IN EUROPEAN COMMISSION RESEARCH .... 46
On-going 6th Framework Programme Projects Summary ................................. 46
On-going TEN-T Research Projects Summary ..................................................... 52
Projected 7th Framework Programme Projects ................................................... 53
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1.
ROLE OF THE EUROCONTROL EXPERIMENTAL CENTRE
1.1
Business Context
EUROCONTROL, the European Organisation for the Safety of Air Navigation, is an
intergovernmental organisation of, currently, 38 Member States. The European
Community has also acceded to the EUROCONTROL Organisation. The Organisation is
governed by the Permanent Commission and the Provisional Council (PC).
The EUROCONTROL Agency is EUROCONTROL’s executive body. Its mission is ‘to
harmonise and integrate air navigation services in Europe, aiming at the creation of a
uniform air traffic management system for civil and military users, in order to achieve
the safe, secure, orderly, expeditious and economic flow of traffic throughout Europe,
while minimising adverse environmental impact’. The Agency’s business strategy and
activities are fully committed to supporting the implementation of the Single European Sky
and the SESAR programme.
The EUROCONTROL Organisation’s Revised Convention has confirmed the central role
of the Agency with regard to the organisation’s Research and Development activities,
clearly entrusting the Agency with both the execution of research and its co-ordination
within the EUROCONTROL Organisation. The EUROCONTROL Experimental Centre
(EEC) Service Business Unit (SBU) is an integral part of the EUROCONTROL Agency
entrusted with the technical management and execution of Agency research.
To satisfy the PC objectives and States’ declared priorities, the Agency has adopted a
business framework structured along four strategic pillars, as shown in the following
diagram.
Airspace Users
Regulators
PRINCIPAL
AL
PRINCIP
Society
Military
STAKEHOLDERS
Airports
Industry
Support to Regulation
Regional Services
Pan-European Functions
Co-operative Network Design
ANSPs
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Co-operative network design: strategic planning, research and development, coordinated programme implementation and advanced training to provide network-wide
system performance improvement.
Co-ordinated management of specific Pan-European functions: based on the
principle of centralised functions to exploit economies of scale and complement
national functions.
Provision of regional ATC services: as requested by Member States.
Support to regulation: exploiting pan-European operational and technical expertise,
and developing requirements to support regulatory activities.
The EEC’s activities are now completely integrated into the Agency’s Co-operative
Network Design (CND) activities. In this area the EEC activities are performed in an
integrated, peer to peer collaboration with EATM (HQ) and to a lesser extent the Training
Institute for Air Navigation Services (IANS). The EEC also works through CND with the
Central Flow Management Unit (CFMU), Maastricht UAC, the CEATS Research and
Development Centre (CRDS).
1.2
Mission and vision
The SESAR initiative provides the vehicle upon which European ATM Research is
channelled toward delivering solutions matching PC objectives and stakeholder
expectations. Within this changing European research landscape, the mission and vision
of the EEC has been refined to reinforce the Agency role and stakeholder expectations
within the ATM research domain:
Mission
To play a leading role in research relevant to the safe, efficient, and
environmentally sustainable management and operation of the European ATM
system
Vision
Constantly aware of the needs of citizens in the 21st century, and at the centre
of the European ATM research network, the EEC drives research to ensure
timely delivery of the evolutions to the ATM component of the European
transport system
1.3
Stakeholder Consultation
Awareness, comprehension and consensus through wide and constant consultation
provide the basis upon which the EEC takes informed decisions when elaborating its
strategy and business objectives.
The primary vehicle for stakeholder consultation is the Advisory Group for Research
(AGR) comprising representatives from the EEC’s stakeholder segments, which advises
the Agency’s Director General and the Director EEC on the role, strategic orientation,
activities and the performance of the EEC. The group is actively involved in the review of
the EEC’s Business Plan and Work Programme and its comments are sought before
submission to the Director General.
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In addition to the above, the EEC is presently applying procedures for obtaining
stakeholder feedback on strategic issues and stakeholder satisfaction with EEC
deliverables.
1.4
Key Competences
The Agency’s role is to facilitate, coordinate and manage ATM developments and initiate
activities in support of regulations and service provision from a pan-European perspective.
The pan-European ATM network is becoming increasingly complex, sophisticated and
interdependent. Due to the very diverse and frequently competitive objectives of the Air
Transport stakeholders, the need to collaboratively organise its future design and
evolution from an overall perspective is confirmed through the on-going SESAR definition
phase.
Through its successive re-organisations, the EEC has progressively anchored its niche
competences within the Co-operative Network Design pillar of the Agency’s business
framework. Through wide consultation with its stakeholders, it has focused its business
objectives, placing itself at the heart of an emerging European ATM research and
validation network in preparation for the successive phases of SESAR.
EEC Focus
Concept Development
ATM Performance Requirements
Research and Validation
Support to Standardisation
Performance assessment
Safety and Security
Security
Safety
Capacity
Efficiency
Environment
Industrialisation
Standardisation
Product development, testing
and validation (including large
scale prepre-implementation trials)
Certification
Deployment
Implementation Planning
Implementation by Aircraft
Operators and ANSPs
Enforced by legislation
Training and transition
Simplified Development Lifecycle
The EEC is uniquely positioned as an objective and independent Air Traffic Management
operational research and validation authority, where it plays a major role in coordinating
and integrating local/regional research. It places particular emphasis upon the networkwide validation and performance assessment of operational improvements with
competences in the field of Safety, Operational Validation and facilitator of future ATM
Operations.
1.5
SESAR
Core to EUROCONTROL’s strategic CND objectives is the European Commission’s
Single European Sky ATM Research programme (SESAR). SESAR is recognised as the
technological arm of the Single European Sky (SES). It aims to achieve a high12th February 2008
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performance European air traffic control infrastructure, which will enable the safe and
environmentally friendly development of air transport, by 2020.
The SESAR project is composed of three phases: Definition, Development, and
Deployment.
The Definition Phase (2005-March 2008) will deliver a European ATM Master Plan of
the actions needed to transform the European ATM system up to 2020 as well as the
Work Programme for 2008-2013.
The Development Phase (2008-2013) will develop new equipment, systems or
standards (which will ensure a convergence towards a fully interoperable ATM system
in Europe) and prepare the Deployment Phase.
The Deployment Phase (2014-2020) is envisaged as a large scale production and
implementation of the new ATM infrastructure. The infrastructure should be composed
of fully harmonised and interoperable components which guarantee high performance
air transport activities in Europe.
The European ATM Master Plan will provide the detailed programme of activities that
must be undertaken during the development phase. This programme will include activities
to achieve the short, medium and long term evolutions of the European ATM system in
accordance with the performance requirements established by the stakeholder
community. It will also identify the regulatory and standardisation actions which may be
needed in order to facilitate and accompany the changes for instance in the certification of
ground systems and identification of “common components”.
A major objective and significant challenge of the programme during the development
phase is to channel European research, validation and development resources towards
the common objectives and the road map identified in SESAR.
SESAR governance during this phase will be through the SESAR Joint Undertaking (JU)
established under Article 171 of the EU Treaty with an estimated annual budget of €300M.
The EUROCONTROL Organisation is a founding member of the SESAR Joint
Undertaking, which was officially established in 2007.
The JU regulation makes specific reference to the use of EUROCONTROL technical
expertise to support the management of research, validation and development in
accordance with the work programme of the Joint Undertaking.
Although the definitive role and contribution of EUROCONTROL is subject to negotiation
and agreement with the Joint Undertaking, the regulation is sufficiently explicit in its
intentions to allow the EEC to continue its preparation for the development phase, and in
particular, the anticipation of aspects relating to the technical management and coordination of the research and validation of the SESAR Operational Concept.
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2.
EUROCONTROL EXPERIMENTAL CENTRE BUSINESS OBJECTIVES
2.1
Strategic Objectives
The Agency strategic and performance objectives are established by the Provisional
Council on a yearly basis. These are resumed in the Agency Business Plan. The strategy
and specific business objectives relating to the Co-operative Network Design pillar are
subsequently developed accordingly, forming the framework within which both the EATM
and EEC directorates work. For 2008, these objectives are identified as follows:
Facilitate the implementation of the programmes necessary in order to achieve the
SESAR 2012/13 baseline;
Support the SESAR JU so that 2020 network performance objectives can be
achieved;
Prepare the Deployment Phase of SESAR;
Improve all aspects of stakeholder interaction – particularly with the EU;
Provide an appropriate level of support and services to stakeholders;
Organise the investigation into longer-term ATM improvements.
The EEC’s activities and accountability are directed towards the research & development
required to support the delivery of the Co-operative Network in the medium to long term,
i.e. 2013 and beyond. These activities are further broken down into areas more
specifically related to current European Research needs as identified through the SESAR
European ATM Master Plan, forming the foundation for both business orientation and
internal organisational structure.
Consequently, at the highest level and in accordance with the objectives developed for the
CND pillar, the EEC Business objectives are directed towards:
Contributing to the consolidation of the Co-operative Network Design (CND)
Business pillar and ensuring the full integration of EEC Core Business activities and
processes.
Facilitating the implementation of the programmes necessary in order to
achieve the SESAR 2012/13 baseline. The EEC will direct its resources towards
identified and agreed implementation needs in accordance with its competences and
the European ATM Master Plan, with emphasis placed upon developing dialogue and
partnership with key ATM actors.
Supporting the SESAR JU so that 2020 network performance objectives can be
achieved. The EEC facilitates the validation of the European ATM Network,
encompassing the development of a co-operative, integrated European Validation
Infrastructure to satisfy the operational and technical validation needs of the SESAR
2020 concept. Operational validation ensures that the concept is safe in principle,
operationally viable, attains required performance levels and is environmentally sound.
Technical validation will identify the concept’s impact on ATM system architecture,
assess the technological feasibility of the evolution required, show that the system
delivers the required performance, and provide standards and interoperability
requirements.
Organising and co-ordinating into long term & innovative research, with
emphasis placed upon the development and management of a long term research
work programme, both within the framework of SESAR IP3 beyond 2020, and
investigating innovative technologies and concepts looking towards 2050. The EEC
will ensure the preservation of research resources and catalyse the development of an
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ECAC-wide network of research establishments, professional associations and
academia.
The further development and application of Management processes in
accordance with Agency EFQM practices, to ensure the professional management
of SESAR research and validation in support of and within the framework of the
SESAR Joint Undertaking. This is to be achieved through the application of the EFQM
quality model within an overall corporate framework, with particular emphasis upon the
development and application of risk management processes.
Underpinning the implementation of the strategy, it is essential to recall the strategic
importance of the EEC’s two underlying cultures: Safety and the Environment. These are
considered permanent objectives of the Centre. They are realised and consolidated
through the development of Safety awareness and a Safety Management System on the
one hand, and through Environmental Impact Studies on the other hand. These are
applied within all aspects of EEC developments.
2.2
Process Management
To facilitate its business, the Experimental Centre is developing its management and
support processes in accordance with existing process management standards, while
ensuring consistency with the Agency framework.
The guiding principle for the development of these processes in the EEC Quality
Management System (QMS) is the benefit offered to the people working at the EEC.
Although seeking accreditation is not planned in the near future, the EEC process QMS is
developed in conformity with ISO standards, in particular ISO 9001 and ISO 1401.
Inspired by the Excellence Model of the European Foundation for Quality Management
(EFQM) the EEC Quality Management Systems includes the Key Performance Indicators
(See also section 4 Performance Monitoring).
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Assessment
A1 - Strategic
Planning
A2 - Work
Programme
Management
A3 - Staff
Management
A4 - Financial
Planning and
Monitoring
A5 Communication
and Reporting
A6 - Quality,
Environment and
Safety
People
Results
B1 - Work Programme
B3 - Innovative Studies
Customer
Results
B4 - Research Infrastructure
B5 - Research Methods
Continuous Improvement Loop
B2 - Project / Work Package Management
Key
Performance
Results
Core
Business
C1 - Information,
Communication
and Knowledge
C2 - People
Support
C3 - Building and
Facilities
C4 - Information
Systems
C5 - Finance and
Programme
Support
Society
Results
and Review
2.3
Strategic Risk Management
In 2003 the Audit Board and the Internal Auditor confirmed the necessity of developing
high-levels of risk awareness within the Agency’s SBUs. Further development of Risk
management and contingency planning will be integrated into all levels of EEC daily
management activities and finally integrated at a corporate level.
The objectives of Risk Management within the EEC are:
To identify all risks associated with the business objectives of the EEC
To develop responses to risks
To allocate responsibilities for managing risks
To define the associated risk review and reporting processes
To ensure a common awareness of risks and their mitigation strategies
An initial view of major risks was developed in 2006. In 2007, the process was further
developed and responsibilities were assigned to each level of management to ensure a
comprehensive identification, awareness and management of risks and their mitigation
strategies. This process will be continued and refined over the coming years.
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2.4
Continuous Improvement
The EEC is fully committed to continuous improvement and business excellence. In
accordance with Agency policy, the Experimental Centre has adopted the Excellence
Model of the European Foundation for Quality Management (EFQM). EFQM SelfAssessments have been conducted annually since 2005 and the resulting score provides
an overall indication of where the EEC stands on its journey to excellence. The score has
increase steadily over the past years thanks to a range of improvement activities in place
at the EEC. A review in
2006
led
to
a
EFQM Self Assessment Score EEC
redirection
of
the
500
assessment strategy: it
450
was decided that self442
score
target
400
410
assessments should be
402
350
executed on a biennial
350
300
basis.
The
self306
287
250
assessment in 2007
200
adopted
the
new
150
assessment approach
100
piloted by EFQM in the
50
European Excellence
0
Awards, namely the so1999
2000
2002
2003
2004
2005
called 2005+ approach.
The feedback report
produced by the assessor team during EFQM Self-Assessments is reviewed by the EEC
directorate management team and other leaders and used as the prime source of
improvement activities for the continuous improvement cycle. Other improvement
activities originated from the biennial Staff Satisfaction Survey, the Stakeholder Survey
and the Suggestion Box. All improvement activities are coordinated by the Quality
Management Team and staff account for the time spent on improvement projects in the
PMS Timecard tracking system.
The EEC contributes to the Agency’s objective of participating in the EFQM European
Excellence Awards in 2008 and achieving finalist status. Agency wide improvement
activities are coordinated by the Agency Group for Excellence to which the EEC is a
permanent member.
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3.
EEC BUSINESS ACTIVITIES & DELIVERABLES
3.1
Introduction
The EEC’s Work Programme is an integral part of the activities supporting the Agency’s
CND Business pillar. It is the vehicle by which the EEC implements its Business
objectives. Derived directly from the EEC’s Strategic Objectives, the Work Programme is
structured to support the research and validation objectives expected to be established by
SESAR as identified through the European ATM Master Plan.
The Agency has developed a consolidated overview of its work performed inside the CND
business pillar, ensuring the integration of the research activities of EATM business
domains and those of the EEC. The CND Business Plan that has resulted from this shows
how the Agency’s SBUs will work together towards the strategic CND objectives given
above.
The diagram below shows the complementarities and respective weight between EEC
activities (green) and those of the EATM Business domains (blue) over the different time
horizons of the European ATM Master Plan.
The EEC work programme has been structured to ensure consistency with the future
European ATM Master Plan and is fully integrated inside the CND Business Plan,
covering the short, medium and long term time horizons together with Innovative research
and the cross cutting validation infrastructure and research enablers.
The EEC’s contribution to European research may be summarised as facilitating
European concept validation and system-wide performance assessment, including socioeconomic and environmental issues, achieved in collaboration with our European
partners, providing:
comprehensive safety assessment;
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proof of usability, operational and technical coherence with other elements of the
system;
clear indications of efficiency and economic gains to support investment decisions;
supporting data for Standardisation and Regulation processes;
a view on the future of air transport.
The EEC work programme is structured into work areas along the lines of the CND
“Strands” as follows:
Short-term Implementation Support
Medium-term Validation
Long-term Investigation
Innovative Studies
Management
The EEC’s core business is completed by world-class Research Infrastructure and
Methods.
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3.2
Short Term Implementation Support
As may be noted from the EEC’s vision, awareness is a cornerstone for the development
of the EEC’s activities and knowledge. It is therefore very important for the EEC to
continue to direct resources towards activities related to the day-to-day ATM operations,
thereby ensuring current day constraints and future transition issues are taken into
account throughout the research and development lifecycle. This work package therefore
regroups all activities performed by EEC Research Areas addressing short-term
implementation and/or validation issues, covering ATFCM, ATC, Airport and CNS EATM
programme needs, in line with CND.
3.2.1
Support to CFMU Operations
Since the establishment of the CFMU, the EEC has provided support to its operations and
development through annual studies aiming at capturing current day network level
performance characteristics.
The actual content is negotiated annually with regular reviews to re-actualise scope and
content in accordance with events. These activities are essentially focused on:
Studies to increase the understanding of the network behaviour and improve the
airspace organisation. Operational studies are conducted with arithmetic simulators. A
specific study will be conducted to provide an impact assessment of Very Light Jets
(VLJs) at network level;
Studies to increase the understanding of performance aspects of the current ATFCM
system. Specific studies are conducted to:
a) Assess ATFCM efficiency addressing the efficiency of ground regulations where
demand is slightly above capacity.
b) Define appropriate ATC-sector instant load monitoring values, addressing the
relationship between hourly entry counts and occupancy counts.
Studies to assess elements of the dynamic traffic flow management concept: Short
Term ATFCM measures (STAM), consisting of balancing traffic over the network
between several ACC sectors using: re-routing of flows, level capping of flows,
dynamic opening scheme adaptation, traffic sequencing.
3.2.2
Support to ATC
EATM/DAP & APN Implementation programmes ensure the transfer of successful and
mature research into implementation, generally co-ordinated at the European level. In
accordance with EEC business philosophy, it is considered very important that successful
research is accompanied through this process, albeit with reduced levels of resourcing, to
ensure mutual understanding and capture lessons learnt.
The main EEC focus is on the provision of:
Support to the FASTI Programme:
The aim of the FASTI Programme is to ensure the rapid and co-ordinated deployment of
an initial set of controller support tools. The programme includes the following controller
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tools: Medium Term Conflict Detection (MTCD), Monitoring Aids (MONA), System
Supported Co-ordination (SYSCO) and Tactical Control Tool (TCT).
The EEC is finalising the development of a FASTI demonstrator that will help to refine the
mode of operation of the support tools. Prototyping exercises to refine TCT operational
concept and validate TCT benefits will be conducted.
The accuracy of the trajectory prediction module which is a key enabler for the controller
tools will be validated. In particular performance modelling studies using the aircraft
performance BADA model will be conducted and support to MTCD live trial in Denmark
provided.
Support to FAB implementation:
In 2008 EEC will conduct a large scale multi centre real-time simulation for LVNL, DFS &
MUAC (AMRUFRA) to validate new airspace and route scenarios.
Support to the implementation of TMA design:
In 2008 EEC will conduct real-time simulations to support the reorganisation of Dublin and
Oslo TMA where new P-RNAV procedure will be implemented.
3.2.3
Support to Airport Operations
The Airport Operations Programme (APR) generates activities focused on airport ATM
airside operations aimed at the maintenance or improvement of safety levels and the
optimisation of ATM overall. It will achieve this, firstly, through actions that will allow
airports to make optimum use of available but still often under-utilised or unlocked
capacity and, secondly, through the creation of additional airside capacity by adopting
new technology and/or procedures.
EEC activities conducted to support the APR validation consist of:
Validate some functionality of the Advanced Surface Movement, Guidance and
Control System (A-SMGCS) aimed at improving the management of ground
movements in the field of surveillance, conflict detection and alert and runway safety
nets.
Studies to improve information flow towards the use of Collaborative Decision Making
processes between ATC, ATFM, Aircraft and Airport Operators.
Studies to improve runway safety, ensuring the harmonised implementation of the
European Action Plan for the Prevention of Runway Incursions.
3.2.4
Support to Communication, Navigation & Surveillance
Support to the CASCADE Programme: The objective of the Co-operative ATS through
Surveillance and Communication Applications Deployed in ECAC (CASCADE)
programme is to plan and co-ordinate the implementation of the first set of ADS B
applications and additional Controller Pilot Data Link Communication (CPDLC) and Data
link Flight Information (D-FIS) services in the 2008- 2011 time frame within the ECAC
area.
EEC activities conducted to support CASCADE validation consist of:
Validation activities on ground ADS-B surveillance applications, including ATC
surveillance in non radar and radar airspaces through the provision of the AVT
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platform for data collection as well as the provision of technical advice and data
analysis.
Standardisation and interoperability activities through the provision of the AVT platform
for interoperability test.
Development and monitoring of ADS-B validation Infrastructure, including operation
and maintenance of ADS-B validation test bed as a reference test and monitoring
facility and support for airborne ADS-B equipage monitoring.
Support to the Mode S Programme: The Mode S & ACAS programme objectives aim to
improve safety and ATM sector productivity by the coordinated introduction of the Mode S
surveillance system and of an Airborne Collision Avoidance System (ACAS).
EEC activities conducted to support Mode S / ACAS validation consist of:
Studies to monitor the performance of Mode S transponder avionics installations,
investigate detected Mode S surveillance problems, as well as measurements,
analysis monitoring of surveillance frequency band (1030 kHz-1090 kHz) occupancy.
Providing support to aircraft operators and ANSPs on transponder and installation
functionality problems.
Support to the ACAS Programme: The ACAS programme objective aim to improve
safety by the coordinated introduction of an Airborne Collision Avoidance System (ACAS).
EEC activities conducted to support ACAS validation consist of:
Providing ACAS operational performance trend analysis, support to States and
ANSPs’ on ACAS incident analysis as well as operational data to support development
of TCAS II modifications.
Support to the Link 2000+ Programme: The objective of the LINK 2000+ programme is
to plan and co-ordinate the implementation of operational air/ground data link services for
Air Traffic Management in the core area of Europe in the timeframe up to 2007. The
implementation is based on the ATN/VDL Mode 2 communication technology.
EEC activities conducted to support Link 2000+ validation consist of:
Managing and operating of the Data link Test Facility hosted at the EEC, ensuring the
availability of the platform for technical support; as well as the delivery and installation
of on-site test equipment and tools, training and support for Airspace Users and
ANSPs.
Conducting flight trials, including the production of specifications, installation user
guides and reports on tests and experimentations.
Providing support to avionics providers and ANSPs in the elaboration and
implementation of test plans as well as the provision of support to Airspace Users in
Aircraft Certification activities.
Support to the Navigation Programme: The Navigation programme has been designed
to facilitate the migration towards a total RNAV environment (en-route, TMA, approach).
The activities are addressing improved and cost effective precision approach and landing
in accordance with the ICAO Safety objectives and support the evolution from
conventional Approaches to RNAV based Continuous Descent Final Approaches.
Activities are aimed to optimise required navigation infrastructure through an appropriate
mix of ground and space based navigation aids.
EEC activities conducted to support Navigation validation consist of:
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Providing support to states and airports to implement all types of RNAV approaches
and to conduct P-RNAV data collections in cooperation with a number of European
ATC Centres in order to confirm the applicability of the Airspace Collision Risk Model.
Conducting GBAS interoperability validation with all existing ground stations
(Honeywell, Thales ATM, and Russia) and all existing MMR options (Boeing, Airbus,
Tupolev) as well as conducting demonstrations and flight trials including data
evaluation and results presentation.
3.2.5
Major Milestones, Deliverables and Planning
Short-Term Implementn Support
2008
2009
2010
2011
2012
Annual ACAS Monitoring
Updated CDM Manual
A-SMGCS
CREDOS
Wake-Vortex (CSPR)
Blue Med FAB CBA
FASTI
FABREC RTS Performed
Final EGNOS Validation Report
Support to Link2000+
Support to ModeS
GBAS Implementation Guidance
Task
3.2.6
Milestone
Deliverable
Budget
Short Term Support
FTE
EEC Budget
Delegation
EC Contribution
2008
2009
2010
2011
2012
4347.3
4464.2
3753.5
3980.6
4142.0
3896.9
4013.8
3483.5
3702.5
3855.6
450.4
450.4
270.0
278.1
286.4
1210.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
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3.3
Mid-term Validation
The Mid-Term Validation Work Package focuses 70% of EEC validation activities towards
the assessment of the SESAR 2020 Concept of Operation. This integrates European
Commission 6th Framework projects conducted with key SESAR stakeholders, including
Episode 3, OPTIMAL, EMMA 2, SWIM-Suit and RESET.
Safety
Increase 10 times
Capacity
Increase 3 times
ATM costs
Divided by 2
Environment impact
Reduce by 10%
Mid-term’s validation challenge will be the undertaking of assessments to confirm
SESAR’s performance targets based on the European Transport Commissioner’s (Mr.
Barrot) challenging goals (above).
To address these goals the mid-term specific objectives are to provide SESAR
stakeholders evidence, or otherwise:
That the SESAR target concept is “safe in principle”
Of the performance of the SESAR target concept
Of the operational viability of the SESAR target concept
Of the technical viability of the SESAR target concept
To support SESAR investment decisions and trade-off between stakeholders, the midterm deliverables will be validated detailed concept documents, requirements and
prototypes backed by comprehensive System Performance, Safety and Environment
assessment data structured in Key Performance Areas. The deliverables include:
ATM Process Model;
Operational Services and Environment Descriptions (OSEDs)
Performance reports based on SESAR’s Key Performance Area, including safety and
environment;
A dissemination and education environment to explain and propagate results, and
Technical viability reports concerning implementation feasibility of the SESAR target
concept.
In 2008 Mid-term will deliver a detailed version of the SESAR 2020 Concept developed
together with SESAR Stakeholders. This will be reviewed by Experts Groups followed by
Fast Time simulations to assess the concept with regard to the SESAR performance
targets and Real Time simulations to confirm its operability.
The European Commissions Episode 3 project started in 2007 and remains the key
influence which structures core Mid-Term activities through a top-down validation and
assessment strategy directed toward the SESAR 2020 Concept key processes as detailed
in the OSEDs. This strategy ensures the overall system concept assessment.
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Mid-term is organised around two main cycles with major milestones and deliverables
facilitating monitoring and synchronisation between work packages and various subprojects. Cycle one is underway with the majority of its activities taking place in 2008 and
early 2009.
Assessments will be performed within the framework of the European Operational
Concept Validation Methodology (E-OCVM)1 ensuring a coherent approach to all
validation activities irrespective of partner or platform.
EUROCAE ED78A and the EUROCONTROL Safety Assessment methodology have been
adopted to ensure that deliveries will contribute to the Single European Sky
Interoperability Regulation, which aims, inter alia, at expediting the introduction of new
operational concepts and technology.
SESAR definition phase deliverables have been incorporated into Mid-term and the
programme’s activities will be combined with the EUROCONTROL Collaborative Network
Design pillar (CND) in preparation for the SESAR Joint Undertaking. The Episode 3
project will integrate with the SESAR JU early in 2008.
Mid-term validation is divided into five main work packages and these activities are
organised along three main tasks: Concept Development and Concept Validation covering
operability and performance assessment, Technology Validation. These tasks are further
elaborated in the work package descriptions below.
3.3.1
WP 1: Work Package Management
Work package management co-ordinates both Mid-Term Validation work packages and
major projects such as Episode 3.
Work package management is composed of the following sub-work packages:
Project management and monitoring ensures project control regarding schedule, risk,
quality, communication, work package coordination and progress monitoring.
Description of Work includes the work breakdown structure and associated task
descriptions and dependencies for the major SESAR 2020 validation activities.
Episode 3 contract management covers activities related to co-ordination with the
European Commission and the management of Episode 3.
3.3.2
WP 2: System Definition and Assessment
System definition and assessment steers the top down approach to concept requirements,
performance framework, and safety and validation assessments. It collects, collates,
integrates and assesses the results of the lower level work packages to conclude and
report on the overall system operability and performance.
System definition and assessment includes the following key tasks:
Validation Strategy and Planning develops the programme validation strategy using EOCVM and ensuring consistency and coherency of validation requirements.
It includes developing top level validation objectives, agreeing consistent use of
methodologies and cascading these through WP3.2, WP3.3 & WP3.4. as well as
integrating performance, operational and technical assessments.
1
http://www.eurocontrol.int/valug/public/subsite_homepage/homepage.html
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Target Operational Concept consolidates the SESAR 2020 concept detail and
scenarios and updates requirements to reflect validation learning.
Performance Validation Framework & Assessment provides evidence of performance
viability building on SESAR Performance Requirements and influence models while
drawing baseline data from the Performance Review Commission’s annual reports.
Safety and Human Factor Validation assesses the operational concept Integrated Risk
Picture methodology and hazard analysis.
Operability Assessment consolidates evidence of operational viability.
Environment provides a view of SESAR concert environment improvements.
Trade-off will prioritise validation results at the end of each cycle.
Evidence of operational and technical feasibility demonstrates that the performance
targets can or cannot be met through consolidated validation results.
3.3.3
WP 3: Collaborative Planning & Traffic Management
Collaborative Planning & Traffic Management is directed towards the validation of long
term network planning, medium/short term network planning and execution, and airspace
organisation and management concepts proposed by SESAR.
This work package develops techniques and associated tools to identify network coupling
and flows subject to demand and capacity balancing measures. The work performed is
an integral part of the ATFCM strategy and CND work programme.
Collaborative Planning and Traffic Management includes the following key tasks:
Assessing the collaborative processes involved in building the Network Operations
Plan to address the precision and cost-effectiveness of Network, Centre and Airport
capacity targets.
Improving the structure of traffic flows through the identification of sub-regional
network areas and decentralised management of demand/capacity imbalances
together with the development of a catalogue of pre-defined Demand and Capacity
Balancing (DCB) scenarios to simplify decision making during later stages of the
planning process.
Identifying how the Network Operations Plan can be collaboratively refined, including
the airspace users 4D business trajectory management and User Defined Priority
Processes (UDPP) with network demand and capacity balancing and monitoring.
Assessing the impact of airspace design based on users business needs, dynamic
airspace management and advanced flexible use of airspace.
3.3.4
WP 4: En-Route
En-route activity is directed towards the assessment of the future en-route concepts
proposed by SESAR. The work performed is an integral part of the CND work programme
on future sector concepts and is coordinated with the ATS Business Division. The focus is
transition towards a 4D trajectory management system.
En-route concept validation will address en-route sector operations as follows:
Demand and Capacity Balancing looking at dynamic sectorisation and smoothing of
traffic flows in multi sector environment including resolution of local traffic complexity
situations.
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Queue management addressing the reference business trajectory with en-route
metering and sequencing and multiple airport arrival management “smoothing” effects
upon the en-route flight phase, resolving complexity or preparing sequences for
transfer to next sector or for arrival.
Separation management focussing on new operator roles and tactical conflict
detection and conflict resolution to support trajectory management.
Safety nets for new separation management (with support of aircraft-derived data).
3.3.5
WP 5: E-TMA & TMA
Extended – Terminal Manoeuvring Area (E-TMA) and TMA activity is directed towards the
assessment of the future E-TMA and TMA concepts proposed by SESAR, involving arrival
and departure traffic. The work performed is an integral part of the CND work programme
on future sector concepts and is coordinated with the ATS Business Division. The focus is
transition towards a 4D trajectory management system.
E-TMA and TMA concept validation will address arrival and departure sector operations
as follows:
Demand and Capacity Balancing addressing complexity management through
smoothing arrival traffic flows in multi sector environment including resolution of local
complexity situations and dynamic route allocation.
Queue management focuses on queue optimisation with regard to multiple airports
using arrival and departure metering. This will address controlled time of arrivals,
ASAS sequencing and merging, vertical profile management for both arrivals and
departures (continuous climb/descent) and lateral route management with precision
trajectory clearances.
Separation management focusing on new roles and procedures with conflict-free route
allocation, continuous descent and climb and use of time-based separation. This will
include airborne spacing leading eventually to airborne separation. Furthermore, it will
address the improvement of spacing accuracy (ground tools and airborne
spacing/separation), conflict detection and the use of controller-pilot data-link
communications.
Safety nets focus on safety nets for new separation management (with support of
aircraft-derived data).
3.3.6
WP 6: Airport
Airport activities are driven by future operational concepts and in particular address the
delta between today’s concept procedures and support tools, and SESAR. The work
performed is an integral part of the CND work programme in the Airport Domain.
ATM Airport concept validation will address the following areas:
Airport Operational Concepts Modelling, Performance and Safety Assessment;
Collaborative Airport Planning supporting a common planning process, situational
awareness and performance framework, including the processes and tools necessary
to visualise predicted performance of all essential Airport processes;
Surface Movement Management with air-ground integration of control, planning,
routing and guidance of level 3-4 A-SMGCS services with the EMMA 2 project;
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Runway Management to increase runway throughput reducing the impact of bad
weather including closely spaced parallel runways, time based separation, brake to
vacate, cross wind and new wake vortex procedures and separation minima;
Environmentally beneficial continuous descent approaches and curved approaches
are addressed through the OPTIMAL project;
Revised Wake Vortex Separation through a number of activities, which include Cross
Wind departures, Closely Spaced Parallel Runways and ICAO re-classification;
Integrated Tower Working Position striving to integrate the multiple tower interfaces,
displays and input devices in a coherent, safe and exploitable interface that supports
the Surface Movement and Runway Management aspects of SESAR.
3.3.7
Major Milestones & Deliverables
MTV
2008
2009
2010
2011
2012
DODs Ready
Assessment Completed
Validation Reports
Consolidated Validn Reports
Tech Impact Ass. Rpt
Trade-off Completed
Cycle 2
Start
Overall Validn Strategy
DODs Ready
Perf. Framework Ready
2006-20 Ref Traffic
Assessment Completed
Validation Reports
Consolidated Validn Reports
Tech Impact Assessment Report
Final DODs
Finals Conclusions &
Recommendations
Task
3.3.8
Milestone
Deliverable
Budget
Mid Term Validation
FTE
EEC Budget
Delegation
EC Contribution
2008
2009
2010
2011
2012
13873.5
14576.0
14495.6
14857.0
15302.7
11351.9
11692.4
11898.5
12182.0
12547.5
2521.6
2883.6
2597.1
2675.0
2755.3
733.0
0.0
0.0
0.0
0.0
1189.3
1189.3
0.0
0.0
0.0
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3.4
Long-term Investigation
The necessity to preserve resources to address longer term issues and explore more
innovative solutions is recognised by the community at large. Consequently this work
package channels EEC resources towards long term research, directing these towards
small scale, investigative studies that would progressively refine a vision of the future
operations and potentially provide early applications to SESAR. Ultimately, the refined
vision will suggest further orientations in the European ATM Master Planning processes
and future ACARE versions of the Strategic Research Agenda (SRA).
Activities under this work programme will be performed through small investigative studies
which maximise the co-operative research and funding opportunities offered by the EC’s
6th Framework programme.
The underlying studies are derived from an initial vision(s) of how the future Air Transport
System will function, ensuring coherency with the views of the Air Transport community.
At this time the visions are strongly influenced by the ACARE SRA 2 High Level Target
Concepts (HLTC), NASA and NexGen visions, which are felt to look beyond the SESAR
time horizon in many aspects.
The work programme is very much organised around the major ATM related themes
identified within ACARE SRA 2, recognising the need to develop new paradigms in the
field of “Airport of the future”, of “highly automated ATM” and of the impact of emerging air
vehicles i.e. Unmanned Air Vehicle (UAV) and Very Light Jet (VLJ).
Network Design
and
Management
Guidance & Control.
Traffic flow Control
3.4.1
Air Stations
Network Design and Management
An objective of the work in this thread is to optimise Airspace whilst maintaining flexibility
to meet requirements from the civil and military bodies. Research will assess a new
airspace paradigm based on the highway concept where the entire airspace will be redesigned as a set of highways, flexible enough to meet military requirements and
supporting the principles of Functional Airspace Block.
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Initial assumptions will be formed as to the level of service offered, guaranteed in form of
departure slot, arrival slot and position in the flow; and characterised by a minimal ground
based intervention. Network-centric technologies will be also assessed to increase the
information management and to support collaborative decision making process at the
system level.
Through the SuperHighway project, a new airspace structure with no sectors, autonomous
aircraft and highly automated air traffic controller tasks, co-existing with classical airspace
will be investigated.
3.4.2
Guidance and Control
The development of new air vehicles (UAV, VLJ) will accelerate the development of
advanced surveillance, detection aids (passives or actives/ground based or embedded),
together with new guidance and control means. This will increase the data accuracy (4D
FMS, 4D trajectory), thus offering room for increased predictability and more automation.
Detect, sense and avoid applications will be assessed and the role and responsibilities of
both pilot and controller will be assessed in order to guaranty a safe and sustainable air
transport development.
Highly automated vehicles driven by non professional pilots will be integrated in the
classical air traffic.
Many of these developments may be applicable to air transport at large, but will require
further study to select and refine and finally integrate into an overall vision.
Through the ERASMUS project, the automation of ATC conflict avoidance functions
where the application of FMS control principles within the ATC system would provide
minor and subliminal adjustments to vertical/horizontal speed and rate of climb/descent
will be investigated.
The ASSTAR project addresses the operational and safety aspects underlying the
introduction of the applications addressing the delegation of conflict resolution
manoeuvres to the air, the use of ADS-B to support more optimal routing, including
enhanced use of wind corridors and finally passing and level changing in non radar
airspace.
Finally, the European Personal Aircraft Transportation System (EPATS) initiative will
demonstrate the needs and quantify the potential of small aircraft business development,
and propose recommendations for the introduction of this new European Air
Transportation System for consideration by SESAR and the European Research Area.
3.4.3
Traffic flow control
The current ATM system is reliant on the human being (mainly the air traffic controller),
who in the current system may be considered as a representing a constraint for the
capacity.
One may envisage that the role of the air traffic controller could evolve to become more a
manager of flows rather than controlling individual aircraft. Studies in this thread will be
undertaken in order to develop and evolve the traffic flow control of the future, embracing
system automation and to role of the human, whilst maintaining safety as the prime
objective. The role and responsibilities of the future operators (controller, pilot, airline
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operations, etc...), shall be revisited. The investigations will focus on the development of
requirements for such a system, its performance (safety, cost, etc) and demonstrations.
The CATS project will assess a new ATM paradigm, based on an innovative operational
concept: Contract of Objectives (CoO). This concept introduces an innovative way of
managing ATM by mutually agreed objectives leading to a market-driven Air
Transportation System. It addresses the entire air transport supply chain by reconciling
operational links between air and ground services. It is expected that this functional and
operational continuity between ground and air will enhance efficiency by increasing
system predictability. The objective assignment and negotiation are performed through
Collaborative Decision-Making processes.
The MAMMI project will assess new collaboration modes between air traffic controllers
with the aim of increasing capacity and efficiency
3.4.4
Air Station
Airport capacity is a major concern when placed in the perspective of predicted traffic
growth over the coming decades, requiring radical changes and further research.
Research will address issues that may lead to an increase in the airport capacity.
At the operational/procedural level, the application of emerging technologies may
maximise the use of current airport resources, such as Airspace (TMA) and runway
throughput through the introduction of Wake Vortex prediction and monitoring; or Surface
Management tools and procedures to support the ATCO and pilot in the management of
surface traffic, delegation of responsibility for separation to the aircraft; or Integrated
Airport Controller Working Positions in order to provide the Tower controller with an
integrated working environment, allowing him/her to assume a role in the future total
airport management. Enhanced/synthetic vision could enable H24 and all weather
operating capabilities without the use of extensive ground equipment (Virtual Tower).
The existing Airport architecture should be revisited to re-consider its role in the overall
transport system and to accommodate the integration with other transport modes as
suggested by the recent issue of the EC Transport white paper2. Thus inter-modal airport
architectures will be assessed, physically separating the air side from the land side
operations and developing network of runways shared by one or several terminal areas.
The traditional Airport model will be revised in order to support the collaborative strategic
and pre-tactical planning processes giving rise to the Collaborative Airport. This will break
down the artificial barriers between airport ATC, airside and landside operations to
optimise their functioning.
Finally, the Airport of the future could become specialised air station infrastructures with
specific operating procedures. The level of automation at the airport and/or tower might
differ according to the local needs. Remote tower might exist between several small
airports, while other airport and/or tower might be fully or partially automated and/or
unmanned (automated tower or automated airport).
2
Europe at a crossroads, The need for sustainable Transport, http://ec.europa.eu/publications/booklets/move/39/en.pdf
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3.4.5
Major Milestones, Deliverables and Planning
LTI
2008
2009
2010
2011
2012
ASAS TN II
Super Highway
ERASMUS
CATS – Draft ConOps
CATS – A/G Assessment
CATS – G/G Assessment
CATS – ATM Assessment
CATS – Final Report
iFly
Task
3.4.6
Milestone
Deliverable
Budget
Long Term Investigation
FTE
EEC Budget
Delegation
EC Contribution
2008
2009
2010
2011
2012
3326.0
3397.2
3742.2
3699.7
3918.2
2372.0
2443.2
2903.8
3218.1
3422.1
954.0
954.0
838.4
481.6
496.1
0.0
0.0
0.0
0.0
0.0
364.0
55.0
0.0
0.0
0.0
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3.5
Innovative Studies
The innovative studies complement the top-down approach to research planning as
defined in the ATM R&D Master Plan by creating opportunities to explore unconventional,
high-risk / high-potential ideas. Though these studies may generally run for several years,
they are low-cost, involving only one or two core researchers. During this time, the idea
must have matured to the point where it is either deemed not exploitable, or where it
deserves further development and is transferred to a mainstream research area.
Innovation is actively promoted at the EUROCONTROL Experimental Centre, and the
innovative studies are managed in tight co-ordination with the different research areas.
The tools to achieve this are:
open calls for ideas (both internally and externally), and
selection / evaluation of the studies by recognised experts
The innovative studies are complemented with ample dissemination initiatives in order to
maximise benefits from a critical dialogue within the ATM community, and to transfer early
feasibility results to the strategy, concept development and research entities in the
Agency.
Innovation thrives on diversity and multidisciplinary collaboration. Therefore opportunities
are created to tightly integrate external researchers. Examples are a visiting scientist
scheme or PhD scholarships. In order to stimulate cross-fertilisation with non-traditional
ATM research, particularly with academic centres of excellence, recognised researchers
will be supported for 5 to 10 years to build and maintain an ATM research focus and to
actively interact with the mainstream ATM community.
3.5.1
Innovation processes
The purpose of this management sub package is to operate and maintain a minimal set of
processes to stimulate innovation in ATM, both internally and externally to the EEC:
Define the INS strategy and manage the INS resources and processes
Maintain a reputed external Innovative Research Advisory Board (IRAB). The role of
this independent board is to select and evaluate external projects, and to contribute to
the formulation of the INS strategy. The IRAB is a panel of seven senior experts (from
ATM and beyond), mostly from outside of EUROCONTROL.
Contribute to the series of annual innovation workshops (started in 2000) to present
and debate innovation results from the EEC and beyond. This event has become a
recognised forum for research agencies, academia and industry to discuss innovative
and long-term ATM research initiatives.
Promote creativity within the EEC, by initiating internal competitions for ideas and by
enabling a visiting scientist scheme.
3.5.2
CARE studies
The purpose of this sub package is to stimulate innovation to the benefit of ATM by
issuing competitive calls for ideas amongst research centres, industrial R&D units and
university research groups.
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The CARE "call for ideas" has been a catalyst for innovation in the European ATM
community over the last 6 years and has recenty been launched for the third time. CARE
innovation projects run for up to 3 years (generally half of the projects are not prolonged
after the first year review).
The selection and review of the projects is performed by the IRAB.
3.5.3
Academic joint research
The Academic Joint-Research Initiative is designed to stimulate innovation through crossfertilisation between the EEC and university research groups, building on advanced
expertise within university research groups that are recognised for excellence. The tools
to achieve this are:
PhD scholarships
Competitively awarded research grants (available for the first time in 2008)
Visiting scientist grants (available for the first time in 2007)
This network is essential in areas which are potentially relevant to ATM, but where the
EEC does not have, and does not necessarily want to build, expertise. This is considered
a fast-track approach to engaging in multi-disciplinary research on selected topics.
3.5.4
Breakthrough research
This activity aims at stimulating creativity among EEC research staff, in order to:
facilitate in-depth investigation of selected innovative ideas,
address recurrent research problems which, in view of project deadlines, have up to
now been dealt with by an unsatisfactory work-around.
3.5.5
Major Milestones, Deliverables and Planning
INS
2008
2009
2010
2011
2012
Innovation Workshop
CARE Evaluation
Internal Call for Ideas
CARE Projects
Academic Joint Research
MIME
Task
3.5.6
Milestone
Deliverable
Budget
2008
2009
2010
2011
2012
2434.6
2465.1
2539.0
2615.2
2693.7
FTE
1016.6
1047.1
1078.5
1110.9
1144.2
EEC Budget
1418.0
1418.0
1460.5
1504.4
1549.5
0.0
0.0
0.0
0.0
0.0
60.0
60.0
0.0
0.0
0.0
Innovative Research
Delegation
EC Contribution
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3.6
Research Enablers
The research work programme is supported by a number of “enablers”, which have been
regrouped into work package 6. The main objectives of this work package may be
summarised as:
Ensuring the development and consistent application of methodologies used to
provide evidence of the operational concept’s performance and viability;
Driving the development of a coherent European research and validation infrastructure consistent with the needs of SESAR;
The work package is logically decomposed into two sub-packages as shown in the
diagram below, which are further detailed in the following sections.
3.6.1
Research Infrastructure
The main objective of this work package is to develop and maintain a set of software
and hardware validation tools which will be used in the context of validation activities
performed at the EEC.
These tools will have to be part of the validation infrastructure which is defined in the
context of the SESAR development phase and which will be used during the development
phase during the 2008-2013 period.
Validation Tools
One of the main contributions to the European Validation Infrastructure is the set of
validation tools which are currently developed and operated within EUROCONTROL and
which cover a wide range of capabilities including real-time simulation facilities, fast-time
and model-based simulation tools.
This EEC ‘research infrastructure’ is an enabler which supports validation activities
performed within the Agency’s research work programme. This infrastructure covers
various validation needs including operational feasibility and performances assessment
(capacity, predictability, safety, environment, etc.) and is used in different contexts (ATC,
ATFM, Airports):
Real-time simulation tools: The tools maintained and exploited in this context are the
EEC ESCAPE real-time simulator, the EDEP prototyping facility, the AudioLan Voice
communication system and the MUDPIE Analysis tool.
The ESCAPE real-time simulator and the EDEP prototyping facility are part of the EEC
research infrastructure and are continuously developed, maintained and operated in
support to the validation activities within the Agency Work Programme taking the needs of
SESAR into account.
Additional tools such as the AudioLan voice communication system and the MUDPIE
Analysis tool are equally provided in order to dispose of a complete simulation
environment.
Support is also provided to ‘external’ sites such as MUAC, IANS, CRDS and ENAV who
have adopted ESCAPE and AudioLan for their own activities.
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On top of those activities, the EEC intends to participate to the set-up of two technical
EUROCAE groups:
•
The first one will deal with interoperability between real-time simulation facilities
such as ATC simulators, Tower simulators, Flight simulators, etc..
•
The second one will address the interchange ability of high level components
within an ATC real-time simulator (such as HMI, Ground, Air, AMAN, etc.)
Fast-time simulation tools: The tools maintained and exploited in this context are the
RAMS, TAAM and ATC Playback facilities which are Commercial on the Shelf (COTS)
software products provided by industry.
The current facilities do not provide the integrated platform that will be necessary for the
assessment of the whole ATM network as defined during the SESAR definition phase.
This issue was addressed at the end of 2007 by launching a feasibility study. The aim of
this study is to launch the development of a fast-time simulation facility which would be
able to model ATC, Airport and ATFCM environments. A first version of such a model
could be delivered by mid-2008. Then the standard V lifecycle for software development
will be applied with the delivery of a new version twice a year.
ATFCM modelling tools: Activities in this area are directed towards the provision of tools
and facilities to support the ATFCM modelling and real time simulation which will be used
to support the gaming, HIL simulation and performance assessment activities:
Dynamic ATFM tools
- Real-Time ATFCM simulations Platform (DARTIS), which will be used for human
factor evaluation, operational feasibility and demonstration purposes.
- Fast-Time ATFCM facilities which will support performance assessment activities
Strategic and pre-tactical capacity planning tools
- Model-based facilities (DANCE and NEVAC/ASTAAC), which will be used for
capacity planning evaluation
Aircraft Performances Model: The BADA (Base of Aircraft Data) aircraft performance
database is a long-established and externally-recognised activity managed by the EEC.
Apart from its use within the EUROCONTROL organisation, access to the data files is
also given to a number of ATC research and commercial organisations working in the
domain of ATM (approximately 70 registered users of the current version 3.6). BADA is
used in various ATM applications to simulate aircraft in real-time air traffic simulations and
for ground-based trajectory prediction, covering 292 aircraft types which equates to 99.2%
of the European air traffic.
The main objective of this work package therefore is to maintain and further develop the
data and aircraft performance models, which are necessary and suitable for aircraft
trajectory calculation and prediction within ATC simulations, environmental assessment
and operational applications.
One of the main new challenges for BADA is its emerging needs in the context of
operational systems. This will have to be tackled by putting in place quality services and
processes in terms of support and maintenance activities.
These activities are carried out in co-operation with BADA users, airframe and engine
manufacturers and the ATM supply industry.
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Environment Modelling Tools: Development and maintenance of a Toolset to assess
the environmental impact of air traffic operations covering cruise, approach, departure,
ground noise and emissions of Greenhouse Gasses and pollutants. The tools use
methodologies and models endorsed by ICAO, ECAC and other relevant bodies for ATMrelated impact assessments.
The toolset comprises:
AEM – Global Emissions Modelling
ENHANCE/INM – Noise Modelling
ANP – Noise Database
WISDOM – Global Movements Database
ALAQS – Airport Local Air Quality
3.6.2
Methodologies
Safety & Human Factors: The development of Safety techniques for ATM future
concepts and systems will continue in 2008, building on the successes of the Integrated
Risk Picture, the piloting of a Safety Target Achievement Roadmap, and feasibility testing
of a Human Reliability Assessment approach on three safety cases. The main activities
for the 2008 -2010 period are summarised as follows:
New Safety Methods will continue to be developed to make the ATM safety
assessment ‘toolkit’ more comprehensive and robust. In particular in 2008 a Human
Reliability Assessment method called Controller Action Reliability Assessment (CARA)
will be finalised to a full working method. The utility and role of Dynamic Risk
Modelling will also be assessed to more precisely determine how and when this
approach should be applied. Also in the shorter term, a means of identifying
unintended hazardous interactions between separate concept elements, as well as
what are called emergent properties, will be developed. Lastly, in the longer term, the
benefits from the new field of Resilience Engineering will be ascertained for ATM
safety.
A Safety Roadmap & Monitoring Process will be developed and implemented from
2008 – 2010+. This builds on the results of the Integrated Risk Picture, which
considers the ATM system as a whole, and will determine where the increases in
safety (which must accompany the increases in capacity) must come from, and when
they should be visible. It will inform the implementation stage of concept elements
(since their sequence of implementation can impact on safety), and will discriminate
between concepts that will be ‘risk-neutral’ and those that should lead to a reduction in
measurable safety indicators.
Whereas safety management represents the competence to deal with safety, Safety
Culture indicates the commitment to safety. EUROCONTROL, as with several
Member States, has developed a safety culture measurement tool which can
determine the strengths and weaknesses of an organisation’s safety culture. This
approach has now been applied to five ANSPs, and four more are planned in 2008.
The work is also shifting to the development of guidance to improve weaker areas,
based on best practices in ANSPs. In 2008, a workshop will take place at the Chief
Executive level on safety culture, so that it can be understood and effectively
formulated in a top-down fashion. In 2009 a Safety Culture Toolkit will be released for
ANSPs (including links to Member States’ own initiatives in this area). Research on
the next level of safety culture, called Safety Intelligence, will commence in 2008.
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From 2008 there will be a shift to deeper research on safety improvement areas. A
new cell will commence in 2008 called the Safety Improvement Research cell, which
will build up more fundamental safety R&D at PhD and Post-Doctoral level, particularly
in the area of safety defence systems (both En Route/TMA and Airport Surface). This
new area will also develop a more long term research agenda, to be informed by the
ATM community via an advisory forum.
The EEC Safety Management System (SMS) provides the framework for a
systematic approach to safety management across the EEC. It will in particular be
used as a tool to drive and continuously improve the safety performance of the future
SESAR ATM environment. Safety Management has taken large steps in the EEC, in
line with the EUROCONTROL Agency’s adoption of a Safety Policy and enhanced
Safety Management functions. The EEC developed its own Safety Policy that fits the
activities of a R&D Centre, followed by the development of a Safety Management
System to ensure that safety is properly represented in the Centre’s activities. The
2006 EEC SMS survey indicated that “[…] the EEC had implemented the basics of an
SMS. In the broader context this activity represents leading edge or world class
behaviour for a research establishment”. The ongoing improvement process included
in 2007 (i) the Development of a Safety Documents Management System; (ii) the
development of a management communication pack; and (iii) internal multi-level
training (at general, project leader and practitioner levels) on why safety is relevant to
research and development activities, and the safety approaches that exist within the
Agency. This ongoing improvement process will be maintained over the forthcoming
period, together with an enhanced co-ordination on safety management issues
between the various directorates in the Agency. The EEC is already active in
participation in such meetings and in carrying out horizontal activities for the
introduction of the Safety Management System within the EUROCONTROL Agency.
A key element of proactive safety management is the ability to identify the required
improvements in the safety management processes. As off 2008, this process of
continuous improvement of the EEC SMS will be further supported by annual safety
audits and surveys. This is also aligned with the DG Decision n° XIII/5 related to the
application of the ESARRs to the Agency and the oversight of the Agency Safety
Regulatory Oversight (ASRO) Unit. Forthcoming audits and surveys will enable to
derive on a regular basis implementation activities to further improve where necessary
the maturity and ensure the concordance of the SMS responses to the evolving
business of the Agency and their Directorates.
In Human Factors, a new tool is being developed (2007-8) called Cognitive Task
Analysis, to identify early on in the design phase any significant changes in how the
controller needs to think about his or her task, so that such information can inform
design and training development. A key longer-term research area for Human Factors
will involve the development of a Human Performance Envelope model. ATM is
different to other industries in that the controller has significant flexibility concerning
how he or she fulfils their goals. Traditional ‘rule-following’ models do not adequately
capture a controller’s behaviour and judgement, and so the aviation-related concept of
a performance envelope will be developed for controller performance. This work will
also link to the safety culture work and experimental Human Factors work described
above. It will help us predict situations that could ‘push the envelope’ for the
controllers, and find more accurately the limits of safe performance, and how to stay
within them.
A number of the above projects involve R&D Co-ordination with other parts of
EUROCONTROL, the FAA & NASA, ANSPs (e.g. via the EUROCONTROL-FAA
Action Plan on Safety R&D) and European R&D Centres and Universities. Following
on from the successful 2005 CAATS Safety R&D Workshop, and the Barcelona and
Rome Safety and Human Factors R&D Seminars in 2006/7, in 2008 and onwards
further attempts will be made to foster the development of an interactive European
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ATM Safety R&D Community. Additionally, in 2008, a Safety R&D Capabilities
Register will be developed showing the various capabilities in Safety R&D in Europe,
which can assist in developing useful research partnerships and avoid duplication of
effort. The yearly seminars established will also continue, and mechanisms to create
active networks and forums will be pursued.
Environment: Methods applied for environmental assessment are developed through
active participation in working groups within European and International frameworks, in
particular, ANCAT at the ECAC level and CAEP, ICAO’s environmental committee. A
centre of excellence will be established that will provide an external framework of
expertise in Environmental modelling and analysis expertise available for conducting
environmental impact studies.
Through its active involvement in International forums and working groups, the EEC will
provide expert contributions to the development and update of international guidance
material on noise and emission modelling (ICAO, ECAC, SAE). Guidance material will be
developed and delivered for use in Environmental impact assessments.
Validation Methodology: The Joint Programme Board comprising EUROCONTROL, the
European Commission DG TREN and DG RTD have approved the European Operational
Concept Validation methodology (E-OCVM) and recommended its application in all
validation projects.
The future development of the E-OCVM will concentrate on:
supporting the identification of appropriate validation objectives based on the notion of
concept maturity.
providing concise methods to support
the building of ‘cases’ e.g. Business
Case, Environmental Impact Case, as
described in Section 1 of the E-OCVM
(see figure below). The support material
will target managers who have to
structure development programmes and
should increase understanding of what
needs to be done, when and by whom.
incorporating a ‘performance-based
approach’ to developing ATM systems
including guidance to assist managers in
structuring programmes on how to
address the Key Performance Areas of ICAO and of the PRU.
The EEC will actively participate in international forums concerned with validation
methodologies and techniques, to ensure more awareness about E-OCVM usage and
benefits.
EEC collaboration in FAA/EUROCONTROL Action Plan 5 ‘Validation and Verification’ and
the EC 6th Framework project CAATS (Co-operative Approach to Air Traffic Services) will
also contribute to the future development of the E-OCVM.
Support to E-OCVM Application: Following the adoption of the E-OCVM by the EU and
EUROCONTROL as the recommended validation methodology, a major element of RMS
staff effort is now directly committed to provision of support to the application of E-OCVM
in ATM projects both within the Agency and with our partners in EU 6th Framework
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projects. A particular emphasis lies in preparation for the validation of the SESAR
CONOPS within a performance based validation framework.
Staff are actively involved in conducting analysis, formulating validation strategy,
preparing and supporting the conduct of experimental plans, analysing and interpreting
the results of validation activities and assisting in E-OCVM dissemination and training.
The experience gained in this practical application of the methodology will be used to
provide feedback and input to its evolution and improvement.
Safety Validation of the SESAR CONOPS: Through its 6th Framework Research
Programme, the European Commission initiated EP3 (Episode 3), a three year project
(until and including 2010), to undertake a detailed first assessment of SESAR, building on
the SESAR Definition Phase initial conclusions. The first consideration in EP3 is to
provide evidence, or otherwise, that the SESAR Target Concept has been “specified to be
acceptably safe”. Under the umbrella of the SESAR Safety Management Plan (SMP), the
EUROCONTROL Mid-Term Concept Validation programme (MTV) together with EP3
partners has developed a Safety Plan specifying the safety assurance activities to be
conducted throughout the EP3 lifecycle necessary to support the delivery of validated
Detailed Operational Description (DOD). Following current best practice, the Plan is based
on a Safety Argument and the Safety Plan is then oriented around the techniques and
evidence required to support the Safety Argument. In the next three years to come, EEC
safety assessment activities will mainly focus on the specification and validation of
SESAR Safety Requirements, thereby contributing to the development of the SESAR
Safety Case that will ultimately present Argument and Evidence that the changes (i.e.
Operational Improvements) brought by the SESAR System are acceptably safe. These
activities will be jointly conducted and coordinated with 23 mostly SESAR stakeholders in
EP3. The rigour required for the safety evidence to be collected in EP3/MTV activities
should ensure that the safety work will provide Safety Requirements and Validated
Assumptions to the future changes to ICAO SARPs and regional procedures as well as to
the Implementing Rules (IR) & Community Specifications (CS), and Certification
Specifications which will be needed under the SES and EASA regulatory frameworks
respectively, to support the coordinated and timely implementation of the SESAR
CONOPS. This should support bridging the gap between R&D and the Regulatory world
as explained below.
Support to Regulation and Certification: The EEC initiated in 2007 an assessment of
what would need to be improved within the EUROCONTROL Experimental Centre to
better prepare and contribute to the regulatory, standardisation and certification aspects of
the output of European aviation/ATM R&D activity and its transfer into operation. With this
objective in mind, and with the support of AGR, some activities will be conducted over the
2008-2012 period to enable faster and more efficient take-up and implementation of new
concepts coming from the aviation/ATM research community. This will be achieved
through the design and development of appropriate technical and business processes and
procedures, and provision of support for the implementation of the processes by
concerned project teams, within the wider framework of SESAR.
The main activities for the 2007 -2010 period will revolve around:
the consolidation of test facilities and test methods used initially for the purpose of
research, so that they can be used in a certification context if/when shown to
represent a cost effective solution. This will imply first the development, in coordination
with EATM, of methods to enable trust in test facilities (including operational methods
and personnel) when used in support of certification processes, whether in the context
of the EASA or SES regulatory frameworks; this will then be implemented through
training and support in the application of such agreed methods in the context of
specific projects.
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The development of guidance material to E-OCVM and other industry driven validation
methods, as selected in the context of SESAR, to structure validation results in a way
which can be most efficiently used by rule making authorities as well as
standardisation bodies. Training and support in the implementation of such guidance
will be delivered in the context of specific projects, so that rules and standards needed
to support specific operational and/or technical improvements can be validated and
made available in a more timely manner than today.
The provision of training and support to projects which need to be aware of latest
regulatory developments, to better understand applicable regulatory requirements and
to be aware of standardisation activities relevant to their work.
This activity as a whole will require knowledge and application of concepts of effective
regulation and certification. Therefore, with a view to delivering useful and timely
results, interfaces will be established with organisations and EUROCONTROL units
having a formal regulatory role (such as the EC, EASA, the Safety Regulation
Commission and the Regulatory Unit) so as to contribute to bridging the gap between
R&D and the regulatory world. This will involve a close monitoring of latest regulatory
developments leading, when pertinent, to awareness campaigns within the R&D
community. In some limited cases, this will also mean a direct involvement as a
technical adviser to a limited number of studies being launched by such organisations
and/or EUROCONTROL units.
3.6.3
Major Milestones, Deliverables and Planning
Research Enablers
2008
2009
2010
2011
2012
3-day E-OCVM Application Course
available
Human Factors Assurance Methods
Safety Coordination
Safety Culture
Safety Management
Safety Improvements
Validated EU Regional Noise Model
Environmental Assessments
SESAR ConOps
for
Annual Global Ops. DB with FAA
Environment CoE Established
Task
3.6.4
Milestone
Deliverable
Budget
2008
2009
2010
2011
2012
15073.7
15317.7
15616.7
16085.2
16331.8
FTE
8132.7
8376.7
8467.5
8721.5
8747.2
EEC Budget
6941.0
6941.0
7149.2
7363.7
7584.6
617.0
0.0
0.0
0.0
0.0
50.0
50.0
0.0
0.0
0.0
Research Enablers
Delegation
EC Contribution
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3.7
Management
To meet the business objectives of the EEC, the objective of this activity is:
to steer the EEC along the agreed agency research strategy,
to optimise its resources, limiting risk and prioritising its activities to ensure timely
delivery of results addressing identified needs, within budget and to the necessary
level of quality,
to manage the financial and human resources to satisfy the needs of the strategy,
to identify risks and their contingency plans and to manage these on a daily basis,
to communicate the results efficiently.
3.7.1
Strategy definition
The objectives of this activity are to establish the strategic orientations that provide the
framework to steer the EEC Work Programme, reviewing the vision, the mission and the
role of the EEC, ensuring that the needs for ATM research are reconciled within the global
strategy of the EUROCONTROL Agency and CND.
The main deliverable is the EEC Business Plan, which is revised on an annual basis and
takes into account the evolving ATM R&D context and needs. The EEC seeks advice from
its stakeholder on the documented orientations and content through the Advisory Group
for Research (AGR) prior to its submission to the Director General. The Business Plan is
approved by the DG, following the autumn edition of the bi-annual EEC Management
Boards (EMB).
Another important component of this activity is the Prospective Studies that research
societal, economical and institutional factors influencing air transport evolution, providing
material for informed decisions regarding Agency research policies and strategy.
It gathers researchers and thinkers from different disciplines in the research community to
help think the future of ATM. It initiates or fosters research and studies about potential
evolution of factors in society expectations and business strategies that may affect the
future of air transport. The activities include dissemination of findings both internally within
the Agency and externally through reports and contribution to conferences or workshops
on an ad-hoc basis. Research is currently oriented along three threads:
Drivers: Economy and technology
Constraints: Regulation, risks and environment
Enablers: Society, institutions and finance
Co-operation is fostered with several units within the Agency; in particular the DGCabinet, DAS/ATM Strategy, DAS/Data, Information and Analysis, the Performance
Review Unit, and the informal ECONET network of economists in the Agency. There is
also strong co-ordination with the Agency Legal service, DAP/Safety and
DAP/Environment.
Finally, to ensure that the studies are well targeted, focused and relevant a Prospective
Studies Advisory Board in the EEC was established in 2006 to advise on study
orientations and planning together with the dissemination of research results.
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3.7.2
Work Programme Management
This activity consists of defining and managing the EEC Work Programme in accordance
with the objectives established in the EEC Business Plan. Recognising that people are
fundamental to the success and ambitions of the EUROCONTROL Experimental Centre,
this work package also develops and manages the core business human resource policy,
strategy and management processes.
Activities within this work package will include:
Alignment of the Work Programme in accordance with the Annual revision of the EEC
Business Plan.
Monitoring the execution of the Work Programme in order to achieve the agreed
objectives of quality, timeliness and cost-effectiveness.
Management of Work Programme related risks and their contingencies.
Business Development, which aims to maximise partnerships and alliances for the
optimal execution of the EEC work programme.
Development of the staff plan and training plan identifying the requirements both in
terms of staff allocations and of evolving skills and knowledge.
EEC contribution to the SESAR Definition phase
3.7.3
Financial Planning and monitoring
The objective is to apply the EEC strategy in terms of resource allocation within the
normal agency Budgetary processes.
It consists of two main processes:
Preparation of the Budget and the Five Year Plan in full coherence with the Business
Plan.
Monitoring the execution of the budget, with budget re-allocation able to take into
account the events that occur throughout the year in the management of projects. This
supervision relies on a strict process of quarterly Budget Check Points where the
financial performance of the various units of the EEC is reviewed.
3.7.4
Quality Improvement
The objective of this activity is to continuously improve the processes, operations, and
organisation of the EEC as described in section 2.5.
3.7.5
Communication and Reporting
The objective is to ensure that the correct level of information is directed to the relevant
audience. The primary vehicles for communicating and reporting the strategy and work
programme are the Business Plan and the Annual Activity Report, both of which are
available to all staff on the intranet and to all stakeholders on the external web site.
The principal internal communication channels are:
The intranet tools, which contain the entire project related information: staff allocation,
budget allocation, project management documents…;
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All-staff meetings,
newsgroups……
EEC
internal
newsletter,
Weekly
Information
Corner,
The principal external channels are:
the external web site and the external newsletter;
the Advisory Group for Research (AGR);
presentations made to stakeholders at the EEC or at the stakeholder site or at
conferences;
research papers published in refereed journals or presented at research conferences;
articles published in the specialised press.
3.7.6
Major Milestones, Deliverables and Planning
WP Management
2008
2009
2010
2011
2012
Staff Plan
Training Plan
ARDEP Report
EEC Activity Report
Challenges to Growth
Social Complex. in Demand Evolutn
Influences
Potential
Media
Dynamics of EU Infrastructures
Task
3.7.7
Milestone
Deliverable
Budget
Work Programme Management
FTE
EEC Budget
2008
2009
2010
2011
2012
5724.1
5866.4
6042.4
6223.7
6410.4
4744.1
4886.4
5033.0
5184.0
5339.5
980.0
980.0
1009.4
1039.7
1070.9
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4.
SUPPORT SERVICES
The EEC has as its disposal a set of Support Services to support the optimal execution of
the work programme. In addition, the wider needs and constraints of the broader
EUROCONTROL Agency have to be considered and reconciled.
This is particularly true in the case of the EEC as it is one of the Agency’s Strategic
Business Units, externally located from the support directorates of the Agency.
In order to increase efficiency and quality of service, certain support activities of the
Central Directorates (DF and DHR in particular); have been delegated to the EEC.
These support activities are undertaken by dedicated Support Units which have been
organised under five main categories:
Building and facilities support covering EEC Site and Building, Maintenance and
Security;
Financial services in close co-operation with DF and EATM in particular;
People Support Management, including HR Management, Welfare and Social Medical
Unit in close co-operation with DHR.
Information System Support in close co-operation with DF/MIS and CISC (Corporate
Information Systems Committee).
4.1
Budget
2008
2009
2010
2011
2012
15646.4
15875.6
16351.9
16842.4
17347.7
FTE
7639.4
7868.6
8104.7
8347.8
8598.3
EEC Budget
8007.0
8007.0
8247.2
8494.6
8749.5
Support Services
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5.
PERFORMANCE ASSESSMENT
5.1
Objectives
Continuous improvement and understanding of stakeholder needs are central elements in
the management processes applied at the Experimental Centre. Assessing the
performance of its activities and their added value to stakeholders is consequently of
crucial importance.
5.2
EEC Key Performance Indicators
The EFQM Excellence Model provides the prime vehicle for organisational improvement
and performance assessment. For that reason the EEC has aligned its Key Performance
Indicators with the EFQM Excellence Model. All Key Performance Indicators are provided
in the EEC Process Management System with clear links to key process thus closing the
loop between process management and performance assessment.
At the highest level, the Experimental Centre has defined a set of Key Performance
Indicators (KPI) and sets targets for these on an annual basis. The actual performance
along the KPI is reviewed by the directorate management team (DMM).
The KPIs will equally be reviewed to ensure their continued applicability as EEC activities
are integrated into Co-operative Network Design (CND).
The EEC KPIs are presented below organised around the four results criteria of the
EFQM Excellence Model.
5.2.1
Customer Results
Stakeholder Satisfaction: A measure of the satisfaction of our external stakeholders
elicited through surveys, questionnaires and other means as appropriate.
Target: 80 percent
Deliverable Satisfaction: A measure of the satisfaction of the sponsors of the
deliverables we produce according to the EEC Work Programme.
Target: t.b.d.
Partnerships: The degree to which we involve partners from different external
stakeholder groups in common activities expressed as fulfilment of planned number of
partnerships.
Target: 71 percent
5.2.2
People Results
Staff Satisfaction: Overall satisfaction of EEC staff with their job at the EUROCONTROL
Agency based on the biennial Staff Satisfaction Survey.
Target: 72.5 percent
Training Days: Average number of days of training EEC staff members received per
year.
Target: 8 days per year and staff member (2007)
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5.2.3
Society Results
Environmental Impact: Global environmental impact of operating the Experimental
Centre in equivalent greenhouse gas emissions.
Target: reduction of 1.5 percent p.a. using 2005 as a baseline
5.2.4
Key Performance Results
Publications: A composite indicator of the number of scientific publications the EEC
produces per annum reflecting the relative effort and importance of the different types of
publications, e.g. EEC Notes, EEC Reports, conference papers, journal articles, books.
Target: 100
Earned Value: A set of three project management performance indicators to evaluate
whether a project has delivered on time and budget as well as the project’s cost efficiency.
Target: t.b.d.
Process Performance: An indicator to evaluate whether a process has set and is
reaching its targets, whether it has a consistent approach in place, whether this approach
is systematically deployed and whether the process is assessed reviewed and improved.
Target: five percent increase p.a.
Value for Money in Contracts: A survey-based indicator of the value for money received
in contracts let by the EEC.
Target: more than 70 percent very satisfied, less than five percent very
unsatisfied
5.3
Balanced Scorecard
In line with Agency guidelines, the EEC has adopted the Balanced Scorecard (BSC)
approach to present its Key Performance Indicators. The image below shows the EEC
KPIs in the Balanced Scorecard perspective.
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6.
PEOPLE DEVELOPMENT
The EEC’ people are fundamental to the EEC’s ambitions and success. It is therefore of
prime importance to implement a motivating and strategic Human Resource policy, in
particular meeting multi-cultural environment of the EEC. Through the application of
efficient People Development Management practices, the EEC aims to further develop
staff performance and skills, ensuring consistency with evolving needs.
The People Development Strategy is founded upon four pillars:
The Organisational Matrix, which allows a dynamic allocation of staff to projects in
their relevant Research Areas or Business Enablers. Staff allocations are dependant
upon the strategic orientations, the expressed requirements of programs (in particular
the strategic orientation for in-house execution or external), the motivation of
individuals and the best fit between program requirements and available expertise.
Job Management, developed by the Agency Human Resources Directorate. Although
the application of Job Management is still under discussion with the social partners,
the EEC has decided to use and maintain the available results as a basis for the
development of the Staff Plan.
The Staff Plan, describing the skill, effort and grading orientations in order to support
the strategy. It identifies the discrepancies that exist between the current and required
situations and the strategy to meet the new requirements, either by mobility, training or
recruitment.
The Training Strategy which, based on the orientations identified in the Staff Plan
consolidated and confirmed through the Performance Appraisal process, identifies
training requirements over the coming three years.
The two following sections describe more precisely the process that is followed for the
elaboration of the Staff Plan and the Training Plan. They also provide an overview of the
main outputs of these two documents.
6.1
Staff Plan
The purpose of the Staff Plan is to determine the short and medium term staffing
requirements and staff profile orientations based on the strategic objectives as identified in
the Business Plan and identify the people development strategy required to meet
changing demand.
The staff profile orientations are obtained through the following process:
Under a continuous effort to better characterise the staff profiles of the EEC workforce
against future needs, review of the skill classification baseline and ways to describe
the skills and competencies profiles.
Capture of the EEC requirements based on the strategic objectives and broad
allocation of effort to the different Work Packages of the Work Programmes for short
term developments, medium term validation, long term investigation and innovative
studies.
Detailed determination of staff profiles required to carry out the contributions of
Research Areas, Research Methods and Research Infrastructure.
Gap analysis and elaboration of people management strategy in terms of training,
mobility and recruitment
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Implementation through people development processes for Core Business or Support
Units
Due to the Agency budget constraints, the current EEC budgetary target post fill rate
has been reduced to 245 Full Time Equivalent (FTE).
The budgetary constraints have contributed to reinforcing the EEC’s policy toward internal
mobility, retraining and profile reorientation, regularly monitored through the internal
resource management processes and reflected by the relevant KPIs.
6.1.1
Staff profile orientation strategy
The Agency Research Work Programme is part of the Pan-European R&D Work
Programme aiming at the definition and the validation of a concept of operations through
the European ATM Master Plan. The highly collaborative and integrated SESAR context
calls for increased cooperation and interaction amongst Agency Directorates and external
partners. Two distinct EEC roles will develop in this context: EEC as an active contributor
to Pan-European Work Packages and EEC as scientific partner in the development and
validation of concepts for future ATM.
As a consequence, two clusters for staff profiles will emerge:
a profile aiming at the management of Pan-European Work Packages, which in terms
of staff competences translates into requirements for external awareness and
networking, persuasive communication, professional expertise, cooperation and
management of projects in complex multi-disciplinary and multi-cultural environments.
a profile aiming at providing scientific and technical contributions in order to clarify and
validate future concepts of operations by means of studies and trials which rely on
Real-Time platforms, model-based simulations and on solid Validation and Safety
Assessment methodologies.
To provide solid scientific and operational foundation to the research and validation
activities, there is clearly an evolution towards increasing scientific skills especially in the
area of experimental methodologies, mathematical modelling, environmental modelling
and assessment, data and result analysis, human factors and safety.
As the staff profile analysis reveals a stronger demand for higher levels of professional
and managerial expertise and a reduction in the number of purely executive tasks over the
reference period, the training plan foresees in a share of 65 % on the further development
of skills specifically for ATM operations, Strategic R&D management and communications.
A Key factor to the success of the EEC mission lies with the EEC staff and their ability to
maintain a profound and current understanding of the ATM operational environment. They
must also be able to understand and position their work within an integrated system view
and in the perspective of performance design and assessment (this last item being
supported by the European Operational Concept Validation Methodology).
6.1.2
Implementing the strategy
The EEC first line managers are responsible for the implementation of Staff Plan
objectives through staff development initiatives, mobility and recruitment.
Staff development is performed through staff allocation to program or support activities or
through new goal setting providing the staff with the opportunity to develop new skills and
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competencies. These actions can be backed up by individual training plans. The annual
Staff Performance Appraisal supports this process.
6.2
Training Strategy
The objective of the Training Strategy is to provide a training policy which corresponds to
training needs drawn up in the Staff Plan, Business Plan and the yearly exercise of the
Performance Appraisal.
EEC training is defined on three axes in the following order of priority:
1.
Strategic Training, to align staff skills and knowledge with the strategic directions
of the Agency and of the EEC
2.
Business Training, to enable staff to improve their knowledge and skills in their
specific expertise or to develop new skills as required
3.
Individual Training and Development, on initiative of the staff member and/or the
reporting manager, identified through the annual performance appraisal.
The chart below shows how the EEC will spend the training budget in 2008. This
highlights the fact that 90% of the training effort will be directed to support the strategic
orientations, fully adapted to the evolving skill requirements identified through the EEC
business strategy and the staff plan.
Strategic Orientations
ATM domain knowledge
Management & personal
development
Languages
Specific trainings
IT
Support technical skills
6.2.1
Share of
training
budget
Share of
training
effort
(%)
Share of
training
effort
(man/days)
65%
15%
70%
20%
1120
320
50%
18%
17%
10%
7%
50%
20%
10%
6%
4%
800
320
160
96
64
Strategic Training
ATM domain knowledge targets the acquisition and maintenance. The foundation of
EEC research requires that all staff have a good knowledge of the ATM domain, with
specific attention upon:
supporting OPS staff in maintaining their professional qualifications
ensuring the development of an innovative and scientific validation culture within the
EEC,
to support the implementation of a scientific foundation applied to the European
Operational Concept Validation Methodology.
Management & Interpersonal skills are provided with a view to improving overall
efficiency through staff/management relationship and project management, enhancing
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individual competences (leadership, facilitation, impact, diplomacy, negotiation). This also
covers support to the individual scholarship, coaching and training necessary for internal
mobility and redeployment.
6.2.2
Language Training
Due to the cultural diversity of the EEC staff, Language training is provided with a view to
ensuring the full integration of our staff into their foreign social environment and to
optimise understanding and communication amongst EEC colleagues and with our
stakeholders.
6.2.3
Specific Training
IT and technical training is provided to maintain and develop the expertise of our staff in
Information Technology and Technical Competences.
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ANNEX 1 - FINANCIAL RESOURCES
To provide a comprehensive picture of the EEC budget and its contributing components,
the following table has been developed. It resumes the distribution of the EEC’s financial
(including staff) resources over the Work packages that form its work programme.
Short Term Support
FTE
EEC Budget
Delegation
EC Contribution
Mid Term Validation
FTE
EEC Budget
Delegation
2008
2009
2010
2011
2012
4347.3
4464.2
3753.5
3980.6
4142.0
3896.9
4013.8
3483.5
3702.5
3855.6
450.4
450.4
270.0
278.1
286.4
1210.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
13873.5
14576.0
14495.6
14857.0
15302.7
11351.9
11692.4
11898.5
12182.0
12547.5
2521.6
2883.6
2597.1
2675.0
2755.3
733.0
0.0
0.0
0.0
0.0
1189.3
1189.3
0.0
0.0
0.0
3326.0
3397.2
3742.2
3699.7
3918.2
2372.0
2443.2
2903.8
3218.1
3422.1
954.0
954.0
838.4
481.6
496.1
0.0
0.0
0.0
0.0
0.0
364.0
55.0
0.0
0.0
0.0
2434.6
2465.1
2539.0
2615.2
2693.7
FTE
1016.6
1047.1
1078.5
1110.9
1144.2
EEC Budget
1418.0
1418.0
1460.5
1504.4
1549.5
EC Contribution
Long Term Investigation
FTE
EEC Budget
Delegation
EC Contribution
Innovative Research
Delegation
0.0
0.0
0.0
0.0
0.0
60.0
60.0
0.0
0.0
0.0
15073.7
15317.7
15616.7
16085.2
16331.8
FTE
8132.7
8376.7
8467.5
8721.5
8747.2
EEC Budget
6941.0
6941.0
7149.2
7363.7
7584.6
617.0
0.0
0.0
0.0
0.0
50.0
50.0
0.0
0.0
0.0
5724.1
5866.4
6042.4
6223.7
6410.4
4744.1
4886.4
5033.0
5184.0
5339.5
980.0
980.0
1009.4
1039.7
1070.9
15646.4
15875.6
16351.9
16842.4
17347.7
FTE
7639.4
7868.6
8104.7
8347.8
8598.3
EEC Budget
8007.0
8007.0
8247.2
8494.6
8749.5
EEC Budget Total
60425.6
61962.2
62541.3
64303.9
66146.5
FTE
39153.6
40328.2
40969.5
42466.8
43654.3
EEC Budget
21272.0
21634.0
21571.9
21837.1
22492.2
EC Contribution
Research Enablers
Delegation
EC Contribution
Work Programme Management
FTE
EEC Budget
Support Services
Delegation
2560.0
0.0
0.0
0.0
0.0
EC Contribution
1663.3
1354.3
0.0
0.0
0.0
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All figures include salaries, pension contributions and social costs but do not take into
account any VAT to be paid.
The budgets for internal staff, identified as FTE (Full Time Equivalent), have been
calculated on the basis of an average unit cost per staff member (including salaries,
pension contributions and social costs). These are included in the total cost of each work
package.
The EEC budget for 2008 is therefore €38.58M for staff (including salaries, pension
contributions and social costs) and a further €21.27M in investment and operating budget.
This is complimented by delegations the EATM SBUs within the Agency’s CND pillar and
also from the CFMU for some short-term implementation support.
The European Commission also contributes to the EEC’s budget through TEN-T and RTD
grants. For 2008 these grants will total some €2.86M.
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ANNEX 2 – EEC INTERNAL ORGANISATION
The EEC has adopted a full matrix organisation to support the Core Research activities
shown in the diagramme below. The Work programme is driven by the four main threads
in accordance with the European ATM Master Plan, led by the Programme Managers.
The activity portfolio is split amongst four research areas. Each Research Area is led by a
Research Area Manager:
The ATC Research Area is concerned with all aspects of air traffic control related to
controller-centred sector-level planning and separation management functions.
Network covers research on airspace management, demand and capacity
management and traffic management issues.
The Airport Research Area concentrates on the capacity issues facing Airports and
their immediate environments.
The CNS Research Area focuses many of the shorter term technological testing
support to the CNS implementation activities of the Agency.
Together with these four research areas, the Validation Infrastructure technical enabler
provides the EEC and a number of its stakeholders with the capability to validate
emerging technologies and concepts through simulation, models and live trials.
Human resources, transversal research or knowledge enablers, key methodologies and
tools, including Safety, Human Factors and Environmental Impact are managed within the
Methods research enabler.
To complete the organisational structure, the EEC has established a number of Support
Services to ensure the efficient execution of the work programme.
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ANNEX 3 – EEC PARTICIPATION IN EUROPEAN COMMISSION RESEARCH
On-going 6th Framework Programme Projects Summary
Project
Air-TN
Main Objectives
Issues/Remarks
“Customer”
of Research
Results
The objectives of the AirTN (Aeronautics ERANet) Co-ordination Action are twofold: to step up
the co-operation and co-ordination of research
activities in aeronautics carried out at national
level and to expand the European dimension
with an aeronautical network aimed at improving
the coherence and co-ordination of aeronautics,
underpinning
the
European
Aeronautics
programme.
Relatively small EEC involvement,
foreseen as Contribution in kind
only.
DAS/EEC R&D
Co-ordination
These two objectives are to be addressed by
bringing together key actors (public bodies and
other national bodies that finance or manage
aeronautical research activities) from a large
number of European nations (sixteen Member
States plus Romania and Switzerland) with a
common strategic interest in Aeronautics,
including ATM., with an objective to create a
durable network
ASAS-TN II
CATS
A
first
international
forum
addressing the Single European
Sky and SESAR was held at the
EEC on January 31st , attracting a
large international audience.
The second forum dedicated to the
Greening of Air Transport is to be
held in Bonn. CND will be a
speaker at this event.
The ASAS Thematic Network II is a Coordination Action organised within European
Commission 6th Framework Programme on
‘Aeronautics and Space’. The project is an Open
Upstream Research activity for new generation
ATM supported by Advanced Airborne System
Applications.
EEC is the projector coordinator of
ASAS-TN2.
The main objective of the ASAS Thematic
Network II is to accelerate the application of
ASAS/ADS-B operations in the European
Airspace taking into account global applicability
in order to increase airspace capacity and
safety.
The added-value of ASAS-TN2
has been recognised both by the
attendees and SESAR, however
there are concerns that JU
mechanisms to sponsor follow on
activities may delay follow on
activities. The Agency may have a
role to play to help bridge the gap.
The ASAS-TN2 builds on the experience of the
ASAS Thematic Network project (ASAS-TN).
CAATS II
The EEC is not administratively/
contractually bound to the EC in
this project.
EEC/LTI
DAP/ATS
A contract amendment is being
processed by the EC to extend the
project until July 2008 and make
use of all available funding.
Continuation of CAATS Co-ordination action.
The CAATS project identifies the E-OCVM as
the best Concept Validation Methodology as it
can be seen to be the most applicable to the first
three phases from the AP5 maturity model (the
Operational
Concept
Validation
Strategy
Document developed by FAA/EUROCONTROL
proposes a five level concept maturity scale).
The CAATS project has identified the best
practices to perform Human Factors Case and
Safety Case and also gave some hits to perform
a Business Case and how it can be integrated
with the overall approach of CAATS. The second
phase of this project will aim to determine
guidelines for managers on what to expect from
business, safety, environmental and human
factors cases.
Project Kick-off November 5th 2006
The aim is to propose a new ATM paradigm,
based on an innovative operational concept:
Contract of Objectives (CoO). This concept
introduces an innovative way of managing ATM
by mutually agreed objectives leading to a
market driven Air Transportation System. It
addresses the entire air transport supply chain
by reconciling operational links between air &
Contract signed October 2007
EEC/LTI
Project Kick-off November 2007
SESAR
SESAR
Problems – lack of identifiable
focal point in Agency for business
case development. Issue - how to
identify and generate information
to drive business case (tools and
techniques)
EMOSIA
is
insufficient.
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Project
Main Objectives
Issues/Remarks
“Customer”
of Research
Results
ground services. This functional & operational
continuity between ground & air will enhance
efficiency by increasing system predictability.
The objective assignment & negotiation are
performed through Collaborative DecisionMaking process to establish the operational
agreement, including right balance between
productivity & safety.
CREDOS
The research to be performed in this project will
address the severity of a wake vortex encounter
by identifying those characteristics of the vortex
which present a particular threat to the safety of
the aircraft.
Project activities will cover both the research
necessary to fully understand the behaviour of
wake vortices in departure configurations and
perform validation activities to identify the
operational benefits that may be expected from a
real-world application of crosswind-reduced
departure separations.
EEC is project co-ordinator for this
project.
SESAR
There are 11 European partners.
The project includes semi-official
participation of the FAA (they
could not sign EC contract but
their contribution in terms of effort,
equipment and data is recognized
in the Consortium Agreement).
The main project objectives may therefore be
summarised as:
EMMA 2
To demonstrate the feasibility of a Concept
of operations allowing reduced separations
for Single Runway Departures under
crosswind.
Through extensive validation, provide all
stakeholders with the required information
to facilitate the implementation of this
concept where appropriate in the near-term
(pre-2012).
To increase the body of knowledge
concerning wake vortex behaviour during
initial climb phase of flight.
Second Phase of the EC’s EMMA project
addressing A-SMGCS. The main objectives of
EMMA2 may be resumed:
Setting de-facto A-SMGCS Standards in
Europe
Definition of HL A-SMGCS in terms of
operations, technology and regulations;
Definition of
overall ATM;
Facilitating Industry
Standards;
Validation of A-SMGCS Equipment and
Procedures
Standard methodology for HL A-SMGCS
Verification & Validation;
Define and validate procedures to work with
HL A-SMGCS;
Quantitative Benefit Analysis for different
levels in various scenarios;
Preparation of the Regulatory Framework in
terms of Certification Concept (refinement
for first levels, sketch for high levels);
Impact on Licensing of HL A-SMGCS
Controllers / Pilots;
embedding A-SMGCS
to
Kicked off on 03/2006
SESAR
Project has been extended to 36
months duration.
in
follow de-facto
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Project
Main Objectives
Issues/Remarks
Promotion of the A-SMGCS Implementation
by translating A-SMGCS concept into
operational Procedures and Practice;
Building User Confidence in the A-SMGCSystem;
Training of later System Users;
Roadmap for Implementation of HL ASMGCS;
Promote harmonised understanding of ASMGCS, multi-national feed-back on ASMGC-Systems (comparative study)
“Customer”
of Research
Results
The EEC participation in the EMMA2 project is
directed toward the development of the
Operational concept, including HMI, the
definition of CWP Prototypes and the Validation
activities
EPATS
European Personal Air Transport System
Study
The goal of the EPATS project is to
demonstrate the needs and potential of small
aircraft business development and to propose
recommendations for the introduction of this new
variant in the European air transportation system
and to identify further areas of research in the
context of the European Research Areas. The
EPATS study will address the following issues:
Episode 3
The potential new market for personal
aviation up to 2020.
The potential impact of this new way of
transport on the European ATM, and airport
infrastructures,
as
well
as
the
environmental, safety and security issues
involved.
The EPATS general specification and RD
Roadmap.
SESAR
EEC work starting in November
2007.
EEC is project co-ordinator for this
project.
To validate the SESAR concept in terms of
performance, feasibility and acceptability.
Project kick-off was delayed until
19/04/2007 to ensure coherency
with SESAR.
This validation will allow establishing that the
concept brings the improvements in 11 key
performance areas set as long term goal for
SESAR. It will also clarify a number of research
issues that have been raised during the
development of the SESAR concept and provide
evidence on which to base the selection of
different implementation options for the SESAR
concept
EEC/LTI
Duration : 18 months
Improvement of ATM system processes
through validation
This includes validating the transition steps for
feasibility and acceptability.
ERASMUS
Contract signed on 01January
2007 and kick off done in
February.
SESAR
EC
have
announced
that
“Technical Management” of the
project will fall under the SESAR
JU.
Project well received by SESAR
Definition
Phase
Governing
bodies.
The contract is being renegotiated
as requested by the EC to cover
the
alignment
with
SESAR
Definition Phase, in particular D1,
D2 and D3 deliveries.
The ERASMUS project will address three
innovative applications:
EEC is project co-ordinator for this
project.
EEC/LTI,
DAP/ATS
At the strategic level : subliminal application
(located at the Multi Sector Planning function)
First set
performed
results.
SESAR
At the tactical level : ATC autopilot and
enhanced MTCD applications (located at the
Work
to
of experimentation
with
encouraging
focus
now
on
the
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Main Objectives
Issues/Remarks
sector entity function)
The fuzzy environment in which controllers work
represents an area of autonomy in which the
computer can act using GPS navigation
precision, air/ground communication facilities
and airborne flight management system. Taking
the comparison with the cockpit with the
autopilot making minor adjustments (roll axis,
level control, …) not perceivable by the pilot, the
ATC automation system would use minor
adjustments (vertical/horizontal speed, rate of
climb/descent) to resolve (or to dissolve) major
part of the conflicts.
ERAT
Environmentally responsible air transport
The ERAT project is aiming to develop
operational solutions that reduce the impact of
air traffic on environment in the vicinity of
airports. The objective is to minimise noise,
emissions and the impact on local air quality due
to air traffic in the airport TMA, whilst assuring an
increase of or at least no adverse
effects on airport capacity. Isolated solutions
developed in related research projects such as
Sourdine II and OPTIMAL, as well as new
solutions, will be combined into a concept of
operations. To accomplish these goals,
operational solutions in terms of departure and
approach procedures and routing will be
developed and evaluated as part of a concept of
operations at two European airports. The
development of enabling technology is part of
this process.
HISAC
This project will address the environmental
constraints that could stop the industrial
development and production of economically
viable small size commercial supersonic
transport aircraft.
Translation of the environmental objectives
into quantified design criteria applicable to
an S4TA
Adaptation of numerical models and tools
essential to the multidisciplinary design
process
Development and validation of the most
critical aircraft and engine technologies
Establishment of rules and methods to
solve key technology integration issues,
through shape design
Application of MDO methods, using the
results of the above, to obtain:
o
aircraft specifications compliant with
environmental objectives, exploring a
broad range of configurations
o
quantified trade-offs between aircraft
performance
and
environmental
constraints
“Customer”
of Research
Results
Subliminal control application and
enhanced Trajectory Prediction in
relation with SESAR concept.
Second ERASMUS Users Forum
planned for January 2008.
Contract finally signed
activities will begin shortly.
and
DAP/AOP
The EEC is re-negotiating its
share with an objective to reduce
it. The delay in the start of the
projects means that some of the
planned tasks have been partly
overtaken by events and that EEC
ENV resources have been moved
to higher priority ENV tasks.
EEC involvement in HISAC is now
over except for general partner
activities until the end of the
project in May 2009.
DAP/AOP
EEC effort in kind only with no
contractual obligations: review role
EEC/LTI
EEC activities will address the issues of noise
regulation, limitation and assessment.
iFly
Safety based Air Traffic Management design and
initial validation of a Concept of Operations
accommodating three times more air traffic over
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MIME
Main Objectives
Issues/Remarks
“Customer”
of Research
Results
Europe.
only.
ATM supported Autonomous Aircraft
Project kick-off done in May 2007.
The MIME project has the following principal
objectives:
Contract signed and activities will
begin shortly.
DAP/AOP
End of project delayed from 31
Jan 08 to 31 Oct 08 with EC
approval.
SESAR
A system of transferable noise permits that
would be initially allocated to airlines;
A method of implementation of noise
permits and the means by which the
chosen system would be equitably put into
place at an airport;
Requirements for tools for calculation of
airline noise permit use;
An analytic framework that would enable a
single airline to understand the operation of
this market and of the value of such noise
permits;
Tools to enable airport situations to be
judged as advantageous (or not) for such
market-based approaches;
Propositions
for
enabling
uniform
implementation of the chosen noise permit
system at European airports; and
The regulatory framework that
establish and govern this system.
would
Successful achievement of these objectives will
establish a new and beneficial means of
balancing environmental and operational
concerns for European air transport.
OPTIMAL
OPTIMAL is an air-ground co-operative project
which is aiming to define and validate innovative
procedures for the approach and landing phases
of aircraft and rotorcraft in a pre-operational
environment. The goal is to minimise external
aircraft/rotorcraft noise nuisance and increase
the ATM capacity while maintaining and even
improving safety. Those achievements will be
enabled by available precision approach landing
aids (MLS) as well as new technologies (such as
SBAS, GBAS), etc, more accurate navigation
means (RNP 0.1) and enhanced airborne
systems, such as autonomous FLS, for NonPrecision Approaches.
Last User Forum in June 08
(organised by EEC)
EEC efforts are directed towards the operational
concept and its validation
RESET
The RESET aim is to identify what reductions in
separation standards could be realised to meet
the following challenging goal: “Where feasible,
reduce separation minima so that they contribute
towards enabling a safe factor of 3 traffic growth
over Europe”. Additionally, a case study will be
constructed on the regulatory basis for TimeBased Separations for approach operations, an
emerging procedure aiming at maintaining
airport arrival capacity in strong head-wind
conditions.
Super
Highway
The project elaborates and validates (using a
combination of fast-time and human-in-the-loop
simulations) a set of Operational Concept
Scenarios that exploit the OCD principles to
arrange the “major” traffic flows and patterns
ensuring that aircraft fly more safely and more
SESAR
Project started in May 2006.
EEC/LTI
EUROCONTROL assessing a
innovative Airspace structure: the
lattice network.
SESAR
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Main Objectives
Issues/Remarks
frequently along a “super highway”. The traffic
structure is located on the Single European Sky
functional blocks of airspace and has two
essential components: the entry / exit into the
super highway (junctions), and the routes
(lanes).
Experimentation results under final
analysis. Results to be provided
on the first quarter of 2008.Result
“Customer”
of Research
Results
The study focuses on the assessment of the
Workload per aircraft, and of the Situational
Awareness for both junctions and lanes. The
assessments address mainly the effect of the
new airspace structure on the controller’s
performance and are performed on the two
elements of the super highways: lanes and
junctions.
The EEC will play a minor role in the operational
concept development and its validation.
SWIM-Suit
System Wide Information Management. The
SWIM-SUIT Project will perform an entire
development, evaluation and results assessment
cycle where it will address many of the
Organisational, Legal and Financial issues in
addition to the purely technical domain,
developing prototype systems during the
process.
SESAR
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On-going TEN-T Research Projects Summary
Project
EVP
Main Objectives
Issues/Remarks
EVP (European ATM Reference Validation Platform)
validates air/ground concepts using simulation and live
trials covering Automatic Dependent SurveillanceBroadcast (ADS-B), Automated Separation Assurance
(ASAS) and Ground-Based Sequencing Tools.
3rd Cost Statement (2004
Decision) accepted by EC.
The principal lines of work in EVP are to:
Integrate operational concepts, procedures and
technology validate ideas on the future controller
working position;
Carry out studies into the cockpit issues of ASAS
spacing, and study the benefits of providing
Aircraft Derived Data to the ground system;
Extend EUROCONTROL simulation facilities with
airport/TMA operations (AMAN, DMAN, Departure
Metering), partly in support of the Gate-to-Gate
project.
“Customer”
of Research
Results
DAP/ATS
Final
Decision
(2005-7)
completion and Overall Project
completion
expected
December 2007.
In its earlier stages the project supported simulations
and trials of controller tools such as MTCD and AMAN.
For 2006-7 the project will support validation of the CATM concept.
The project maintains close links with Air Navigation
Service Providers (ANSPs) and other stakeholders.
These partners provide the essential environment for
testing and trialing new concepts.
NUP2+
NUP Phase II+ is derived from previous TEN-T NEAN
and NUP projects, conducted between 1995 and 2005.
It focuses on validating a set of applications using ADSB and 4D trajectory data in live trials with ambition to
reach operational introduction.
High-level objective is to assess whether the selected
applications have the potential to provide operational,
business and safety benefits. NUP II+ provides a
seamless path towards large-scale validation of the
selected applications in European airspace.
NUP II+
also provides input to the on-going
harmonisation of ADS-B usage in Europe (EC and
EUROCONTROL) and globally (RFG) not only on
operational and technical aspects but also an indication
of the user acceptance from a cost/ benefit perspective.
Project is scheduled to finish
at the end of 2007.
DAP/ATS
There has been significant
slippage in the installation of
the technical equipment for the
flight trials (which explains the
delay in the end date).
On-going
discussions/
collaboration with TMA2010+
A follow-on project is being
discussed.
Specifically the project focuses on the use of airborne
generated data (position, velocity, 4D Trajectory…) to
support selected ground based and airborne
applications. Applications to be validated are
Collaborative Decision Making (CDM), Green
Approaches, Surface Operations and AMAN/DMAN.
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Projected 7th Framework Programme Projects
Project
MEFISTO
Task & Objectives
Contribution
Expected impact
EC Grant
Use of the results and findings from FP5 and
FP6 projects in Transport to contribute to the
definition of new research policy objectives and
intermediate performance targets for FP7.
Rationale / Relation to
SESAR
Level 1 CSA proposal.
Proposed study which would follow
similar orientation and approach as
that applied in the food sector with am
aim to identify major impacts relating
to industrial developments, innovative
processes, European competitiveness,
SME developments, knowledge and
academic achievements, resulting
from the Framework programmes.
Scope
Developing a methodology to assess and
evaluate projects supported in FP5 and FP6
with particular focus on:
Strengthening industrial competitiveness of the
European industry by identifying the potential
user sector(s), the type of impact (new/
improved process technologies/ products/
services etc., environmental, cost, performance
improvements etc.) and mechanisms for
disseminating and promoting uptake of the
research;
The results will provide guidance
material for the remaining calls of FP7
and contribute to establishing a
framework for the development of
ACARE SRA 3.
Contributing to sustainable development and
addressing societal problems in terms of
generating new knowledge relevant to social,
environmental and economic issues;
Contact: Dave YOUNG
Agency effort levels are estimated to
be of 35 days over an 18 month
period.
Improving Community and public policies by
disseminating knowledge generated and
engaging the target users (policy makers at
regional/ national/ EC/ international);
AGAPE
Expected impact
Use of the results and findings from FP5 and
FP6 projects in Transport to contribute to the
definition of new research policy objectives and
intermediate performance targets for FP7.
Scope
Developing a methodology to assess and
evaluate projects supported in FP5 and FP6
with particular focus on:
Strengthening industrial competitiveness of the
European industry by identifying the potential
user sector(s), the type of impact (new/
improved process technologies/ products/
services etc., environmental, cost, performance
improvements etc.) and mechanisms for
disseminating and promoting uptake of the
research;
Contributing to sustainable development and
addressing societal problems in terms of
generating new knowledge relevant to social,
environmental and economic issues;
Improving Community and public policies by
disseminating knowledge generated and
engaging the target users (policy makers at
regional/ national/ EC/ international);
In-Kind
contribution
Level 1 CSA proposal.
Vision 2020 and the
Strategic Research
provided the initial
ACARE objectives,
Goals.
first edition of the
Agenda (SRA-1)
definition of the
Challenges and
ACARE has so far published two
editions of its SRA; the first in October
2002 and the second in October 2004.
Both editions address the research
needs of Europe in the field of air
transport systems over the next 20
years.
ACARE adopted in 2006 a list of
priority objectives to support the above
roadmap. One of these objectives was
to “measure progress towards Vision
2020’s goals” and the proposed
project AGAPE (ACARE Goals
Progress Evaluation).
The results will provide guidance
material for the remaining calls of FP7
and contribute to establishing a
framework for the development of
ACARE SRA 3.
The agency’s contribution will ensure
the non-duplication of activities
expected to covered under SESAR
JU, whilst ensuring these are
positioned within the Transport
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Task & Objectives
Contribution
Rationale / Relation to
SESAR
framework.
Effort will be minimal.
Contact: Dave YOUNG
Wake-Net 3
CREATE
Advanced technologies for improved modelling,
prediction and detection of wake vortex and
wind shear; advanced technologies to enable
full automatic approach and landing in all
weather taking into account concepts
developed in SESAR; advanced cockpit display
technologies
for
all-weather,
24-hour
(day/night) operation; advanced concepts for
fault
tolerant
systems,
including
auto
reconfiguration capabilities; advanced concepts
for multi-access cabin architectures; advanced
concepts and technologies for increased
independence of the aircraft from the
infrastructure at apron area.
In-kind
contribution
Expected Impact
EC Grant
Proposals
should
demonstrate
making
contributions to stimulating the development
and capture of know-how and technologies
which will enable the air transport of the second
half of this century.
Scope
Study to define and implement a mechanism to
foster the creative thinking, as well as the
development and take-up of technology
breakthroughs, aiming at introducing radical
step changes in aviation. The mechanism
should include a ‘technology incubator’ to
perform analyses of the potential of radical and
novel ideas as well as a ‘technology watch’ for
spotting and monitoring progress in emerging
technologies from other sectors with potential
application to enhance solutions and concepts
in air transport.
Level 1 CSA proposal.
Recognised
expertise
and
competences held within the Agency
and in particular at the EEC. The EEC
would manage the communication and
provide a link to SESAR and Agency
activities in the Wake vortex domain.
Agency effort is estimated at 6.5 mm
over the four year project.
Contact: Peter Eriksen
The proposal addresses the design
and implementation of a process to
collect innovative ideas for the future
development of the air transport
system. These ideas will enable step
changes in the development of the air
transport system. Promising ideas will
be identified and incubated. The
project will enable ideas generated
within and outside the aeronautics
sector to be made accessible to the
ACARE community. The result of the
process will benefit the European
commission in selecting topics for
future funding under the Framework
program and will prepare for the next
strategic research agenda of ACARE
Agency effort is estimated at 50 man
days over 24 months.
Contact: Marc Brochard
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