CANSO Global Benchmarking Presented by Alison Mac Master

CANSO Global Benchmarking Presented by Alison Mac. Master Director Industry Affairs CANSO 1

Overview ØBackground ØDifferent Stakeholder perspectives ØPurpose of CANSO Global Benchmarking ØProgress and Achievements ØChallenges & Opportunities ØDeliverables 2

Different Stakeholder perspectives ØRegulation should focus on establishing appropriate checks & balances ØCustomers require a common basis for sensible dialogue and consultation ØANSPs best placed to manage & improve own performance 3

Purpose of CANSO Global Benchmarking ØGoal is to support performance-based ATM globally. ØProvide transparency of ANS Performance ØFacilitate setting performance targets & support business decisions ØSupport effective dialogue & customer consultation ØSupport harmonisation of global ANS Provision: Ø Common performance language required to understand opportunities for improvement 4

Getting Started ØPragmatic approach to managing ANSP Performance ØKeep it simple, effective and directly relevant: Ø Building on what has gone before: ØPRU; Asia Pacific benchmarking; IATA ØIndividual member capabilities Ø Guard against costly data collection Ø Focus on a few key measures Ø Focus on results, not process ØBuild Confidence and Trust 5

CANSO Members Broad Spectrum of ANSPs… 6

…. all of whom are unique ! ØWide variety of ANSP operating / institutional environments ØDifferent ANSP starting points / levels of maturity ØConcern how data will be used ØDiffering accounting standards: ØData Variability: Ø Validity / accuracy of data / different KPIs Ø Various data collection mechanisms to be aligned ØAvailability of data – timeliness and timescales ØDifferent definitions for traffic & service 7

34 ANSPs: Ø Ø Ø Ø Ø Airports Authority of India AENA - Spain AEROTHAI - Thailand Airservices Australia Airways NZ - New Zealand ANS of the Czech Republic ATNS - South Africa ATSA Bulgaria Austrocontrol - Austria Avinor - Norway Belgocontrol - Belgium DFS - Germany DHMI - Turkey DSNA - France EANS - Estonia ENAV - Italy FAA ATO - USA Ø Ø Ø Ø Ø Goal is 45 Hungarocontrol - Hungary Irish Aviation Authority LGS - Latvia LFV - Sweden LPS - Slovak Republic LVNL - The Netherlands MATS - Malta) Mold. ATSA - Republic of Moldova NATS - UK NAVCANADA NAV Portugal NAVIAIR - Denmark ORO Navigaciia - Lithuania ROMATSA - Romania Skyguide - Switzerland Sloveniacontrol - Slovenia Uk. SATSE - Ukraine European Member data submitted by the PRU 8

CANSO Progress & Achievements ØCommitted workgroup members ØEnvironment based on trust & shared values Ø confidentiality ØAnalytical sub-group Ø Working to create common performance language Ø Refined definitions & data sets Ø Improved understanding of different perspectives Ø Comprehensive Data collection template & Process ØInclusivity through alternative data sets ØClarifying what is possible: Data Availability 9

ØInitial KPI sets: CANSO Progress & Achievements Ø ATCO Productivity Ø ANS Cost comparisons ØOperational & Capital Costs ØNew measures under development: ØCapital investment ØService delivery ØOperational & Support staff ratios 10

Other CANSO Performance related activities Ø Human Resources workgroup Ø ATCO salaries Ø ATCO shortages and rostering efficiency Ø Environment Workgroup Ø Voluntary Environment Code of Conduct Ø Supporting Metrics Ø Safety Standing Committee Ø Safety metrics & risk assessment Ø Safety Culture Ø Just Culture is essential 11

Ongoing Challenges ØAccess to information in a timely fashion to support management decisions ØUnderstanding differences in national accounting standards ØHow to address complexity ØIncreasing levels of participation ØUnderstanding the interdependencies between various aspect of performance 12

CANSO Global Benchmarking: Output ØAnnual Global Report refined overtime Ø Initial set of performance indicators Ø Additional cost metrics Ø Service delivery Ø Capital Investments & return on investment ØDatabase Ø Shared repository of data – For CANSO members Ø Supports Individual ANSP tailored analysis ØCANSO global Benchmarking Process and Templates 13

Conclusions ØAny performance framework must be kept simple: Ø ANSPs must be allowed to manage their organisations Ø guard against costly processes of data collection Ø few key measures Ø focus on results, not process Ø incentive-based Ø recognise interdependency for different performance areas Effective Global Benchmarking will take time 14

www. canso. org 15