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to ensure that it
delivers its promised
benefits. There must
also be a clear political commitment to
address any institutional and labourrelated
issues.
A key institutional challenge is how
to adapt the role of EUROCONTROL
to the Single European Sky and its associated
technological programme,
SESAR. EUROCONTROL needs to
reduce its costs, and the industry’s
stakeholders who provide the Agency’s
funding should be involved in the
process to significantly reduce its annual
budget.
When it comes to the crucial issue of
safety regulation for the Single Sky,
there is an organisation already in
place which can and should perform
this role: EASA, the European Aviation
Safety Agency. This extension of
EASA’s role will evidently necessitate a
commitment to the Agency’s funding.
2008 saw the unveiling of the work
plan for the next five years of the
SESAR programme. This is an admirable
project but must not be allowed
to develop into ‘technology for its own
sake’. It has the potential to deliver important
cost and efficiency improvements
and its stakeholders should be
able to anticipate that these will start
to materialise sooner rather than later.
Delays in Europe attributable to air
traffic flow management (take-off clearances)
– although by no means all caused
by ATM deficiencies – amounted to
almost 1,000 hours each day. The price
tag for the airlines of ATM inefficiency
was estimated in 2006 at €3.3 billion per
year. However, that figure included the
cost of some 5 million tonnes of kerosene
unnecessarily burned through route
inefficiencies; the subsequent spiralling
of fuel prices could add €1.7 billion per
year to that total.
Meanwhile, the amount of carbon
dioxide needlessly emitted into the
atmosphere each year due to circuitous
routings, sub-optimal flight profiles
and congestion-related holding
patterns adds up to about 16 million
tonnes. This is indefensible today, but
from 2012 onwards the airlines will be
paying twice for this wastefulness, not
only in unnecessary fuel bills, but also
in the form of CO2 allowances under
the EU Emissions Trading Scheme.
For European airlines, their customers
and indeed the environment, the
Single Sky programme is simply too
important to be allowed not to materialise,
and too urgent to be left to suffer
further delay. n
For the airlines,
the Single Sky cannot come a moment too soon
The Single Sky
programme is simply
too important
to be allowed not to
materialise, and too
urgent to be left to
suffer further delay
39
VIEWPOINT
Skyway 52 Summer & Autumn 2009
CANSO’s viewpoint
Single European Sky II
From its conception, the European air navigation service providers (ANSPs)
in CANSO have welcomed the Single European Sky second package
(SES II). It is considered to be a good balance between the different
interests, and CANSO is looking forward to its implementation. The ANSPs
have also noted with satisfaction that the second package strengthens
the performance framework while keeping the overall concept sufficiently
stable.
The European CANSO CEO Committee
has discussed the SES II roadmap and
fixed a number of priorities for CANSO
work. The main issues to be tackled
are the performance scheme, network
management functions, SESAR IP1
implementation, FAB coordination, Airport
Observatory and EASA.
Performance scheme
CANSO believes this item is the most
important SES II issue for the coming
months and has set up a special ‘Performance
Group’ to prepare a CANSO
position on the performance scheme.
This group has already had various
meetings and is preparing joint input
for the discussions to come. The proposed
CANSO position will then be
endorsed by the ANSPs at the highest
level.
CANSO fully supports the present selection
of the key performance areas
(safety, environment, capacity and
civil air navigation services organisation
40
VIEWPOINT
cost-efficiency) as a focus for ANSP
performance. We believe that target
setting in these key areas should be
founded on four key principles:
n Appropriate accountability
Targets established under the SES II
performance scheme should be set
based on key performance indicators
(KPIs) for which stakeholders
are accountable. The national performance
plans should be developed
　
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本文鏈接地址：Skyway Magazine, Summer & Autumn 2009(27)