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n consulting with all stakeholders at all stages;
n providing a unique pan-European civil-military
interface;
n focusing its ATM expertise on pan-European issues.
Core business framework
The Agency participates in the evolution of European
ATM by leveraging its strengths and by implementing a
strategy focused on its core business.
n Cooperative network design: the design of a safe
and efficient pan-European ATM network with stakeholders
through strategic planning, research and
development, coordinated programme implementation,
advanced training and
support for State developments. This activity results
in short-, medium- and
long-term system performance improvements, gate
to gate.
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n Coordinated management of specific pan-
European functions: the efficient management and
operation of, amongst other things, air traffic flow
management and ANS charging mechanisms, with
full transparency and engagement of stakeholders,
on the basis of the principle of centralising functions
in order to best exploit economies of scale and to
complement national functions.
n Provision of regional ATC services: planning, implementation
and efficient operation of ATC services
as requested by the Member States.
n Support for regulation and governance, system
performance review: developing requirements
to support regulatory activities by exploiting pan-
European operational and technical expertise and to
support the Organisation’s governing bodies.
This approach develops synergies across the Agency,
prioritises short- and medium-term safety and capacity
deliverables, supports the rapid implementation of the
Single European Sky and SESAR, and ensures progressive
enhancement of European ATM at network level in
coordination with national and sub-regional developments.
Management process
improvements
The Agency has progressively aligned its organisational
structure with the core processes framework. In 2007
the Cooperative Network Design (CND)1 has made further
progress by integrating all the activities of the participating
directorates into a single work programme with
governance ensured by a Management Board assuming
responsibility for overall activity and the related budget.
Furthermore, within the support functions a reorganisation
has started with the objective of grouping the activities
of the General Secretariat, Finance and Human
Resources Directorate into the Directorate Resources. A
review is also ongoing concerning communication functions.
These rationalisation processes are expected to
deliver more clarity and cost-efficiency.
The Agency’s commitment to continuous improvement
towards business excellence found confirmation in
the delivery by the EFQM of the 4-star Recognised for
Excellence certificate.
Key management processes
Principal customers
Key Support Processes Core business
processes
Develop strategy
& Business plans Human
resources
support
Develop & deliver cooperative network States*, airports, ANSPs, AOs
States*, ANSPs, AOs, airports
Relevant States*, AOs
States*, EC, ICAO
*States including military
Coordinate & manage pan-European functions
Provide regional services
Provide support to regulation and governance,
review system performance
Finance
support
ICT
support
General
support
Manage
stakeholder
relations
Manage
budget protfolio
Manage poeple
Manage risk
Continuous
improvement
Core process framework
1- CND covers:
EATM, EEC,
DCMAC,
60% of IANS,
7% of CFMU
and 1% of MUAC
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The framework of the EUROCONTROL Agency (cont’d)
The Agency has enhanced its risk management processes
by focusing on risk identification, systematising its
management within the corporate processes, and further
improving effective decision-making for risk mitigation.
Stakeholder engagement
In order to deliver on its objectives, the Agency continues
to strengthen its cooperation and collaboration with key
stakeholders. To this end, a revised consultation process,
which will involve stakeholders in the decision-making
process, has been introduced.
The main stakeholder groups (ANSPs, airspace users,
the military and, in the future, airports) are involved in the
decision-making process at strategic level.
With the creation of the Air Navigation Services Board
(ANSB) on 1 January 2007, the main stakeholder groups
(ANSPs, airspace users and airports) are more involved
　
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