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Who are We?

ATNS Presentation To the Portfolio Committee on Annual Report and Budget Review By: Patrick Dlamini, CEO. Who are We?. Established in 1993 (ATNS Act 45 of 1993) Services and infrastructure provided in compliance with the International

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Who are We?

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  1. ATNS PresentationTo the Portfolio Committee on Annual Report and Budget ReviewBy: Patrick Dlamini, CEO

  2. Who are We? • Established in 1993 (ATNS Act 45 of 1993) • Services and infrastructure provided in compliance with the International • Civil Aviation Organisation (ICAO) standards and recommended practices • and SA Civil Aviation Regulations and Technical Standards. • Statutory service provision: National en-route service and terminal, • approach and aerodrome services at nine Airports Company of South • Africa (ACSA) airports. • ATNS provides an aeronautical satellite communication network which services 28 African and Middle Eastern States. • Very Small Aperture Terminal (VSATII) • North East Africa Satellite (NAFISAT)

  3. Vision & Mission Vision To be the preferred supplier of air traffic management solutions and associated services to the African Continent and selected international markets. Mission To provide safe, expeditious and efficient air traffic management solutions and associated services.

  4. Business Concept • Our strategy will be to focus on the air traffic management needs and expectations of the ATM Community, primarily in South Africa, as well as the rest of the Africa and Indian Ocean Region (AFI) and ultimately in selected global markets • We will develop a thorough understanding of the global ATM community with emphasis on product and service offerings, technology developments and clients in order to effectively respond to the needs and expectations of our selected markets with innovative and relevant air traffic management solutions and associated services • We will source, develop, market, distribute and support a complete range of air traffic management solutions and associated services that meet the needs and expectations of access, equity, safety, efficiency predictability, environmental sustainability and affordability, thereby supporting our clients and the ATM community at large

  5. Business Concept (cont…..) • It is an imperative that we stabilise and enhance our air traffic management solutions and associated service provision in South Africa in order to create a platform from which we can leverage strategic partnerships, our global influence as well as harmonised technologies and methods to become the leading air traffic management provider in the AFI region, to secure our future growth, revenue, profit and relevance as a provider of choice • Over the long term, we intend to expand further into selected markets around the globe, whilst at the same time expanding our range of services in air traffic management that are appropriate for market needs and expectations • Our business model will be supported through attracting, developing, retaining and appropriately rewarding a diverse and motivated team that has the right skills, experience, commitment and drive to implement this strategy, creating win-win solutions

  6. Business Concept (cont….) • The effective implementation of this strategy will ensure a well equipped resource base, enhance financial sustainability and support the global air traffic management systems

  7. Strategic Imperatives • To deliver continuous improvement of our safety performance • To become a transformative organization which invests in its people • To provide efficient air traffic management solutions and associated • services which meets the needs and expectations of the air traffic management community • To maintain long-term financial sustainability • To play a leading role in the development of air traffic management solutions and associated services in Africa and selected international markets • To deploy and use leading technologies to the benefit of the air traffic management community

  8. Play a leading role in the development of Air Traffic management solutions • VSAT Networks • Together with our partner International Air Transport Association • (IATA) , we are the Network Service Providers for the two regional • satellite communication networks • The SADC VSAT 2 network connects 15 States in Southern Africa including Rwanda and Burundi • The NAFISAT network connect 13 States in North East Africa and the Middle East • ATNS will operate and manage the projects until 2014 (SADC • VSAT 2) and 2015 (NAFISAT)

  9. Play a leading role in the development of air traffic management solutions (cont…) During 2009/10 ATNS trained 1732 delegates (999 ATNS, 213 from across the African Continent as well as 520 from airline industry on IATA Courses) We are in partnership with both the Governments of Southern and Northern Sudan to develop the aviation sector. We have trained 59 Sudanese on various aviation courses Namibia is in the process of implementing Radar equipment across Namibia. In preparation for the completion of this project. ATNS is training ATCs to qualify as radar controllers. We are also training Namibian technicians to qualify as engineering technicians

  10. Play a leading role in the development of Air Traffic management solutions (cont…) Current billing project ATNS provide billing services for the Namibian Directorate of Civil Aviation. Revenue collected will benefit Namibia to develop and maintain the air traffic and navigation infrastructure. • Future billing projects • Angola and Ghana expressed interest for ATNS to provide Non IATA • billing services • Finalising the billing agreement with Ghana

  11. Play a leading role in the development of Air Traffic management solutions (cont…) Angola ENANA is currently implementing surveillance systems across Angola. ATNS has trained 36 ATCs and 9 engineering technicians in readiness to operate the newly acquired systems

  12. Provide efficient Air Traffic Management solutions and associated services • Namibia • Finalising implementation of the ATM/cns systems • Eurocat X • Simulator training • Wide area multilaterations • Voice communication and control systems (VCCS)

  13. Provide efficient Air Traffic Management solutions and associated services (cont…) • The future plans of ATNS will require dependant surveillance systems. ATNS has already engaged the South African Civil Aviation Authority regarding the mandatory carriage of transponders by all aircraft to support these plans. • These plans will benefit safety through: • Improved surveillance data presented to ATNS Air Traffic Controllers • Improved ability to support light aircraft with navigation and reduction of controlled flight into terrain (CFIT) • Enhanced use of airborne collision avoidance systems • Dependent surveillance systems are furthermore more economical to procure

  14. Provide efficient Air Traffic Management solutions and associated services (cont…) • Our experience in hosting the FIFA 2010 World Cup can be shared with other States and Air Navigation Service Providers • ATNS has rebuilt the flight procedure design capacity which had been lost, this allows ATNS to design flight procedures to support the national requirement and provide this service to regional and global clients as a revenue generation initiative

  15. Provide efficient Air Traffic Management solutions and associated services • We interact with the users during the Operational User Consultation meeting on an annual basis • Users were engaged in the Performance Based Navigation (PBN) Roadmap and implementation Plan, which were driven by ATNS • Together with ACSA have regular planning interaction meetings to support alignment of infrastructure planning and capacity enhancement initiatives • We plan to reconvene the dormant cns/ATM Committee during Oct 2010 • We are actively involved in National Safety Committee (NASCOM) and Civil Aviation Regulatory Committee (CARCOM) • As part of the NASCOM activities of the National Airspace Management Procedure (NAMP) are currently being finalised • This involves extensive engagement with the air traffic management community

  16. Deployanduseleadingtechnologies tothebenefitofclients • Central Airspace Management Unit (CAMU) Air Traffic Flow Management tool (ATFM) successfully deployed and used during the 2010 FIFA SWC. • ANSP systems successfully deployed for a timeous opening of the King Shaka International Airport. • Discussions with Namibia DCA initiated for the surveillance coverage cooperation for the NW region. • A-SMGCS information sharing and cooperation with ACSA for enhanced airport surface guidance and control at FAJS and FACT. • Cooperation with SAAF on development of future technologies starting with Project Descent (SAAF VOR replacement programme)

  17. Deployanduseleadingtechnologies tothebenefitofclients (cont…) • ATNS has been instrumental in establishing the AFI Performance Based Navigation (PBN) roadmap, the South African PBN roadmap and the PBN Implementation Plan • The PBN implementation plan outlines the near, medium and long term activities and initiatives towards full PBN implementation • PBN will yield positive results regarding optimised routings for aircraft, reduced fuel burn and aviation environmental impact.

  18. Deployanduseleadingtechnologiestothebenefitofclients • The roadmap will focus on the following key areas: • The implementation of Governance Legislation in the form of King III • IT becoming a better enabler for ATNS to do business and drive process efficiencies • The ERP strategy that should be adopted by ATNS in the medium to long term • The operational governance model for IT within the organization as a whole which includes operations technology • The roadmap will be finalized during October 2010

  19. Maintain long-term financial sustainability

  20. Financial Results 2009/10

  21. Financial Results 2009/10

  22. Financial results for the six months period ending 30 September 2010

  23. Preferential Procurement Figures for the six months period ending 30th September 2010 • The set annual preferential procurement spent target for Operating and Capital Expenditure is 58% and 35% respectively.

  24. Looking forward

  25. Challenges • Regulatory Regime • Focus on ROCE v Key Indicators • Pre–Funding (Not earning a return on Capital WIP) • Continued pressure on OPEX via staff cost (retention of core and critical skills) • Transformation and succession • Supply management and cost efficiency • Capacity to leverage on African opportunities

  26. Thank You Ngiyabonga

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