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CANSO Global Benchmarking

Explore the purpose, progress, challenges, and achievements of CANSO Global Benchmarking for ANS providers worldwide. Understand stakeholder perspectives, data challenges, and the drive towards effective global ATM performance standards.

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CANSO Global Benchmarking

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  1. CANSO Global Benchmarking Presented by Alison MacMaster Director Industry Affairs CANSO

  2. Overview • Background • Different Stakeholder perspectives • Purpose of CANSO Global Benchmarking • Progress and Achievements • Challenges & Opportunities • Deliverables

  3. Different Stakeholder perspectives • Regulation should focus on establishing appropriate checks & balances • Customers require a common basis for sensible dialogue and consultation • ANSPs best placed to manage & improve own performance

  4. Purpose of CANSO Global Benchmarking • Goal is to support performance-based ATM globally. • Provide transparency of ANS Performance • Facilitate setting performance targets & support business decisions • Support effective dialogue & customer consultation • Support harmonisation of global ANS Provision: • Common performance language required to understand opportunities for improvement

  5. Getting Started • Pragmatic approach to managing ANSP Performance • Keep it simple, effective and directly relevant: • Building on what has gone before: • PRU; Asia Pacific benchmarking; IATA • Individual member capabilities • Guard against costly data collection • Focus on a few key measures • Focus on results, not process • Build Confidence and Trust

  6. CANSO Members Broad Spectrum of ANSPs…

  7. ….all of whom are unique ! • Wide variety of ANSP operating / institutional environments • Different ANSP starting points / levels of maturity • Concern how data will be used • Differing accounting standards: • Data Variability: • Validity / accuracy of data / different KPIs • Various data collection mechanisms to be aligned • Availability of data – timeliness and timescales • Different definitions for traffic & service

  8. 34 ANSPs: Goal is 45 • Hungarocontrol - Hungary • Irish Aviation Authority • LGS - Latvia • LFV - Sweden • LPS - Slovak Republic • LVNL - The Netherlands • MATS - Malta) • MoldATSA - Republic of Moldova • NATS - UK • NAVCANADA • NAV Portugal • NAVIAIR - Denmark • ORO Navigaciia - Lithuania • ROMATSA - Romania • Skyguide - Switzerland • Sloveniacontrol - Slovenia • UkSATSE - Ukraine • 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 European Member data submitted by the PRU

  9. CANSO Progress & Achievements • Committed workgroup members • Environment based on trust & shared values • confidentiality • Analytical sub-group • Working to create common performance language • Refined definitions & data sets • Improved understanding of different perspectives • Comprehensive Data collection template & Process • Inclusivity through alternative data sets • Clarifying what is possible: Data Availability

  10. CANSO Progress & Achievements • Initial KPI sets: • ATCO Productivity • ANS Cost comparisons • Operational & Capital Costs • New measures under development: • Capital investment • Service delivery • Operational & Support staff ratios

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

  12. Ongoing Challenges • Access to information in a timely fashion to support management decisions • Understanding differences in national accounting standards • How to address complexity • Increasing levels of participation • Understanding the interdependencies between various aspect of performance

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

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

  15. www.canso.org

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