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learning to be more flexible and dynamic to minimise the
impact on operations while maximising capacity.” For
example, in addition to re-routing aircraft as a means of
capacity management, the unit is beginning to employ flight
level capping – already in use in UK airspace. “Re-routing is
only possible with tight constraints, because of flight time and
fuel cost increases,” says Byrom. Flight-level capping, while
not always popular with airlines because of the non-optimum
flight levels that can result, is becoming a useful pre-tactical
“ANSPs sometimes see
predictability as a safety
issue, but operators
want flexibility so that
they can optimise their
fleet management”
S and tactical tool for adding capacity where it is needed.
“We might cap the flight level at the beginning of a flight,
and allow the pilot to fly to a higher flight level later on,” says
Byrom. The idea is to adjust capacity as a function of
complexity, so that, for example, a UK domestic flight might
be capped at 28,000ft to allow more upper airspace for
incoming and outgoing transatlantic traffic. “We do our best
to be flexible,” he adds.
The dramatic rise in fuel costs has pushed fuel to the top of
an airline’s list of direct costs, which has meant that operators
are sometimes prepared to accept a small delay if they can
be given a fuel-saving, more direct route. The CFMU’s strategy
is to offer voluntary solutions. “It’s up to the airline which
option it takes,” says Byrom. “We just give them scenarios for
each flight.” A scheduled airline places punctuality at the top
of the list, whereas a charter is likely to be more concerned
about minimising costs, while low cost airlines “come
somewhere in between”.
The job of the CFMU these days is “to balance flexibility
with rigidity, and predictability with non-predictability,” says
Byrom. Not all air navigation service providers (ANSPs) can
cope with a flexible approach. “ANSPs sometimes see
predictability as a safety issue, but operators want flexibility so
that they can optimise their fleet management. We do our
best to satisfy them all.”
Byrom sees one of the roles of the CFMU as the “migration of
best practices amongst all ATM players.” To facilitate this, the
unit has introduced two innovative developments in web-based
learning. The first was tested at the Maastricht Upper Area
Control Centre (MUAC) in summer 2005, and is an interactive
training package in which the CFMU works with Maastricht
ATM: THE CHALLENGE OF GROWTH
44
controllers to implement best practices. “It went down very
well,” says Byrom. More recently, a web-based distance learning
strategy system has been introduced at the Prague centre,
aimed to improve the interaction between the CFMU and
Prague ACC, as well as to share best practices with other ACCs.
Another important development is ongoing with the US
Federal Aviation Administration (FAA) to develop an ATM data
exchange system for use in crises. Progress had been slow
until agreement was achieved at engineer level to hold
fortnightly e-conferences to solve the interface problems
posed by creating real-time displays generated by two
different ATM systems. “Things have really moved forward in
the last couple of months,” says Byrom. He points to the huge
challenge faced by the respective ATM managers after the 11
September terrorist attacks, when transatlantic air traffic was
banned from entering US airspace and had to be turned back
or diverted. “It would have been a lot easier if we’d had a
real-time display of FAA-controlled traffic,” he adds. “We now
have a real-time display of the whole of Europe in our
operations room, which we’ll share with the FAA, and we think
we’ll have a display of their system by the end of 2006.”
The CFMU has become “much more operationally
oriented,” says Byrom. “We’ve learned not to be autocratic
but inclusive, so we’re establishing collaborative decisionmaking
techniques wherever we can.” He adds that the
challenge is “how to have a dialogue between 66 flow
management positions with varying levels of knowledge. We
have to represent not just the ATM community, but operators
as well, and the partners who might not be present at a
meeting. We’re a facilitator with a network perspective.”
This article was commissioned by EUROCONTROL.
“We now have a
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Partnership for Performance and Growth.(12)
