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and an overview of staff, investment, training, resources and
charges projections for meeting anticipated demand.
Xavier Fron, Head of the EUROCONTROL Performance
Review Unit, explains: “The spirit of these reports is neither to
praise nor to criticise, but to help everyone involved
A
ATM: THE CHALLENGE OF GROWTH
74
effectively improve performance in the future. The value of
benchmarking increases through time, as data availability,
consistency, comparability and common understanding grow.
There is a learning process for all the stakeholders.”
According to PRC data, in 2004, the cost of en-route and
terminal airspace services amounted to more than E7 billion,
fully funded by user charges and reflected in the ticket prices
paid by the travelling public. Approximately 88 per cent of
this, equivalent to E6,153 million, related directly to the
provision of gate-to-gate Air Traffic Management/
Communications Navigation, Surveillance (ATM/CNS), and
more than 60 per cent can be attributed to manpower
resources, indicating that ATM is a labour intensive activity.
Overall, the European Air Navigation System (ANS) in 2004
employed some 54,000 staff, of which approximately 15,800
or 29 per cent were air traffic controllers on operational duty.
The PRC data shows that, on average, an additional 2.4 staff
were required for every controller in operations.
Data gathered by the PRC also suggests that ATM is capital
intensive, with capital for the provision of gate-to-gate ANS
roughly equalling revenue (E7,233 million), meaning that
approximately E1 of fixed asset capital is required to generate
E1 of revenue.
In 2004, the average direct ATM cost was E393 per flighthour.
ATM delay costs amounted to an additional E51 per
hour, a significant improvement over 2002 (-24 per cent). The
latter reflects a genuine increase in ATC capacity throughout
the European ATM network, coupled with a lower than
expected traffic increase.
En-route charges now account for some 6 per cent of
airlines’ operating costs, and benchmarking against the US
system, for example, indicates that there is significant scope
for improvement in European cost effectiveness.
The PRC cites “at least two major” performance shortfalls
that it describes as being “in the billion euro order of
magnitude”. These are low cost-effectiveness, linked with ANS
fragmentation and low average productivity, and relatively
high flight-inefficiency, linked with civil-military airspace
design and use.
Measures identified by the PRC to address these
performance shortfalls include progressively raising
productivity in every ANSP to best practice; reducing
fragmentation, which contributes to high support costs and
inefficiencies; and effectively managing employment costs.
But Fron points out that, although the ANSPs with the
highest unit costs are those providing services in airspace with
the greatest traffic complexity, this is also where the best
productivity levels are being achieved.
“So complexity does not only have a negative impact,” he
says. “Higher traffic density allows for more effective use of
existing resources and exploiting scale effects, which are likely
to be significant given the fixed infrastructure costs.” Fron
says that resources are generally better used when the traffic
is high.
The PRC suggests that productivity improvements could be
achieved “by optimising and rationalising the current
processes for ATM/CNS provision and/or by more effective
operations room management, making better use of existing
resources (adapting rosters and shift times, adapting sector
opening times to traffic demand patterns, etc.)”
It argues: “There is a need for both a pan-European
objective and national cost-effectiveness objective to drive
improvements in cost effectiveness. A medium-term pan-
European cost-effectiveness objective of -14 per cent over 5
years (-3 per cent per annum) for en-route real unit costs
would be both achievable and sufficiently challenging.”
And to address the wide variation that currently exists
between States, the PRC asks whether “stronger measures (eg,
regulatory, organisational) are needed to drive converging
improvements in cost effectiveness.”
This article was commissioned by EUROCONTROL.
“Complexity does not
only have a negative
impact. Higher traffic
density allows for
more effective use of
existing resources”
ATM: THE CHALLENGE OF GROWTH
75
Ian Goold reports on what needs to be done to ensure that the Single European Sky
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Partnership for Performance and Growth.(26)
