Nav Canada Business Plan
Transcript of Nav Canada Business Plan
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BUSINESS PLAN20072009
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TABLE OF CONTENTS
Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i
1. Corporate Background and Business Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
2. Corporate Vision, Mission, Objectives, and Values . . . . . . . . . . . . . . . . . . . . . . . . 6
3. Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
4. People. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
5. Delivering the Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
5.1 Air Traffic Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
5.2 Navigation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
5.3 Surveillance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
5.4 Level of Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
5.5 Aeronautical Information Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
5.6 Aviation Weather Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
5.7 Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
5.8 Maintaining and Renewing the Infrastructure. . . . . . . . . . . . . . . . . . . . . . . . 53
5.9 Commercial Business Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
6. Finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
7. Measuring Corporate Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
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FOREWORD by the President and Chief Executive Officer
Dear NAV CANADA Stakeholder,
I am pleased to present the NAV CANADA Business Plan for the period
20072009. This plan represents a high level view of our vision, goals and
objectives, and the specific initiatives and programs which will enable us to
achieve them.
Our ten years of experience as the owner and operator of the Canadian civil
air navigation system has certainly taught us that business planning in the
aviation industry is a dynamic exercise, which recognizes that objectives
must sometimes be amended as we constantly strive to meet our main goals
of safety, efficiency and cost effectiveness. Our Annual Report provides
information on how we are performing against this plan.
Along with the whole NAV CANADA team, I encourage you to provide us
with your feedback on the contents of this plan or any other issue.
John W. Crichton
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Top Priorities
Enhance air navigation system safety.
Improve employee engagement through the effective management of
people, focusing especially on leadership and people practices.
Successfully implement the Canadian Automated Air Traffic System
(CAATS).
Maintain effective control of overall headcount while improving opera-
tional training success to achieve full staffing of our air traffic services
facilities.
Reduce the number and severity of customer restrictions on airspace usage
that are within NAV CANADAs control.
Reduce customer service charges through effective cost controls and
revenue generating initiatives.
Complete the development of, and publish, appropriate benchmarking data.
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1. CORPORATE BACKGROUND AND BUSINESS CONTEXT
NAV CANADA is the owner and operator of Canadas civil air navigation
system (ANS) and provides its customersairlines and other owners and
operators of aircraftwith Air Traffic Control, flight information, weather
briefings, airport advisory services, aeronautical information services and
electronic aids to navigation.
NAV CANADA is the private sector non-share capital company which
purchased the ANS from the Federal Government, on November 1, 1996,
for $1.5 billion.
NAV CANADA is governed by a Board of Directors comprised of 10
appointees from the four founding Members of NAV CANADA as follows:
4 from Air Carriers; 1 from General and Business Aviation; 3 from the
Federal Government; 2 from Bargaining Agents; as well as 4 independent
Directors, appointed by the Board, unrelated to other stakeholders. The
President and Chief Executive Officer is also a Director.
In addition to the four Member groups, NAV CANADA has approximately
180 Associate Members who are customers, groups and individuals with an
interest in aviation and air navigation. Associate Members elect an Advisory
Committee, which provides advice to the Board of Directors on a wide range
of ANS-related issues.
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Approximately 5,400 dedicated employees work at NAV CANADA. The
Company is organized as depicted in the following chart:
NAV CANADA facilities across the country include seven Area Control
Centres, 42 control towers, 60 Flight Service Stations, seven Flight Information
Centres, 38 maintenance centres, as well as over 1,000 unstaffed navigational
aid sites (see figure 1). In addition to a headquarters located in Ottawa, the
Company has a Technical Systems Centre, a Simulation Centre and a National
Operations Centre in Ottawa, and a Training Institute and Conference Centre
in Cornwall, Ontario.
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Board of Directors
President and CEOJohn W. Crichton
VP, Technical Operations
George H. Powell
VP, OperationsKathleen C. Fox
VP, EngineeringKim Troutman
VP, Finance,CFO and TreasurerWilliam G. Fenton
VP, Safety and Quality
John F. David
VP, Customer and Commercial Services
Andrew Campbell
VP, General Counsel and Corporate Secretary
Neil R. Wilson
VP and Human Resources OfficerRichard J. Dixon
VP and Chief Technology Officer
Sidney Koslow
Director Communications
John Morris
Advisory Committee
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Figure 1Facility Map
NAV CANADA revenues come primarily from service charges paid by cus-
tomers. In accordance with the Civil Air Navigation Services Commercialization
Act (CANSCA), NAV CANADA sets customer service charges at a level
necessary to recover the cost of providing its services. The Companys
acquisition of the ANS, and its ongoing capital requirements, are financed
with debt issued in the public markets.
The Company maintains one of the worlds best ANS safety records and
incorporates a Safety Management System that supports an already strong
safety culture.
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Over the last ten years NAV CANADA has saved approximately $100 million
annually in operating costs as a result of restructuring. These savings have
been passed on to customers. At the same time, the Company has adopted an
aggressive strategy to modernize and enhance the delivery of air traffic services
across the country. Over $1 billion has been invested in new systems and tech-
nologies since 1996.
The Companys employees are highly focused on achieving NAV CANADAs
overarching objectives related to safety, efficiency and modernization.
Business ContextThere are over 11 million aircraft movements associated with NAV CANADA
Area Control Centres, Control Towers, Flight Service Stations and Remote
Aerodrome Advisory Services annually. These movements include take-offs,
landings and overflights in domestic airspace and international airspace
assigned to Canadian control.
The volume of air traffic in Canadian controlled airspace is central to any
assessment of NAV CANADAs business context. Beginning in 2001, a series
of negative events significantly impacted air traffic volumes. Considerable
efforts were required by the Company to mitigate the impact of declining
revenues. Traffic returned to pre-2001 levels in fiscal 2005 and is expected
to grow in the order of 4 per cent in fiscal 2007. Figure 2 shows traffic in
weighted charging units.
Despite steady traffic growth over the past few years, our customers continue
to face enormous cost pressures, in an intensely competitive environment.
They are looking to us to add value to our services by helping them safely
reduce the cost of flight operations. One way to do that is through improved
ANS efficiency that reduces traffic delays and fuel burn.
Future air traffic volumes may be influenced by several factors, including the
pace of economic growth, the impact of low cost carriers, airline restructurings
and insolvencies, the impact of increased fuel costs, and the effects of terrorist
activities or health epidemics including pandemics.
Continued focus on cost control will ensure an efficient ANS that is prepared
to respond to any eventuality.
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Figure 2Weighted Charging Units (Millions)
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2. CORPORATE VISION, MISSION, OBJECTIVES, and VALUES
VisionNAV CANADAs vision is to be the worlds most respected ANS:
in the eyes of the flying public for our safety record;
in the eyes of our customers for our fee levels, customer service,
efficiency and modern technology; and
in the eyes of our employees for establishing a motivating and
satisfying workplace with competitive compensation and challenging
career opportunities.
MissionNAV CANADA facilitates the safe movement of aircraft, efficiently and cost-
effectively, through the provision of air navigation services on a long-term,
sustainable basis.
Overarching ObjectivesThe Company will achieve its Mission by:
1. Maintaining a safety record in the top decile of major Air Navigation
Service Providers (ANSPs) worldwide;
2. Maintaining ANS customer service charges, on average, in the bottom
quartile (lowest charges) of major ANSPs worldwide;
3. Implementing and maintaining a modern, cost-efficient ANS technology
platform in the top quartile of major ANSPs worldwide;
4. Ensuring that the growth in costs of providing air navigation services does
not exceed the growth in charging units, thereby resulting in a decline in
customer service charges over the long term; and
5. Creating a productive and fulfilling workplace environment which places
NAV CANADA amongst the best employers in Canada.
The goals of each department within NAV CANADA are designed to support
these overarching objectives.
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ValuesThe values we live by guide our everyday actions and serve as a constant
reminder of our commitments. They are also an integral part of how we do
business, linking the high standards we set for ourselves with the realities
that go into making ethical conduct a way of life.
RespectNAV CANADA promotes an environment in which all interactions with
employees, bargaining agents, managers, customers, suppliers, the public and
stakeholders are based on respectfor each others opinions, perspectives,
experience and contribution.
The Company regards courteous and responsible behaviour as the foundation
of respectful interpersonal behaviour. Additional dimensions of respect that
also apply in our workplace include trust, fairness, equity, honesty, integrity,
commitment and loyalty.
On the other hand, respect does not mean that we cannot disagree, in good
faith, on matters of principle or interpretation or perception of factual
situations. It does mean that when such situations arise, we will disagree
in a tactful and diplomatic manner.
ExcellenceExcellence, first and foremost, applies to NAV CANADAs mission of providing
a safe Air Navigation System. This focus is supported by particular emphasis
on attention to detail, a strategic risk management orientation, and efficient
decision-making.
NAV CANADA considers other important aspects of excellence to include pro-
fessionalism, positive attitude, acceptance of responsibility and accountability,
competence, commitment, reliability, honest communications, financial and
operational effectiveness and efficiency, quality, flexibility, cooperation, sharing
and other aspects of performing work and team work in a superior fashion.
Customer ServiceServing NAV CANADAs customers is a very important priority and everything
done at NAV CANADA is oriented toward meeting customer needs for safe,
efficient and cost-effective air navigation services. The Companys ultimate
success rests on safety and on its ability to provide the best possible service.
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Business PrinciplesSafety FirstNAV CANADAs one and only product, conceptually speaking, is safety. Our
primary goal is to reduce risk in the air navigation system to as low a level as
is reasonably achievable. The Company maintains a Safety Charter, which
emphasizes this focus:
Safety is a part of everyones job.
Safety applies to everything we do without exception.
We will meet or exceed our safety targets and our customers expectations.
We will achieve excellence in safety through open communication.
We will make a safe system even safer.
Customer Service FocusWhether it is weather observations, the production of aeronautical publications,
or the provision of air traffic control, or advisory services, the ANS is funda-
mentally a service. Regular dialogue with our customers helps us to remain
focused on meeting their requirements, and on providing cost effective services
that support the safety and efficiency of their operations.
Transparency and ConsultationThe Company conducts its business in a transparent way and consults with
customers and stakeholders directly or through representative associations
and committees. Consultation with customers is essential to ensuring that
the Companys services are provided in a way that meets customers require-
ments and that the charging methodology results in service charges that are
fair and reasonable.
Provision of a Safe, Challenging and Rewarding WorkplaceThe Companys ambitious safety, service and cost control goals can only be
met through the day-to-day work of the dedicated professionals who manage
and operate the ANS. People are the essence of NAV CANADAs business and
are essential to the attainment of the Companys objectives. The Company is
committed to providing a workplace that supports and engages its employees.
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International Leadership and Co-operationNAV CANADA believes that sharing information with other ANSPs, and
deploying common technologies whenever possible, is in the interest of our
mutual customers. When developing its plans and priorities, NAV CANADA
coordinates regionally and globally to promote international system compati-
bility for the benefit of its customers.
Prudent Financial ManagementNAV CANADA fulfills its essential services mandate based on a sound finan-
cial foundation, evidenced in part through high credit ratings in the financial
markets. Maintaining this foundation requires a fiscally prudent approach that
balances the interests of the Companys key stakeholders while complying
with our statutory and contractual obligations.
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3. SAFETYMAINTAINING THE FOCUS ON JOB ONE
Conceptually, safety is NAV CANADAs only productsafety underpins
everything the Company does. ANS safety depends on a complex and
dynamic interaction between people, procedures, technology and the
working environment.
NAV CANADA maintains one of the best ANS safety records in the world.
The table below shows a decline in the rate of losses of separation between
Instrument Flight Rules (IFR) aircraft per 100,000 movements over the last
four years. (see Fig 3).
A strong safety culture encourages open safety reporting. NAV CANADA
maintains a comprehensive safety reporting system and investigates all
Air Traffic Services (ATS) incidents, regardless of whether or not a loss of
separation occurred.
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NAV CANADA has identified the following strategic safety goal:
to reduce safety risks resulting from the provision by NAV CANADA of AirNavigation Services and products to a level as low as reasonably achievable.
Specific corporate safety goals for 2006-2008 are:
to enhance mechanisms to enable NAV CANADA to better communicatesafety hazards and risks;
to evaluate the effectiveness of operational risk management activities; and
to sustain or enhance safety performance through investment in technology.
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Figure 3Rate of IFR/IFR Loss of Separation per 100,000 Movements
CommunicationNAV CANADA has developed and implemented a comprehensive Safety
Management System (SMS).
The communication of safety information is one of the key requirements
of an SMS. A safety survey of all employees conducted in 2005 showed that
employees wanted to be better informed of the ongoing work being done by
all functional groups in the area of safety initiatives, projects and processes.
Over the next year the Company will focus on enhancing the understanding
of safety culture through the development and communication of safety
initiatives. More information exchange sessions will be held to promote
open discussion and the exchange of ideas on best practices and innovative
safety initiatives.
Additional communications will be undertaken regarding the enhanced inte-
grated SMS processes for operational systems, equipment and facilities to
ensure that all parties fully understand roles and responsibilities with respect
to the identification and mitigation of operational hazards.
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Note: The data in the above chart reflects a moving 20-quarter average of losses of separation in this category involving two aircraft operating under instrument flight rules.
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Risk ManagementThe Company will evaluate the appropriateness and effectiveness of risk
monitoring on key safety risks. We will also look at how effective our
contractors, suppliers and other third party organizations are at meeting
safety management requirements.
Assessing Technology Implementation Fast paced technological advancement has the potential to leave the human
using the technology in a position of catch up. An understanding of the
appropriate pace of technology implementation and its effects on the human
component of the system is therefore essential.
The Company will develop strategic plans for enhancing the integration of
industry-leading practices in Human Factors into the design, development,
implementation, operation and maintenance of our operational systems. We will
also seek to identify the means to use existing data and processes to identify
Human Factors issues related to the implementation of new technology.
Additional details regarding the Companys safety objectives and activities can
be found in the Companys Corporate Safety Plan at www.navcanada.ca.
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4. PEOPLE ESSENTIAL TO OUR SUCCESS
The attainment of NAV CANADAs corporate goals depends on skilled
employees with a safety and customer-focused attitude and a dedication to
excellence. The Companys people strategy is focused on putting the right
people with the right skills and tools in the right places, and sustaining and
supporting their dedication to excellence.
Leadership, Learning and DevelopmentLeadership at all levels is critical to the Companys ability to adapt and deal
with the complexity and constant changes inherent in the business environment.
Through learning, evaluation and development strategies NAV CANADA is
providing its employees with the programs and tools they need to support a
high performing organization.
The Company will provide employees with the learning and development
necessary to excel at their jobs through extensive NAV CANADA focused
training programs. In addition to up-to-date technical training, this includes
developing, optimizing and leveraging managerial and leadership competencies
through PINNACLE, the Companys management development program.
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NAV CANADAs people goals are:
to sustain a motivated and high quality workforce through focused leadership,learning and development;
to foster a constructive, trust and respect-based relationship between employees, their unions and the Company as employer;
to provide a safe and healthy work environment for employees while promoting a healthy lifestyle;
to actively promote the principles of excellence, efficiency, customer serviceand respect within NAV CANADA; and
to achieve full operational staffing.
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Recruitment and retention of talent is critical to the success of any organization.
NAV CANADA monitors human resource requirements closely and maintains
succession plans focused on identifying and developing the talent and skills
required to meet the needs of the organization. The Leadership Evaluation and
Accelerated Development (LEAD) program is one strategy used for developing
corporate leadership needed for the future.
Attracting talent also requires the promotion of NAV CANADA as an employer
to outside candidates with the potential to join the Company at all levels. This
is accomplished by maintaining an active profile in the professional community
and with educational institutions, as well as regularly reviewing the Companys
human resource policies and total compensation plans, and promoting a culture
of recognition, engagement and performance.
Reinforcing the Values Essential to SuccessThe engagement of employees is an important determinant of organizational
success. In 2006 NAV CANADA adopted as one of its overarching objectives
the creation of a productive and fulfilling workplace environment which will
place NAV CANADA among the best employers in Canada.
An employee engagement survey was conducted in the fall of 2006 to assess
corporate climate and measure engagement levels. Both managers and
employees will be surveyed next in December 2008, with regular surveys
occurring every two years after that.
The Companys response to the 2006 survey outcomes will seek to address
the major themes identified. The key priorities for improving engagement as
a result of the last series of surveys include executive leadership, communica-
tions, recognition, career planning and management development, and human
resources practices. Initiatives have been launched in each of these areas and
will be refined in response to the latest survey results.
The Company is developing programs and tools to support a performance based
culture. Recognition of performance is a critical component to the strategy.
Additionally, customer service measures and service standards are being
implemented within the Human Resources Department and further stream-
lining of systems and processes will be made to assist managers in applying
NAV CANADAs people practices effectively and consistently.
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The Employee/UnionEmployer RelationshipEffective labour and employment relations between management, employees
and their bargaining agents are very important to the business. Approximately
90 per cent of the Companys employees are represented by one of eight different
bargaining agents as follows:
Air Traffic Specialists Local 2245 CAW-Canada;
Association of Canadian Financial Officers (ACFO);
Canadian Federal Pilots Association (CFPA);
Canadian Auto Workers Local 1016;
Canadian Air Traffic Control Association Canadian Auto Workers
Local 5454;
International Brotherhood of Electrical Workers (IBEW Local 2228);
Professional Institute of the Public Service of Canada (PIPSC); and
Public Service Alliance of Canada (PSAC).
The Company is focusing on improving communications and engagement with
unions and employees. Better consultation and collaboration with the unions
on decisions that affect employees, a more expedited review of grievances,
and decreased reliance on third party interventions are all components of
this strategy.
Currently, all collective agreements with the Companys various unions are
signed. The agreement with the CFPA, which goes until October 2008, is the
next agreement to expire.
The Work EnvironmentNAV CANADA complies with all safety standards and regulations, and
provides a healthy and safe workplace environment. The Company has
instituted programs that raise awareness of safe work practices and potential
hazards in the workplace.
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A healthy physical environment has to address not only the health and safety
of the workforce but must also empower and support employees in adopting a
healthy lifestyle. NAV CANADA has instituted employee programs designed
to promote wellness and offer a healthy and safe environment. These plans
include proactive and preventive programs such as fitness activities, nutrition
and wellness events, an ergonomic assessment program and education sessions.
Equally important are programs that support employees and assist with their
safe return to work such as the Critical Incident Stress Management (CISM)
peer program, Chemical Dependency Education and Rehabilitation program
(CDERP) and health professional and rehabilitation support through our
Disability Management Program. Alertness strategies that assist in mitigating
and managing fatigue in the workplace are also in place at operational sites.
Official LanguagesNAV CANADA is committed to ensuring respect for the language rights of its
employees, customers, and all those with whom it does business by ensuring
that English and French, the official languages of Canada, are appropriately
used in the way we conduct our business. Our goal is to create a work envi-
ronment conducive to the effective use of both English and French where
appropriate in accordance with the Official Languages Act.
Operational Staffing LevelsNAV CANADA has approximately 5,400 employees, including 592 management
staff, 1,819 technical and administrative support personnel and 3,039 opera-
tional staff. While various cost control measures have reduced overall staffing
levels during the last decade since privatization, operational staffing levels
have increased.
Over 70 per cent of the Companys operating expenses and nearly 60 per cent
of its total expenses relate to salaries and benefits. These ratios are typical for
most ANS organizations worldwide. The fixed-cost nature of the ANS business
means that there are few opportunities to reduce labour costs in a declining
market, but significant potential to achieve economies of scale in a rising
marketprovided head-count is controlled. Therefore, as traffic continues to
grow, NAV CANADA intends to exercise rigorous control on overall head-
count, taking into account our operational staffing targets and our safety and
efficiency goals.
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Air Traffic ControllersThe Air Traffic Control (ATC) Operational Resource Plan is used to monitor
staffing levels to ensure there are sufficient operational resources available
at all Area Control Centres (ACCs) and Towers. Training is adjusted when
appropriate based on changes to the staffing requirements, the expected attrition
and the training output, to ensure that there is sufficient operational staff
available in the right places at the right times, to provide the services required
by our customers.
As previously forecast, a wave of retirements is now in progress, and training
continues at maximum capacity where required. While traffic growth will
necessitate some increase in Air Traffic Controller staffing requirements over
the period covered by this Plan, productivity improvements, largely as a result
of new technologies, will reduce the amount of the staffing increase required.
Basic training must continue in order to ensure the sufficient availability of
Air Traffic Controllers to meet forecast traffic demand. NAV CANADA has
made changes in recent years aimed at improving the quality of operational
training, reducing overall training times and improving the training success rate.
The Company will expand the use of computer-based training, and is examining
web-based training and virtual classroom technology to determine if it could
support our training programs. We are also reviewing ATC selection criteria
with the intent to better refine our overall selection process.
The company continues to focus on a variety of initiatives to reduce training
times, enhance training effectiveness and reduce costs.
Flight Service SpecialistsThe Flight Service Specialist (FSS) Operational Resource Plan is used to
monitor staffing levels to ensure there are sufficient operational resources
available at all Flight Information Centres (FICs) and Flight Service Stations
(FSS). Training is adjusted when appropriate based on changes to the staffing
requirements, the attrition and the training output, to ensure that 100 per cent
of requirements is maintained. Consideration is also given to the number of
available staff.
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Over the next several years,
minor changes to overall FSS
staffing requirements will occur
as a result of level of service
changes, the reduction in the use
of High Frequency (HF) radio
communications over the North
Atlantic, and traffic growth.
In future years, sufficient basic
training will be required to
maintain 100 per cent of future
FSS operational staffing require-
ments, in order to replace those
specialists who retire, depart or
who leave for other job opportu-
nities within NAV CANADA.
Technical OperationsThe national maintenance program is constantly monitored for overall effective-
ness and efficiency pursuant to the Technical Operations departments ISO 9000
Quality Program. NAV CANADAs staffing requirement for Technical Operations
is currently optimized at a level of approximately 675 skilled technologists,
administrative specialists and managers. Staff have been streamed primarily
into specialties consisting of Air Traffic Management (ATM), Communications,
Navigation and Surveillance (CNS) or facility skill sets.
Annually, the Technical Operations department develops a National Maintenance
Plan which outlines the goals, objectives and work plans for the upcoming year.
Technical Operations Technologists, Facility Specialists, Team Supervisors
and Managers contribute to the development of the Plan by participating in a
series of national advisory group meetings which provide a forum for program
discussion and the review of accomplishments and priorities.
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Quebec City Control Tower and Flight Information Centre
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5. DELIVERING THE SERVICE
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NAV CANADAs customers operate aircraft in Canada and in international airspace where we provide service. Their requirements are to:
Operate safely;
Maintain schedules;
Operate cost-effectively by:
minimizing aircraft operating costs;
taking full advantage of investments in cockpit technology; and
obtaining good value from fees paid to NAV CANADA.
NAV CANADA helps its customers meet these requirements through a varietyof means, including:
applying Safety Management System (SMS) principles to evaluate any proposed change in services or products;
seeking to increase airspace capacity to reduce delays and disruptions thataffect schedules;
designing instrument approach procedures with lower minima that increaseairport accessibility;
co-ordinating efforts with customers to match aircraft and ANS technologysolutions;
accommodating customer-preferred routes to the maximum extent possible;
planning and managing airspace effectively to meet customer needs;
improving internal productivity;
coordinating planning on a regional and global basis to promote inter-operability with other ANSPs;
developing requirements for services, products, procedures and systems thatare consistent with customers goals;
reviewing priorities to maintain the focus on customers goals; and
coordinating operations and planning with airport operators to maximize airport operating efficiencies and minimize costs to air operators.
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Due to the nature of the aviation business, external factors can significantly
affect our customers and in turn influence service provision. NAV CANADA
must keep abreast of the changing environment to respond proactively to
customers needs. Some of the more important factors and trends are:
The overall business environment as it impacts commercial air traffic;
The increased use of regional aircraft, meaning more flights carrying the
same number of passengers, and the use of regional jets which compete
with other jets for the higher flight levels;
The hub and spoke concept which puts a premium on just in time arrival
at the busiest airports;
The trend to polar routes which cross paths with Atlantic and Pacific traffic;
The rate at which operators equip with new technology such as Global
Navigation Satellite system (GNSS);
The emergence of very large aircraft such as the A380 coupled with the
emergence of Very Light Jets (VLJs);
Open skies and regulatory harmonization with the United States; and
The emergence of Unmanned Aerial Vehicles (UAVs).
Adopting New TechnologyThe ANS currently comprises more than 100 different Communications,
Navigation, Surveillance/Air Traffic Management (CNS/ATM) system types
with more than 10,000 individual systems deployed across the country. The
modernization of the ANS is an ongoing process which is essential for the
long term viability of the system. NAV CANADA believes that a modernized
ANS is a safe and efficient ANS.
A significant amount of the new technologies being introduced involve the
sharing of data among aircraft, dispatchers and ANS operational staff to
support better strategic and tactical decision-making. Therefore, benefits
may depend on parallel investments by NAV CANADA and aircraft operators.
Dialogue with customers on benefits and requirements is essential to decisions
on adopting technology and coordinating the timing of corporate investments.
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To minimize technical, cost and schedule risks, NAV CANADA follows an
incremental approach to adopting existing technology that allows the Company
to derive early benefits and provides a path to future benefits.
Whenever possible, off-the-shelf technology is used to avoid the risks
associated with system development.
It is NAV CANADAs goal to adopt new technology in coordination with all
of its stakeholders:
to ensure that new technology is introduced safely;
to ensure that customers can plan investments in aircraft technology
that work with ANS technology to provide operational benefits;
to ensure acceptance of new technology by customers, pilots and the
NAV CANADA staff involved in providing services; and
to ensure the effective use of resources.
Near-Term Service TrendsDuring the business plan period, NAV CANADA anticipates the following
changes in the services it provides:
more area navigation (RNAV) and Required Navigation Performance
(RNP) procedures to match customer equipage;
improvements in air traffic flow management to increase airspace capacity
through a reduction in complexity, to maximize runway utilization and to
minimize deviations from optimal flight paths;
the implementation of the Canadian Automated Air Traffic System
(CAATS) to streamline the exchange of ATC operational data, enhance
productivity and support better, more responsive service to customers;
the use of more Controller decision support tools and safety net features
aimed at reducing routine tasks, enhancing productivity and improving
safety and service;
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redesign of the Remote Communications Outlet (RCO) network to reduce
frequency congestion and to allow for more responsive delivery of Flight
Information Services En Route (FISE);
the implementation of level of service changes to better align service with
changing customer requirements;
expanded use of air to ground data-link, Automatic Dependent Surveillance-
Broadcast (ADS-B) and Multilateration to support communications and
surveillance functions in the interest of increasing airspace capacity and
supporting customer-preferred trajectories;
the replacement of obsolete and in some cases unreliable infrastructure to
reduce downtime and maintenance costs;
expanded use of the Internet to aid pilot flight planning and accept flight
plans from pilots and dispatchers;
expanded use of Automated Weather Observation Systems (AWOS) to
increase the availability of weather data and improve the efficiency of
weather data gathering;
expanded use of weather cameras;
airspace changes in Vancouver, Toronto, Ottawa, and Montreal and the
northern Alberta/northern British Columbia area known as the Oil Patch
to resolve safety and efficiency issues;
the reduction in traditional non-precision approaches, with the increased
use of Wide Area Augmentation System (WAAS) and onboard systems;
expanded use of simulation in the development of airspace plans and in
the introduction of new ATM hardware and software; and
more transparency and consultation with customers on the Companys
strategic plans.
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5.1 Air Traffic Management
Effective air traffic management is a key element of the service NAV CANADA
provides to its customers. Over the next three years NAV CANADA will con-
tinue to implement proven technologies and procedures and will investigate
new initiatives to improve the Companys performance in this area.
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The Company will pursue the following goals in support of ongoing improvementsto Air Traffic Management:
reduce the number and severity of ANS-controllable customer restrictions inairspace managed by NAV CANADA;
continue investigation into the possibility of reduced separation standardsthrough procedural changes and improvements in CNS/ATM technologies;
increase the use of automated Decision Support Tools to reduce ATC workloadand improve safety and efficiency;
work with customers to optimize route structures and increase the use of customer-preferred trajectories;
invest in current and developing ATM technology to meet specific customerchallenges;
reduce costs for the implementation of new ATM systems through the use ofsimulation throughout the design and fielding process;
exercise more sophisticated air traffic flow and capacity management, withthe emphasis on increased capacity rather than demand management;
continue to apply and develop new collaborative, decision-making modelsbetween ATC, aircraft operators and airports;
measure the operational performance of systems and procedures;
continue to contribute to the development of international standards, policiesand guidance material on air traffic management; and
practice more dynamic and flexible use of airspace in identified areas toinclude the ability to adjust to changing circumstances while keeping tacticalATC intervention to a minimum.
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Reducing Flight RestrictionsNAV CANADA continues to focus on reducing customer service restrictions
nationally. Re-examination of training, staffing, equipment, airspace, and
consultations with staff and customers was undertaken in the past year. This
integrated approach has resulted in a number of new initiatives which will, in
the longer-term, enable the provision of a more consistent level of service.
Edmonton ACC implemented a number of initiatives resulting in a more
streamlined approach to air traffic control in the Flight Information Region.
These internal airspace realignments along with equipment enhancements
have provided Air Traffic Controllers with more tools to effectively manage
the current and anticipated future growth in traffic. Staffing levels in the
Edmonton ACC continue to improve. Staffing is projected to be at 95%
by August 2008 and training continues at maximum capacity.
Route ChangesAs the percentage of aircraft equipped for RNAV increases, it will be possible
to improve efficiency by basing routes on RNAV rather than on the location of
ground aids. The Companys focus will be on how air traffic can most efficiently
be served to maximize customer preferred trajectories through the application
of random routes, flex tracks and fixed tracks.
Canadian Automated Air Traffic System (CAATS)CAATS promises to enhance safety, reduce Controller workload, and provide
increased operational efficiencies for NAV CANADA and its customers. It
provides a new Flight Data Processing System (FDPS) that replaces several
systems, automating flight profile monitoring and extending conflict prediction
and detection into non-radar airspace.
The system has been implemented in Moncton, Gander and Winnipeg ACCs.
The schedule for deployment to the remaining ACCs is planned with start
dates as follows:
Montreal ACC April 2007
Toronto ACC November 2007
Vancouver ACC March 2008
Edmonton ACC November 2008
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The Company has also developed a long-term strategy for introduction of
advanced functionality, including CAATS training simulation capabilities.
Scheduling and Sequencing System (SASS)SASS will improve operational efficiency through computer automation of the
sequencing and scheduling of arrival traffic and will assist in the allocation
of available landing slots and therefore minimize delays. It also provides the
capability to apportion potential delays from en route fixes to the landing run-
way at times when demand exceeds capacity. SASS will provide Air Traffic
Controllers an enhanced ability to maximize airport efficiency and deal with
traffic surges. Eventually SASS will acquire arrival fix times via datalink from
aircraft equipped with flight management systems.
The system is in operational readiness demonstration (ORD) at Toronto ACC.
Evaluation is complete at Vancouver ACC with ORD planned for fiscal 2007.
National Operations Centre (NOC)The NOC performs an important role in the daily operation of the ANS and is
the national focal point for customer service, system status, traffic management,
crisis coordination, corporate information, strategic planning, and analysis.
The NOC is responsible for coordination of information regarding the status
of the ANS. The NOC acts as a single point of contact for senior management,
operational units, customers and other stakeholders to ensure a consistent
approach to operational situations whether critical or routine.
Collaborative decision-making (CDM) is central to the operations of the NOC.
Using the principles of CDM, the NOC ensures that circumstances with the
potential to impact the flow of air traffic are analyzed and mitigated. The NOC
facilitates reductions in costs and delays by implementing Air Traffic Flow
Management (ATFM) initiatives. CDM between operational units, customers,
and other service providers is enhanced using e-conferencing technology and
advanced web applications to provide stakeholders with operational information
in real time.
Current NOC initiatives include:
The Airport Performance Monitor (APM) will continue to expand beyond
the current Toronto, Calgary and Edmonton sites to include Vancouver,
Montreal, Ottawa and Halifax airports.
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The Integrated Information Display System (IIDS) Web View provides
current wind and Runway Visual Range (RVR) altimeter settings and
active runway allocation for major airports across the country.
Active runway status and Runway Surface Condition (RSC) information
will be included as an enhancement in the near future.
The Traffic Density Analyzer (TDA) used for collaboration in designing
the daily North Atlantic Tracks (NAT) will expand to include the Northern
airspace in Edmonton FIR and will be enhanced to show Notice to Airmen
(NOTAM) with additional graphics and functionality.
The Enhanced Traffic Management System (ETMS) maintains and monitors
air traffic data and displays the data to traffic management specialists in
a variety of forms on a graphic display. ETMS data is used in developing
short-term strategic flow management plans and is treated as one of
NAV CANADAs operational systems.
Flight Schedule Monitor (FSM) is being used as part of the CDM process.
With the exception of Gander, all ACCs have access to FSM.
Airspace Flow Programs (AFP) is a new development in flow management
tools that allows traffic managers to control demand in airspace in ways
similar to how arrival demand at an airport can be managed through ground
delay programs.
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The National Operations Centre in Ottawa
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ATS SimulationThe ATS Simulation Centre is being upgraded with the installation of CAATS,
RDPS-R and new consoles to better reflect the operational systems in use at
our facilities. This will further the Companys ability to realistically replicate
the operational environment in support of simulation activities and to evaluate
new technologies, procedures and potential level of service changes prior to
implementation.
New Decision Support ToolsIn the business planning period, NAV CANADA will focus on the deployment
of new decision support tools, including:
Medium-Term Conflict Detection (MTCD) provides a warning of possible
airspace conflicts and enhances the en route controllers ability to determine
whether a user-requested change in the flight plan will be conflict-free.
MTCD will be developed to function in a CAATS environment.
Airspace Warning Function (AWF) provides the controller advanced
warning when an aircraft is predicted to enter a defined volume of airspace
and an alert when aircraft actually penetrate the airspace. AWF is now in
widespread use across the country and we plan to further increase its use
during fiscal 2007 and 2008.
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27NAV CANADA Visual Aircraft Spacing Tool (VAST)
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Minimum Safe Altitude Warning (MSAW) will provide controllers with
audio and visual warnings for aircraft that are predicted to come too close
to terrain. Operational validations have been conducted at the Companys
Combined ANS facility adjacent to the Ottawa airport. Initial implemen-
tation at the first sectors in Vancouver ACC will occur in fiscal 2008. If
successful, national implementation will follow.
The Visual Aircraft Spacing Tool (VAST) which improves aircraft arrival
rates at an airport during Instrument Meteorological Conditions (IMC).
Other software upgrade tools complementary to VAST are also being
assessed. One such tool is Terminal Routes Using Speed Control Techniques
(TRUST).
Traffic Alert Collision Avoidance System (TCAS) provides pilots with
traffic advisories to enhance their situational awareness, and resolution
advisories to act as a last line of defence in collision avoidance. The
feasibility of down-linking TCAS resolution advisory information for
display to the controller is being investigated.
Northern ATMTraffic levels in the northern part of the Edmonton and Montreal FIRs are
rising as customers increase service on North Atlantic, Pacific and Polar
routes. Limited surveillance and VHF communications in these areas mean
that it is difficult for ATC to allow customers to follow preferred trajectories.
NAV CANADA has developed a Northern Air Traffic Management Concept
of Operations (CONOPS) which proposes the use of various technologies and
control techniques to address customer concerns about efficiency of operations
in this area.
Current OperationsNorthern airspace is designated Canadian Minimum Navigation Performance
Specifications (CMNPS) to the north and Required Navigation Performance
Capability (RNPC) to the south. In CMNPS airspace there is no surveillance
and communications are limited to HF voice, therefore separation standards are
very similar to the rules used in the North Atlantic (NAT). In RNPC airspace,
lateral separation is less than in CMNPS airspace. The southern portion of this
airspace is under radar surveillance.
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Future Northern ATM Concept of OperationsNAV CANADA plans to improve airspace capacity and overall service via
expanded flow management capability, expanded VHF direct controller-pilot
communications (DCPC), data link services (ADS-WPR and CPDLC) and
implementation of a Northern Organized Track System (OTS).
Expanded Flow Management CapabilityNAV CANADA is adding capability in the National Operations Centre (NOC)
and in Edmonton ACC to support better detection and planning, allowing for
the resolution of potential conflicts for cross Polar traffic well in advance. The
NOC will monitor traffic and assist in conflict resolution through collaboration
with dispatchers and the appropriate ACC.
Additionally, the NOC will use Flight Schedule Monitor to assist in providing
flow control into domestic Oil Patch airports.
Expanded VHF Communications CapabilityNAV CANADA will expand the provision of DCPC throughout nearly all
RNPC airspace and some parts of CMNPS airspace through the installation
of additional VHF voice communications facilities (PALs) in the north.
The first 10 PALs were installed and commissioned in the fall of 2006 and
five additional PALs will be commissioned in fall 2007. The availability of
DCPC enables controllers to apply reduced longitudinal separation, meaning
increased airspace capacity.
Data Link (ADS-WPR and CPDLC)Edmonton ACC will be able to accept automatic dependant surveillance way-
point position reports (ADS-WPR) via data link by summer 2007. Because
data link messages will be relayed via geostationary satellites orbiting over
the equator, there is a large area near the North Pole where this service will
not be available.
ADS-WPR will be used instead of HF or VHF through Arctic Radio or
VHF DCPC to provide position reports. As a result, ADS-WPR will partially
mitigate the impact of HF black-outs.
Controller Pilot Data Link Communications (CPDLC) will be implemented in
order to provide a seamless data link service between the North Atlantic and
northern domestic airspace. This capability will be introduced following
implementation of CAATS in Edmonton.
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Northern Organized Track System (OTS)
It is estimated that the implementation of an organized track system in the
north will save North Atlantic customers US$6M annually as well as provide
safety, efficiency and associated environmental benefits.
The Northern OTS was implemented for westbound North Atlantic traffic
in January 2007. The OTS is created using airline generated Preferred Route
Messages which are used to create the most operationally beneficial tracks.
NAV CANADA works closely with customers to develop the most efficient
tracks on a daily basis. In the future, the OTS will be expanded to include
tracks between cities in North America, Asia and Europe via Pacific, Cross
Polar and North Atlantic routes.
ADS-B Implementation
The availability of surveillance and DCPC
are the keys to minimum separation,
maximum airspace capacity and the ability
to support random routes. Analyses of
International Air Transport Association
(IATA) estimates for aircraft equipage
indicate that 90 per cent of the flights
operating in northern Canadian airspace
will be equipped for ADS-B by 2010.
NAV CANADA will install ADS-B ground
stations in the Hudson Bay area in order to
provide continuity of surveillance from the
Baffin Island/Ungava Bay area through to
southern airspace. Following the completion
of necessary changes to ATM systems, it is
expected that this service will be operational in late 2008 and customers will be
able to plan operations on random routes rather than on a fixed route structure.
Based on consultation with customers and assessment of equipage levels,
airspace will be segregated vertically, allowing only ADS-B aircraft above
a specified flight level. Eventually all levels FL290 and above would be
restricted to ADS-B aircraft.
In the airspace below FL290 a mixed equipage environment will exist for
some time. Control service and flight information service utilizing ADS-B
will be integrated into this airspace following high level implementation.
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Sensis Corporation ADS-B unit
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North Atlantic (NAT)Customers have invested in advanced avionics. At the same time, the
International Civil Aviation Organization (ICAO) has been introducing
new lateral and longitudinal separation minima to take advantage of
these capabilities.
The current NAT ATC environment is based on a strategic separation concept,
where separation is assured from oceanic entry to exit, and where controllers
monitor the situation and intervene only when necessary.
A key feature of Required Navigation Performance (RNP) is the application of
distance-based longitudinal separation, where ATC automation systems more
frequently update the relative positions of aircraft and controllers intervene
to resolve conflicts based on the information provided by the FDPS. Moving
from a time-based to a distance-based separation standard on the NAT would
require major changes to operational processes and procedures and to the
Gander and Shanwick Automated Air Traffic Systems (GAATS and SAATS),
and these changes would take time and resources.
Achieving near-term benefits by reducing separation therefore requires main-
taining current operating techniques to the maximum extent possible, including
distance/latitude-based track separation and time-based longitudinal separation.
This approach is compatible with the capabilities of current FANS 1/A and
other GNSS-equipped aircraft.
Current NAT OperationsEach day NAV CANADA and UK NATS establish the eastbound and west-
bound Organized Track Structure (OTS) to manage the oceanic traffic flows
as efficiently as possible.
Some NAT aircraft are FANS 1/A equipped, so already employ GPS, CPDLC
and ADS-Contract in NAT operations. FANS 1/A equipment is specific to
Boeing and Airbus aircraft, but other aircraft could meet the same perform-
ance standard with similar avionics components. These technologies increase
navigation, communications and surveillance performance to the point where
reducing separation becomes feasible.
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Future NAT ATM Concept of OperationsThe goal is to improve airspace capacity and overall service by taking advantage
of increased navigation, communications and surveillance performance to
reduce separation.
Reduced Longitudinal Separation
FANS 1/A aircraft broadcast very accurate GPS-time-stamped ADS-C position
reports. It should therefore be possible to safely reduce longitudinal separation
between these aircraft. Retaining the use of time for longitudinal separation
would mean minor changes to GAATS and SAATS, and no change to current
ATC techniques used by controllers.
A reduction in time-based longitudinal separation would increase overall
airspace capacity and result in fuel savings, particularly by increasing the
likelihood that altitude change requests could be granted. The ability to step
climb enables more fuel efficient flight profiles for aircraft. This approach
could enhance the provision of fuel efficient profiles without changing the
basic operation, but rather providing altitude changes consistently on a case
by case basis.
Reduced Lateral Separation
NAT flight planning, separation application and separation monitoring cur-
rently depend on a routing scheme based upon specifying significant points
spaced by whole degrees of latitude at each ten degrees of longitude.
A reduction to half degree lateral separation would require navigation perform-
ance that supports a 25.25NM (or less) separation standard. ICAO is developing
Performance Based Navigation specifications to address the need for increased
capacity in oceanic and remote airspace.
It is possible that the operational implementation of a reduced lateral standard
in the NAT environment may require specifying required communications
performance (most likely CPDLC) and/or ADS-C reporting in order to satisfy
the safety case. Any such requirement would confine the main benefits to
FANS 1/A equipped (or equivalent) aircraft.
Studies have shown that the fuel savings available from reduced lateral separa-
tion are significant because more aircraft are able to follow tracks closer to the
optimum Minimum Time Track (MTT).
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5.2 Navigation
NAV CANADA currently provides a network of ground aids to support IFR
en route, terminal and approach operations. The use of area navigation (RNAV)
routes and approaches is expanding, allowing operators to take advantage of
onboard systems. The introduction of SatNav, based on the Global Navigation
Satellite System (GNSS), has brought RNAV within reach of all operators,
and makes it possible to consider a full transition to RNAV-based en route
and terminal operations.
However, in the meantime, some ground aids require replacement. Two factors
will determine the scope of the ground aid replacement program: the rate at
which aircraft operators equip with SatNav avionics; and, the extent of the
requirement to retain some ground aids as part of the mitigation to the hazard
posed by interference with SatNav signals.
The RNP concept, which considers the accuracy, integrity, continuity and
availability of an RNAV system, is directly linked to airspace design, both for
route spacing and for approach design, which has positive impacts on airspace
capacity. The latest airline and corporate aircraft use GNSS and other sensors,
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NAV CANADAs goals in the provision of navigation services are to:
allow operators to benefit from investments in satellite navigation (SatNav)and other area navigation (RNAV) avionics by making a transition to a totalRNAV environment en route, in terminal areas and for some approaches;
design approach procedures that take advantage of SatNav systems and otheradvanced avionics to deliver lower minima;
design approach procedures to take advantage of the vertical guidance available from SatNav and other onboard avionics, resulting in reduced risk of controlled flight into terrain (CFIT);
design airspace using the Required Navigation Performance (RNP) conceptwhere it provides increased airspace capacity and/or customer efficiencies;and
reduce the cost of providing navigation services by reducing the dependenceon ground-based navigation aids.
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along with aircraft-specific software, to meet RNP standards for most phases
of flight. ANS providers and regulators for Canada, Mexico and the United
States are continuing to implement the RNAV and RNP strategies agreed to in
a joint strategy signed by the parties in 2005.
GNSS avionics certified for IFR flight meet en route, terminal area and non
precision approach RNP, so they support the use of new airspace designs that
allow customers to follow the most fuel efficient routes. GNSS already supports
highly accurate straight-in approaches with low minima to many runways at
secondary airports, meaning fewer delays, diversions and overflights for oper-
ators at those airports.
However, GNSS by itself does not support approaches with vertical guidance,
a key to reducing the risk of CFIT. Moreover, GNSS by itself does not provide
the level of availability needed to allow the Company to consider decommis-
sioning an appreciable number of ground aids. The augmentation of GNSS with
the Wide Area Augmentation System (WAAS), described below, may allow
the company to reach these two goals.
RNAV TransitionThe introduction of SatNav, based on the GNSS, has brought RNAV within
reach of all operators, and makes it possible to consider a full transition to
RNAV-based en route and terminal operations. NAV CANADA, with the
support of our customers, continues to espouse the concept of RNAV every-
where and the application of RNP where required for increasing airspace
capacity and/or customer efficiencies.
Wide Area Augmentation System (WAAS)The United States Federal Aviation Administration (FAA) commissioned WAAS
in 2003 to enhance GNSS service. WAAS supports instrument landing system
(ILS)-like LPV (Lateral Precision with Vertical guidance) approaches, with
decision altitudes as low as 250 feet AGL at over 90 per cent of runways that
meet physical standards.
These LPV approaches do not require navigational aids at the airport. WAAS
also raises the availability of SatNav service to the point where ground aids
are not required except to mitigate against potential signal interference.
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NAV CANADA is fielding stations connected to the FAAs WAAS to expand
LPV service coverage across southern Canada and the western Arctic. Stations
have been installed in Goose Bay, Gander, Winnipeg and Iqaluit. These stations
will be integrated into the North American WAAS in the fall of 2007.
NAV CANADA has worked with Transport Canada to enable the use of WAAS
for all phases of flight in Canada. LPV procedures are being developed and the
Company will accelerate the publication of these procedures as the availability
of commercial avionics and the number of equipped operators increases.
Navigation Aid Replacement/Update ProjectsNAV CANADA continues to provide a network of ground-based navigational
aids to support IFR en route, terminal and approach operations. Currently,
some of the Companys ground aids require replacement. As mentioned above,
the rate at which aircraft operators equip with SatNav avionics, and the extent
of the requirement to retain some ground aids as partial mitigation to the vul-
nerability of SatNav signals to interference, will be assessed to determine the
scope of the ground aid replacement program.
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Instrument Landing System at Toronto Lester B. Pearson International Airport
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In 2002, NAV CANADA identified approximately 40 ILS installed in the early
1970s which had reached the end of their life cycles. The systems are being
replaced in order to improve service reliability and reduce maintenance costs,
except at sites where a level of service review fails to demonstrate a continued
requirement. Twenty-two have been replaced to date. The remainder will be
replaced by fall 2009.
The new ILS do not radiate a back course signal and therefore their installa-
tion results in a loss of service to the opposite end of the runway. A WAAS
LPV approach will support a vertically-guided approach, likely with lower
minima, to the former back course end of the runway. The new ILS can sup-
port Category II operations, and this, coupled with flight deck technologies,
may allow the use of Category II minima without the need for expensive
runway and approach lighting.
NAV CANADA currently operates 130 Distance Measuring Equipment (DMEs);
approximately 100 of these will soon reach the end of their projected service
lives. The Company began replacing the older DMEs in 2007 with completion
of the replacement project expected by the end of fiscal 2009.
As the use of RNAV based on SatNav or DME-DME continues to expand there
will be less reliance on Very-High Frequency Omni-directional Range (VORs).
The majority of VORs are over 30 years old. An examination of customer
requirements will be undertaken prior to replacement of these systems.
Eight obsolete high power Non-Directional Beacons (NDBs) are being replaced
and some infrastructure associated with status monitoring of NDBs is being
updated. The future of NDBs will be evaluated as part of the SatNav signal
vulnerability analysis.
Flight Inspection CapabilityGround-based navigational aids and instrument landing procedures require
periodic flight checks to ensure they meet international safety standards.
NAV CANADA utilizes aircraft equipped with sophisticated measuring and
testing equipment to meet this requirement.
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NAV CANADA has begun to replace key hardware components of the
Flight Operations System and will integrate the equipment into two aircraft
purchased in fiscal 2007. Software upgrades and functional enhancement of
the flight inspection system will be completed in fiscal 2008. These changes
will decrease the cost of completing this mandate while decreasing the dis-
ruption to customer flight operations and airport traffic flow.
Further procedural changes and the transition to an RNAV environment will
further reduce the reliance on traditional ground based VHF navigational aids
in the ANS, resulting in a further decrease in flight operations related to our
flight inspection capability. Through to 2009, flight inspection operations will
focus on achievement of the following goals:
reduce the total cost of NAV CANADA flight operations;
reduce the disruption to airport traffic flows while mandated checks are
being conducted; and
add value to the ANS by promoting technology and procedures that will
enhance air traffic flow throughout the ANS.
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NAV CANADA Flight Inspection Aircraft
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5.3 Surveillance
Communications and navigation capability both contribute to airspace capacity,
however, in some instances, the presence or absence of surveillance has the
greatest impact on airspace capacity. In busy, complex and congested airspace,
surveillance is critical in maximizing airspace capacity. As traffic levels rise in
remote and oceanic areas, NAV CANADA is being proactive in responding to
customer needs for user-preferred trajectories through, for example, the imple-
mentation of surveillance based on Automatic Dependent Surveillance (ADS)
in the vicinity of Hudson Bay.
Surveillance SystemsAutomatic Dependent Surveillance Broadcast (ADS-B)Separation standards for Primary Surveillance Radar (PSR) and Secondary
Surveillance Radar (SSR) are already established in the Canadian Aviation
Regulations (CARs). Work is well underway to establish separation standards
for ADS and Multilateration that will see reference to surveilled targets
rather than technology specific radar targets.
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NAV CANADA strives to achieve the following goals through the provision ofaircraft surveillance:
enhance safety through broadening the areas of surveillance coverage both in the air and on airport surfaces;
reduce restrictions to user-preferred trajectories that might result from surveillance limitations;
reduce costs to acquire aircraft and airport vehicle position data;
increase the volume of airspace where reduced separation standards can beapplied as a result of improved surveillance;
broaden the sharing of surveillance data among control facilities and withexternal stakeholders to enhance tactical and strategic trajectory planning;and
increase flexibility in the provision of ATM.
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ADS has several response modes that serve different ATC requirements for
surveillance. ADS-B equipped aircraft transmit highly accurate GNSS position
reports at a rate greater than radar, meeting the target acquisition demands of
SSR. Basic ADS functionality is currently operational in Gander airspace for
position reporting for oceanic traffic, and is under development for Edmonton
northern airspace.
ADS-B will be operational in the airspace in the vicinity of Hudson Bay in
2008, providing significant customer benefits through the availability of
user-preferred trajectories. Continued expansion of the volume of ADS-B
surveilled airspace will be determined in conjunction with our customers
and is highly dependant on the rate of avionics equipage.
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MultilaterationThe technical evaluation of multilateration is being conducted in parallel with
the necessary regulatory reform to allow the use of the technology for both
ground and airborne target separations. Operational trials have been undertaken
at Calgary and Springbank. NAV CANADA intends to implement Wide Area
Multilateration (WAM) at Vancouver Harbour and Fort St. John in 2007 to
address surveillance requirements in those areas. It is expected that multilat-
eration will initially be used by ATC as a Decision Support Tool (DST) and
beginning in early 2008, will be used for air traffic separation.
Airport Surface Detection Equipment (ASDE)NAV CANADA has installed and modernized ASDE equipment at major
airports in Canada because of the safety and operational efficiency aspects
it provides in support of low visibility runway and taxiway operations.
Enhancements to the ASDE system that will improve tracking and multipath
processing are underway. A new ASDE in Edmonton, and an upgrade to the
Toronto Lester B. Pearson ASDE are also being examined.
Northern Airspace Display System (NADS)NADS helps Air Traffic Controllers providing service in the northern areas
of Canada where there is no radar control. NADS will be enhanced to apply
ADS and FMS Waypoint Reporting to improve reliability and accuracy of
surveillance in northern Canada and to reduce voice radio loading.
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Surveillance Data Processing and Display SystemsNAV CANADA will continue to modernize and upgrade current surveillance
data processing and display systems including:
Radar Data Processing System (RDPS)The re-hosting of the RDPS is
complete in Winnipeg, Toronto, Edmonton and Vancouver ACCs. Remaining
ACCs will be completed by fall 2007.
Radar Situational Display (RSiT)RSiT will be upgraded to provide
Minimum Safe Altitude Warning (MSAW) capability in fiscal 2007. Further
enhancements will be minimized as the system is replaced by CAATS.
Gander Automated Air Traffic System (GAATS)GAATS has been
enhanced to apply ADS and Flight Management System (FMS) Waypoint
Reporting as superior alternatives to voice position reporting. That capabil-
ity serves approximately half of Gander oceanic traffic and use is growing
steadily. GAATS will be further enhanced to reduce ATC dependence on
paper flight data strips. Additionally, improvements to the aircraft to aircraft
conflict algorithms will be made in fiscal 2007.
Extended Computer Display System (EXCDS)EXCDS will undergo
changes to ensure smooth interoperability with CAATS and provide backup
and recovery functionality. This will increase operational efficiencies in
the handling of Visual Flight Rules (VFR) traffic, SSR code management
and reduce ATC workload.
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41IIDS/EXCDS Monitor surrounded, from left to right, by the Airfield Lighting Control Panel, NARDS and ASDE.
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NAV CANADA Auxiliary Radar Display System (NARDS)NARDS
now provides lightning situation awareness to controllers and Flight Service
Specialists (FSS). Data from the Canadian Lightning Data Network (CLDN)
is displayed on NARDS so that NAV CANADA can provide advisory
information or re-route traffic around severe lightning activity. With the
exception of 3 FSS in western Canada, NARDS deployment is complete.
Radar Data Transfer/Maintenance Data Transfer Redesign (RMR) Project
This project has created a Surveillance Data Network that leverages network
scalability and flexibility to provide access to surveillance data cross the
country. The system will be operational at all ACCs by August 2007.
FAA/DND Radar Data Sharing ProjectNAV CANADA has increased
the sharing of surveillance data with external agencies and will continue
to do so where ANS services are enhanced.
Radar Data Analysis (RDA) UpgradeFollowing the roll-out of the new
Radar Target Information Server systems, network-based surveillance data
recording and archive services will be implemented through the new
Radar Archive Server subsystems.
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5.4 Level of Service
Changes to levels of service are assessed through the Aeronautical Study
process. This process involves consultation with customers and other stake-
holders to assess site-specific hazards and risks, and identify appropriate
mitigation in accordance with recognized SMS principles.
Airspace StudiesNAV CANADA has completed a major review of airspace and procedures for
the Vancouver FIR. Interim changes were implemented in 2005 to the control
zones at Boundary Bay and Vancouver to address safety issues. Additional
changes to the airspace structure, classification, special use airspace and train-
ing areas and IFR services and procedures will occur in the spring of 2007.
The Company will also implement VFR flyways, and make other charting
improvements as well as undertake pilot education efforts to improve service
and safety for VFR customers. Over the longer-term the capacity of the new
IFR design to accept more VFR traffic within terminal airspace and other
capabilities will be assessed and procedures amended accordingly.
Eventually, it is anticipated that traffic density in the Vancouver area will grow
to the point that positive control of all VFR traffic within and below the Terminal
Control Area will be required.
Airspace reviews for other areas such as the Windsor-Toronto-Montreal corridor
will be initiated within the business planning period. A focus on the efficiencies
associated with RNAV, airspace reclassification and other solutions will be
applied to develop airspace structures that will handle long term IFR growth
in conjunction with concurrent VFR operations.
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NAV CANADA has identified the following Level of Service goals:
regularly review the level of service NAV CANADA provides to ensure servicesmatch customers needs;
ensure ANS services are provided in the most cost-effective way possible; and
implement the results of the 2004 National Level of Service Review. This is anongoing initiative forecast to be completed in fiscal 2010.
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Another area of focus is services in the Oil Patch. Air traffic is rapidly growing
in northern Alberta and parts of north-eastern British Columbia due to oil and
gas exploration and development. As a result, the Company initiated a review
of air navigation services in the area in 2006. A number of initiatives have
already been implemented to improve aircraft efficiency in this area which
is experiencing significant traffic growth. A review of the airspace between
Edmonton, Grande Prairie and Fort McMurray above 12,500 ft ASL has been
initiated to examine potential further improvements to operations. A separate
review will be conducted of the airspace in the vicinity and north of Fort
McMurray in 2007.
Transponder AirspaceWith the expansion of the capabilities derived from the use of transponders, a
review of transponder required airspace and associated airspace classifications
will be undertaken. The use of transponders is already required in many control
zones and terminal control areas. There are safety benefits to be gained from
enhancing radar surveillance using transponders.
Procedural AltitudesA review of approach procedure altitudes will be conducted to see if more
operationally suitable constant descent angle altitudes can be used that would
allow for a rationalization of the volume of controlled airspace required for
an instrument procedure. This contributes to safety and efficiency and reduces
cockpit workload by requiring fewer profile changes during descent and
standardizing the approach technique across all procedures.
Additional Area ReviewsThe Company often conducts aeronautical studies as area reviews in order
to study the complete package of services provided in support of customer
operations in any particular area as an integrated system.
A review of our services in the oil exploration area of the McKenzie valley
will be initiated in 2007.
Additionally, the Company intends to complete a level of service review of the
services it provides in northern Quebec which was initiated in fiscal 2006.
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5.5 Aeronautical Information Services
NAV CANADA is designated to
provide AIS for the purposes of
ICAO Annex 4 and Annex 15.
Aeronautical information is
information about the aeronauti-
cal infrastructure that is essential
for the safe use of ANS services
and facilities.
Aeronautical information is
increasingly dependent on the
collection and management
of digital data in relational
databases. NAV CANADA is
moving quickly towards using
aeronautical databases for
procedure preparation and,
investigation is ongoing into
the distribution of AIS data in
electronic format. NAV CANADA
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NAV CANADA Aeronautical Information Services (AIS) has established the following goals:
meet customers requirements for aeronautical information in a safe and costeffective manner, with particular emphasis on airport and airspace accessthrough the provision of aeronautical instrument procedures;
implement a strategy for the delivery of Aeronautical Information Services that addresses the move from a product-centric AIS to a data-centricapproach to Aeronautical Information Management;
move towards a greater use of automation in the collection, storage, manip-ulation and dissemination of aeronautical data where increases in efficiencyand data integrity can be achieved; and
meet all of our national and international commitments with respect to com-pliance to standards and recommended practices in the provision of AIS.
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is seeking to make data available to customers in more useful standardized
forms such as AIXM that can be easily manipulated for display as a product
specific to their applications.
AIS Operational Implementation Plan The Company has developed an AIS Strategic Plan that includes a business
concept and operational concept and identifies transitional issues. The Company
has also developed an AIS Operational Implementation Plan that outlines how
the strategy will be implemented over the next three years. Procedures and tools
will be established to support quality control/quality assurance requirements,
and to support the automated acquisition and distribution of data.
AIS Data Management System (ADMS)The company has procured an AIS Data Management System (ADMS) that
will be the authoritative source of AIS data for all AIS publications, charts
and NAV CANADA operational systems. The system will be commissioned
in fiscal 2007.
NOTAM Format ConversionTo meet the requirements of both domestic and international customers,
NAV CANADA currently produces time sensitive flight-planning information
in two NOTAM formatsCanadian Domestic and ICAO. The Company will
standardize the domestic NOTAM format with the international ICAO format,
which is based on geographical co-ordinates. This will simplify NOTAM
format and methodology as well as support web applications, improve NOTAM
functionality and make retrieval of route information more accurate.
Instrument Procedures Design Automation Tool (IPDAT) ProjectImplementation of a new computer-aided design tool for designing landing
approach procedures will occur in phases in fiscal 2007. This will result in a
significant increase in the production capacity of instrument procedure design
time and allow the Company to improve customer responsiveness.
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5.6 Aviation Weather Services
NAV CANADA is seeking to make new sources of aviation-relevant weather
data available for strategic and tactical decision-making regarding aircraft
routes and flow management.
Observation Data GatheringAutomated Weather Observation Systems (AWOS)AWOS are designed to produce full routine (METAR) and special (SPECI)
aviation weather reports. The current AWOS in use in Canada are reaching the
end of their life cycle and must be replaced.
Transport Canada developed performance specifications for AWOS and issued
these in March 2005 as an Exemption to Canadian Aviation Regulation 804.
The next generation AWOS must demonstrate full compliance with these
specifications, in part through the use of clinical observer trials.
NAV CANADA has competitively selected a commercial off-the-shelf AWOS
for evaluation at test sites in Iqaluit and St. Johns. Following NAV CANADA
and Transport Canada acceptance of the results, a follow-on contract is expected
to be issued in late 2007 for up to 81 systems, conditional upon the chosen
system passing its clinical observer trials.
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NAV CANADA has adopted the following service provision goals related toaviation weather services:
improve the accuracy of weather information;
improve the clarity of weather information;
improve the timeliness and reliability of the delivery of weather information;
improve access to weather information;
reduce the costs of weather data collection, forecasting and briefing; and
improve the usefulness of weather information data in support of cus