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CANSO Global Benchmarking

CANSO Global Benchmarking. Presented by Alison MacMaster Director Industry Affairs CANSO. Overview. Background Different Stakeholder perspectives Purpose of CANSO Global Benchmarking Progress and Achievements Challenges & Opportunities Deliverables.

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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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