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and download all relevant documents as well as place
update requests on-line.
D6, the ‘Work Programme for 2008-2013’, identifies all
the projects in that timeframe which are necessary to
support the implementation of the ATM Target Concept.
This includes the deployment of existing systems,
the development of systems which are almost mature,
applied research to refine the concept and develop
technical solutions and longer-term research. It also
makes recommendations regarding the methods and
management processes for supporting the Development
Phase.
With the availability of these three final deliverables, the
Definition Phase of SESAR was successfully completed,
both enabling the full establishment of the SESAR Joint
Undertaking, which officially launched its work programme
on 8 December 2008, and allowing progress
to be made with the endorsement by the EU Transport
Council of the European ATM Master Plan, the substance
of which is the D5 content.
In September 2008, three months before that momentous
occasion, EUROCONTROL attended an ICAO forum
in Montreal, where the attendees agreed to start a process
for sharing developments in Europe’s SESAR and
America’s NextGen systems. By identifying both commonalities
and differences between the two concepts
and highlighting how the harmonisation and interoperability
efforts should proceed, this process will benefit
the entire global community.
The Single European Sky:
Europe’s future ATM vision
EUROCONTROL Annual Report 2008 67
Military collaboration in SESAR
To ensure the appropriate military involvement in the
SESAR programme, the Military ATM Board (MAB) has
endorsed the use of EUROCONTROL’s working arrangements
and will support the Agency by seconding national
experts to the DCMAC. The Description of Work
for the SESAR Development Phase includes a number
of civil-military activities for which EUROCONTROL has
offered a substantial contribution alongside the provision
of the organisational framework for such military
participation. The most strategic activities upon which
military activity has been, and will be, focused cover a
spectrum of expertise and themes, ranging from the
validation of civil-military operational requirements
to the development of technical solutions in support
of civil-military interoperability requirements. These
interoperability requirements will enable trajectorybased
operations and military system interaction with
SWIM (System-Wide Information Management). Additional
efforts associated with the military contribution
include Master Plan maintenance and a cost-benefit
analysis.
The preparation of the SESAR Development Phase
with respect to civil-military interoperability
required a significant contribution from DCMAC
during the development of SESAR Description of
Work (DOW) documents. At the same time, some
supplementary studies have been finalised on
the capability gaps between military systems and
SESAR, and on the certification of military navigation
systems. In 2008, significant progress was made
on the harmonisation of Operational Air Traffic (OAT)
rules, developing airspace planning tools (LARA) and
performance monitoring tools (PRISMIL). A fuller
account of the OAT rules and PRISMIL activities are
given in the ‘Civil-military ATM coordination’ chapter.
Conclusion
Excellent progress continues to be made towards the
realisation of the vision for the future ATM system,
and EUROCONTROL is proud of the significant role
it is playing in the flagship European programmes,
SES and SESAR.
The achievements delivered in 2008 will help to ensure
that European aviation continues to meet its
milestones, objectives and targets in the future.
68
The ability to attract, retain and develop a highly qualified,
flexible workforce drawn from the Organisation’s
38 Member States is of paramount importance to the
Agency. The Agency’s human resources (HR) services
endeavour to ensure that staff members can adapt to
the rapidly changing demands of the aviation industry
and the Organisation, especially at a time of pending
organisational change and potential redeployment of resources.
The Agency’s HR strategy accordingly continues
to be closely aligned with the Agency’s business goals,
with the aim of responding to emerging needs.
Staffing situation
As at 31.12.08, the Agency headcount stood at 2,220
posts, up from the end of 2007 (2,164 posts). In terms of
turnover, 107 new servants/officials joined the Agency in
　
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