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manner focusing on the weaker areas
identified by EUROCONTROL. The strengthening of
the region’s CAAs will result in improved safety
regulation and supervision. ANSPs in the area have
experienced traffic growth that has been
increasing at a rate of 20 per cent per annum for
the past two years and now have to prepare in a
safe and efficient way for growth, which is
expected to exceed current traffic forecasts.
SMATSA is already actively participating in several
ASATC Working Packages (WPs) covering Safety
Regulation and Safety Management Systems,
Human Resources Development and Development
of Strategic Business Plans. Safety is the imperative
in aviation. It has the highest priority over
commercial, operational, environmental or social
pressures. For that reason safety is the major
concern to the aviation community, to
governments and to the public. In SMATSA the
SMATSA PREPARES
FOR THE FUTURE
systematic approach starts at the very top of the
organisation and continues down to every level of
the organisational structure. Everyone has been
given individual responsibility for his/her own
actions. This has enabled the total reorganisation
of SMATSA from a vertical to a horizontal
structure and the establishment of four new
departments: Safety and Security, Quality,
Statistical and Analytical and IT. The agency has
already applied some of the new procedures, and
this programme and these WPs are giving the
company the opportunity to reassess its
documentation methods enabling a proactive
prevention philosophy.
EUROCONTROL and CARDS experts supported the
development of the new departments providing
tools and guidelines. SMATSA now expects to
customise the programme to its own individual
requirements as they differ from those of its
neighbours. For example, the Human Resources
Department needs practical help and training for
the selection process of new employees –
especially air traffic controllers.
SMATSA has used EUROCONTROL techniques and
guidelines to incorporate all of its modernisation
plans (MASTER plan, LCIP, financial and investment
plans) into a single strategic business plan
document which clearly states the company’s
vision, mission and strategic objectives. SMATSA
has started a wide-ranging modernisation project,
which along with implementation of new systems
and facilities, includes the construction of a new
ACC building. The whole project is co-funded by
SMATSA, the European Bank for Reconstruction
and Development (EBRD) and the European
Investment Bank (EIB). Procurement of goods and
services will be through international tender to
ensure that the best expertise will be represented.
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aircraft, operating alternatives, based on the information at
airports – what is their capacity at the moment? How many
aircraft are going to take off? When will they take off there? It
will really allow very efficient use of European airspace as part
of the single sky.”
As well as sharing information to enhance the quality of
decision making, progressively more advanced levels of CDM
should enable air traffic controllers to take the preferences of
airlines, airport operators and ground handlers into account
when they are planning departure and arrival sequences. They
will also cover operations in adverse conditions.
Meanwhile, the Airside Capacity Enhancement (ACE)
programme, which involves the application of best practices
to runway, taxiway and apron operations, is helping airports
unlock their latent capacity. ACE uses tools such as the
Commonly Agreed Methodology for Airport airside Capacity
Enhancement (CAMACA) to correlate airport potential in
terms of capacity and demand so that planners can detect
bottlenecks and safety hazards and identify scenarios to
improve the capacity.
Guidelines for measuring and analysing pilot reaction times
and runway occupancy help in the assessment of flight crews'
ability to optimise the use of runways. And the Performance
Indicators Analysis Tool for Airports (PIATA) enables airport
managers to explore alternative scenarios by analysing the
impact of specific efficiency indicators.
“Airports are incredibly exciting and the challenge is vast,
but we really think we can make a big difference,” Wilson
adds. “In the short-term the focus is on latent capacity,
efficiency and safety, and we think we can really address
those issues. For the long-term there are concepts around
which solutions need to be developed: some without doubt
　
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