Policy

CANSO’s Policy Standing Committee (PSC) was established in 2011. It develops common positions on key issues affecting the air traffic management (ATM) industry and ensures CANSO’s views are effectively communicated to key decision makers, including regulators and governments. The PSC also ensures cooperation with industry partners on these issues.

The CANSO Policy Work Programme identifies and creates tools and guidance materials in all areas of ATM governance and management, to help ANSPs become more customer-focused, better performing organisations. It also develops strategies and policies to work with States and industry partners to achieve the goal of safe, efficient and seamless airspace globally. 

The objectives of the PSC are to:

  • Develop recommendations for CANSO policies and positions on key issues for the aviation industry 
  • Propose campaigns to promote CANSO policies and positions with governmental, intergovernmental and other air transport stakeholder groups and institutions 
  • Identify, facilitate and promote potential partnerships with air transport stakeholder groups 
  • Review the implementation of external policies and propose appropriate responses 
  • Provide a forum for members to share best practice guidance on topics of interest for CANSO members

 The PSC coordinates CANSO’s advocacy activities utilising the expertise of the other CANSO Standing Committees (Safety and Operations) and CANSO’s ICAO Liaison Office. It facilitates dialogue and collaboration between CANSO’s global and regional work streams to build support from the whole Membership as well as ensuring consistency in CANSO’s advocacy activities. 

The PSC develops and conducts the annual CANSO Fitness Check. This is designed to assess ANSP performance and supports the prioritisation of CANSO’s work programme. The PSC is also responsible for conducting an annual benchmarking exercise to produce the CANSO Global Air Navigation Services Performance Report. The Report enables Members to compare performance in productivity, cost-effectiveness, pricing, revenue and profitability and also provides evidence of improvements in global ATM performance. 

The PSC reports to the CANSO Executive Committee and the Executive Committee Policy Champion. It is led by an elected Chair, supported by a Vice Chair and Steering Committee. The PSC has four workgroups: Business Excellence; Human Resources; ATM Security; and Global Benchmarking.

Workgroup Task
Business Excellence Workgroup Develops CANSO policies, positions and guidance material to influence the transformation of the institutional and regulatory framework; supports ANSPs in their efforts to transform to performance-based organisations; supports the creation of global quality and improvement standards in air navigation services; considers new quality and improvement resources, tools and systems; champions the assessment of ANSP capabilities; and promotes stakeholder engagement.
Human Resources Workgroup Provides a platform for sharing experience and data on HR issues thus supporting members in HR management
ATM Security Workgroup Drives, promotes and supports ATM security best practices within CANSO Member ANSPs, support global ANSP cooperation in the field of ATM security, and informs and influences policy-makers and regulators on ATM security matters
Global Benchmarking Workgroup The Global Benchmarking Workgroup (GBWG) measures performance in air navigation services provision and identifies industry best practices. These can then be used for comparison purposes to support the transformation of global air traffic management (ATM) performance. The GBWG produces the annual Global Air Navigation Services Performance Report that provides participating Members with performance information on productivity; cost-effectiveness; and price, revenue and profitability.

Acquisition
Excellence
Workgroup

The CANSO Acquisition Excellence Workgroup (AEWG) provides a forum for members to develop best practise guidance for improving acquisition outcomes for all ATM stakeholders by collecting and disseminating acquisition best practices, improving the capital and operating efficiency of the ATM industry through better acquisition management and promoting a robust, equitable and competitive ATM supply chain. The principal mandate for the AEWG is to accumulate, tailor, improve, share and promote best practices for acquisition management across the full system life cycle.

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