Strategy and Integration

CANSO’s Strategy and Integration Standing Committee (SISC) deals with the strategic, institutional and regulatory aspects of air navigation services. It provides information and analysis to help develop the long term future of the ATM industry and of CANSO. SISC develops common positions on key issues affecting the ATM industry and ensures CANSO’s views are effectively communicated to key decision-makers, including regulators and governments. The SISC also ensures cooperation with industry partners on these issues.

The CANSO strategy and integration 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 SISC are to:

  • Provide information on the possible future for ATM and risks and opportunities facing the ATM industry
  • Provide mechanism to exchange information on institutional and regulatory issues impacting ATM
  • 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 positions and propose appropriate responses 
  • Provide a forum for Members to share best practice guidance on topics of interest for CANSO Members
  • Communicate its work and value created
  • Provide trend analysis, scenario planning and understanding of the wider aviation industry

The SISC coordinates CANSO’s advocacy activities using the expertise of the other CANSO standing committees (Safety and Operations) and CANSO ICAO and Industry Affairs. 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.

Five workgroups and two task forces develop recommendations, policies, strategies and materials across a wide range of key strategy and integration issues.

Workgroup Task

Workgroup (AEWG)

Accumulates, tailors, improves, shares and promote best practice for acquisition management across the full system life cycle. It proposes campaigns to promote best practice within acquisition management; provides a forum for Members to provide best practice guidance to the specific needs of the ATM industry on topics of interest to CANSO Members; facilitates coordination with other CANSO work programmes; and establishes metrics and a benchmarking framework for acquisition management practices.
Business Excellence Workgroup (BEWG) 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. This group also develops and conducts the annual CANSO Fitness Check. This is designed to assess ANSP performance and supports the prioritisation of CANSO’s work programme.
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 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. This group conducts 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.

Human Resources Workgroup (HRWG)

Provides a platform for sharing experience and data on human resources (HR) issues, thus supporting Members in HR management. It addresses issues such as fatigue management, insider security threats, employing people with disabilities, accreditation of training courses and change management required when introducing new technology such as digitisation and remote air traffic control towers.
Next Generation of Aviation Professionals Implementation Task Force (NITF) Operates under the HRWG to implement competency-based training for air traffic controllers (ATCO) and air traffic safety electronics personnel (ATSEP). The task force members represent CANSO at International Civil Aviation Organization (ICAO) regional workshops on competency-based training and participate in the creation of training material for the ICAO Next Generation of Aviation Professionals (NGAP) regional workshops.
Performance Based Regulation on Remote Towers Task Force (PBR on RT TF) Supports the transformation towards a regulatory framework which is performance-based. It makes recommendations on regulations regarding remote air traffic control tower issues such as new technologies. This requires a more innovative regulatory approach and also encourages the implementation of a fit-for-purpose regulatory framework and background across all ATM related regulations.




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