Strengthening our role in the chain

What can we see happening?

We want to improve the performance of the chain at the national level and in the European network, even as air traffic increases. Since airspace is getting scarce, we are observing an increase in dependencies; for instance, the expansion options for Schiphol are dependent on the growth in Lelystad. A more integrated view is needed to improve performance. As a result, collaboration in the chain – including the aviation sector, politicians and residents – and sharing up-to-date information will become increasingly important. The residents are less and less willing to accept noise pollution and emissions. In addition, we see that the sector is increasingly demanding that LVNL provides capacity and predictability to enable continued traffic development while guaranteeing safety.

Active topics that we are using to improve our performance include improving predictability with Airport CDM (including DMAN), capacity management, AMAN and XMAN, the integration towards one civil/military ATM organization, the professionalization of community management, and the developments within the European Union (such as SESAR, FABEC, and the development of our own new ATM system, iCAS).

Core message: In order to improve our performance for the Netherlands and our customers and partners, we must continue to strengthen our role in the chain.

What are our goals and how do we intend to achieve them?

An optimized supply chain

Seamless operations with improved predictability, in all imaginable circumstances and weather conditions: that is what we aim to achieve. Optimized collaboration across the chain is key here. This will contribute to our goal to reduce the number of delay minutes by 5 to 10 percent. What are we doing to make that happen?

• Continuing to develop Airport Collaborative Decision Making (A-CDM) by exchanging more airport planning information with the European network; this is necessary to improve predictability and limit delays, both at a local level and at European network level. After that, we will develop A-CDM to exchange more information with the European network, while increasingly allowing stakeholders to determine their own planning priorities.
• The use of improved runway scheduling and the new departure manager (DMAN) is a prerequisite for A-CDM.
• Regarding capacity management, we are taking steps in both implementation and development; this includes better coordination prior to operations, more effective preparation of the day of operation, strategic preparation for the ATM system, and the expansion of workload modeling and the annual assessment of the VEM Performance Standard to TMA and ground control.
• The continued development of arrival management for inbound traffic to Extended arrival management (AMAN-XMAN), expanding the planning horizon to 180-200 miles to optimize the flight profiles and reduce the workload of the air traffic controller. This should lead to a fuel reduction of 2 million kg per year.
• Information exchange with System Wide Information Management (SWIM) to ensure that chain partners have access to the required up-to-date information using modern internet technology based on web services.

Core message: Through the use of capacity management and the continued rollout of CDM, DMAN, and AMAN-XMAN, we will optimize our collaboration and performance in the chain, which is key for seamless operations.

Improved community relations

In the Netherlands, there is a growing interest in achieving a balance between the negative and positive effects of aviation. The boundaries are indicated by politicians, but within that context, it is up to LVNL to add value for the residents and our customers. To that end, we are developing a broader perspective on our residents and considering our options on that basis. As an independent administrative body, LVNL has a clear role to play: not political, not commercial, but objective. We are committed to a transparent process and constructive dialogue based on facts. We involve the stakeholders in designs and decisions at an early stage and want to ensure that their involvement is a positive experience for them.

• We are actively working to maintain good relations with residents, customers and other stakeholders, and we are well aware of their preferences and interests.
• We involve residents, customers and other stakeholders at an early stage in developments that concern them.
• We will implement Performance Based Navigation, which gives us more options for designing routes to reduce emissions and noise pollution, reduce track miles and improve safety.
• We comply with the 4th runway rule, which means that we use the 4th runway within limitations and give priority to noise-preferential runways.
• We want to ensure that the number of people who experience reduced sleep quality or noise pollution due to aviation is reduced by 5 to 10%.

Core message: We are committed to a transparent process and constructive dialogue to improve relations with residents.

Leveraging European cooperation

LVNL is a relatively small air traffic control organization in one of the busiest and most complex airports in Europe. This means that we need to keep a very close eye on what we change and what (limited) resources we deploy to make those changes. New technological developments are often complex, expensive and have a high risk profile. That is why it is important for us to invest in collaboration with other ANSPs who are already ahead of us in developing new technology or can help us reduce costs through joint initiatives. We are actively looking for partnerships to implement cheaper (technological) innovations. What are we doing?

• We are working more actively with other ANSPs in technical areas (such as the collaboration with DFS on developing iCAS and the collaboration with the iTEC partners in the continued development of iTEC) and also aim to set up a strategic partnership with suppliers for the current and future development of the digital tower system to be able to share development costs.
• We comply with our obligations within FABEC and join initiatives when we believe that it contributes to our performance and value creation.
• In the Airspace Restructuring project, under the auspices of the Ministry of Infrastructure and Water Management, LVNL works with international partners to achieve future-proof structuring and management of the airspace.

Core message: Within Europe, we are seeking out and strengthening collaboration with other air traffic control organizations and suppliers if that means that we can improve our performance in efficient ways.

One single ATM organization

Air Force Command (CLSK) and LVNL will be integrated as of 2023. From then on, LVNL and CLSK will work as one single ATM organization, providing air traffic services in lower airspace (up to FL 245). Integration of the two organizations offers opportunities and maximizes the effective management and use of the airspace, guaranteeing services for civil and military air traffic and safeguarding the constitutional duties assigned to the Ministry of Defense. What steps will LVNL and CLSK take leading up to 2023?

• The operational concept for handling all civil ánd military air traffic in Dutch airspace under FL245.
• New partnership agreement with corresponding financial agreements.
• Integration of current LVNL and Defense training centres with regard to recruitment, selection, education and training of operational personnel into ‘1 ATC Academy’.
• Consolidation of technical solutions and support provided by a single technical organization.

Core message: Integrate LVNL and CSLK into a single ATM organization by 2023 to optimize the effective management and use of the airspace.

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