Sometimes, these drivers work together – for example, a flight that is efficient, that takes a direct route and uses a fuel-efficient trajectory, will not only cost less but will also have less of an impact on the environment. However, in other cases a compromise is required, such as between the need for capacity and the cost of the service.
Another aspect of ATM is that investment is often made by one part of the sector – but with the benefits or costs impacting another part. As an example, if an ANSP focuses on containing its own internal costs and this results in significant delays and longer, less efficient flights, then the cost of those delays and the extra fuel bills falls mainly on the airlines.
EUROCONTROL’s independent Performance Review Commission provides an excellent insight into some of the tensions that arise – see the recently published 2024 Performance Review Report, which highlighted the long- term impact of focusing on cutting costs.
What is needed is a joined-up approach, looking at the entire Network and considering the impact on all the stakeholders, not just the individual organisation making the decision.
We see this not only at the level of investment strategy but also when making tactical and operational decisions. Indeed, a central theme of the work of the EUROCONTROL Network Manager is “Think Network” – taking into account the impact on all the other stakeholders in the system, for example when deciding on staffing levels for the first rotation of the day or reacting to bad weather. If necessary, regulation should encourage and reinforce such a holistic approach.
We also need to ensure that our investment plans reflect not just the current position but also the position years ahead. Although we are striving to speed up the process, it is still the case that new systems take a long time to be put into operation safely. And we are acutely aware that it takes years to recruit and train new air traffic controllers.
We are now 25 years away from 2050, the date for which we have set the target of aviation achieving Net Zero, despite 50% more traffic and also new types of traffic, such as drones and higher airspace operations. It seems a long way away but we need to be taking action now. To achieve our goals will take more than a single step – it will be a series of major changes, each one challenging and each one urgent.
For instance, it is clear that sustainable aviation fuel (SAF) will be a major part of getting to Net Zero. That means investment by the aircraft manufacturers, by the engine manufacturers, by the airports and also by the fuel companies. But we can also see that the required level of investment – to provide enough SAF at a realistic price – means that there needs to be demand for SAF. The current experience is that the push for that demand is not coming from airline passengers and it will only happen through regulation.
Overall, it’s not an easy time to be investing in the future. The pandemic had a massive financial impact on the entire aviation industry and we are still feeling the effects. But investment, taking a long-term view, is vital because the result of not investing, of making decisions based on short- term costs, will be massively more expensive.
