In the development of ATM (2014-2024), we expect the following:
- An increase in air traffic in the airspace of the Czech Republic and an increase in traffic at Prague Ruzyně airport
- Regulatory and political pressures limiting the company's independence of decision-making
- A new distribution of competences in the field of ATM regulation
- Integration of the ATM infrastructure and its components
- Strengthening cross-border integration, mainly due to the increasing demand for capacity
- A shift in the definition of the content of the core business
- Territorially - providing services outside the present FIR borders (we can not expect a major change due to state sovereignty and the fact that airspace for each state is one of the assets affecting turnover)
- Functionally – a higher level of participation in the development of ATM technology and ATM infrastructure (nowadays exclusively the domain of industry or central institutions)
These strategic objectives are set in response to the expected development of the ATM environment and identified strengths and limitations of ANS CR, during the fulfilment of which the transnational strategy in the field of ATM (FAB, SESAR, SES) will be fully taken into account:
- AIR TRAFFIC SERVICES
The provision and development of air navigation services are critical and crucial activities that generate most of our income. We will meet all performance criteria of these activities, based on domestic and international regulations. We will meet the requirements of customers from the whole customer spectrum to the maximum extent. We will face up to the expected demand for capacity while continually improving the level of safety, reducing unit prices and increasing the positive impact on the environment in accordance with the expectations of the European Commission.
We will be involved in international groups, focusing on the European integration of air traffic services. Within these groups, we will strengthen our position wherever we find a competitive advantage against our partners. Within the integration process we will always act as a stand-alone entity and equal partner of the other integration participants. The most important integration group will be FAB CE.
We will be a strong partner for other providers, we will respond to the requirements for cross-border cooperation favourably and flexibly, when comparing the quality and prices of services, we always want to be better than our competitors, partners and neighbours. The strategic objective is to maintain or expand the volume of airspace, which is our most profitable asset.
The use of human resources in the field of ATM will respond to the flexibly changing demand for these services.
Our strategic objective in the field of approach and airport control services is to achieve optimum capacity corresponding to the traffic at each of the designated airports and optimum utilisation of resources used for this activity. The price for en-route services will be recognised by our customers and the regulator as acceptable and competitive. During a period of ten years, the price for approach and airport control services at the airports designated by the foundation deed will not exceed the European average, while keeping all the parameters of safety, capacity and environmental protection.
The company will make use of their expertise to create regulatory legislation in cooperation with governments and international organisations.
- ATM INFRASTRUCTURE
Our ATM infrastructure is second to none when compared with any European provider of air traffic services. The volume of fixed assets, measured against the service units, is due to the high traffic complexity being one of the highest in Europe. We have highly qualified and skilled professionals for the development and technical operation of this infrastructure.
Due to the ATM integration process in Europe, the major strategic objective is to achieve maximum compatibility of the ATM system and its components within FAB CE. As part of the broader efforts for European integration, our goal is to keep the critical infrastructure in our own hands or to achieve its effective control.
Our strategic intent is to participate in selected international projects in a manner that will ensure the development and evaluation of the achieved know-how. We will participate in projects with a provable economic, operational and technical or knowledge benefit.
Our participation in international projects must cover long-term direct costs on the same principles that the costs of our main activity are covered.
Thus, defined participation in international projects will be implemented within the group with a partner or partners so that the resulting group provides sufficient economic strength and technical and operational synergies. We will always participate in groups in a way that ensures our long-term participation and the long-term benefits for us and for our customers, irrespective of economic or an otherwise defined share.
Our participation in international projects aimed at ATM infrastructure is especially challenging in terms of skilled manpower and tangible assets. Our participation in such a project represents a substantial and long-term investment in both fields. The participation in such a project is therefore always evaluated on the basis of a long-term costs and benefits analysis. Ensuring skilled manpower for the participation in the project and for ensuring core activities therefore always have identical priorities.
- COMMERCIAL ACTIVITIES
We expect available capacities significantly exceeding the demand in the market of training and counselling services and flight validation services. The quality of the training provided and the long-term reputation of ANS CR, including the trademark CANI, are a prerequisite for our services to find their place in the market.
The strategic goal is to make full use of training and educational capacities. To the customer, the trademark CANI will represent quality and will become a renowned training institute in the field of ATM. The strategic objective includes the development of the concept of the Aviation Academy as a provider of education to all sectors of civil aviation. This objective also includes the continuous improvement of the training quality and of the range of supply for internal users.
The strategic objective is to expand the existing customer portfolio with non-European regions, Asia, Africa, Russia and the Middle East.