WHO WE ARE

OUR HISTORY

Since the establishment of the Department of Civil Aviation of Aruba (DCA) in 1986, DCA has been providing the air traffic control services in the Beatrix Control Zone.

Privatization of the Air Traffic Services department has long been a desire of the Aruban government, but this desire has never been materialized at that time. The main objective here was to separate the oversight from operation. In 2009, DCA was reorganized (first phase), in which internally the operations and oversight duties of air traffic control were separated.

On April 3, 2014, a steering committee (involving several government departments) was formed by ministerial decree. The steering committee was responsible for preparing and coordinating the privatization process (second phase).

The privatization law (Ordinance privatization Air Traffic Services) was approved by the parliament of Aruba on November 25, 2014.

Shortly thereafter, on December 3, 2014 the notarial deed was signed by the Minister of Transport. The privatization agreement between the government of Aruba and the CEO of Air Navigation Services Aruba (ANSA) was signed on December 16, 2014.

Finally, on January 1, 2015 ANSA started its operation.

SERVICES

As the Aruban air navigation services provider (ANSP), ANSA focuses primarily on the provision of air traffic services (ATS) within the Beatrix Control Zone.

The main objective of ATC is to prevent collisions between aircraft, between aircraft and obstacles on the ground area and expediting and maintaining an orderly flow of air traffic.
Furthermore, ATC provides flight information which includes information on weather conditions along the flight route, information on changes in the use of navigation tools and changes in the condition of airport sites and facilities.

ATC is also responsible for alerting services, to notify the relevant authorities of aircraft requiring assistance in the form of search and rescue and to assist these authorities, as required.

The AIA department is responsible for the provision of services associated with the submission of flight plans, the distribution and reception of messages of air traffic services. Furthermore, these services are to ensure the flow of Aeronautical Information necessary for the safety, regularity and efficiency of ATS.

The CNS/ATM Systems department is responsible for the specification, procurement, installation, integration, calibration, maintenance, safety assurance and monitoring of CNS/ATM systems. These systems provide Communication and Navigation services for aircraft, Surveillance (e.g. Radar), Flight Data Processing and supporting tools for Air Traffic Controllers.

MISSION

Our mission is to provide safe, efficient and reliable Air Navigation Services to the aviation industry within the Beatrix Control Zone.

VISION

Our vision is to become a regional leader in the provision of Air Navigation Services with the highest standards.

CORE VALUES

  • Safety first
  • Service excellence
  • Involvement and motivation
  • Courage and innovation
  • Pioneering technology
  • Partnership

STRATEGY

The operation of ANSA will focus on four Key Performance Areas (KPAs). These KPAs, together with the associated strategic objectives, Key Performance Indicators (KPIs) and strategic means are described below.

1. SAFETY

2. EFFICIENCY AND QUALITY OF SERVICE

  1. Reduction of incidents.
  2. Prevention of accidents.
  1. # safety related reports per year.
  2. Percentage of incidents that have been investigated within 30 days.
  3. Percentage of safety recommendations implemented or in the process of being implemented.
  4. # of airproxes between IFR and VFR flights.
  5. # of incidents involving the coordination between Curaçao ACC and Beatrix approach.
  6. # runway incursions or excursions.
  7. # of ATM incidents.
  8. # of MAC incidents.
  9. # of severity level incidents A, B and C.
  • Promote a strong safety and quality culture.
  • Implement, evaluate and improve the safety management system.
  • Continuously review and update the coordination procedures with CUR/ACC.
  • Expand hour of ATC surveillance service.
  • Continuously review and update the tower manual.
  • Implement standard clearances and standard releases to reduce verbal coordination.
  • Review the performance of all air traffic controllers on a yearly basis through proficiency checks and voice recording review. Provide competecy-based refresher and safety training on a yearly basis.
  • Promote the modernization of national aviation regulation through DCAA. 
  • Maintain a high level of equipment availability and reliability.
  • Development and implementation of QMS in accordance with ISO 9001 requirements.
  • Implement investment program to ensure safe and efficient ATS.
  • Perform safety assessments and reviews with respect to planned or implemented airspace reorganizations, the introduction of new CNS/ATM systems or facilities, and new or changed ATS procedures. 

Provision of efficient and high quality air navigation services in order to facilitate efficient operations (reduction of fuel consumption and ATC attributable delays) by aircraft operators.

  1. # of ANSA-attributable gate departure delays: if the time difference between start-up clearance request and start-up clearance exceeds 5 minutes.
  2. # of ANSA-attributable en route clearance delays: if the time difference between en route clearance request and en route clearance exceeds 5 minutes.
  3. # of ANSA-attributable taxi-out delays: if the time difference between start taxi and take-off exceeds 10 minutes.
  4. # of ANSA-attributable arrival delays: if the actual time of arrival (ATA) is later than the expected time of arrival (ETA) upon first contact between the pilot and Beatrix TWR/APP (after responsibility for the control of the aircraft was transferred).
  5. Operational availability of the equipment necessary to provide ATM service: the maximum facility service hours minus outage time divided by the maximum facility service hours.
  • Proficiency checks and refresher training on a yearly basis. 
  • Continuously review and update the coordination procedures with CUR/ACC.
  • Implement ATFM.
  • Expand hour of ATC surveillance service.
  • Continuously review and update SIDs and STARs and promote the use thereof.
  • Development and implementation of QMS.
  • Improve the data quality of Aruba in the Dutch Caribbean AIP. 
  • Improve preventive maintenance program.
  • Maintain a high level of equipment availability and reliability.
  • Implement investment program to ensure safe and efficient ATS.

3. COST-EFFECTIVENESS

4. PRODUCTIVITY AND CAPACITY

Keep total costs as low as possible in order to comply with ICAO’s cost-based principle related to the ANS charge.

  1. Cost per aircraft movement.
  2. Operational costs as percentage of revenues.
  • Implement cost control program.
  • Effective billing and collection policy.

Increase productivity and aircraft handling capacity of ATC.

  1. # of days on sick leave.
  2. # aircraft movement per ATCO in operations.
  3. Maximum # of aircraft handled per hour in VMC conditions.
  4. Maximum # of aircraft handled per hour in IMC conditions.
  • Enhance working environment.
  • Implement a program of organizational culture change.
  • Continuously review and update the employee performance evaluation system.
  • Proficiency checks and refresher training on a yearly basis.
  • Continuously review and update coordination procedures with CUR/ACC.
  • Implement Air Traffic Flow Management (ATFM)
  • Expand hour of ATC surveillance service.
  • Continuously review and update SIDs and STARs and promote the use thereof.

ORGANIZATIONAL CHART