Royal Aeronautical Society T: +44 (0)20 7670 4300 No.4 Hamilton Place E: raes@aerosociety.com London W1J 7BQ www.aerosociety.com United Kingdom

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Department for Transport Great Minster House 33 Horseferry Road London SW1P 4DR 29 September 2017 Dear Sir or Madam Response to the Department for Transport (DfT) call for evidence on a new strategy – Beyond

the horizon: The future of UK aviation

Please find enclosed a response to the DfT call for evidence on a new strategy – Beyond the horizon:

The future of UK aviation

The RAeS would be delighted to elaborate on any particular areas of our response upon request.

About the Royal Aeronautical Society

The Royal Aeronautical Society is the world's only professional body, made up of over 22,500

members worldwide, dedicated to the entire aerospace community. Established in 1866 to further the

art, science and engineering of aeronautics, the Society has been at the forefront of developments in

aerospace ever since. The Society seeks to: i) promote the highest possible standards in aerospace

disciplines; ii) provide specialist information and act as a central forum for the exchange of ideas; and

iii) play a leading role in influencing opinion on aerospace matters.

Yours sincerely

Simon Whalley Head of External Affairs

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Department for Transport – Call for Evidence on a New Strategy – Beyond the Horizon: The Future of UK Aviation

Response by the Royal Aeronautical Society

Questions about you

Q1: What is your name and email address

RAeS Response: Mr. Simon Whalley

simon.whalley@aerosociety.com

Q2: What is the nature of your interest and involvement in the aviation sector?

RAeS Response: The Royal Aeronautical Society (RAeS) is the world's only professional body,

made up of over 22,500 members worldwide, dedicated to the entire aerospace community.

Established in 1866 to further the art, science and engineering of aeronautics, the Society has been

at the forefront of developments in aerospace ever since. The Society seeks to: i) promote the highest

possible standards in aerospace disciplines; ii) provide specialist information and act as a central

forum for the exchange of ideas; and iii) play a leading role in influencing opinion on aerospace

matters. For more information, please visit www.aerosociety.com.

Q3: Are you responding on behalf of an organisation or as an individual

RAeS Response: An organisation. The Royal Aeronautical Society.

Questions on the Aviation Strategy’s aims and objectives Q4: In what order of importance should the policy challenges listed below be tackled?

Please tell us why you have suggested this order of importance. Policy Challenges

• Keeping pace with consumer expectations

• Maintaining high levels of safety and security

• Expanding our access to markets and trade

• Encouraging competitiveness

• Meeting increasing demand through sustainable growth

• Keeping pace with technology and developing skills for the future RAeS Response:

1) Maintaining high levels of safety and security

Aviation is a safety critical industry. While under-threat from existing, new and emerging

security threats, such as domestic and global terrorism, the Government must work with the

industry to pursue a proportionate, risk-based approach to passenger security, ensuring the

security regimes put in place in response to changing threats creates minimal delay or

disruption to passenger and business air travel. The Aviation Strategy must be fully integrated

with the Government’s Defence and Security Strategy when addressing how best to respond

to these threats, including by acting internationally as well as domestically. The Society was

encouraged that the Government doubled spending on aviation security around the world in

2015 to deal with security threats in the country of origin. This commitment and investment

should be maintained.

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The growth in number and severity of cyber threats worldwide should be an indication of the

importance of cyber security to the air transport and aviation industry, as a means of safely

transporting people and freight worldwide, but also protecting the innovative products and

services that keeps the sector and the economy internationally competitive. Working with the

aviation industry to defend against cyber threats should be a major plank of the Aviation

Strategy, which, in turn, must be fully integrated with the Government’s National Cyber

Security Strategy. This will also be important as more capable unmanned aerial systems

(UAS) become available.

Many current Air Traffic Management (ATM) safety standards – on wake vortex, runway

separation and operation, for example – which stem from International Civil Aviation

Organisation (ICAO) standards and practices have their roots in the capability of industry post-

war. They are in need of revision and the UK should put effort into revisions domestically and

globally in order to free up scarce runway and airspace capacity. This is relevant to Q8.

2) Expanding our access to markets and trade

An internationally competitive economy and outward-facing society must be globally

connected. Air links across the country that serve both developed and emerging markets will

ensure that the whole nation benefits from aviation growth, and that the UK can benefit from

trade with new countries following the UK’s withdrawal from the EU.

Key to supporting the growth in aviation connectivity over the coming decades is the provision

of long-required additional runway capacity in the South East of England and the

modernisation of the UK’s airspace system. New runway capacity will help reduce delays,

increase connections and improve resilience in the aviation system.

A redesign of UK airspace will provide the extra invisible capacity needed in the skies to match

the physical capacity on the ground to allow the aviation sector to grow. Both new runway and

airspace capacity will help the UK open new air links and provide new economic opportunity.

Without these two fundamental components featuring at the heart of this new strategy, the

strategy will do little more than tinker at the edges of a fundamental problem, holding back the

success of the sector and service it provides to its customers, as well as the contribution it

can make to the UK economy. Given the inability of successive governments to see through

to completion almost identical polices/schemes on airport expansion due to the highly

politicised nature of the project, the Society cautions against assumptions being made about

the inevitability of the delivery of additional South-East runway capacity, and therefore

recommends its inclusion in this strategy as an immediate priority.

3) Meeting increasing demand through sustainable growth

It is vital to balance the socio-economic benefits from growth in aviation demand with its

environmental impacts; however, the inefficiencies and environmental impact resulting from

the existing limited runway capacity is undermining the improvements being made by the

industry itself to improve its environmental credentials by reducing its carbon and noise

impacts at source. In fact, operation of a third runway at Heathrow cannot take place without

airspace modernisation or a radical rethink of UK airspace, particularly at higher levels, whilst

maintaining future traffic growth opportunities at other South East airports. Changes to UK

airspace are required to cope with increased traffic in any event – and well before a new

runway at Heathrow is operational.

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The aerospace and aviation industry has made significant progress reducing the

environmental impact of its operations. Aerospace manufacturers continued to improve the

fuel efficiency and noise performance of their aircraft and engines; next generation aircraft are

far more efficient. The latest generation of Boeing aircraft, including the 787, 747-8

‘Dreamliner’, and the upcoming 737 MAX and 777X reduce fuel consumption by double-digit

percentages and are significantly quieter compared with earlier generations1. Similarly, the

Airbus A320 new Family will deliver 20 per cent fuel burn savings per seat by 2020 and along

with almost a 50 per cent reduction in engine noise and NOx emissions 50 per cent below the

current industry standard2.

Airport operators and airlines are making progress reducing the environmental impact of

ground operations, including incentivising more journeys on public transport.

Where progress has been lacking is at the policy and policy implementation level. Without

additional runway capacity at congested major airports, which are operating with little or no

resilience in the event bad weather or incident, efforts at reducing noise and emissions at

source will be undermined by a lack of government action that has so far resulted in airlines

enduring extended block times or being forced to stay in the air longer waiting for a slot

creating more fuel burn and noise impacts. Poor resilience at congested airports also results

in higher operating costs, which are passed on to airline customers in fares.

4) Keeping pace with technology and developing skills for the future

Technology

Aviation, along with aerospace, is a forward thinking, innovative and adaptable sector that

works hard to exploit the UK’s well regarded reputation for world-class knowledge, skills and

investment in research for product development.

The market in civil drones, for instance, is growing rapidly, driven largely by small, cost-

effective and versatile systems with a variety of uses – emergency response, police

surveillance, agricultural and infrastructure management, environmental conservation and

journalism/newsgathering to name a few. Private firms are also keen to exploit the

commercial opportunities available through unmanned technology – logistics and leisure

activities, for example.

The challenge for the Government through this strategy will be to further enable this industrial

base, whilst also creating a regulatory framework that can enable widespread public

acceptance of drone operations, in order to capture the substantial benefits from drones to

the national economy. The strategy must address all the challenges facing this sector, and

support the industry in the development of new solutions, as well as enabling their safe

integration into business and society.

The Aviation Strategy should further the Government’s plans to boost the UK space industry

and grow market share. The Government’s support for one or more spaceports on UK soil

will enable the offer of indigenous launch capability that would strengthen the UK position in

small-scale manufacture, and provide the capacity to launch sub-orbital flights to capture the

part of the burgeoning space tourism market.

The Space Industry Bill is essential for creating the enabling legislation and subsequent

regulations for a UK spaceport to progress. However, the legal framework alone is likely to

1 Boeing: Long-Term Market – Current Market Outlook 2015-2034 – Technology and Capabilities 2 Airbus: Aircraft Families – A320 Family – A320new

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be insufficient to market the UK as a top destination for the space flight and satellite launch

activities, and the strategy should set out how the Department for Transport will work with

industry and other Government departments on space-related initiatives and strategies to

promote UK capability internationally.

The UK’s success in developing new, ground-breaking aerospace and aviation technologies,

such as unmanned aircraft and space systems, that improve sector performance, and cost

and environmental efficiency, as well as export value, is underpinned by access to EU

research networks and funding. EU defence and civil aerospace and aviation research and

technology (R&T) funding, for both industrial and academic research, is an important part of

the UK aerospace R&T mix. The Government is strongly encouraged to use the strategy set

out how it will help maintain the benefits to civil and general aeronautical research, and the

future health of the aerospace and aviation sectors after Brexit.

Skills

The success of the aerospace and aviation sectors is dependent on people – the best and

brightest at all levels – from those with degrees in engineering, air transport management and

aviation law, to those with the hand skills to build new and maintain existing aircraft, as well

as those capable of piloting civil and military aircraft. The UK Government must work with

industry and foreign governments to train and maintain sufficient Air Traffic Management

(ATM) experts, operational Air Traffic Control Officers and ATM engineers, pilots and

technicians.

As the current generation approaches retirement, it is more important than ever that there is

a steady stream of talent to avoid the creation of skills shortages. As well as continuing to

attract the essential specialist skills from around the world, it is important that we harness our

home-grown talent, in particular, young people that may not have considered, or have been

discouraged, from entering these sectors.

Rapid technological change and innovation means companies and organisations are seeking

more generic competences, increasingly digital skills (robotics, internet, cyber) and this

applies equally to aerospace and aviation. Airlines and airports, and associated suppliers,

need graduates in courses such as air transport management to maximise revenue from

commercial operations, which the Government should be promoting and encouraging.

For this sector to maximise its national socio-economic contribution, Government must ensure

that vocational education and training needs are fully funded and as much a priority as higher

education. A much greater, targeted focus is needed on promoting STEM subjects and

careers to people from under represented communities. Support for UK General Aviation, as

an important supply of future labour, will preserve the steady flow of people, especially

engineers and pilots, into industry.

A study by Boeing estimates that the world’s airlines will need around 637,000 new

commercial airline pilots worldwide (108,290 in Europe alone) entering the industry over the

next 20 years – equivalent to 87 new pilots every day for the next two decades3 – 648,000

new maintenance technicians4, as well as 839,000 new cabin crew5.

There issues have been identified through the government/industry Aerospace Growth

Partnership (AGP) and should also help to be resolved through the Government’s wider

3 Boeing (2017) 2017 Pilot Outlook 4 Boeing (2017) 2017 Technician Outlook 5 Boeing (2007) 2017 Cabin Crew Outlook

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Industrial Strategy. The Aviation Strategy must complement these excellent initiatives with a

targeted effort to work with industry and other countries to fill the key shortages and to avoid

gaps in other skill areas from forming.

The emergence of skills gaps and shortages is exacerbated by a lack of specialist careers

advice and support in schools. The Department for Education has stated that it will publish a

careers strategy setting out Government’s aims for careers guidance to 2020. The careers

strategy, initially planned to be published in 2010, will be published in 2017, according to the

Government’s Industrial Strategy Green paper, published in 2017. The Aviation Strategy

development process should encourage the Department for Education to prioritise completion

of the careers strategy, as well as ensure that aviation skills challenges described above will

be addressed.

The outcome of Brexit negations in relation to freedom of movement and access to skilled

labour will have a significance bearing on the achievement of the Government’s strategy

priorities, and must be resolved as soon as possible.

5) Encouraging competitiveness

The Government must ensure the UK industry can compete on a level playing field within the

UK itself and around the world. Where necessary, the Government should reduce market

distortions that create economy inefficiency and undermine a cost-effective service that places

passengers and freight at an international competitive disadvantage. The Government is

encouraged to use the strategy to consider the continued application of Air Passenger Duty,

especially post-Brexit if the tax will place the industry at a further competitive disadvantage,

make air travel more expensive and suppress demand for new routes to markets which the

UK wish to strike to trade and air service agreements. The Government should also use the

strategy as a means of reviewing whether there are any outstanding anti-competitive market

barriers that are holding back private investment.

The outstanding issue of the UK’s continued membership of the European Aviation Safety

Agency (EASA) is one that will weigh heavy on the UK’s competitive position in the world.

The Government must avoid the creation of regulatory barriers or dual regulations that would

make the aerospace and aviation sectors less competitive and a less attractive trading

partner. A set of UK standards that diverges intentionally or unintentionally from European

ones will add complexity and cost to UK industrial operations, ultimately to be passed on to

the individual consumer. Retention of UK membership of EASA is the most cost effective and

practical solution to maintain safety, access global markets and attract investment from

around the world, in addition to maintaining influence on European ATM rule-making6.

6) Keeping pace with consumer expectations

The aviation industry does exceptionally well to keep pace with changing customer demands

and expectations; the industry is driven by its customers. Through greater competition within

the sector, individual private companies have an incentive to stay one step of their rivals to

benefit existing and new customers. While a largely private sector, aviation is one of the most

heavily regulated sectors and its dependent on proportionate policy framework that enables

its development at a rate expected by its customers.

Regrettably, successive Government delays and procrastination delivering new runway

capacity is the biggest policy failure of the past decades and has been holding back the

potential of the sector maximising its socio-economic, as well as its environmental efficiency

6 Royal Aeronautical Society (2017) Civil Aviation Regulation: What Future After Brexit. London, RAeS.

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potential. Similarly, competing Government aims that are not supported by Government

direction on how they can be practically balanced against each other has sent mixed

messages to the industry about what is acceptable or not, ultimately halting progress.

The success of the aviation sector at meeting changing customer demands is dependent on

the smooth and seamless functioning of supporting infrastructure and services owned and

operated in other industries, such as road and rail for access to airports. In turn, these sectors

are largely dependent on Government approval and finance, which is slow to advance in

comparison with the fast pace of change and development in the aviation sector. The strategy

should recognise the surface access/airport/airline components make up a single journey.

The development of inter-connectivity between different transport modes, such as joint

ticketing, should be advanced. The Government must use the Aviation Strategy to set out

how it will make greater progress delivering key surface access upgrades that will support the

future growth of the sector.

Finally, the Government must ensure that the framework of consumer protections agreed at

the EU level, such as Air carrier liability in case of accidents (Regulation (EC) No. 2027/97 as

amended by (EC) No. 889/2002), Rights of passengers with reduced mobility (Regulation

(EC) No. 1107/2006) and Denied boarding and delay compensation (Regulation (EC) No.

2671/2004) to name a few, are not diluted and are even strengthened post-Brexit. Based on

the assumption that there will be a separate UK framework after March 2019, such as

legislative/regulatory framework should mirror or remain closely European regulations to avoid

passenger and industry confusion.

Q5: The strategy’s aims and objectives are:

Aim: To achieve a safe, secure and sustainable aviation sector that meets the needs of

consumers and global, outward facing Britain

The strategy will have the following six objectives:

• Help the aviation industry work for its customers

• Ensure a safe and secure way to travel

• Build a global and connected Britain

• Encourage competitive markets

• Support growth while tackling environmental impacts

• Develop innovation, technology and skills

What are your views on the proposed aim and objectives?

RAeS Response: The Government’s proposed aims and objectives are laudable and hard to

disagree with. They are broadly consistent and provide continuity with previous aviation

strategy/policy framework documents. The challenge will be for the Government to articulate how

competing goals can be overcome to allow progress.

Questions on the policy making process

Q6: The strategy’s policy principles are:

Strategy principles:

• Consumer focused – it will put passengers and business at the centre of everything we do

• Market driven – it will emphasise the role of government as an enabler, helping to make the

market work effectively

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• Evidence led – it will target intervention on specific problems which government can address,

avoiding activity that does not respond to a clear problem

What are your views on the proposed principles?

RAeS Response: The strategy should be:

• Market led to the point where Government intervention is needed to overcome competing

social, economic and environmental objectives. The strategy should more clearly than its

2013 predecessor state where these thresholds lie.

• Consumer-focused at the macro level but should aim to be reductionist. The Government

should leave meeting individual customer needs to private enterprise.

• Evidence-led, but this is not always straightforward. There have been difficulties establishing

reliable air traffic forecasts, which underpin decisions on airport development, and there is

often disagreement among the industry about the appropriate metrics for aircraft noise

disturbance or pollutants, such as NOx. The Government should consider sponsoring

independent research into these areas as part of the strategy development process.

The strategy must also be ‘Outcome-focused’ and accompanied by a clear set of ‘outcome measures’

to demonstrate where the Government can be judged on delivery. A set of success measures would

provide public transparency and improve accountability in the same way that the aviation sector is

benchmarked for performance. These measures would also make it easier to determine where the

strategy should be altered and updated in the future.

Q7: The policy tests for the development of the strategy are

• What is the rationale for action?

o This will remain focused on what the government is trying to achieve, not just in terms

of outputs (such as the publication of an Aviation Strategy), but the final outcome for

the sector and society.

• What is government’s role?

o This will look at the need for government action to fix an identified problem, or whether

activity is better carried out by others.

• What does the evidence say?

o This is a test of whether the government is using the best available evidence and

whether there is anything that could be done to improve the information and data

available to decision makers.

• Have all of the options been considered?

o This will ask whether there are other approaches that may not have previously been

considered.

• What is the effectiveness of any proposed action?

o This will ask whether government has considered the practicalities of policy decisions

and if these have been properly discussed with those affected or who have an interest.

What are your views on the proposed policy tests?

RAeS Response: The policy tests set out a sensible approach to policy development and decision-

making; however, the policy tests should include tests on the timescales required for activities to be

completed. The worst outcome from the development and implementation of the strategy would be

paralysis by analysis, where decisions not made or seen through to completion in a timely fashion

lead to missed opportunities.

Specific question on utilising existing runways

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Q8: What are your views on the government’s proposal to support airports throughout the UK

making the best use of their existing runways, subject to environmental issues being

addressed?

RAeS Response:

A policy of maximising the utilisation of existing runways is the most cost effective method of achieving

air traffic growth; however, due to the economics of supply and demand and deference to market

freedom, it is arguable that existing capacity is already being used efficiently. Latent capacity around

the country, therefore, does not mean that the asset is being used inefficiently by the market, and

should therefore not preclude congested airports from being granted permission to expand to meet

increasing demand and to improve network resilience. Policy should be to facilitate growth where it

originates without regulatory burdens. By the same token, there should be no regulatory interventions

that seek to artificially move demand as such attempts generally create capacity that sits idle for

years.

The possibility of developing a strategic network of UK airports and airfields to cater for all types of

users (commercial airlines, cargo operators, corporate and general aviation) should be explored.

Traffic demand at some more remote airports in the UK is such that the likely level of utilisation will

be low. These certain airports may not be economically viable and will need Government support to

offer critical connectivity for social and economic cohesion.

Questions on the consultation process

Q9: This document sets out the questions that the government would like to explore in

developing the Aviation Strategy, within each of the six objectives that have been identified.

These can be found at the end of chapters 3-8. Are there any other specific questions on the

six objectives that you think should be included in the planned consultations?

RAeS Response: Increased use of automation in air transport and aviation.

Q10: Are there any other sources of information or evidence that the government should bear

in mind when developing the strategy?

RAeS Response: The current strategy must further useful work carried out in and lesson from

previous aviation strategies, such as the Aviation Policy Framework 2013, Air Transport White Paper

2003 and General Aviation Red Tape Challenge 2014. As mentioned elsewhere in the document,

the strategy should be integrated with the following:

• Means of Ascent: The Aerospace Growth Partnership Industrial Strategy for UK Aerospace

2016

• A Secure and Prosperous United Kingdom: National Security Strategy and Strategic Defence

and Security Review 2015

• National Cyber Security Strategy 2016 to 2021

Q11: If yes, please give us some details of the sources of information or evidence.

RAeS Response: Provided on our response to Q10.

Q12: Does the proposed timetable (set out in chapter 2), provide enough time to examine the

issues in sufficient depth?

RAeS Response: Yes, more than enough.

Q13: If no, please provide feedback on the timescale here.

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RAeS Response: N/A

Q14: What action could the government take in order to ensure that the maximum number of

people, communities and organisations are engaged in the process and are able to have their

views heard?

RAeS Response: Transparency and community engagement are vital but not at the expense of an

overly-lengthy process of procrastination and decision-making that ultimately frustrates progress.

Q15: Would your organisation be willing to take part or help organise events to help the

development of the strategy?

RAeS Response: Yes. The Society would also be willing to exploring hosting strategy related events

or conferences on any specific areas, the outcomes from which could be fed into the strategy

development process. The Society is already hosting a one-day conference in London on 24 October

to discuss the future of airfields in the UK, including exploring the concept of a strategic network of

airfields.

The Society is also considering running during 2017/18 a series of six shorter events on the six

Aviation Strategy themes. The Society would be delighted to involve the Department for Transport.

Q16: Are there any issues which we have not covered in this document which you think should

be included in the consultation process? If yes, please describe what you think these issues

are.

RAeS Response: The strategy and timeline does not include a prioritised implementation phase, the

addition of which will improve transparency, accountability and manage expectations. It would also

be helpful to set out expected points of future Strategy review and revision, preferably directed by the

application of outcome measures. The Aviation Policy Framework 2013 is being replaced after on

four years, yet this strategy is supposed to last until 2050. In order for the Strategy to remain relevant,

and hopefully survive short-term political cycles, some light touch review points should be included in

the timeline for the strategy not to be replaced in another four years’ time.

Other comments

Q17: Do you have any other comments on the issues raised by this call for evidence? If so,

you can either give these in your response to this consultation, or in the themed consultations

which we have planned for each of the objectives.

RAeS Response: The Government’s decision to produce an updated Aviation Strategy should be a

valuable contribution to making aviation sector deliver its maximum socio-economic impact for the

country. It provides an essential opportunity to build a shared vision – across government, industry

and civil society – for the aviation sector’s role in supporting the UK’s position on the global stage

following its departure from the EU, and to create an accompanying policy framework that will ensure

that resources and efforts are aligned in support of this vision.

The strategy must be based on a true partnership between government and industry, with strong

interfaces with civil society and academia, and the Royal Aeronautical Society and its 22,000

members have a desire and commitment to see the Aviation Strategy success. The Society is here

to support the delivery of a strategy that helps this key sector deliver for the whole of the UK.

An essential component of any strategy is a clearly defined vision of a successful outcome. The

Aviation Strategy must set an ambitious, bold global vision for UK aviation, drawing on the aviation

industry’s world-class reputation. The UK aviation industry is a global one, serving routes all over the

world, and so cannot be considered in isolation from the international context in which it operates; if

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harnessed successfully and allowed to flourish, the sector will enable the UK to exploit the

opportunities and mitigate the risks associated with exiting the EU.

An effective aviation strategy must provide a long-term horizon against which industry and other

stakeholders can plan and align their activities. Stability and continuity are critical for giving the sector

the confidence to make investments over the long term and accrue the benefits from a wide range of

policies, from those related to improving our aviation skills base, to delivering the right supporting

infrastructure. Cross-party support should aim to be secured for the objectives and underlying

principles of the strategy, to ensure that these endure beyond the five-year life of a fixed-term

parliament.

A systems-approach will enable risks to be mitigated more effectively and ensure that the different

elements of the strategy work together as a coherent whole. A key element of this approach is

understanding interdependencies between different parts of the strategy and where there are

competing goals, in order to identify weakness and seize opportunities.

The Department for Transport should ensure that the Aviation Strategy is fully joined up across

Government, especially with the Aerospace Growth Partnership (aerospace sector deal) and the

Government’s wider Industrial Strategy. The strategy should also be linked into and mindful of

objectives and relevant parts of the Government’s Defence, Security Review 2015, the Cyber Security

Strategy, the UK Digital Strategy, National Infrastructure Plan and forthcoming Careers Strategy. The

ability of the Aviation Strategy to achieve longevity and stability depends on the support of, and co-

ordination with, all government departments. A clear strategic framework will also be required within

with central government, devolved governments and regional and local authorities can collaborate

and co-operate so they are mutually reinforcing rather than competing.

It is crucial that the Aviation Strategy builds on and furthers successful policies and industry initiative,

and institutions, that are already furthering the aims and objectives of the draft Aviation Strategy:

these should be further championed and supported. Government will maximise returns on previous

public and private investment by ensure the continued operation of successful activities, as well as

spreading best practice throughout the aviation sector.

An effective policy framework is essential but not sufficient for a successfully sector strategy:

communications and stakeholder engagement are critical too and government needs to place

substantial emphasis on these activities. The development of this Aviation Strategy provides a golden

opportunity to promote UK aviation on the global stage, vital for thriving in a post-Brexit environment.

There is still much to be done to change public perceptions about certain aspects of the aviation

sector, especially the proliferation of new technology such as spaceports and drones, a challenge

that needs to be addressed urgently if the UK aviation sector is going to exploit competitive

advantage. The UK aviation industry must be drawn up on in support of these challenges.

By far the biggest challenge to the UK as a whole is to achieve a successful Brexit deal by March

2019. The Royal Aeronautical Society welcomes the acknowledgement by Government of the vital

role that aviation plays in the functioning of a successful economy and a strong, growing aviation

sector will help the UK thrive post-Brexit.

While sympathetic to the logic of the Government looking beyond Brexit to 2050 for the Aviation

Strategy, a strategy that will stand the test of the coming three decades must be built on solid

foundations: a Brexit deal that continues or preserves the benefits of European cooperation and

market access today. The Government is still to provide firm commitments or details on what the

future of transport, including aviation, might look like from March 2019 onwards. The sector is still

waiting to see what the Government want to achieve transport-wise from Brexit negotiations: Will the

UK retain access to the Single Aviation Market or will the UK need to reach EU-UK bilateral

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agreements on access rights? What about Open Skies? Will the UK retain its membership of the

EASA? And what of the UK’s access to European research partnerships and funding streams, key

to the development of new aviation technology and solutions? Exclusive of this strategy, these are

fundamental questions that require answers as soon as possible so the industry can plan and prepare

for the future. Answers to these key questions will provide a strong base on which the strategy can

be built, but without which will quickly collapse, proving this consultation exercise a wasted effort for

all concerned.