Annual Monitoring Report 2020 - Latvia
Contextual information
National performance plan adopted following Commission Decision (EU) 2022/2426 of 5 December 2022
List of ACCs 1
Riga ACC
No of airports in the scope of the performance plan
≥80’K 0
<80’K 3
Exchange rate (1 EUR=)
2017: 1 EUR
2020: 1 EUR
Share of Union-wide traffic (TSUs) 2020 0.8%
Share of Union-wide en route costs 2020 0.3%
Share en route / terminal costs 2020 77% / 23%
En route charging zone(s)
Latvia
Terminal charging zone(s)
Latvia
Main ANSP
• LGS
Other ANSPs
–
MET Providers
• LVĢMC
Traffic (En route traffic zone)
▪ Latvia recorded 131K actual IFR movements in 2020, -56% compared to 2019 (298K).
▪ Latvia IFR movements reduced less than the average reduction at Union-wide level (-57%).
▪ Latvia recorded 439K actual en route service units in 2020, -54% compared to 2019 (958K).
▪ Latvia service units reduced less than the average reduction at Union-wide level (-57%).
Safety (Main ANSP)
▪ LGS achieved its RP3 EoSM targets in four out of five management objectives. Improvements are still needed in the safety risk management objective, but the achieved levels are consistent with what was planned in the draft 2019 performance plan.
▪ The main measures the NSA plan to improve performance rely on further implementation of the Commission Implementing Regulation (EU) 2017/373.
▪ The PRB notes that compared with the maturity level reach during RP2, LGS continued to improve the maturity of its safety management during the first year of RP3. For the safety risk management objective, LGS needs to improve in two EoSM questions to achieve the target, which should be feasible through an increased compliance with the regulation.
▪ Latvia recorded stable performance with respect to safety occurrences with marginally higher rates of SMIs in 2020 with respect to 2019 and no occurrences of RIs in 2020.
▪ LGS should improve its SMS by implementing automated safety data recording systems.
Environment (Member State)
▪ Latvia achieved a KEA performance of 1.24% compared to its reference value of 1.30% and therefore contributed positively towards achieving the Union-wide target.
▪ As well as benefitting from lower traffic levels, Latvia will implement A-CDM in 2021, which is expected to deliver almost 1,000 tons of CO2 savings per year. However, the KEA performance in 2020 was worse than in 2016 and since the shortest constrained routes in Latvia in 2020 were 1.14%, the PRB believes further improvements (in addition to the already good performance) are possible.
▪ Only one out of four Latvian airports that are regulated reported terminal data.
▪ The share of flights operating CCO/CDO at Latvian airports worsened in 2020 compared to 2019. Latvia’s commitment to implementing PBN should improve this performance in the future. The additional time airspace users spent taxiing or holding in terminal airspace reduced by 20% compared to 2019.
Capacity (Member State)
▪ LGS registered zero minutes of average en route ATFM delay per flight during 2020, thus meeting the local breakdown value of 0.06.
▪ Delays must be considered in the context of the traffic evolution: IFR movements in 2020 were 56% below the 2019 levels in Latvia.
▪ Latvia reported no capacity issues and an increase of 5% in ATCO FTE numbers in 2020 compared to 2019 values.
▪ The yearly total of sector opening hours in Riga ACC was 20,959, showing a 27.3% decrease compared to 2019.
▪ Riga ACC registered 6.16 IFR movements per one sector opening hour in 2020, being 40.0% below 2019 levels.
▪ Latvia registered zero minutes of average airport arrival ATFM delay per flight in 2020, achieving the local target of 0.02 minutes.
▪ Compared to 2019, the number of IFR arrivals in Latvia decreased by 59.12%, while the average arrival ATFM delay value remained zero minutes in 2020.
Cost-efficiency (En route/Terminal charging zone(s))
▪ The 2020 actual service units (439K) were 54% lower than the actual service units in 2019 (951K).
▪ In 2020, Latvia reduced total costs by 3.5 M€2017 (-16%) compared to 2019 actual costs. The reduction was mainly driven by 2.4 M€2017 lower staff costs (-17%) resulting from the termination of collective agreements and reduction of full time equivalents and working hours.
▪ LGS spent 3.6 M€2017 in 2020 related to costs of investments, 62% less than planned in the 2019 draft performance plan (9.5 M€2017).
▪ The underspending in costs of investments is attributable to the postponement of new investment projects.