Destination2025

Federal Aviation

Administration

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Executive Summary

The Destination 2025 vision captures the ideal future we strive toward – a transformation of the Nation’s 

aviation system in which air traffic will move safely, swiftly, efficiently, and seamlessly around the globe. Flights 

will take off and land on time, every time, without delay and there will be no fatal accidents. Air travel will be 

routine and uneventful for everyone involved: passengers, crews, ground support, and communities. Costs 

will be contained for both operators and passengers, and there will be no negative impact to the environment. 

Manned and unmanned flights will each achieve safe flight, as will commercial launches to space. This is a 

vision that captures the future we will strive to achieve – to transform the Nation’s aviation system by 2025.

The Federal Aviation Administration’s mission is to provide the safest, most efficient aviation system in the 

world. What sets us apart is the size and complexity of our infrastructure, the diversity of our user groups, 

our commitment to safety and excellence, and our history of innovation and leadership in the world’s aviation 

community. Now we are working to develop new systems and to enhance a culture that increases the safety, 

reliability, efficiency, capacity, and environmental performance of our aviation system. To meet our vision will 

require enhanced skills, clear communication, strong leadership, effective management, innovative technology, 

new equipment, advanced system oversight, and global integration.

Our primary focus in the past was increasing the safety of the aviation system and providing the necessary 

capacity. Working together with our industry counterparts, we have been very successful. Since the 

mid-1990s, the number of commercial air carrier fatal accidents has decreased nearly 80 percent. Since 2000, 

new runways have opened at 16 large and medium hub airports, providing these airports with the potential to 

accommodate more than 2 million annual operations. We have enhanced our own performance, putting in 

place internal acquisition, planning, and financial systems and processes that have helped us account for and 

save taxpayers’ money. We have also helped shape the growth of the global aviation system and the access 

and opportunity afforded U.S. citizens. Yet, there is still more to be done.

Building on this solid foundation, the FAA is heading into a time of unprecedented challenges as we work to 

adapt to a rapidly changing aviation system in the presence of changing economic, social, environmental, and 

energy needs of both our nation and our global partners. Like the rest of the federal government, the FAA faces 

significant budget pressures that will shape our ability to maintain today’s system and respond to tomorrow’s 

demands. The FAA must see the opportunities within these challenges that will enable aviation to be a 

transportation choice that provides the traveling public, U.S. business and our global partners with safe, 

secure, reliable, and environmentally sustainable air travel. Our vehicle for providing opportunities during this 

transformation is the Next Generation Air Transportation System (NextGen).

NextGen is a series of inter-linked programs, systems, and policies that implement advanced technologies and 

capabilities to dramatically change the way the current aviation system is operated. NextGen is satellite-based 

and relies on a network to share information and digital communications so all users of the system are aware 

of other users’ precise locations. It will make U.S. aviation safer, reduce delays, and mitigate impacts on the 

environment. The system responds quickly as the types and performance of aircraft change and as weather 

and routes change and congestion occurs. Hazards are identified and their associated risk mitigated before 

they result in incidents or accidents. NextGen combines changes to the way aircraft are routed, with new, more 

fuel-efficient technology and improved fuels to reduce aviation’s environmental “footprint.” NextGen must also 

extend beyond our domestic airspace and be an integral part of the global aviation system. This will require 

partnership and collaboration within the FAA, across government, with industry, both domestic and international, 

and with the International Civil Aviation Organization (ICAO) and its contracting states. 

 

The next 15 years promise to be a pivotal time in the history of air transportation, as the face of aviation is 

transformed around the world. This is occurring even as we face challenging budget pressures that will shape 

every aspect of FAA’s operations, plans, and workforce. Key components of NextGen programs are already 

improving access to airports during inclement weather and are providing tangible improvements for passengers 

Destination 2025

The Federal Aviation Administration’s mission is to provide 

the safest, most efficient aviation system in the world.
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and aviation stakeholders today. Setting metrics at 2018 provides us with a waypoint for measuring our 

progress towards achieving our goals. From flight decks to control towers, our system is already changing. The 

FAA is committed to ensuring America has the safest, most advanced and efficient, and sustainable aviation system in the world. We must also work to make air transportation safe and efficient wherever U.S. 

citizens travel.

Move to the Next Level of Safety

Safety is FAA’s top priority. We will transform the way 

we assure safety by expanding our safety culture to 

enhance standards and oversight. We will take action 

to manage risk by proactively identifying hazards and 

risk based on continuous analysis of data.

Create Our Workplace of the 

Future

We can only create the future we envision through 

the people of the FAA. NextGen will require not only 

new technology and tools, but a skilled and dedicated 

workforce. Our continued success depends on creating 

a workplace of choice with integrity, fairness, diversity, 

and innovation as our professional hallmarks. We will 

train and enable our high performance workforce with 

the adaptive skills and abilities required to reach and 

sustain the NextGen levels of safety, efficiency, and 

sustainability.

Deliver Aviation Access through 

Innovation

We must serve the needs of the traveling public and 

the aviation industry to provide unencumbered access 

to the aviation system, whether the destination is 

domestic or international. We will enhance aviation’s 

value to the public by improving travel throughout the 

National Airspace System, and beyond. This includes 

reducing costs and energy use, minimizing delays, 

preserving and securing needed infrastructure, and 

matching capacity to demand to increase the economic effectiveness of aviation.

Sustain Our Future

We will advance aviation in an environmentally 

responsible and energy efficient manner. We will 

minimize noise and emission impacts on communities, 

reduce aviation’s carbon footprint, invest in new 

technology, foster sustainable alternative fuels 

research, and advance other innovations that promote 

environmentally friendly solutions. 

Advance Global Collaboration

We will work with ICAO and other international 

partners to improve global aviation safety and 

environmental performance around the world. We 

will encourage innovation while we work with our 

international partners to deploy seamless and efficient 

global air navigation through interoperable standards, 

procedures, and technologies, and harmonization of 

certification and regulation.

Our aspirations: 
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Next level of Safety

By achieving the lowest possible accident rate and always improving safety, all users of our aviation 

system can arrive safely at their destinations. We will advance aviation safety worldwide.

Our Goal

A forward-looking approach is needed to analyze 

trends, data, and systems to manage risk before it 

leads to a future incident or accident. The FAA’s 

current processes and systems have created a safe 

and efficient aviation system. To achieve the next level 

of safety, the FAA and the industry must augment 

the traditional methods of analyzing the causes of 

an accident or incident after the fact. The FAA and 

the aviation community will build on today’s proactive 

accident prevention programs by adopting new tools 

and metrics to further anticipate potential sources 

of risk to identify and remove accident precursors 

and contributors, and strategically manage safety 

resources for maximum safety improvement in a 

cost effective manner. 

A major challenge is integrating human factors with 

NextGen technology and procedures to ensure 

safety. Identifying the human factor aspects of 

risk and proactive solutions provides opportunity 

for moving forward for additional improvements in 

aviation safety. We must work with domestic and 

global stakeholders to stimulate cooperation for the 

open reporting of safety concerns and collaboration 

in collection and use of data. NextGen will increase 

situational awareness in the flight deck and on the 

ground, and must support access to the system. 

We must work with domestic and international stakeholders 

to encourage cooperation for the open reporting of safety 

concerns. 

 Streamlining FAA’s certification, operational approval, 

and procedure design processes will be essential 

for timely implementation. Sustaining a high level of 

involvement, clear communication and collaboration 

with stakeholders, including operators, will also be 

necessary to ensure progress. 

As we move into the future, Safety Management 

Systems (SMS) are essential to manage risk in the 

aviation system. FAA must be a leader in the design 

and implementation of SMS. Technical challenges 

abound, including the ability to analyze massive 

amounts of data to provide useful information for 

oversight and assessment of risk, both in the air 

and at the nation’s airports. The FAA must continue 

to promote public confidence in the aviation safety 

system through use of SMS and effective oversight 

of the development and introduction of new aviation 

products. Also, the FAA must meet the challenge of fostering commitment and best safety 

practices that sustain or improve the level of safety 

across the globe.

No accident-related 

fatalities occur on 

commercial service 

aircraft in the U.S.

Aviation risk is 

reduced through 

all phases of flight 

(gate-to-gate).

There is a 

reduction in the 

general aviation 

fatal accident rate.

There are no 

fatal accidents 

on certificated 

airports.

There are no 

fatalities resulting 

from commercial 

space launches.

Outcomes

Challenges

We will take action to 

manage risk by proactively 

identifying hazards and risk based 

on continuous analysis of data.

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Strategies

•	 Use NextGen technologies to continually target 

key risk areas.

•	 Incorporate SMS principles into all FAA/industry 

operations to enhance the aviation safety culture. 

•	 Promote and expand safety information sharing 

efforts and safety practices, including better use 

of safety data mining to focus and prioritize 

safety efforts through enhanced capabilities for 

identification, analysis, and mitigation development 

of incidents, accidents, and other safety related 

data, i.e., reports from users to address hazards 

before they lead to accidents.

•	 Strengthen and improve technology, infrastructure, 

training, procedures, evaluation, analysis, testing, 

and certification to reduce the risk of accidents 

from all causes in all phases of operation.

•	 Foster efforts to ensure no degradation of safety 

as new NextGen technologies or operations are 

introduced.

•	 Develop appropriate tools, metrics, and approaches 

to reduce and limit the serious losses of standard 

separation within the National Airspace System. 

•	 Identify the top airport surface risks areas through 

data collection and analysis.

•	 Develop tools, guidance, and regulations for 

reducing the safety risks for commercial space 

launch and reentry operations, including those 

involving human space flight.

Performance Metrics (2018)

•	 Reduce the commercial air carrier fatalities per 

100 million persons on board by 24 percent over 

9-year period (2010-2018). No more than 6.2 in 

2018. 

•	 Reduce the general aviation fatal accident rate to 

no more than 1 fatal accident per 100,000 flight 

hours by 2018.

•	 Maintain the rate of serious runway incursions at 

or below 20 per 1000 events.

•	 Reduce risks in flight by limiting the rate of the 

most serious losses of standard separation to 

20 or fewer for every thousand (.02) losses of 

standard separation within the National Airspace 

System.

•	 Implement 40 percent of mitigating strategies for 

the top 5 airport risk areas.

•	 Ensure no cyber security event significantly 

degrades or disables a mission-critical FAA 

system.

•	 No fatalities, serious injuries, or significant 

property damage to the uninvolved public during 

licensed or permitted space launch and reentry 

activities. 
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Workplace of Choice

We will create a workplace of choice marked by integrity, fairness, diversity, accountability, safety and 

innovation. Our workforce will have the skills, abilities, and support systems required to achieve and 

sustain NextGen. 

Our Goal

Outcomes

FAA must integrate and coordinate activities across 

multiple lines of business and develop plans and 

programs to implement NextGen capabilities. In line 

with the FAA value, “People are our strength,” we must 

provide appropriate training, tools, and opportunities to 

our workforce, while positively transforming ourselves 

and the work environment of the future FAA. We will 

need to win the competition for talent by providing an 

attractive and challenging place to work.

We are moving from a cognitive based aviation control 

system to a system with automated support for 

decisions, which will require a collaborative work environment. This has never been done before. We face 

the challenge of working in a more cross-organizational 

and cross-functional manner while meeting an aggressive NextGen implementation schedule. This challenge 

will be especially important as we hire, develop, retrain, 

and retain talented employees. As the complexity of 

systems and supplier networks increases, we must 

continue our shift to systemic oversight of organizations’ safety management systems, rather than focus on 

individual services and products. This will change the 

needs, roles, and skill sets of our workforce. We need to 

strengthen our pipeline of candidates to fill new positions, 

including diversity throughout all levels of leadership.

We must train our current employees in critical skills, 

and attract employees with the right skill sets, while 

supporting the transfer of knowledge as people retire or 

leave the FAA. We must promote employee development and reward innovation. We must foster clear and 

effective communication among our workforce and with 

our stakeholders. We must ensure that our workforce is 

supported by exceptional secure information services, 

financial management, contracting, procurement, human 

resource functions, and facilities.

It is important to recognize the reality of today’s evertightening budget environment. Budget constraints will 

require the FAA to continue to manage its resources 

effectively, and be creative and innovative in managing 

resources to achieve our goals and support our people. 

Improving operational efficiencies and program management will become critical to supporting future budget 

requests. 

Challenges

FAA has the right people with the right skills in the right positions at the right time to achieve our goals.

FAA is widely recognized as a workplace of choice.

FAA provides the safest and most secure facilities in which our employees and equipment operate. 

FAA workforce reflects the diversity of the nation.

We can only create the 

future we envision through 

the people of the FAA.

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Strategies

•	 Provide employees and managers with the tools 

needed to ensure collaborative leadership at 

all levels through training and development, 

mentoring/coaching, and opportunities to learn 

best practices from other organizations.

•	 Ensure the workforce has all the training, tools, 

secure systems, safe facilities, development 

opportunities, and financial accountability needed 

to meet NextGen transformation.

•	 Create effective recruitment and talent 

management strategies to attract, retain, and 

develop a highly skilled and diverse pool of 

employees and management.

•	 Leverage use of knowledge management 

processes and social networking tools to inform, 

engage, and solicit employee views and innovative 

solutions.

•	 Improve access to more environmentally-friendly 

transportation and workplace alternatives to the 

benefit of communities and future generations.

•	 Increase partnerships for Science, Technology, 

Engineering and Math (STEM) with institutions of 

higher education and high schools to enhance a 

diverse FAA applicant pool.

Performance Metrics (2018)

•	 The FAA is rated in the top 25 percent of places 

to work in the federal government by employees.

•	 Achieve a 90% success rate in the areas of 

financial management and human resources 

management:

 Receive annual Unqualified Audits with no 

material weaknesses.

 Maintain the competitive status of all FAA 

employees within the federal personnel 

system.

 Improve the “effective leadership” index 

score on the OPM Employee Viewpoint 

Survey by 8 percent.

 Improve the “talent management” index 

score on the OPM Employee Viewpoint 

Survey by 8 percent.
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Delivering Aviation Access through Innovation

Enhance the flying experience of the traveling public and other users by improved access to and 

increased capacity of the nation’s aviation system. Ensure airport and airspace capacity are more 

efficient, predictable, cost-effective and matched to public needs. 

Our Goal

Outcomes

One of our most complex challenges today is 

meeting the expectations for all system users for 

their operational needs, increasing capacity, 

efficiency, and predictability, while enhancing safety, 

mitigating environmental impacts, and operating in 

a seamless global environment. NextGen policies, 

technologies, and procedures are necessary to 

address flexibility for airspace uses, environmental 

and safety issues, and match demand and capacity 

to mitigate congestion. Balancing all these, sometimes 

conflicting, aims will be a challenge. 

NextGen requires significant commitments within 

the government, as well as from aviation stakeholders. This includes commitments for operational 

changes, early investment in technology and 

training, environmental and safety performance, 

equipage of aircraft, and certification of crew 

at required performance levels. In some cases, 

airports will need to invest in new infrastructure while 

maintaining and preserving current infrastructure, 

and protecting against development that limits airport operations and incompatible land use. Challenges include how to fund the necessary projects in 

a tight budgetary climate, change the culture of the 

system, have seamless operability with foreign nations, and manage transition of the system during 

a period with varying levels of equipage. We also 

face the challenge of integrating NextGen capabilities through an extremely diverse set of airspace 

users.

Changes in the operational environment will also include 

the introduction of new vehicles, such as unmanned 

aircraft systems and commercial space vehicles.

 

These aircraft pose significant new challenges 

which must be addressed by certification and development of operational procedures, along with supporting policies within the FAA and across the federal 

government. 

Challenges

System capacity 

and user demands 

are matched to 

ensure reliable, 

predictable, and 

cost-effective air 

navigation and 

airport services. 

System capacity, 

performance, and 

predictability are 

maintained during 

adverse weather.

Air navigation 

infrastructure 

and associated 

systems are 

flexible, reliable, 

cost effective, 

and secure. 

NextGen 

capabilities are 

fully implemented and utilized 

based on U.S. 

aviation community 

system needs.

Safety, funding, 

airport infrastructure, and 

environmental issues are 

advanced and 

leveraged by 

full utilization of 

NextGen capabilities.

The general 

aviation airport 

system supports the full 

range of functions for remote 

populations and 

emergency response capabilities. 

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Strategies

•	 Use NextGen technologies and operational 

improvements to reduce the average time it actually 

takes to go from one core airport to another.

•	 Maximize delivery of early NextGen user benefits 

to generate support for an aggressive NextGen 

implementation schedule.

•	 Increase effective throughput in the National 

Airspace System by implementing NextGen and 

policies to facilitate balance between capacity 

and demand at core airports.

•	 Increase the flexibility of the National Airspace 

System to enable users to adapt according to 

their own needs by implementing NextGen.

•	 Implement automated NextGen architecture 

systems that provide secure, timely, and accurate 

information for all equipped system users.

•	 Ensure federal resources such as the Airport 

Improvement Program have sufficient programmatic 

flexibility to invest in NextGen capacity projects 

that benefit the airport and the National Airspace 

System. 

•	 Identify and implement procedures and 

technology to improve current and predictive 

weather information and reduce weather delays.

•	 Ensure the long-term viability and availability of 

airports by helping airports of all sizes become 

more financially self-sufficient.

•	 Establish a strategic approach to target federal 

investments in support of the general aviation 

airport infrastructure.

Performance Metrics (2018)

•	 Optimize airspace and Performance Based 

Navigation (PBN) procedures to improve efficiency 

an average of 10 percent across core airports by 

2018.

•	 Increase throughput at core airports by 12 

percent to reduce delays by 27 percent using a 

2009 operations baseline.

•	 Improve flight predictability by reducing variances 

in flying time between core airports based on a 

2012 baseline.

•	 Improve throughput at core airports during 

adverse weather by 14 percent by 2018. 

•	 Maintain 90 percent of major system investments 

within 10 percent variance of current baseline 

total budget at completion.

•	 Ensure Localizer Performance (LP) procedures 

are available at 5,218 runways in the NAS by 

2018.

•	 Achieve a 5 percent reduction in average taxi-time 

at Core airports, identified by the Future Airport 

Capacity Task 3 (FACT 3) for surface traffic 

management.

We must serve the needs of the traveling public and the 

aviation industry to provide unencumbered access to the 

aviation system, whether the destination is domestic or international. 
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Sustaining our Future

To develop and operate an aviation system that reduces aviation’s environmental and energy impacts 

to a level that does not constrain growth and is a model for sustainability. 

Our Goal

U.S. aviation sector is a model 

for sustainable growth.

Community noise concerns are 

not a significant constraint on 

growth.

Aviation’s carbon footprint does 

not become a constraint to 

growth.

Aviation emissions do not 

contribute to significant adverse 

health impacts.

Outcomes

Aviation has made significant strides in the last few 

decades in reducing its environmental impacts. Despite 

this progress, a compelling need remains for management and reduction of environmental impacts. Aircraft 

noise can significantly impact people on or near airports 

and under flight paths. The impact of noise continues to 

be a challenge to aviation growth and operating flexibility. 

Without action, aircraft noise exposure is expected to 

increase as population and aviation demand continues 

to grow. A significant number of major U.S. airports are 

located in areas with substandard air quality. There is 

an increasing focus on climate change, and aviation’s 

contribution to greenhouse gas emissions is projected 

to grow, spurring recommendations for national and 

international action. High fuel prices, energy supply, and 

security all contribute to rising energy issues. Finally, 

aviation activity adversely affects water quality with airport 

storm water, aircraft and pavement deicing, aircraft fueling and maintenance, and airport construction. 

FAA’s own facilities and infrastructure face significant 

challenges to meet goals in energy and environmental 

performance. Without the necessary investment and 

rationalization, it will prove difficult to achieve sustainability goals. In the general aviation world, the lack of a safe 

alternative to leaded aviation gas creates a significant 

long-term challenge to operations of a large segment of 

U.S. general aviation and impacts the industry’s ability 

to meet broad environmental goals. In the commercial 

aviation world, solutions often involve trade-offs, as 

quieter and more fuel efficient airframes and engines may 

produce more air quality pollutants. Airport owners and 

operators have to find innovative ways to achieve cooperation among a broad range of stakeholders including 

airlines and other user groups, neighboring communities, 

contractors, concessionaires, and other state and local 

transportation agencies in order to reduce and minimize 

environmental impacts.

Taking full advantage of NextGen capabilities will require 

airspace changes and environmental reviews that can be 

costly and controversial. Internationally, there is a wide 

diversity of views on the relative priority of and appropriate response to a number of environmental concerns 

that could make it difficult to reach a consensus on a 

path forward. Finally, creating solutions will require federal 

and private investment, both of which are far from certain 

given the budget pressures and economic uncertainties.

Challenges

Aviation operations have no 

significant adverse effect on 

water and air quality.

Airports will be environmentally and 

economically sustainable.

We will advance aviation in an 

environmentaly responsible 

and energy efficient manner. 

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Strategies

•	 Improve scientific knowledge of environmental 

impacts and develop effective decision support 

tools.

•	 Accelerate NextGen technology and operational 

improvements to reduce noise, fuel burn, and 

emissions even with continued growth in system 

activity.

•	 Foster research and development to promote 

and accelerate advances in engine, airframe, and 

other appropriate technologies.

•	 Increase the development and use of sustainable 

alternative aviation fuels.

•	 Develop sustainable airport facilities, ground 

vehicles, and operational practices that reduce 

emissions, reduce energy consumption, eliminate 

water quality impacts, and achieve at least 50 

percent reductions in un-recycled waste.

•	 Work with communities to eliminate or mitigate 

incompatible land use.

•	 Direct federal funds to mitigate the adverse 

impacts of aircraft noise in homes and schools 

near airports.

•	 Develop appropriate policy approaches and 

economic incentives to foster an integrated 

approach to planning, decision-making, regulatory 

compliance, and environmental cost-benefits of 

operating the NextGen system. 

•	 Ensure aviation stakeholders address environmental 

sustainability in their planning and operations.

Performance Metrics (2018)

•	 The U.S. population exposed to significant 

aircraft noise around airports has been reduced 

to less than 300,000 persons.

•	 A replacement fuel for leaded aviation gasoline is 

available by 2018 that is usable by most general 

aviation aircraft. 

•	 Improve NAS energy efficiency (fuel burned per 

miles flown) by at least 2 percent annually.

•	 Aviation emissions contribute 50 percent less to 

significant health impacts and are on a trajectory 

for carbon neutral growth using a 2005 baseline.

•	 One billion gallons of renewable jet fuel is used by 

aviation by 2018.
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Improved Global Performance through Collaboration

Achieve enhanced safety, efficiency, and sustainability of aviation around the world. Provide leadership in 

collaborative standard setting and creation of a seamless global aviation system. 

Our Goal

Outcomes

Seamless global air transport across borders 

with consistent levels of safety, efficiency, and 

sustainability is the ultimate goal of international air 

transportation. However, each country and region 

has unique requirements and resource challenges 

that can often frustrate global airspace planning and 

development, safety collaboration, and sustainability 

efforts. To achieve global success, we will face significant 

challenges addressing competing priorities around the 

world.

In the short, medium, and long terms, the capacities 

of some States to address meaningfully safety, 

efficiency, and sustainability matters will vary based 

on competing domestic priorities. As a result, 

abilities to devote sufficient resources will vary, even 

as air transport represents an important generator of 

economic activity. A central challenge, therefore, will 

be to identify means to assist international partners 

in meeting critical needs to build capabilities in order 

to participate in the seamless global system. In the 

long term, global demographic and economic 

developments point to increased air transport activity 

Challenges

We will work with ICAO and 

other international partners 

to improve global aviation 

safety and environmental 

performance around the world. 

Reduce aviation 

accidents and fatalities 

worldwide.

Achieve seamless 

operations integrating 

advanced technologies 

and capabilities through 

harmonized air navigation 

approaches.

Provide effective global 

air navigation capacity. Reduce aviation’s 

environmental footprint 

internationally.

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Strategies

•	 Enhance international cooperation and harmonization 

in legislation, regulatory requirements, policies, and 

procedures in civil aviation safety, air navigation, 

and environmental mitigation.

•	 Incorporate international considerations early in 

the FAA processes for the implementation of new 

technology and standards. 

•	 Increase collaborative research, flight trials, 

and extended demonstrations that support

improvements to safety, efficiency, and environmental 

performance.

•	 Secure sources of international funding to 

support regional aviation safety initiatives, 

aviation infrastructure upgrades, and development 

of sustainable alternative fuels. 

•	 Continue to provide high-performance, effective 

safety regulation and air navigation services from 

which emerging aviation leaders from international 

partners around the world want to learn.

Performance Metrics (2018)

•	 World-wide fatal aviation accident rate declines 

10 percent compared to 2010. 

•	 40 percent of all commercial aircraft from the top 

25 aviation states are using fully interoperable 

NextGen technologies and capabilities by 2018.

•	 States representing 85 percent of international 

activity are taking actions to contribute to ICAO’s 

2 percent global annual fuel efficiency improvement goal by 2018.

among several large emerging economies in Asia, the Middle East, and Latin America. While U.S. air transport 

activity will continue to grow, it will represent a smaller share of overall global activity due to growth in these regions. 

Several countries in these regions will see their operations and manufacturing capabilities continue to develop in 

step with significant economic expansion, as well as their influence grow in regional and global venues, including 

ICAO. To maintain or heighten the role of the United States in the development of a high-performance global 

system over the long term, we must meet the challenge of investing in relationships with our emerging 

international partners now so as to have a strong foundation from which to act in the future. 

Equally important will be the challenge of strengthening our bonds with well-established partners in Europe, 

North America, and the Pacific. Short-term competitive or policy differences – for example, over air 

traffic management harmonization or environmental measures – may sometimes distract from shared, 

long-range visions of a safe, efficient, and sustainable global aviation system. The challenge will be to reconcile 

those short-term differences and shared long-term visions while accommodating the increasing role of our 

fast-growing, emerging partners.