Flight Safety Information - December 20, 2021 No. 252 In This Issue : Incident: KLM A332 at Entebbe on Dec 18th 2021, engine shut down in flight : Incident: Piedmont E145 at Charlotte on Dec 18th 2021, crack in windshield : Incident: Edelweiss A320 at Zurich on Dec 18th 2021, rejected takeoff due to bird strike : Incident: PIA B772 near Karachi on Dec 17th 2021, cracked cockpit window : Transport safety body finds Tasmanian airline encouraged pilots to assess weather conditions 'in flight' : Italian prosecutors seize parts for Boeing 787 aircraft : FAA Selects Capt. Billy Nolen to Lead Safety Office : Flight Training Bill Dropped From Defense Authorization : Ethiopian Airlines’ Surprising Penalty For Misbehaving In Lounge : ‘Almost $3 trillion to be spent on passenger aircraft over next 20 years’ : Korean Air first carrier to use drone swarms for aircraft inspection : India's Jet Airways looks to settle debts, expedite relaunch : SpaceX’s towering Starship aims to get humans to Mars : ISASI 2022 Seminar - Survey : mba is currently seeking USA-based IOSA Flight Auditors! : Position Available - Internal Evaluation Program Evaluator I : Director of Safety – Bloomington, MN : PhD Research Survey Request : TODAY'S PHOTO Incident: KLM A332 at Entebbe on Dec 18th 2021, engine shut down in flight A KLM Airbus A330-200, registration PH-AOE performing flight KL-535 (sched. dep Dec 17th, act. dep Dec 18th) from Entebbe (Uganda) to Amsterdam (Netherlands), was enroute at FL360 about 590nm north of Entebbe when the crew needed to shut one of the engines (CF6) due to problems with the oil pressure. The aircraft drifted down to FL220, turned around and returned to Entebbe for a safe landing on runway 17 about 3 hours after departure. The occurrence aircraft is still on the ground in Entebbe about 33 hours after landing back. http://avherald.com/h?article=4f1df8cb&opt=0 Incident: Piedmont E145 at Charlotte on Dec 18th 2021, crack in windshield A Piedmont Embraer ERJ-145 on behalf of American Airlines, registration N651AE performing flight AA-6165 from Charlotte,NC to Mobile,AL (USA), was climbing out of Charlotte when the crew stopped the climb at about 17000 feet reporting they discovered a crack in their left side windshield and couldn't climb any higher. The aircraft returned to Charlotte for a safe landing on runway 18R about 55 minutes after departure. The aircraft remained on the ground for about 2:10 hours, then departed again and reached Mobile with a delay of 3 hours. http://avherald.com/h?article=4f1de6d5&opt=0 Incident: Edelweiss A320 at Zurich on Dec 18th 2021, rejected takeoff due to bird strike An Edelweiss Airbus A320-200, registration HB-IHY performing flight WK-224 from Zurich (Switzerland) to Santiago de Compostela,SP (Spain), was accelerating for takeoff from Zurich's runway 10 about 930 meters/3000 feet down the runway when the crew rejected takeoff at high speed (about 96 knots over ground) due to a bird strike into the right hand engine (CFM56). The aircraft slowed safely and vacated the runway via taxiway J (about 1580 meters/5200 feet down the runway) and taxied to the apron. Responding emergency services reported the crossing runway 16 clear and available and followed the aircraft to the stand and examined landing gear and right hand engine. A replacement A320-200 registration HB-JJL reached Santiago with a delay of 2:45 hours. The occurrence aircraft is still on the ground in Zurich about 16 hours after the rejected takeoff. http://avherald.com/h?article=4f1de437&opt=0 Incident: PIA B772 near Karachi on Dec 17th 2021, cracked cockpit window A PIA Pakistan International Airlines Boeing 777-200, registration AP-BHX performing flight PK-9753 from Islamabad (Pakistan) to Riyadh (Saudi Arabia), was enroute at FL360 about to enter Iranian Airspace at Zahedan (Iran) when the crew decided to divert to Karachi due to a cracked side window in the cockpit. The aircraft landed safely on Karachi's runway 07R about 65 minutes after the decision to divert. The aircraft remained on the ground for about 9 hours, then continued the journey and reached Riyadh with a delay of 10:45 hours. The airline reported the cockpit side window was replaced and the aircraft released to service again. http://avherald.com/h?article=4f1ccbf8&opt=0 Transport safety body finds Tasmanian airline encouraged pilots to assess weather conditions 'in flight' An investigation into a fatal light plane crash in Tasmania's Arthur Range has found Airlines of Tasmania encouraged its pilots to fly, even when forecasts indicated they may encounter adverse weather, and failed to provide written guidance on the route. Key points: • The Australian Transport Safety Bureau's report into a fatal 2018 light plane crash in Tasmania's south-west has been released • It found Airlines of Tasmania encouraged its pilots to fly, even when forecasts indicated they may encounter adverse weather • Airlines of Tasmania says it has reviewed its safety protocols and will continue to work with the Civil Aviation Safety Authority to ensure its safety standards "remain in line with world's best practice" Nikita Walker, 30, was on a routine flight to pick up passengers from Bathurst Harbour in December 2018 when her Airlines of Tasmania Pilatus Britten-Norman BN2A-20 Islander crashed near Federation Peak in Tasmania's south-west. It was a return route Ms Walker had completed 180 times, including five times that week. The Australian Transport Safety Bureau's final report into the crash said Ms Walker had likely experienced reduced visibility at the Arthur Range saddle, and was flying at a lower altitude than in previous flights. Its report found guidance for pilots on the route to Bathurst Harbour in the state's remote south-west, was primarily given verbally, and not well-documented. It said Airlines of Tasmania encouraged pilots to commence a flight, even when forecasts indicated they may be likely to encounter adverse weather en route. That meant pilots had a varied understanding of the expectations for making decisions about the weather at the Arthur Range saddle. According to the report, that increased the risk that some pilots would continue flying into an area of high terrain in marginal conditions, where escape options were limited. "If the weather was suitable at Cambridge, the operator's pilots were strongly encouraged to depart to assess the weather in-flight, even if the forecast indicated they might not be able to get through," the report said. "However, the pilots reported having a different understanding of how far to continue … when deteriorating weather conditions were encountered and what the decision points were." Search-and-rescue crews deployed to the site following the crash reported a "wall of cloud" in the area, and fluctuating conditions throughout the day meant it was hours before the aircraft could be visually located. The ATSB said the crash highlighted the hazards of flying in mountainous terrain, as well as the challenges of in-flight decision-making and the importance of maintaining an escape route. The Civil Aviation Safety Authority had issued a number of safety findings to Airlines of Tasmania about its safety-management system in the four years before the crash. Company reviews safety protocols Airlines of Tasmania's managing director, Shannon Wells, said the company had reviewed its protocols, procedures and practices relating to decision-making by pilots in unfavourable and changing weather conditions. "Airlines of Tasmania has always been fiercely committed to ensuring the safety of both its passengers and employees across all its services," Mr Wells said. "We will continue to work in close collaboration with the Civil Aviation Safety Authority to ensure our safety standards remain in line with world's best practice." Mr Wells said he hoped the report would provide Ms Walker's family, friends and colleagues with insight and clarity into the crash. "My thoughts are with Nikita's family and friends at this time," he said. "This tragic accident has been very difficult and deeply distressing to process for all of us who worked with Nikita. She was a truly delightful and talented young woman." https://www.abc.net.au/news/2021-12-20/report-into-2018-fatal-light-plane-crash-in-tasmanias-south-west/100714376 Italian prosecutors seize parts for Boeing 787 aircraft Italian prosecutors on Saturday ordered the seizure of components intended for the production of Boeing 787 aircrafts that they said failed to meet the technical specifications sought by the customer. The titanium and aluminum parts were seized by finance police at a plant of Italian aerospace and defense group Leonardo in Grottaglie, in southern Italy. The components were produced by two small firms, Processi Speciali and Manufacturing Process Specification (MPS), which were previously sub-suppliers to Leonardo. Both these sub-suppliers are under investigation, said the prosecutors from the southeastern city of Brindisi who ordered the seizure. The administrator for Processi Speciali declined to comment. The court-appointed administrator for MPS was not immediately available for comment. Eight unnamed individuals are also under investigation for fraud and for actions threatening the safety of air transport. The prosecutors said in a statement their investigations suggested the parts “were produced using titanium and aluminum of different quality and origin from those prescribed by the customer and in breach of the relevant technical specifications”. The prosecutors said the parts were intended “for the production of sections 44 and 46 of the Boeing 787 fuselages”. Leonardo, which filed a lawsuit on Dec. 7, is the injured party in the criminal and administrative investigations, the statement said. Leonardo declined to comment. A spokesperson for Boeing in Italy declined to comment. In October Boeing said that some 787 Dreamliner parts supplied by MPS were improperly manufactured over the past three years. At that time, the U.S. aircraft manufacturer said the quality issue did not affect the immediate safety of flights, adding it had notified the Federal Aviation Administration (FAA). Undelivered planes will be reworked, and planes already carrying passengers will go through a review process with Boeing and receive FAA confirmation, Boeing said. In November three sources told Reuters that prosecutors in southern Italy had opened an investigation into the supply of parts to Boeing by MPS. https://www.cnbc.com/2021/12/19/italian-prosecutors-seize-parts-for-boeing-787-aircraft.html FAA Selects Capt. Billy Nolen to Lead Safety Office WASHINGTON – The U.S. Department of Transportation’s Federal Aviation Administration has selected Captain Billy Nolen, an experienced aviation safety professional and former airline captain, to head the agency’s aviation safety organization. As Associate Administrator for Aviation Safety, Nolen will lead a team of more than 7,600 FAA employees who oversee all aspects of aviation safety, including aerospace manufacturing, airline operations, business and general aviation activities, and the growing fields of unmanned aircraft systems and electric propulsion. Nolen most recently served as Vice President for Safety, Security and Quality for WestJet Airlines in Canada. “I have said many times that aviation safety is a journey, not a destination,” said FAA Administrator Steve Dickson. “Billy Nolen understands aviation safety, and he understands that our journey requires constant vigilance and continuous improvement. We look forward to him joining our leadership team.” “I have spent my entire professional life seeking to influence and advance aviation safety and the safety culture of every organization I’ve been blessed to be a part of,” said Captain Nolen. “I look forward to joining the incredible team of professionals that make up the FAA and working tirelessly to advance aviation safety both domestically and globally.” Prior to his employment at West Jet, Nolen held safety leadership positions at Qantas Airways, Airlines for America and American Airlines. He began his professional career in 1989 as a pilot for American, earning type ratings on Boeing 757, 767 and McDonnell Douglas MD-80 aircraft. He later managed the carrier’s Aviation Safety Action Program (ASAP) and rose through the management ranks to become the airline’s managing director for corporate safety and regulatory affairs. In 2015, Nolen became senior vice president for safety, security and operations at Airlines for America, a trade group that represents the airlines. From 2018 to 2019, he served as executive manager for group safety and health at Qantas. He moved to WestJet in 2020. In addition to his professional aviation experience, Nolen served tours of duty in the U.S. Army as an airplane and helicopter pilot and safety officer. He holds a Bachelor of Science in Professional Aeronautics from Embry-Riddle Aeronautical University, as well as specialized aviation safety management certificates from the University of Southern California, United States Army Safety Center and the United States Navy Postgraduate School. Nolen will begin work with the FAA in early 2022. https://www.faa.gov/newsroom/faa-selects-capt-billy-nolen-lead-safety-office Flight Training Bill Dropped From Defense Authorization It may be back to the legislative drawing board for aviation leaders trying to undo a disruptive policy change at the FAA they say has added unnecessary paperwork and bureaucracy to specialized flight training. Deep within the National Defense Authorization Act passed by both the House and Senate was a bill to eliminate the need for instructors teaching on anything but standard category aircraft to have a letter of deviation authority (LODA) or a written exemption from the FAA. The bill, called the Certainty for General Aviation Pilots Act of 2021, was among the casualties as Democratic and Republican leadership pared the defense bill down to its basics to ensure the military continued to be funded, according to AOPA. The FAA policy change was announced last spring after legal action against a Florida company accused of disguising experiential flights in a P-40 as flight instruction revealed some loopholes in the enforcement of rules against that. At last year’s AirVenture, FAA Administrator Steve Dickson admitted the new requirements are a paperwork exercise and told the Meet the Administrator session that it would take four years to write new rules. He pledged to make it as easy as possible to comply and most affected instructors have done so. Still, the changes rankled aviation groups who worked with various GA-friendly politicians to get the bill drafted and passed. There’s no word on what the next steps will be. https://tinyurl.com/zx7etwd4 Ethiopian Airlines’ Surprising Penalty For Misbehaving In Lounge If you put your feet on a table in an Ethiopian Airlines lounge, you may be docked miles, or may even have your status downgraded. I kind of love it. Ethiopian will deduct miles or downgrade status for misbehavior A pasenger passes on the sign he saw in the Ethiopian Airlines Sheba Platinum & Gold Lounge at Addis Ababa Airport (ADD). As you might expect, there’s a sign sharing basic “terms and conditions for lounge use,” including the following: Bringing outside food or taking out food is not allowed It is not allowed to remove food leftovers, beverages or periodicals from the lounge Unpacking or repacking commercial items in the lounges is strictly prohibited Laying down on the floor, sofas or resting your feet on the tables is not allowed for the sake of other customers and the cleanliness of the lounges and the furniture therein as well But this is where it gets fun. The sign then lists “possible corrective actions to be taken in violation of the above terms and conditions.” And no, the corrective action doesn’t involve getting kicked out of the lounge. It’s much worse than that — Ethiopian Airlines is coming after your miles and status: For your first offense you’ll have 2,000 miles deducted For your second offense you’ll have 5,000 miles deducted For your third offense you’ll have your elite tier downgraded to Silver status for six months Ethiopian Airlines lounge rules & punishment This is kind of amazing… There’s so much to like about this policy: I would have loved to be in the board room when they came up with this punishment; did one person say “maybe we should threaten to kick people out if they break the rules,” and someone else was like “nope, I think we should just progressively dock them more miles and then downgrade their status?” The trick to misbehaving in Ethiopian Airlines’ lounge (assuming you unpack commercial items while having your feet on the furniture, and then take a roadie with you) is to just access the lounge through Star Alliance Gold status with another program; presumably Ethiopian Airlines is only docking miles and downgrading status for members of the ShebaMiles program Could you imagine if this policy existed in the Admirals Clubs at DFW and MIA? American AAdvantage could undo the miles issued through the SimplyMiles promotion in one day Ethiopian Airlines isn’t the first airline to go after elite status as punishment for misbehavior; Aeroflot has threatened to revoke elite status for those who are disruptive aboard Bottom line Ethiopian Airlines has perfectly reasonable rules of conduct for lounge visitors, but what’s interesting is the punishment for misbehaving. The airline is threatening to deduct 2,000 miles for the first instance of misbehavior, 5,000 miles for the second instance of misbehavior, and a downgrade to Silver status for the third instance of misbehavior. https://onemileatatime.com/news/ethiopian-airlines-penalty-misbehaving-lounge/ ‘Almost $3 trillion to be spent on passenger aircraft over next 20 years’ As much as $2.9 trillion is expected to be spent on 45,000 new and more fuel-efficient aircraft over the next 20 years with Asian markets expected to be the engine for growth. Single-aisle jets will account for 70% of total aircraft deliveries and 55% of delivery value in the next 20 years. The core of this $1.6 trillion market continues to be the 150-seat size aircraft, typified by the Airbus A320neo and Boeing 737 Max 8, which will make up 50% of deliveries. Popular 180-plus seater aircraft, including the A321neo and B737 Max 10, will take an increasing annual share, with 40% of deliveries over the two decades. The $1.1 trillion twin-aisle aircraft market will focus on B787s and A350s, with ‘mid-sized’ 250-300 seaters taking some 65% of delivery value. The highest capacity markets will be fought over by the A350-1000 and B777-9. Deliveries in regional markets are forecast to be worth $150 billion. Around a third of this figure is for turboprops, led by the 70-seat sector aircraft, with a larger 90-seat size from the 2030s. Future types include China’s MA700 and an expected new series from Embraer. The predictions come in a fleet forecast published by Ascend by Cirium, the consultancy arm of aviation analytics firm Cirium. It suggests that 20-year aircraft deliveries globally by 2040 will be 4% higher than predicted a year ago. This outlines a positive outlook for the aviation industry and its recovery from the pandemic, according to the company. Covid-19 significantly affected air travel and aircraft deliveries, with a 43% fall in 2020 – with 600 fewer aircraft – before the recovery in 2021, albeit still 25% below the 2019 level. As vaccination programmes have been increasing globally, air travel is reopening resulting in 300 more aircraft deliveries in 2021 – despite the issues surrounding Boeing’s 787. Ascend by Cirium global head of consultancy Rob Morris said: “The 2021 fleet forecast provides an optimistic long-term forecast for aviation which sees the industry return – although structurally differently to before – to more traditional growth paths beyond 2024. “Passenger traffic is predicted to grow annually at 3.7% and so the global passenger fleet will be required to increase by almost 22,000 aircraft. “If this forecast is realised, that would take the global passenger fleet to some 47,200 aircraft by the end of 2040. The aircraft deliveries that are predicted will not only meet the rising traffic demands but will also replace older less-fuel-efficient aircraft.” China is forecast to have the highest passenger traffic growth rate at over 6% – making it the country with the largest amount of deliveries, achieving a 20% share. This is significantly ahead of all other Asia-Pacific countries, which have a combined 22% share in total. North American airlines are forecast to have 20% share and European carriers to have 17%. The Middle East is estimated to take a 7% share, but in value terms it will be 11% due to a high number of twin-aisle aircraft deliveries. Latin America mirrors that of the Middle East with a 7% share, followed by Russia and CIS on 4% and Africa at 3%. About 80% of the current passenger fleet is forecast to be retired from passenger service between 2021 and 2040. The replacement of these older aircraft – which have higher fuel burn – with new models, is becoming more important as the industry looks to drive reductions in carbon emissions and focus on sustainability. Overall, there will be some 19,000 retirements from the end-2020 passenger fleet, in addition to the early phasing out of several relatively young aircraft. The analysis forecasts an average economic life of 22 years for single-aisle aircraft and 20 years for twin-aisle aircraft. https://travelweekly.co.uk/news/air/almost-3-trillion-to-be-spent-on-passenger-aircraft-over-next-20-years Korean Air first carrier to use drone swarms for aircraft inspection Advancements in drone technology over recent years has encouraged an increasing number of airlines to utilize the flying machines for aircraft safety inspections. However, in what’s thought to be an industry first, Korean Air has started using a swarm of drones for visual inspections in a process that dramatically cuts the time it takes to complete such a task. “Whereas maintenance specialists previously had to perform a visual check of the aircraft fuselage from heights of up to 20 meters, drone inspections improve workplace safety and allow for increased accuracy and speed,” the carrier said in a release. Korean Air has designed and built its own drone for the job. The machine, a quadcopter, is 39 inches (1 meter) across and weighs 12.1 pounds (5.5 kg). During an inspection activity, which takes place inside an aircraft hangar, Korean Air uses four of the drones at the same time. Each one is equipped with high-tech cameras capable of identifying details as small as 0.04 inches (1 mm) in size. The drones are powered by custom software that directs them to gather imagery from specific parts of the aircraft. If one or more of the drones fails during the mission, the remaining drones are programmed to take over and complete the work. The carrier said that using four drones together enables its engineering team to reduce inspection time from 10 hours to just four. “Korean Air shares inspection data through the cloud, enabling employees to easily check inspection results anywhere and anytime,” the carrier said. “The airline has also applied a collision avoidance system and geo-fencing to maintain safety distances from surrounding facilities and prevent break-aways from the mission area.” Operators of the drone-based inspection procedure are working to increase the accuracy of the process through ongoing trials. If these go according to plan, Korean Air will aim to officially implement the swarm system some time next year. We first heard about airlines using drone technology for aircraft inspection in 2015 when European low-cost carrier easyJet revealed it was testing its own system. More recently, Austrian Airlines started using drones for the same kind of work. https://www.digitaltrends.com/news/korean-air-first-to-use-drone-swarms-for-aircraft-inspection/ India's Jet Airways looks to settle debts, expedite relaunch Jet Airways (JAI, Mumbai Int'l) is planning to resume flight operations early next year, the Jalan Kalrock Consortium has said adding that they have petitioned the Mumbai Bench of the National Company Law Tribunal (NCLT) to allow them to expedite their recapitalisation of the dormant carrier as per their plan, which was approved by the NCLT back in June. In a statement to the Indian press last week, the airline's new promoters asked the court to allow them to execute the plan as of December 22 and thus pay all stakeholders, including former employees and ticket claimants. They added that Jet was busy revalidating its existing Air Operator Permit (AOP) which was suspended back in 2019. The process with India's Directorate General for Civil Aviation (DGCA) began back in August this year, soon after the NCLT consented to the consortium's plan. As such, the pursuit of a renewed licence has been expedited in an effort to meet the early 2022 launch timeline. “We are in regular touch with the DGCA and the Ministry of Civil Aviation to have Jet’s AOP revalidated and we thank the authorities for their continued support. Jet Airways has an existing AOP valid until 2023, which was only suspended in 2019 due to the financial health of the company then, and the current process taken up is towards removing the said suspension, so the time required for getting the AOP revalidated will be substantially less in comparison to obtaining a fresh AOC by a new company," the Jalan Kalrock Consortium said. Florian Fritsch of Kalrock Capital Partners added that talks are underway with Airbus (AIB, Toulouse Blagnac) and Boeing (BOE, Chicago O'Hare) over Jet's plans to operate a fleet of over 100 aircraft by 2027. For its launch, it is looking to use six unspecified narrowbody jets. On the crucial issue of slots at India's main airports, including Delhi Int'l and Mumbai Int'l, the consortium said it had been been working closely with the Ministry of Civil Aviation and the Airports Authority of India (AAI) to secure access to the gateway airfields as well as overnight parking space. “We have held multiple rounds of discussions with all key airports which form part of the initial network plan and are confident to get the required slots in the Summer schedule of 2022,” it said. https://www.ch-aviation.com/portal/news/110872-indias-jet-airways-looks-to-settle-debts-expedite-relaunch (Photo Courtesy: Jared Krahn, CC BY-SA 4.0 , via Wikimedia Commons) SpaceX’s towering Starship aims to get humans to Mars It’s been an eventful month for Elon Musk. The world’s richest man and founder of Tesla and SpaceX was, controversially, named Time’s person of the year; became embroiled in a Twitter spat over his taxes with a politician he branded “Senator Karen” and got a bizarre new haircut after splitting with his girlfriend, the pop singer Grimes. Next month, however, or perhaps a few weeks beyond if the attendant gremlins of spaceflight choose to play with the launch schedule, could come an achievement to surpass anything Musk has done before. The first orbital test launch of the largest and most powerful rocket ship ever to leave Earth – SpaceX’s towering Starship, from its Starbase headquarters in Texas – is seen by many as a pathway back to the moon for the first time in half a century and maybe the first vehicle to eventually land humans on Mars. The project that began life in Musk’s overactive mind more than a decade ago is every bit as ambitious as his pronouncement this week that: “I’ll be surprised if we’re not landing on Mars within five years.” Starship will be the first spacecraft in which all components are fully reusable, reducing significantly the traditionally astronomic costs of space travel. It has an unprecedented in-flight refueling capacity, allowing for more frequent and efficient operations. As the visionary behind the return to human spaceflight from US soil last year for the first time since the retirement of Nasa’s shuttle fleet in 2011, Musk, 50, is confident that his 395ft (120m) spacecraft, a full 32ft taller than the Apollo-era Saturn V, can deliver. Time magazine, in honoring the billionaire entrepreneur, appeared to acknowledge that humankind’s greatest achievements come from unorthodox minds. Musk, it said, is “a madcap hybrid of Thomas Edison, PT Barnum, Andrew Carnegie and Watchmen’s Doctor Manhattan, the brooding, blue-skinned man-god who invents electric cars and moves to Mars.” Sean O’Keefe, a former head of Nasa, said Musk had repeatedly challenged the traditional rules of spaceflight with great success. “One of the things that [he] has artfully figured out how to do is, whenever there has been any doubt about his ability to accomplish something, in some period of time thereafter, he has focused his attention, expertise and talent to go out and demonstrate that you can do it,” O’Keefe, professor of strategic management and leadership at Syracuse University, told the Guardian. “And that’s what this is. It is going to be interesting to see where this goes. [Starship] provides options, very significant options. “To look at, for example, the lunar surface as being not only reachable by multiple means but also by commercial sources that can do the regular resupply and so forth, will be extremely beneficial.” Starship will be propelled into orbit by a first-stage booster rocket called Super Heavy, to which SpaceX attached 29 of its Raptor engines before sending the entire craft to the launchpad at its Starbase launchpad this week. With about 16m pounds of thrust, and a capacity to lift up to 165 tons from the Earth’s surface, Starship is almost twice as powerful as the Saturn V rockets that sent 12 astronauts to the moon between 1969 and 1972. “You can really take advantage of the Starship architecture and get to the outer solar system in ways we haven’t thought about before,” Jennifer Heldmann, a planetary scientist at Nasa’s Ames research center in California, told Arstechnica. “It could provide a revolutionary new way of exploring these worlds.” Other innovative and speculative uses have been proposed for the new spacecraft, including asteroid-busting missions to protect Earth. Musk, though, has made no secret of his ambitions to reach the moon and one day colonize Mars to make humans a multi-planetary species. “The next really big thing is to build a self-sustaining city on Mars and bring the animals and creatures of Earth there,” he told Time. “Sort of like a futuristic Noah’s ark. We’ll bring more than two, though, it’s a little weird if there’s only two.” First, however, astronauts must return to the moon and Starship is only one of two spacecraft in production with the capability to land astronauts back there. Nasa’s own space launch system (SLS), part of the Artemis program, has suffered budget overruns and delays in development, pushing back its first crewed landing until at least 2025. The lunar surface being not only reachable by multiple means but also by commercial sources that can do the regular resupply and so forth, will be extremely beneficial Sean O’Keefe SpaceX also has a hand in Artemis, having won the $2.9bn Nasa contract to build its lunar lander and sparking a lawsuit with rival Jeff Bezos’s Blue Origin company that was settled in Musk’s favor last month. No firm date has been set in January for Starship’s orbital test launch, which follows a series of increasingly successful suborbital flights from Texas over the last two years. If successful, Musk has said up to a dozen further flights could follow in 2022, with Starship’s first lunar voyage – a space tourism venture funded by Japanese billionaire Yusaku Maezawa – set for 2023. O’Keefe, meanwhile, remains cautious about Starship’s deeper-space capabilities for humans, despite its size and innovation, given that it relies on the same chemical propulsion systems used in spaceflight “since Yuri Gagarin took the first trip and Alan Shepard was right behind him” in 1961. “Mars is 65m miles away,” he said. “‘Cutting’ the distance can only be achieved if you add space propulsion and right now we have none of that. We have no means to achieve it. No one on this rock knows how to do that. “The second thing we don’t have is the means to provide shielding sufficient to preserve human life. As it stands, the radioactivity is so extraordinary you wouldn’t make it, much less get back. Those are the two fundamental limitations I see to anyone being able to achieve anything much beyond the lunar objective at this stage.” https://www.yahoo.com/finance/news/spacex-starship-could-put-humans-080049078.html Apply Now! mba is currently seeking USA-based IOSA Flight Auditors! Do you have over 5 years of aviation experience, 2 years’ experience in Flight Operations, and have completed Auditor Training? Then submit your resume to mba@mba.aero for an opportunity to join our IOSA Audit Team! *IOSA is a registered trademark of the International Air Transport Association (IATA). Internal Evaluation Program Evaluator I LAS VEGAS, NV /SAFETY & SECURITY – COMPLIANCE /FULL-TIME Summary Perform evaluations in accordance with department schedule and special evaluations as directed by the Director of Internal Evaluations. Visa Sponsorship Available: No Minimum Requirements A combination of Education and Experience will be considered. Must be authorized to work in the US as defined by the Immigration Act of 1986. Must pass a Criminal Background Check. Education: High School Diploma/GED Years of Experience: Minimum one (1) year of working knowledge of SMS, DOD principles, and the FAA SAS DCTs. Preferred Requirements • Bachelor's degree in a related field. • FAA Commercial Pilot or Airline Transport Pilot Certificate, Airframe & Powerplant Certificate, or Aircraft Dispatcher Certificate. • One (1) year of auditing experience. • Working knowledge of IOSA standards and recommended practices. • Work experience in 14 CFR 121 air carrier operations; stations, training, quality control, maintenance, operations, safety, or a combination thereof. • Previous experience maintaining and enhancing corporate safety standards and safe operational practices. Job Duties • Performs scheduled and special evaluations, including identifying and defining issues, reviewing and analyzing evidence, and documenting findings and concerns. • Collects objective evidence necessary to substantiate findings or concerns. • Prepares evaluation reports. • Recommends solutions to findings or concerns. • Monitors the development and implementation of corrective action plans. • Maintains and updates internal evaluation files. • Verifies the implementation of solutions and corrective action plans. • Other duties as assigned. Physical Requirements The Physical Demands and Work Environment described here are representative of those that must be met by a Team Member to successfully perform the essential functions of the role. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions of the role. Office - While performing the duties of this job, the Team Member is regularly required to stand, sit, talk, hear, see, reach, stoop, kneel, and use hands and fingers to operate a computer, keyboard, printer, and phone. May be required to lift, push, pull, or carry up to 20 lbs. May be required to work various shifts/days in a 24-hour situation. Regular attendance is a requirement of the role. Exposure to moderate noise (i.e. business office with computers, phones, printers, and foot traffic), temperature and light fluctuations. Ability to work in a confined area as well as the ability to sit at a computer terminal for an extended period of time. Some travel may be a requirement of the role. COVID-19 Vaccination National Mandate Allegiant requires all team members to complete a record in Allegiant’s Vaccination Tracking Tool. Team Members may opt to provide records documenting their fully vaccinated status or agree to comply with weekly COVID-19 testing and reporting. Requests for medical and religious exemptions for those who cannot be vaccinated will be considered with substantiating documentation. Essential Services Provider Allegiant as a national air carrier is deemed an essential service provider during declared national and state emergencies. Team Members will be required to report to their assigned trip or work location during national and state emergencies unless prohibited by local, state or federal order. EEO Statement Equal Opportunity Employer: Disability/Veteran For more information, see https://allegiantair.jobs People of color, women, LGBTQIA+, immigrants, veterans and persons with disabilities are encouraged to apply. APPLY HERE Director of Safety – Bloomington, MN Who Are We: Life Link III is a premier, nationally recognized air medical transport company, known for our clinical excellence, superior aviation program, and reliable response in providing care to critically ill or injured patients. Our priority is to do everything possible to give every patient their best chance for the best possible outcome – demonstrated by our unwavering commitment to providing the highest level of care to our patients while on-board safe, state-of-the-art aircraft. We continually focus on innovation and work to put cutting edge technology and education in the hands of our flight medical crew, pilots, mechanics, operational control specialists and communication specialists so we can provide uncompromising care to the communities we serve. We do this work while living out our core values of safety, customer focus, excellence, integrity, innovation, and collaboration. Position Summary: At Life Link III, we believe that safety is interwoven in everything we do. We look at our leaders as agents of change, investing their talents to push the boundaries of the status quo and strive for excellence in air medical transport. The Director of Safety is a key leadership position and ideal for an experienced visionary, looking to utilize their experience and skill set in safety and apply to an industry-leading air medical program. This position engages directly with Life Link III’s CEO, Board of Directors, consortium members, while also serving as a trusted resource and safety advocate for all employees. The primary focus of the Director of Safety is the promotion of a strong safety culture and prevention of harm to people, property, and the environment. The Director of Safety will be expected to lead in areas of Safety Policy, Safety Risk Management, Safety Assurance, and Safety Promotion. To accomplish this, the Director of Safety will provide technical assistance in identifying, evaluating, and controlling hazards in a variety of contexts throughout the organization. The Director of Safety is responsible for the continuous development & implementation of the Life Link III Safety Management System (SMS) and administration of Life Link III Safety Management Programs (SMPs). The ideal candidate will be a collaborative leader who embodies the mission and values of Life Link III. Position Highlights: · Under the direction outlined by the SMS – assist in implementation, management, modification, and additions to SMP · SMP implementation, oversight, management, and training, including day-to-day management of the following components: · Hazard Recognition - identify conditions or actions that may cause injury, illness, or property damage · Inspections/Audits - assess safety and health risks associated with equipment, materials, processes, facilities, or abilities · Fire Protection - reduce fire hazards by inspection, layout of facilities and processes, and design of fire detection and suppression systems · Regulatory Compliance - ensure that mandatory safety and health standards are satisfied · Maintain knowledge and awareness of all safety components of the FAA, OSHA (MN, WI, and Federal), EPA, airport authority, CAMTS, EMSRB, WI DHS, and others as applicable · Serves as the safety liaison for regulatory and accreditation site surveys · Health Hazard Control - control hazards such as noise, chemical exposures, radiation, or biological hazards that can create harm · Ergonomics - improve the workplace based on an understanding of human physiological and psychological characteristics, abilities, and limitations · Hazardous Materials Management - ensure that dangerous chemicals and other products are procured, stored, and disposed of in ways that prevent fires, exposure to or harm from these substances. · Environment - control hazards that can lead to undesirable releases of harmful materials into the air, water, or soil · Accident and Incident Investigations - determine the facts related to an accident or incident based on witness interviews, site inspections and collection of other evidence · Record keeping - maintain safety and health information to meet government requirements, as well as to provide data for problem solving and decision making · Review incident reports of a safety nature · Track, trend, and analyze data to identify concerns · Appropriately triage risk of concerns identified and proposes actionable plans for correction · Assist in development and regularly review site emergency plans for all Life Link III locations, including, but not limited to hangars, crew quarters, administrative offices, supply rooms · Emergency Response-Manage, administer, and facilitate the exercise of Life Link III’s Emergency Response plan. · Collaborates and engages across all departments and with external stakeholders for plan accuracy and plan updates. · Facilitates across departments for drill planning, drill execution, and evaluation. · Manage, administer, and provide training for the emergency notification software platform. · Security - identify and implement design features and procedures to protect facilities and businesses from threats that introduce hazards · Identify opportunities, gap analysis, and facilitate cross departmental collaboration about SMP · Training - provide employees and managers with the knowledge and skills necessary to recognize hazards and perform their jobs safely and effectively · Provide content for annual safety training for all Life Link III locations including, but not limited to, hangars, crew quarters, administrative offices, supply rooms. Document and provide senior leaders updates about annual training · Attend new employee orientations and provide an overview and expectations of safety at Life Link III · Participate in safety education to external stakeholders such as hospitals, law enforcement, and EMS agencies · Collaborate with Marketing and Outreach to coordinate consistent messaging of a safety nature to external stakeholders · Coordinate with Clinical Services, Operations, Human Resources, or others as needed to assure that action plans are carried out when appropriate · Create, maintain, and updates policies as appropriate · Outline and update procedures appropriately to reflect current practices · Coordinate and lead safety sub-committee meetings · Coordinate the enterprise safety meeting · Ensure accountability and consistency of area and base representatives and/or designees · Lead the selection of base safety representatives, provide work direction and feedback · Maintain good working relationships with internal and external stakeholders · Provide safety related education and/or materials as requested or needed · Promote a culture of safety through collaboration and partnerships that maximize the success of the program · Serve as a liaison on a wide range of safety related issues, and partner with content experts to ensure quality in the guidance given. What We Are Looking For: · Bachelor's degree in safety, industrial engineering, quality or emergency management, aeronautics, registered nursing or similar · 7+ years of experience in coordinating safety and loss prevention activities in a setting translatable to the services provided by Life Link III · Professional or equivalent safety certification (i.e. ASP or CSP) · Proven success collaborating across an organization to implement change · Experience leading collaborative teams, committees, or other working groups with internal and external stakeholders · 5+ years demonstrated leadership progression in enterprise-wide safety role(s) · Ability to adjust tasks quickly as circumstances dictate · Ability to communicate clearly and effectively · Ability to travel on short notice within the Life Link III system · Ability to respond to emergency events with limited notice Preferred Qualifications: · Master’s Degree preferred · Experience with rotor and/or fixed wing operations · Emergency Medical Services experience · Certification(s) in CPPS and ARM What We Offer: · We are committed to developing your talents through engaging work and access to an annual Professional Development Fund · Opportunity to grow · Competitive salary · Competitive Health Benefits · Employer Matching HSA on qualified plans · Employer Matching Retirement Plan with no vesting schedule · Competitive Paid Time Off to foster a work/life balance · To Apply Please Go to https://www.lifelinkiii.com/careers/job-openings/ Covid-19 Vaccination Requirements: To maintain the health and well-being of our fellow co-workers and the patients we serve; all Life Link III employees are required to be vaccinated against Covid-19 prior to their first day of employment. Compliance/HIPAA: Must perform work in the manner prescribed by documented work process in order to ensure compliance with all rules and regulations, accreditation standards and laws that apply, PhD Research Survey Request This survey aims to understand whether a gap exists between the regulatory authorities' expectation of Crew Resource Management training curriculum (FAA outlines this in AC 120-51E) and the current training offerings across all facets of the industry. If a gap does exist, the study aims to understand which topics are under or inaccurately trained, measure the baseline level of understanding of these topics, and the perception of relevance-to-safety by industry pilots. To make it easy, I’ve created a posting that you’re welcome to modify and personalize or completely ignore and make your own. :) ----------------- Calling all pilots: A pilot and Ph.D. student is conducting cognitive science research on Crew Resource Management. Would you please help them by taking this survey? https://forms.gle/pkXH3cH1BYbvSoGz5 It’s 34-questions of mostly multiple-choice and shouldn’t take more than 10 minutes. Your input is anonymous and very much appreciated! Participation in this survey aids in the ongoing research on aviation human performance, human factors, and safety culture. -------------- Thank you, in advance, for your support. Kimberly Perkins Captain I Researcher I Writer Ph.D. Student University of Washington Doctoral Research: The Impact of Cognitive Biases on Aviation Safety Curt Lewis