Flight Safety Information - October 21, 2022 No.204 In This Issue : Incident: Amelia E145 at Paris on Oct 20th 2022, runway excursion on landing : Incident: Euro Atlantic B763 at Sao Tome on Oct 9th 2021, engine failure on departure : Restoration of M’sia’s air safety rating boosts national aviation outlook: MAHB : American Airlines Passenger Who Jumped On Beverage Cart and Shoved Flight Attendant Dodges Jail Sentence : Aviation Safety to benefit from Risk-Based IOSA : Turbulence Causes Flight Attendant To Break His Ankle On Board : American Airlines Is Eliminating International First Class : Interoperable inflight connectivity systems are on the horizon : The Oldest Active Aircraft Still Flying With British Airways : Airlines hit by jet shortages in new challenge for aviation : National Aviation Symposium on November 8-10 : Position - Manager, Dangerous Goods and Environmental Compliance : Research Study: Professional Pilot Occupational Risk(s) Survey : GRADUATE RESEARCH SURVEY Incident: Amelia E145 at Paris on Oct 20th 2022, runway excursion on landing A Fly Amelia Embraer ERJ-145, registration F-HYOG performing flight 8R-1217 from Rodez to Paris Orly (France) with 39 passengers and 3 crew, landed on Paris Orly's runway 25 at 19:19L (17:19Z) however went off the runway. The aircraft came to a stop with all gear on soft ground. There were no injuries. The BEA have dispatched 4 investigators on site. https://avherald.com/h?article=4ffe5ea0&opt=0 Incident: Euro Atlantic B763 at Sao Tome on Oct 9th 2021, engine failure on departure An Euro Atlantic Airways Boeing 767-300, registration CS-TKR performing flight STP-507 from Sao Tome (Sao Tome and Principe) to Lisbon (Portugal) with 223 passengers and 13 crew, was departing Sao Tome's runway 11 when past V1 (126 KIAS) and before Vr (136 KIAS) the #2 engine (CF6) suddenly and rapidly lost thrust, all parameters dropped. The crew climbed out to FL100, shut the engine down, entered a hold to dump fuel and returned to Sao Tome for a safe landing on runway 29 about 2:40 hours after departure. In October 2022 Portugal's GPIAA reported that the investigation carried out by the National Accident Investigation Commission of Sao Tome and Principe concluded the power loss was caused the failure of the #2 HMU. https://avherald.com/h?article=4ffe5a5a&opt=0 Restoration of M’sia’s air safety rating boosts national aviation outlook: MAHB KUALA LUMPUR: The recent restoration of Malaysia’s air safety rating has played a role in enhancing the national aviation outlook, said Malaysia Airports Holdings Bhd (MAHB). In a statement today, MAHB said the country’s reinstatement to Category 1 of the International Aviation Safety Assessment (IASA) and the re-election to the International Civil Aviation Authority Council (ICAO) were vital in enhancing the airport authority’s global network connectivity. With the IASA Category 1 rating, a country’s air carriers can establish service to the United States and carry the code of US carriers. To maintain that rating, a country must adhere to ICAO’s safety standards MAHB managing director Datuk Iskandar Mizal Mahmood said industry players are working closely with the government to ensure Malaysia receives about 10 million international tourists by year-end. “The government has implemented several initiatives to support this aim such as the DE Rantau Nomad Pass which will enhance and promote more mobility among digital professionals and their spouses into the country. “Another initiative is the new Malaysia Premium Visa Programme aimed at attracting high net-worth individuals. Both these programmes are anticipated to boost passenger movements,” he said. Recently, Kuala Lumpur International Airport (KUL) saw the return of Kuwait Airways (KU) after a seven-year hiatus, with the Kuwait (KWI)-KUL route flying two times weekly and will increase to three times weekly next month. Later this month, KLM Royal Dutch Airlines (KL) and All Nippon Airways (NH) will resume non-stop flight operations at KUL after temporarily ceasing operations due to the COVID-19 pandemic. KL will be operating Amsterdam (AMS)-KUL flights four times weekly, a transition from the current AMS-Singapore-KUL sector, whereas NH will be flying three times weekly to KUL from Tokyo-Haneda (HND), its second route other than the current Tokyo-Narita (NRT)-KUL operation. Meanwhile, Turkish Airlines (TK) has increased its weekly flight frequencies for its Istanbul (IST)-KUL route from seven times to 10 times. For September 2022, Malaysia Airports registered a total of 8.2 million passenger movements for both its Malaysia and Turkiye operations, increasing by 155.8 per cent year-on-year (y-o-y). For its Malaysia operations, the group recorded a total of 5.3 million passenger movements at its local network of airports, while Malaysia’s international passenger movements for September year-to-date was recorded at 9,271,272, a y-o-y increase of 1104.9 per cent attributed to the active service resumption by foreign carriers. Meanwhile, passenger traffic movements at Istanbul Sabiha Gokcen International Airport (SAW) represented 35.2 per cent of the total group operations or 2.9 million.-Bernama https://www.thesundaily.my/home/restoration-of-m-sia-s-air-safety-rating-boosts-national-aviation-outlook-mahb-KD10020468 American Airlines Passenger Who Jumped On Beverage Cart and Shoved Flight Attendant Dodges Jail Sentence An unruly passenger aboard an American Airlines flight who jumped on a beverage cart, shoved a flight attendant and ended up being restrained by a group of Marines has managed to escape a jail sentence after a Montana court instead slapped him with three years of probation. Adam Alexander Williams, 33 of Auburn, Washington pleaded guilty to interfering with flight crew but has only just been sentenced following the bizarre incident aboard the American Airlines flight from Seattle to Charlotte in January 2022. Interfering with flight crew carries a maximum sentence of 20 years imprisonment plus a $25,000 fine, but Williams has avoided jail and will instead spend the next three years on probation. He has also been ordered to pay $14,500 restitution to American Airlines. According to court documents, Williams’ behavior “turned erratic and escalated” shortly after takeoff as he started to shout profanities. Sitting in the window seat, Williams managed to leap over his two seatmates and launched himself ontop of a beverage cart that a flight attendant was pushing down the aisle. He allegedly pushed one of the flight attendants into a seat and ran down the aisle. Witnesses said one of the flight attendants appeared distressed and traumatized but another crew member managed to calm Williams down for a short period. Within just 10 minutes, Williams was again shouting obscenities, and a group of Marines who happened to be on the plane helped to restrain him while the Captain diverted the aircraft to Billings where he was removed by law enforcement. https://www.paddleyourownkanoo.com/2022/10/21/american-airlines-passenger-who-jumped-on-beverage-cart-and-shoved-flight-attendant-dodges-jail-sentence/ Aviation Safety to benefit from Risk-Based IOSA Since being introduced nearly 20 years ago as a mandatory requirement for membership in IATA, the IATA Operational Safety Audit (IOSA) has had a significant impact on aviation safety. In aggregate, airlines on the IOSA registry outperform their non-IOSA counterparts. For example, in 2021, airlines on the IOSA registry had zero fatal accidents. And their all-accident rate was more than six times better than the rate for non-IOSA airlines (0.45 vs. 2.86). The data is clear and has attracted non-IATA airlines to the scheme. Of the 400 or so carriers on the registry, more than 100 are not IATA members. This track record of success is not being taken for granted, however, and the industry focus is always on getting safer. “Safety is about continuous improvement,” says Mark Searle, IATA’s Global Director of Safety. “There are major advances in aircraft technologies, and a multitude of other factors that have enhanced flight safety. Audit programs must do the same. We cannot stand still.” Accordingly, IOSA is moving from a compliance-based approach to a risk-based approach to auditing. Opportunities to improve A risk-based methodology to safety audits is already utilized by leading aviation authorities, such as the UK Civil Aviation Authority. The aim is to provide a deeper dive into specific areas of risk, thereby providing greater understanding of the issues involved and identifying opportunities to improve. Safety Management Systems highlight the point. The IOSA Standards and Recommended Practices (ISARPs) check that an airline has an SMS in place. Moving to a risk-based approach means going beyond box ticking to evaluate the effectiveness of an SMS in practice. “For example, what if an airline has opened a new route that involves some difficult geography, such as a mountain range close to the destination, that is unlike any other route on the network?” asks Searle. “Risk-Based IOSA would want to understand how new risks, relating to this new operation, were being managed. “It becomes a bespoke audit,” he continues. “Is the airline doing anything differently that has changed its risk profile, and what is it doing about it?” This makes the risk-based approach a more dynamic process. That could provide some initial challenges to airlines, as they adapt to the new methodology, but at the same time it will allow them to get fresh insights into safety issues that wouldn’t have been available by going through the 960-strong IOSA audit checklist. Searle notes that many airlines are looking for this deeper dive to help them derive greater value from the IOSA process, given the investment in time and resources that IOSA entails. What happens next? There will be a phased approach to introducing the new look IOSA, and five trials of the new process are underway. In 2023, the plan is for 20 official, risk-based audits, which will allow the capabilities needed to perform the audit to be ramped up. Some 100 risk-based audits will follow in 2024 and the transformation will come into full effect in 2025. IATA will act as the guardian of the program and begin to contract auditors directly. Bringing the auditing function in-house will help ensure consistency, through greater auditor standardization, even as each audit differs somewhat depending on the individual airline’s risk factors. And though IOSA audits run on a strict bi-annual basis, the risk-based approach makes a variable audit cycle possible in the future. That could mean airlines need to dedicate less time and fewer resources to an audit, saving cost. How regulators evaluate or use IOSA in their own safety programs will also need to adapt. “The relationship with the regulatory authorities will be key,” admits Searle. “Risk-based oversight can be hard for some governments to understand. But we know that the US Federal Aviation Administration and the European Aviation Safety Agency support this approach.” The Memorandum of Understandings that IATA has with countries concerning IOSA will be updated to reflect the new risk-based methodology. “It is right that we come out of the pandemic with a determination to keep safety at the top of every airline agenda,” says Searle. “Risk-Based IOSA is a great opportunity moving forward and evolves the industry’s unwavering commitment to keeping everybody safe.” Risk-based IOSA and other topics affecting industry safety will be discussed at the forthcoming IATA Safety Conference, Dubai 25-27 October. https://airlines.iata.org/analysis/aviation-safety-to-benefit-from-risk-based-iosa Turbulence Causes Flight Attendant To Break His Ankle On Board We’ve all been on a plane when turbulence hits, and for the most part, it isn’t too bad. But for one flight attendant, turbulence caused by a severe storm knocked him off his feet and caused him to break his ankle. His colleague was also injured, though less severely. The event happened in July 2021, but it’s making its rounds again following a report by Bureau d’Enquetes et d’Analyses (BEA). The French air agency which investigated the incident, released the report last Monday. What Happened? A male flight attendant was on board a Norwegian Air Flight when a storm hit. According to Business Insider, “turbulence began when the plane was forced to fly through a storm previously missed by air traffic radar.” The flight attendant was thrown from his feet, breaking an ankle in two places. Where Was The Plane Coming From? The flight departed Copenhagen, Denmark and was poised to land in Nice, France. Business Insider reported, “the injured attendant — referred to only as ‘cabin crew member two’ — told investigators that he was securing equipment at the rear of the plane when it was jolted by turbulence. While he was moving to sit down, the turbulence lifted him from his feet. “ Who Investigated The Incident And Were Others Harmed? The Bureau d’Enquetes et d’Analyses (BEA) is the French agency responsible for investigating air incidents. The agency reported that “injuries caused by turbulence are very rare,” with just 65 reported cases from 2012 to 2021. “Cabin crew member two” found his foot trapped near the plane’s emergency exit “before another jolt threw him upwards.” No one else was hurt except his female colleague (cabin crew member three), who injured her ankle. All passengers were unharmed. Were The Pilots Held Accountable? The investigation found that the pilots took the best possible course of action. Business Insider noted, “the pilots had been working with local air traffic controllers to avoid storm clouds over the Swiss-Italian Alps and had been given permission to begin their descent to the airport.” While the pilots were starting to land the plane, storm clouds that the radar didn’t detect, appeared. It was too late to move the aircraft around the clouds, so the pilots “told passengers to fasten their seatbelts and proceeded through the clouds.” What Happened When The Plane Landed? On arrival in Nice, “Cabin Crew member two,” and “Cabin Crew member three,” were taken by stretcher to the hospital. https://travelnoire.com/turbulence-causes-flight-attendant-to-break-his-ankle-on-board/ American Airlines Is Eliminating International First Class American Airlines' Chief Commercial Officer, Vasu Raja, confirmed the airline will no longer offer first class on international flights. American Airlines (AA) will no longer offer first class on its international flights. The choice aligns the carrier with competitors like Delta Air Lines (DL) and United (UA), which had already dumped first class on international services in 1998 and 2016, respectively. Let's look more closely at what American Airlines has in store. First vs. business class: American Airlines goes for business American Airlines officially announced it is getting rid of its first class product on international services. Instead, the carrier will expand its business class, which, according to the airline, aligns more with customer demand. Currently, American Airlines offers its first class product on the carrier's 20 Boeing 777-300ER and Airbus 321T. Both aircraft will be retrofitted, and a brand-new business class cabin will replace the first class. However, American Airlines' Chief Commercial Officer, Vasu Raja, pointed out that the carrier will only phase out its first class product on long-haul services. Therefore, virtually all American Airlines' narrowbodies will continue to feature a first class at the front of the aircraft. In a call with American Airlines' investors, Raja clarified that the carrier will no longer offer first class on international services because there is no longer demand for this kind of product in the long-haul market. Consequently, from a commercial perspective, there is no point in keeping a luxurious class that doesn't sell. Instead, it is high time American Airlines expanded its business class, thus boosting revenues, or, in Raja's words: "The quality of the business class seat has improved so much. And frankly, by removing [first class] we can go provide more business class seats, which is what our customers most want or are most willing to pay for." Mike Boyd, an aviation consultant, stressed how today's business class product at most airlines mirrors what would have been called "first class" two decades ago. Therefore, what airlines like American Airlines are doing, i.e., expanding the business class cabin and removing first class, is simply a "name changing" strategy, more than an actual cabin class revolution. Mike Boyd's words actually mirror American Airlines' strategy, with the carrier recently revealing its new business class product, the "Flagship Suites". Lie-flat seats with a chaise option and a privacy door. This is what American Airlines' premium passengers now want and are ready to pay for; little it matters if this product is sold as a first or business class seat. The new Flagship Suite has been designed to luxuriously fill the void left by the removal of first class from international flights in line with the latest long-haul premium market trends. The new business class will be installed on the carrier's Airbus 321XLR and Boeing 787-9, delivered from 2024 onwards. Additionally, the airline stated that all American Airlines 20 Boeing 777-300ERs will be retrofitted with the Flagship Suites starting in late 2024. A statement released by the airline about the new business class product reads: "We believe our Flagship Suite product provides customers with what they desire most on a long-haul flight: privacy doors, lie-flat seating, direct aisle access and more personal space." American Airlines is also expanding its long-haul premium capacity by adding more premium economy seats to its international services. Back in 2016, American Airlines was the first carrier in the US to launch the winning premium economy product in the long-haul market. Six years later, American has redesigned its premium economy product to offer even more comfort, offering enhanced privacy and doubling the in-seat storage space. As for the new Flagship Suites, the new premium economy will be offered on the Boeing 787-9, the Airbus 321XLR, and the retrofitted Boeing 777-300ER from 2024. The Boeing 787-9 will feature 51 Flagship Suites and 32 premium economy seats, while the Airbus 321XLR will have 20 Flagship Suites and 12 premium economy seats. On the other hand, the retrofitted Boeing 777-300ER will offer 70 Flagship Suite seats and 44 premium economy seats. With the roll-out of the new business and premium economy product and the removal of first class, the premium seating on American Airlines' long-haul fleet will improve by a staggering 45% by 2026. https://simpleflying.com/american-airlines-eliminating-international-first-class/ Interoperable inflight connectivity systems are on the horizon The Seamless Air Alliance, an organisation working to develop and implement global standards for inflight connectivity, has announced details behind the Working Group that is putting into action their vision to deliver flexible connectivity systems to airlines. With the participation of experts from across the industry, and led by co-chairs from Airbus and Boeing, this Working Group is leading the definition of new interoperability requirements for line-fit connectivity systems. The scope of this work item includes inflight connectivity, Aircraft Interface Device (AID) capability, and operational/administrative data including Electronic Flight Bag (EFB), aircraft health monitoring and more. Arnaud Mestrallet, an end to end connectivity architect at Airbus Commercial said, “The goal is to simplify the aircraft installation with flexible satcom interfaces and also thanks to an industry-standard approach to facilitate future Satcom upgrades. This will enable airlines to always deliver an up-to-date connectivity experience to their passengers.” His counterpart at Boeing, Bryan Wiltse, a specialist in cabin systems and feature strategy, added that, “The programme covers requirements for physical architecture and logical interfaces and ultimately delivers a more flexible system to the airline.” Commenting on the Working Group, Jack Mandala, CEO of the Seamless Air Alliance said of the collaboration, “Achieving these goals required more than the resources of a single company. Together with experts from leading companies worldwide we are laying the groundwork for airlines to continue to deliver the latest and greatest inflight connectivity services to their passengers.” https://www.aircraftinteriorsinternational.com/news/inflight-connectivity/interoperable-inflight-connectivity-systems-are-on-the-horizon.html The Oldest Active Aircraft Still Flying With British Airways Operating nearly 300 aircraft, mainly out of London Heathrow, which jets are the UK flag carrier's oldest? UK flag carrier British Airways has been modernizing its fleet in recent years with the addition of the Airbus A350-1000, Boeing 787-10, and jets from the A320neo family. While the airline's newest aircraft at the time of this article's publication is an A320neo, what exactly are the oldest jets actively flying these days? Let's answer this question in this article. The oldest set of aircraft at British Airways To put it succinctly, the oldest aircraft flying for British Airways these days are the airline's Boeing 777-200ERs. After fully phasing out its non-ER 777-200s in August 2020, the airline's oldest group of jets are the 43 777-200ERs, which average 23 years of age. The absolute oldest at the moment is the aircraft registered G-VIIA. This jet was delivered in July of 1997 and is now 26 years old. The majority of these aircraft arrived between mid-1997 and October 2001. This was followed by a smaller batch of deliveries in 2009. Despite their status as the oldest aircraft in the fleet, British Airways put this fleet through an extensive cabin refurbishment process between 2019 and 2021. Thus, passengers stepping aboard the jets will find the airline's latest Club suites in business class, as well as newly fitted premium and economy seating as well. Get the latest aviation news straight to your inbox: Sign up for our newsletters today. Where is the oldest aircraft flying? If we take G-VIIA as an example, we see the 777-200ER flying to the New York City area quite often. Indeed, the jet has been deployed to JFK and Newark Liberty numerous times in the past month. Additionally, this particular aircraft has also been deployed on services to Abuja (Nigeria), Dubai (UAE), and Tel Aviv (Israel), among many other destinations. At 26 years old, the oldest jet (G-VIIA) has had its fair share of incidents. Indeed, according to AeroInside, the airframe experienced a cabin-fume incident departing Frankfurt in 2015, a bird strike (involving multiple birds) on approach to Delhi airport in 2016, and finally, an engine shut down over Baku (Azerbaijan) in 2018, What will replace these jets? So what aircraft type(s) will eventually replace these aircraft? Well, first of all, it's important to note that the airline's latest investment in refreshed cabins indicates that the jets won't be phased out anytime soon. However, it's still worth hypothesizing what their replacements will be, when their time is eventually up. Indeed, the remaining 43 777-200ERs comprise the "last big core fleet" that is due to undergo replacement, and that BA will replace 35 of the aircraft between 2025 and 2029, "with 23 being phased out over 2028-29." In short, there is no direct replacement for these aircraft just yet. While the Boeing 777-9s will eventually arrive at British Airways, these are not a direct replacement due to their larger size. In some cases, however, the Boeing 787-10s operated by British Airways are a suitable modern replacement for the 777-200ERs. However, it should be noted that the 787-10's range is lacking when compared to its older sibling and thus the longer services performed by the 777 cannot be completed by a fully loaded 787-10. Perhaps a long-range/extended range version of the 787-10? We'll have to wait and see! https://simpleflying.com/oldest-active-aircraft-still-flying-with-british-airways-2022/ Airlines hit by jet shortages in new challenge for aviation Supply chain crunch disrupts deliveries as carriers are forced to reduce flights A shortage of new jets is the latest challenge for the global airline industry, which has been grappling with resurgent passenger demand © Getty Images Southwest Airlines has a problem. America’s largest low-cost carrier has been forced to reduce the number of daily flights because the company does not have enough planes and is also short of pilots to fly them. The airline “sold more flights than they’ve been able to operate”, said Captain Casey Murray, president of Southwest Airlines Pilots Association. It has gone from offering about 5,000 flights a day to a range of 4,000 to 4,300 as it waits for Boeing to deliver jets. “As we move forward and staffing is corrected, airframes will become the issue,” he said. A shortage of new jets is the latest challenge for the global airline industry, which has been grappling with resurgent passenger demand following the pandemic while at the same time facing an exodus of staff and spare parts. Deliveries of new jets have been hampered by severe constraints in the supply chain, particularly for engines, pushing back delivery times for many airlines. Airbus, Boeing’s European rival and the world’s largest plane maker, was this summer forced to slow down an aggressive ramp-up in the production of its best-selling A320 family of jets, citing supply chain disruptions, logistics and energy supplies among its challenges. United Airlines chief executive Scott Kirby told investors Boeing and Airbus were “probably two to three years away” from making aircraft at pre-pandemic rates. Delta Air Lines chief executive Ed Bastian added that manufacturers’ “difficulty with . . . producing aircraft” was one challenge among many facing airlines as demand to travel increases. Derek Kerr, chief financial officer at American Airlines, also said on Thursday that the carrier now expects to receive 19 737 Max jets from Boeing next year instead of 27. The airline has planned its schedule around receiving the planes on a new timetable, and “they need to meet those dates for us to hit the level of [operations]”. Boeing said the company continued “to work closely with suppliers to address industry challenges, stabilise production and meet our commitments to customers”. Analysis by Cirium, the aviation consultancy, indicates that both Airbus and Boeing are lagging their stated production targets for their single-aisle jets of 45 and 31 a month respectively. Anecdotal evidence suggests delivery delays of “three or more months” are frequent, said Rob Morris, head of global consultancy at Ascend by Cirium. Airbus, he added, appeared to have very limited availability of delivery slots for its single-aisle planes “through 2027 or 2028”. Morris said his mind was “a little blown away” by an order this week from British travel company Jet2.com for 35 new Airbus A320neo planes, which are due to be delivered between 2028 and 2031. Aside from factors such as the uncertain inflation outlook, Morris said that in “sustainability terms if we assume a 25-year operating life cycle, then the last of these will still be in service several years after 2050, by which time we are supposed to have achieved net zero”. The bottlenecks in the aerospace supply chain is a “major problem” contributing to the shortage of jets, said Kevin Michaels, head of Michigan-based consultancy AeroDynamic Advisory. Suppliers ramped up manufacturing during the 2010s, but it then juddered to a halt following the grounding of Boeing’s 737 Max jet and the Covid-19 pandemic, which forced big cuts in production rates. Many suppliers now have too little working capital and too few workers to meet their customers’ demand for forgings, castings and machine parts, with inflation also taking a toll. “There’s a lot that hit at once,” Michaels said. Demand for jets cannot be reliably forecast “without understanding the supply chain for the next five years”. The shortage has the potential to worsen, too. Boeing must win regulatory approval by the end of the year for two variants of the 737 Max, or their cockpits will need to be reworked to meet standards established following the deadly crashes that led to its grounding. That would further delay deliveries. “I do not envy the planning teams at airlines for next year,” said Raymond James, an analyst at Savanthi Syth. “Demand is so strong, but the Fed is going to kill it at some point, and Airbus and Boeing can’t seem to deliver aircraft when you want them to. So good luck planning that.” So far, Airbus has delivered 437 jets this year, while Boeing has delivered 328, including 277 Max jets. But chief executive David Calhoun cut the forecast for the workhorse single-aisle jet in July, saying it would be in the “low 400s” rather than an earlier estimate of 500. Southwest, which is supposed to receive 114 Max jets this year, said in an August Securities and Exchange Commission filing that it expects to wait until 2023 for some of those deliveries. Ryanair chief executive Michael O’Leary said he expected Boeing would deliver no more than 13 of the 21 jets the airline was scheduled to receive before Christmas. A remaining 30 aircraft are scheduled for delivery after Christmas. The company is due to hold meetings with Boeing this month, where the problems will be raised. “We are not confident we will get 51 aircraft in time for summer next year, we are about their second-largest customer . . . we are not confident we are going to get our deliveries . . . that really affects our growth rate,” O’Leary told the Financial Times this week. Boeing, he added, is “highly unreliable, they are coming up with all kinds of excuses about their supply chain. We don’t believe the supply chain is the problem, is it production delays?” Ryanair and Southwest are operating the planes they have efficiently, which means “they have nothing to gain by not getting those aircraft”, Syth said. “They’re more likely to leave money on the table because of this.” Aengus Kelly, chief executive of AerCap, the world’s largest lessor, told an industry conference this month that he thought Boeing and Airbus would “at best” get to 90 per cent of their stated production targets. Vinod Kannan, chief executive of Vistara, India’s second-largest airline, told the Financial Times the company had experienced delivery delays of “months” on an order for A320neo jets but was in talks with Airbus about them. Asked about the challenges for the industry at an event in London this month, Airbus chief executive Guillaume Faury reaffirmed the company’s target to deliver 700 aircraft by the end of the year. But he conceded that the supplier base had not been as prepared as it might have been as the industry sought to bounce back after the pandemic. He stressed, however, that Airbus’ plan to produce 75 A320-series planes a month by 2025 was still “likely to happen”. https://www.ft.com/content/b1bb444b-7e0d-4ff5-83b5-c2f6f4e52ab0 National Aviation Symposium The School of Aviation and Transportation Technology at Purdue is hosting a National Aviation Symposium on November 8-10. This symposium will address challenges and opportunities associated with talent recruitment, retention, and development across the entire aviation ecosystem: flight operations, technical operations, and ground operations. The detailed agenda, list of speakers, and registration information is available at https://polytechnic.purdue.edu/national-aviation-symposium Both in-person and online participation options are available. https://polytechnic.purdue.edu/national-aviation-symposium Manager, Dangerous Goods and Environmental Compliance Indianapolis, IN US ID JR-003952 Category Manager, Dangerous Goods and Environmental Compliance Schedule Full time POSITION PURPOSE Manages a team to ensure Hazardous Materials/Dangerous Goods and Environmental Compliance. Observes and reviews company operations to ensure compliance with various environmental and hazardous materials/dangerous goods regulations. Consults, advises, and trains various individuals and groups on compliance with regulatory environmental and hazardous materials/dangerous goods programs as required by local, state and federal regulations. Implements policies, procedures, and programs to ensure compliance with company and governmental standards and regulations. Conducts on-site hazardous materials and environmental evaluations, assessments, and investigations ESSENTIAL DUTIES · To perform this job successfully, an individual must be able to perform each essential duty satisfactorily. Reasonable accommodation may be made to enable individuals with disabilities to perform the essential functions. · Analyzes regulations and pending legislation on hazardous materials/dangerous goods issues to provide input and identify any potential impact on company activities. Assures that key information is assimilated to all affected departments, locations and employees. · Interfaces with FAA, DOT, other governmental departments, federal and local, and codeshare partners in matters involving regulatory compliance with applicable Code Federal Regulation’s (CFR). Responds to System Operations Control and Crew Dangerous Goods carriage inquires. · Interprets, administers, and adheres to 49 CFR and IATA DGR, and investigates any incidents or violations. Reports findings to the appropriate management and facilitate the implementation of required corrective measures. · Manages mediation and litigation with regulatory agencies to lessen financial and/or media impact of findings. · Works with other department heads to develop and implement hazardous materials training, safety policies and procedures, and communicates the results throughout the company ensuring a standardized regulatory compliance system-wide. · Creates, reviews and communicates compliance manuals. · Directs the coordination, scheduling, preparation and execution of audits as they relate to dangerous goods and hazardous materials. · Manages the development, review and implementation of training materials related to Internal Evaluations, Codeshare surveillances and Safety Management Systems as they relate to dangerous goods and hazardous materials. Ensures the maintenance and materials departments of the company are receiving the appropriate training. · Responds to emergency calls on a 24/7 basis. · Provides technical leadership to team and department members. Leads through example; monitors, influences and trains others. · Identifies and develops required environmental programs under 14 CFR and 40 CFR applicable to the scope and activities of the Company. · Implements the company’s Environmental Health and Safety (EHS) program in compliance with federal, state, and local regulatory requirements. Advises operating managers concerning the company’s environmental objectives. · Investigates and reviews all Hazardous Material and environmental incidents and spill reports. Develops solutions to prevent future occurrences. · Develops and recommends policies for pollution abatement and environmental management. Reviews company facilities to determine if pollution control considerations are adequate and act as a technical resource during procurement or changes in operations at company facilities. · Writes and negotiates National Pollutant Discharge Elimination System (NPDES) permitting. · Provides source emissions testing using EPA Test Methods (as required). · Represents the company at regulatory hearings, legal actions and legislative meetings. · Maintains liaison with outside associations concerned with pollution control and corporate functional areas. Identifies environmental legislative and/or regulatory developments with significant potential impact on Company operations. Collects, analyzes and disseminates environmental data to all affected stakeholders. · Files regulatory reports for OSHA, EPA and other regulatory agencies. Maintains compliance records of federal, state and local regulatory laws. · Fosters the Company’s core values and culture throughout the work environment. · Provides technical leadership to team and department members. Leads through example; monitors, influences and trains others. · Performs various other duties as assigned. REQUIRED KNOWLEDGE, SKILLS AND ABILITIES The requirements listed below are representative of the knowledge, skill, and/or ability necessary to perform this job. EDUCATION and/or EXPERIENCE · Bachelor’s degree (B.A. /B.S.) or equivalent in safety or related area or combination of education and experience. · A minimum of 5 years of Aviation experience. · Experience using RAMCO or other Enterprise Resource Planning system PREFERRED EDUCATION and/or EXPERIENCE At least 5 years of Aviation experience in Safety, Environmental Compliance and/or Dangerous Goods. LANGUAGE SKILLS Ability to read, analyze, and interpret general business periodicals, professional journals, technical procedures, or governmental regulations. Ability to write reports, business correspondence, and procedure manuals. Ability to effectively present information and respond to questions from groups of managers, clients, customers, and the general public. REASONING/PROBLEM SOLVING ABILITY Ability to solve practical problems and deal with a variety of concrete variables in situations where only limited standardization exists. Ability to interpret a variety of instructions furnished in written, oral, diagram, or schedule form. DECISION MAKING Makes day to day decisions used to support strategic direction. Decisions often require some thought and are somewhat structured. Decisions tend to be short term and usually moderate cost. PHYSICAL AND VISUAL DEMANDS The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Ability to stand, walk, climb, balance, stoop, kneel, crouch, crawl, under 35% of the time. Ability to lift up to 50 pounds up to 35% of the time. WORK ENVIRONMENT The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job. · Outdoor weather conditions/open air hangar up to 35% of the time. · Ability to carry a company phone and respond to calls on a 24/7 basis. TRAVEL REQUIREMENTS · Ability to travel up to 50% of the time, including overnight and weekend travel. · International travel requires a valid passport. APPLY HERE Research Study: Professional Pilot Occupational Risk(s) Survey My name is August Parker, and I am a Doctor of Occupational Therapy Student at the University of St. Augustine for Health Sciences. I am inviting employed professional pilots to participate in this study by completing an internet survey for a project entitled, “An Occupational Perspective: Therapeutic Interventions to Facilitate Job Performance in Aviators and Astronauts”. The purpose of this study is to assess professional pilots experience with risk(s) in musculoskeletal functioning, mental health, and overall well-being for flight performance. This is a one-time, voluntary survey that is anticipated to take no more than 10 minutes to complete. If you agree, your identity as a participant will remain anonymous during and after the study. This survey is not affiliated with any aviation-related organizations or facilities. I would be grateful if you could forward this message to other pilots in your workforce. If you have any questions, please contact me, August Parker by email at a.parker@usa.edu. For more information and access to the survey, please access the link provided below: https://sway.office.com/ksURu4OaOEAXm7mC?ref=Link THIS PROJECT HAS BEEN REVIEWED BY THE UNIVERSITY OF ST. AUGUSTINE FOR HEALTH SCIENCES INSTITUTIONAL REVIEW BOARD FOR THE PROTECTION OF HUMAN SUBJECTS. IF YOU HAVE QUESTIONS OR CONCERNS, PLEASE CONTACT THE INSTITUTIONAL IRB CHAIR, DR. LORI KUPCZYNSKI, EMAIL: LKUPCZYNSKI@USA.EDU, PHONE: 904-330-1559 Thank you for your participation! August Parker, OTDS a.parker@usa.edu The University of St. Augustine for Health Sciences GRADUATE RESEARCH SURVEY Dear Pilots and Flight Attendants, Did you know that the difference between a 14-hour flight time and an 18-hour flight time is 28%, which means 28% more exposure by occupants to the cabin environment and other aircraft influences. Keeping this in mind, I am working on a new research study that aims to review current Health & Safety International and National Regulations and best practices for operating Ultra-Long-Range Routes (ULR). ULR operations refer to "An operation involving any sector between a specific city pair (A-B-A) in which the planned flight time exceeds 16 hours, taking into account mean wind conditions and seasonal changes. The scope of this study is to identify different health-related factors affecting Aircrew (Pilots & Flight Attendants) who operate these routes. Based on this review, a gap analysis will be conducted, and recommendations will be presented to mitigate health and safety-related impact factors on Aircrew. As a part of this study, a survey is designed for Aircrew (Pilots and Flight Attendants) who operate on ULR flights. This survey aims to learn about their experience and the different health and safety impact factors that Aircrew experience while operating these routes. Aircrew sought to participate in this study needs to meet the following criteria: - Employed (in the last 24 months) by an air carrier operating scheduled ULR flights (>16hrs); - Qualified as an aircrew member to operate ULR flights. During this study, you will be asked to complete a brief online survey about your opinions concerning health-related issues while operating ULR routes. You will answer several questions about different health-related factors and how it affects your lifestyle, including any prominent experiences you have encountered. The completion of the survey will take approximately 15-20 minutes. If you meet the criteria and are interested in helping, sign up for the study by clicking the link - https://www.surveymonkey.com/r/SV2D9KT You can also sign up by scanning the QR code below. Please let me know if you have any questions I can answer. Thank you for your participation Kind Regards, Aditya Rathi ISASI Robertson Fellow M.S. Safety Science '22 (Aviation Safety) Embry Riddle Aeronautical University, Prescott rathia@my.erau.edu | (928)-632-2707 Curt Lewis