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August 2020 Aviationweek.Com/BCA Case Study: Turkish Well, Maybe They Were
Safety The Human-Engine Interface Many problems, one easy solution BY JAMES ALBRIGHT [email protected] y first piece of aircraft auto- you to engage the autothrottles for autothrottles had a role to play leading SAICLE/GETTY IMAGES mation was a flight director in takeoff and then simply forget about up to the scene of the accident. Four fol- the Northrop T-38. It was pure them until after landing. And, I must low — each with an autothrottle prob- magic: Two mechanical needles admit, sometimes I forget about them. lem. Let’s see if we can come up with a Mcame into view, one for course and an- But these days, I mostly don’t trust solution. other for glidepath, and you simply flew them during the climb because with the airplane so as to center them. Over the wrong mode of the autopilot they Case Study: Gulfstream the next few years the crossbars turned can result in a stall. Oh yes, I don’t trust GIV, G-GMAC to vee bars, but there was nothing them en route because changing envi- earthshaking until one of my airplanes ronmental conditions can leave us short Problem: There has been a divergence of allowed us to couple those bars to the of thrust. And then there is the descent. opinion in the Gulfstream world on the autopilot. Now, that was neat. And don’t get me started about the ap- proper way to engage and disengage Then came an autothrottle system proach phase! OK, OK. I guess I just the autothrottles. There are two sets of that was good for an ILS approach and don’t trust them. -
ACCA 2021 DATA (1).Docx
‘Cause It’s All Right, think were gonna make it. Think it might - just work out this time. Christopher Cross @1983 . 2021 ACCA’s at Whiteside County Airport (KSQI) July 23 -25, 2021 www.AviationContentCreators.com [email protected] The following pages contain the data summary for the 2021 ACCA awards period. July 1, 2020 - June 30, 2021 A total of 6,122 individual Aviation videos received 306,653,984 Views between July 1, 2020 and June 30, 2021. These videos were analyzed and added to an excel database. A summary of that data as well as data for each individual channel is enclosed with this PDF. The following top eight overall ranking CATEGORIES were generated by the data. The summary as well as each channels individual workbook page is included with this PDF document. YouTube Data harvested by Cody Ibanez, owner @ BoothKicker Technologies, Inc. www.BoothKicker.com [email protected] YouTube Data sorted and processed by Andrew Gryder. [email protected] MOST CHANNEL VIEWS IN THE ACCA YEAR 1. JUST PLANES 38,091,101 2. SAM CHUI 34,550,670 3. Mentour Pilot 18,455,831 4. 74 Gear 17,290,257 5. VASAviation 15,565,184 6. Blanco Lirio 14,795,013 7. Mike Patey 12,804,210 8. Mini Air Crash Investigation 11,359,038 9. C.W. Lemoine 10,470,679 10.Captain Joe 9,641,014 PERCENT OF VIDEOS UPLOADED OVER 10.0 Qm IN THE ACCA YEAR. 1. Captain Joe 74.07% 2. Mike Patey 71.79% 3. 74 Gear 56.82% 4. Steveo1kinevo 40.00% 5. -
Notice of Meeting
Peter A. DeFazio Sam Graves Chairman Ranking Member Katherine W. Dedrick Paul J. Sass Staff Director Republican Staff Director September 23, 2019 SUMMARY OF SUBJECT MATTER TO: Members, Subcommittee on Aviation FROM: Staff, Subcommittee on Aviation RE: Subcommittee Hearing on “A Work in Progress: Implementation of the FAA Reauthorization Act of 2018” PURPOSE The Subcommittee on Aviation will meet on Thursday, September 26, 2019, at 10:00 a.m. in 2167 Rayburn House Office Building to hold an oversight hearing titled, “A Work in Progress: Implementation of the FAA Reauthorization Act of 2018.” The hearing will examine progress within the Federal Aviation Administration (FAA) and Department of Transportation (DOT) in implementing the long-term FAA reauthorization act enacted last year. BACKGROUND On October 5, 2018, President Trump signed into law the FAA Reauthorization Act of 2018 (Pub. L. No. 115-254), a five-year reauthorization of FAA and DOT aviation programs. Enactment of the bill followed a series of short-term extensions of aviation program authorizations after the most recent long-term reauthorization expired on September 30, 2015. The FAA Reauthorization Act of 2018 altogether contains more than 400 mandates for FAA and DOT to issue regulations, prepare reports to Congress, and conduct studies in the fields of aviation safety, airport infrastructure, agency management, and aviation consumer protections. This memo reflects the status of the more widely-watched mandates. I. AVIATION SAFETY A. Flight Attendant Fatigue MANDATE DEADLINE STATUS To FAA: Require that flight November 4, 2018 DELAYED attendants receive a minimum of 10 hours’ rest between flight duty periods. -
Proceedings of the First International Aviation Conference, Iamc – 2012, Dubai, Uae, 18 – 20 November 2012
PROCEEDINGS OF THE FIRST INTERNATIONAL AVIATION CONFERENCE, IAMC – 2012, DUBAI, UAE, 18 – 20 NOVEMBER 2012 Proceedings of the 1st International Aviation Management Conference, IAMC – 2012, Dubai, UAE, 18 – 20 November 2012 PROCEEDINGS OF THE FIRST INTERNATIONAL AVIATION CONFERENCE IAMC – 2012, DUBAI, UAE, 18 – 20 NOVEMBER 2012 Editor E.H. Twizell Visiting Professor, Emirates Aviation College and Professor Emeritus, Brunel University, U.K. Proceedings of the 1st International Aviation Management Conference, IAMC – 2012, Dubai, UAE, 18 – 20 November 2012 All the opinions expressed in this document are solely that of the author(s) and not the opinions of Emirates Aviation College or the Emirates Group. The text was supplied by the author specified at the start of each paper and is reproduced verbatim. All rights reserved by the individual authors. No paper from this document may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, by photocopying, recording or otherwise, without prior written permission from the author concerned. No responsibility is assumed by the Editor or by Emirates Aviation College for the integrity of this document. All responsibility rests with the individual authors for the information contained herein. Copyright © Individual Authors MMXII Proceedings of the 1st International Aviation Management Conference, IAMC – 2012, Dubai, UAE, 18 – 20 November 2012 Contents Foreword 7 Ahmad A. Al Ali Vice-Chancellor, Emirates Aviation College Conference Sponsors 9 Participating -
Business & Commercial Aviation
AUGUST 2020 $10.00 AviationWeek.com/BCA Business & Commercial Aviation 2020 Operations Planning Guide A tool for planning fl ight department budgets for the coming year OPERATORS SURVEY Pilatus PC-24 ALSO IN THIS ISSUE Maturing is an ongoing process The Human-Engine Interface Sharing Aircraft Under Part 91 A Descent Too Late Digital Edition Copyright Notice The content contained in this digital edition (“Digital Material”), as well as its selection and arrangement, is owned by Informa. and its affiliated companies, licensors, and suppliers, and is protected by their respective copyright, trademark and other proprietary rights. Upon payment of the subscription price, if applicable, you are hereby authorized to view, download, copy, and print Digital Material solely for your own personal, non-commercial use, provided that by doing any of the foregoing, you acknowledge that (i) you do not and will not acquire any ownership rights of any kind in the Digital Material or any portion thereof, (ii) you must preserve all copyright and other proprietary notices included in any downloaded Digital Material, and (iii) you must comply in all respects with the use restrictions set forth below and in the Informa Privacy Policy and the Informa Terms of Use (the “Use Restrictions”), each of which is hereby incorporated by reference. Any use not in accordance with, and any failure to comply fully with, the Use Restrictions is expressly prohibited by law, and may result in severe civil and criminal penalties. Violators will be prosecuted to the maximum possible extent. You may not modify, publish, license, transmit (including by way of email, facsimile or other electronic means), transfer, sell, reproduce (including by copying or posting on any network computer), create derivative works from, display, store, or in any way exploit, broadcast, disseminate or distribute, in any format or media of any kind, any of the Digital Material, in whole or in part, without the express prior written consent of Informa. -
The Emirates Group Annual Report | 2017-2018
ON COURSE ANNUAL REPORT 2017-18 THE EMIRATES GROUP ANNUAL REPORT 2017-18 Overview His Highness Sheikh Mohammed bin Rashid Al Maktoum Emirates Vice President and Prime Minister of the UAE and Ruler of Dubai dnata Group 2018 marks 100 years since the birth of the late Sheikh Zayed bin Sultan Al Nahyan, the founding father of the UAE. It is an appropriate Financial Information time to reflect on his vision and legacy which has shaped and guided Additional the journey of our nation for more than four decades. Information We are moving into a future where change will be constant and people will experience unprecedented transformation in their daily lives. More than ever, Sheikh Zayed’s values of wisdom, respect, sustainability, and human development will provide a strong compass for the UAE and Dubai’s plans to build the most advanced, inclusive and prosperous city in the world. Every year, the UAE makes great strides in its pursuit of overall excellence. In the latest edition of the World Bank’s “Doing Business” report, we moved up five positions to rank 21st in the world for Ease of Doing Business. For the fifth year in a row, we were also the highest ranked Arab nation in the list. The UAE’s global competitiveness has been the result of our forward looking and broad-based economic diversification strategy. From our modest beginnings as a trading post, Dubai has grown in importance as a regional hub for financial services, transport, construction and many other sectors. We have been able to achieve this position by harnessing the advantages of our geographical location and by embracing the principles of free market competition. -
The Emirates Group CONTENTS
THE EmiratES GroUP CONTENTS FINANCIAL INFORMATION EMIRATES FINANCIAL COMMENTARY 44 DNATA FINANCIAL COMMENTARY 52 EMIRATES INDEPENDENT AUDITOR’S REPORT 57 AND CONSOLIDATED FINANCIAL STATEMENTS DNATA INDEPENDENT AUDITOR’S REPORT 99 AND CONSOLIDATED FINANCIAL STATEMENTS ADDITIONAL INFORMATION EMIRATES TEN-YEAR OVERVIEW 132 DNATA TEN-YEAR OVERVIEW 134 GROUP COMPANIES OF EMIRATES 136 GROUP COMPANIES OF DNATA 137 GLOSSARY 138 Profit margin in % Return on shareholder’s funds in % 12.9 33.8 44 EMIRATES 9.9 28.4 8.1 21.6 FINANCIAL COMMENTARY 1.6 2.4 4.4 7.2 2007-08 2008-09 2009-10 2010-11 2011-12 2007-08 2008-09 2009-10 2010-11 2011-12 Emirates continued unabated with its Profit attributable to the Owner in AED m REVENUE growth plans during the year by adding 5,375 2011-12 2010-11 % change 5,020 22 aircraft to its fleet and expanding AED m AED m its route network by eleven new Passenger 48,950 41,415 18.2 destinations despite the challenging 3,538 environment in the airline industry. Cargo 9,546 8,803 8.4 Excess baggage 332 293 13.3 PROFITABILITY 1,502 686 Transport revenue 58,828 50,511 16.5 In its 24th consecutive year of profitable operations, Emirates profit attributable Sale of goods 2,017 1,774 13.7 to the Owner stood at AED 1,502 million, Destination and leisure 245 226 8.4 72.1% lower than last year’s record profit Other 418 434 (3.7) 2007-08 2008-09 2009-10 2010-11 2011-12 of AED 5,375 million. -
Emirates Group Annual Report 2015-16 Heading Heading
2015-16 accelerating The Emirates Group Annual Report 2015-16 Heading heading Overview Emirates His Highness Sheikh Mohammed dnata Group bin Rashid Al Maktoum Group Financial Vice President and Prime Minister of the UAE and Ruler of Dubai Information EmiratesAdditional Financial CommentaryInformation dnata Financial Commentary The UAE’s rise as a major global economic hub has not been the result of focusing merely Emirates Consolidated Financial Statements on rapid commercial growth. The country’s achievements have sprung from a vision of dnata Consolidated Financial Statements Nemo enim ipsam voluptatem quia growth that touched every aspect of development. voluptas sit aspernatur aut odit aut Additional fugit, sed quia consequuntur magni Information dolores eos qui ratione voluptatem sequi Growth has never been a one-dimensional concept for the UAE. In our national strategies, nesciunt. Neque porro quisquam est, we have always addressed a wide range of areas that are critical to creating real, sustainable growth. Diversification has been a key part of this vision. The continued high performance of diverse sectors like financial services, transport, manufacturing and construction is testimony to the UAE’s visionary diversification strategy, the seeds of which were sown decades ago by our nation’s founders. The Emirates Group Annual Report 2015-16 Overview Emirates dnata Group Winning the Expo 2020 bid was a be a trailblazer when it comes to the The Emirates Group is one of the UAE Financial recognition of the wide-ranging happiness of our people. This is why corporations that best represents Information progress that the UAE has achieved. As we have appointed our first Minister this spirit of growth, innovation and Additional we move ahead with the preparations of Happiness. -
Organizational Learning: an Assessment of Its Impact on Crisis Management in the United Arab Emirates
International Journal of Learning and Development ISSN 2164-4063 2018, Vol. 8, No. 1 Organizational Learning: An Assessment of its Impact on Crisis Management in the United Arab Emirates Mahmoud Kamal Abouraia College of Business, University of Modern Sciences Al-Twar-3, 7A Street, Dubai, United Arab Emirates Tel: +971-4-264 6506 E-mail: [email protected] Received: November 30, 2017 Accepted: January 4, 2018 Published: January 25, 2018 doi:10.5296/ijld.v8i1.12542 URL: https://doi.org/10.5296/ijld.v8i1.12542 Abstract The perception associated with organizational learning has been established a long time, however merely in a decade, the notion is extremely acknowledged subject in management studies. The essential part of this research contain the ideas of organizational flexibility structures, assessment of orientation, predisposition to experiment, and enthusiasm to review the environment ideas to understand individual capabilities for knowledge and learning in organization. Empirical evidence publicized that airline industry continues to be the topic of numerous crisis management issues which acquired disastrous effect from the perilousness. Further, it is important to keep in mind that crises can arise as significant factors of change, knowledge, and learning opportunities. The article investigates to evaluate the influence regarding organizational learning toward crisis management in airline industry based on qualitative analysis with airline managers and through supplementary information. The outcomes recommend that airlines should have in-depth and defined techniques for understanding the crises and despite the fact that crisis events and conventional airline accidents remain rare, the requirements for knowledge and learning preparation has vehemently become imperative. -