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Carol Raskin
Carol Raskin Artistic Images Make-Up and Hair Artists, Inc. Miami – Office: (305) 216-4985 Miami - Cell: (305) 216-4985 Los Angeles - Office: (310) 597-1801 FILMS DATE FILM DIRECTOR PRODUCTION ROLE 2019 Fear of Rain Castille Landon Pinstripe Productions Department Head Hair (Kathrine Heigl, Madison Iseman, Israel Broussard, Harry Connick Jr.) 2018 Critical Thinking John Leguizamo Critical Thinking LLC Department Head Hair (John Leguizamo, Michael Williams, Corwin Tuggles, Zora Casebere, Ramses Jimenez, William Hochman) The Last Thing He Wanted Dee Rees Elena McMahon Productions Additional Hair (Miami) (Anne Hathaway, Ben Affleck, Willem Dafoe, Toby Jones, Rosie Perez) Waves Trey Edward Shults Ultralight Beam LLC Key Hair (Sterling K. Brown, Kevin Harrison, Jr., Alexa Demie, Renee Goldsberry) The One and Only Ivan Thea Sharrock Big Time Mall Productions/Headliner Additional Hair (Bryan Cranston, Ariana Greenblatt, Ramon Rodriguez) (U. S. unit) 2017 The Florida Project Sean Baker The Florida Project, Inc. Department Head Hair (Willem Dafoe, Bria Vinaite, Mela Murder, Brooklynn Prince) Untitled Detroit City Yann Demange Detroit City Productions, LLC Additional Hair (Miami) (Richie Merritt Jr., Matthew McConaughey, Taylour Paige, Eddie Marsan, Alan Bomar Jones) 2016 Baywatch Seth Gordon Paramount Worldwide Additional Hair (Florida) (Dwayne Johnson, Zac Efron, Alexandra Daddario, David Hasselhoff) Production, Inc. 2015 The Infiltrator Brad Furman Good Films Production Department Head Hair (Bryan Cranston, John Leguizamo, Benjamin Bratt, Olympia -
Jetblue Honors Public Servants for Inspiring Humanity
www.MetroAirportNews.com Serving the Airport Workforce and Local Communities June 2017 research to create international awareness for INSIDE THIS ISSUE neuroblastoma. Last year’s event raised $123,000. All in attendance received a special treat, a first glimpse at JetBlue’s newest special livery — “Blue Finest” — dedicated to New York City’s more than 36,000 officers. Twenty three teams, consisting of nearly 300 participants, partici- pated in timed trials to pull “Blue Finest,” an Airbus 320 aircraft, 100 feet in the fastest amount of time to raise funds for the J-A-C-K Foundation. Participants were among the first to view this aircraft adorned with the NYPD flag, badge and shield. “Blue Finest” will join JetBlue’s fleet flying FOD Clean Up Event at JFK throughout the airline’s network, currently 101 Page 2 JetBlue Honors Public Servants cities and growing. The aircraft honoring the NYPD joins JetBlue’s exclusive legion of ser- for Inspiring Humanity vice-focused aircraft including “Blue Bravest” JetBlue Debuts ‘Blue Finest’ Aircraft dedicated to the FDNY, “Vets in Blue” honoring veterans past and present and “Bluemanity” - a Dedicated to the New York Police Department tribute to all JetBlue crewmembers who bring JetBlue has a long history of supporting those department competed against teams including the airline’s mission of inspiring humanity to who serve their communities. Today public ser- JetBlue crewmembers and members from local life every day. vants from New York and abroad joined forces authorities including the NYPD and FDNY to “As New York’s Hometown Airline, support- for a good cause. -
The Professional Approach
Farnborough rr 17/7/07 3:14 pm Page 30 TheThe professionalprofessional approachapproach Money and experience, in vast quantities, make FlightSafety Farnborough one of the best flight training organisations in the world, as Pat Malone reports t takes a stout heart to invest a quarter of a arguments are compelling.” FlightSafety attracts business by keeping billion dollars in UK general aviation these Understandably given its ownership, NetJets tabs on every hull in the world. They know Idays, but that’s just what the international Europe is FlightSafety Farnborough’s biggest where every business jet is based and who flight training group FlightSafety has done. The customer, accounting for 40 percent of the owns it, and if you buy one new or second- company has built one of its largest and most business. NetJets pilots spend an average of hand your purchase will swiftly be followed by sophisticated simulator centres at Farnborough 18 days training each year, so the saving on a phone call from FlightSafety inquiring after and is handling up to 100 pilots a day in a pilot down-time is serious. Furthermore, while your training needs. If you haven’t already high-quality, high-priced round-the-clock JAR training has been done in the US, been steered towards them by your dealer, training operation. FlightSafety was keen to create a situation in you’ll lean towards them because of their Business aviation is the brightest of the GA which instructors understood the JARs as name. industry’s few bright spots, and FlightSafety is natives. Says Rudy -
Infant and Toddler Contracted Slots Pilot Program: Evaluation Report Chad Dorn, Phd
Infant and Toddler Contracted Slots Pilot Program: Evaluation Report Chad Dorn, PhD. August 2020 2 Propulscreating force leading toon movement Contents ACKNOWLEDGEMENT............................................................................................................... 4 OVERVIEW OF INFANT TODDLER CONTRACTED SLOTS PILOT ....................................... 5 THE EVALUATION........................................................................................................................ 7 Implementation Science (IS) Framework............................................................................... 7 Building the capacity to effectively implement...................................................................... 9 Implementation Teams............................................................................................... 9 Data-Informed Feedback Loops................................................................................. 9 Implementation Infrastructure.................................................................................. 10 Data Collection and Timeline................................................................................. ............... 10 Data Sources and Collection .................................................................................................. 11 Administrative Data.................................................................................................... 11 Program Director Survey – Pre and Post................................................................... -
Air Transport Industry Analysis Report
Annual Analyses of the EU Air Transport Market 2016 Final Report March 2017 European Commission Annual Analyses related to the EU Air Transport Market 2016 328131 ITD ITA 1 F Annual Analyses of the EU Air Transport Market 2013 Final Report March 2015 Annual Analyses of the EU Air Transport Market 2013 MarchFinal Report 201 7 European Commission European Commission Disclaimer and copyright: This report has been carried out for the Directorate General for Mobility and Transport in the European Commission and expresses the opinion of the organisation undertaking the contract MOVE/E1/5-2010/SI2.579402. These views have not been adopted or in any way approved by the European Commission and should not be relied upon as a statement of the European Commission's or the Mobility and Transport DG's views. The European Commission does not guarantee the accuracy of the information given in the report, nor does it accept responsibility for any use made thereof. Copyright in this report is held by the European Communities. Persons wishing to use the contents of this report (in whole or in part) for purposes other than their personal use are invited to submit a written request to the following address: European Commission - DG MOVE - Library (DM28, 0/36) - B-1049 Brussels e-mail (http://ec.europa.eu/transport/contact/index_en.htm) Mott MacDonald, Mott MacDonald House, 8-10 Sydenham Road, Croydon CR0 2EE, United Kingdom T +44 (0)20 8774 2000 F +44 (0)20 8681 5706 W www.mottmac.com Issue and revision record StandardSta Revision Date Originator Checker Approver Description ndard A 28.03.17 Various K. -
Tracing Fairy Tales in Popular Culture Through the Depiction of Maternity in Three “Snow White” Variants
University of Louisville ThinkIR: The University of Louisville's Institutional Repository College of Arts & Sciences Senior Honors Theses College of Arts & Sciences 5-2014 Reflective tales : tracing fairy tales in popular culture through the depiction of maternity in three “Snow White” variants. Alexandra O'Keefe University of Louisville Follow this and additional works at: https://ir.library.louisville.edu/honors Part of the Children's and Young Adult Literature Commons, and the Comparative Literature Commons Recommended Citation O'Keefe, Alexandra, "Reflective tales : tracing fairy tales in popular culture through the depiction of maternity in three “Snow White” variants." (2014). College of Arts & Sciences Senior Honors Theses. Paper 62. http://doi.org/10.18297/honors/62 This Senior Honors Thesis is brought to you for free and open access by the College of Arts & Sciences at ThinkIR: The University of Louisville's Institutional Repository. It has been accepted for inclusion in College of Arts & Sciences Senior Honors Theses by an authorized administrator of ThinkIR: The University of Louisville's Institutional Repository. This title appears here courtesy of the author, who has retained all other copyrights. For more information, please contact [email protected]. O’Keefe 1 Reflective Tales: Tracing Fairy Tales in Popular Culture through the Depiction of Maternity in Three “Snow White” Variants By Alexandra O’Keefe Submitted in partial fulfillment of the requirements for Graduation summa cum laude University of Louisville March, 2014 O’Keefe 2 The ability to adapt to the culture they occupy as well as the two-dimensionality of literary fairy tales allows them to relate to readers on a more meaningful level. -
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A YEN FOR THE DOLLAR: Airlines and the Transformation of US-Japanese Tourism, 1947-1 977 Douglas Karsner Department of History Bloomsburg University This article examines the transformation of transpacific tourism between the United States and Japan from 1947 to 1977, focusing on the key role that Pan American World Airways, Northwest Orient Airlines, and Japan Airlines played in this development. In the late 1940s, travel was mostly by a small upper class leisure market cruising on ships. Linkages between the air carriers and other factors, including governmental policy, travel organizations, and changes in business and culture influenced the industry. By the 1970s, these elements had reshaped the nature and geography of tourism, into a mass airline tourist market characterized by package tours, special interest trips, and consumer values. Between 1947 and 1977, several factors helped transform the nature of transpacific tourism between the United States and Japan. Pan American Airways, Northwest Airlines, and Japan Airlines played crucial roles in this development. These airline companies employed various marketing strategies, worked with travel associations, tapped into expanding consumer values, and pressured governments. Simultaneously, decisions made by tourist organizations, consumers, and especially governments also shaped this process. The evolution of transpacific tourism occurred in three stages, growing slowly from 1947 to 1954, accelerating in the period to 1964, and finally developing into a mass leisure market by the 1970s.’ When the US State Department officially permitted Pan American Airways and Northwest Airlines to start offering regularly scheduled service to Japan in August 1947, few American tourists wanted to make the journey. This was largely because they would have had to obtain a passport from the State Department and a certificate from the Joint Chiefs of Staff. -
Global Aviation Holdings: the KERP Is Back
Portfolio Media. Inc. | 860 Broadway, 6th Floor | New York, NY 10003 | www.law360.com Phone: +1 646 783 7100 | Fax: +1 646 783 7161 | [email protected] Global Aviation Holdings: The KERP Is Back Law360, New York (August 06, 2012, 1:11 PM ET) -- In a recent decision[1] involving Global Aviation Holdings Inc. and its affiliated debtors (collectively, the “debtors”), the United States Bankruptcy Court for the Eastern District of New York granted the debtors' motion for approval of a key employee retention plan (the “KERP motion”) pursuant to Sections 363(b) and 503(c)(3) of Title 11 of the United States Code over the objections of both the United States Trustee for Region 2 (the “UST”) and the official committee of unsecured creditors (the “committee”). In the objections, the committee and the UST argued the debtors were seeking to pay bonuses to insiders without satisfying the requirements set forth in Section 503(c)(1) of the Bankruptcy Code. The committee and the UST also argued, that to the extent the key employee retention plan recipients turned out to be non-insiders, the debtors did not establish whether the proposed key employee retention plan payments were “justified by the facts and circumstances of the case” as required by Section 503(c)(3) of the Bankruptcy Code. The debtors operate two airlines: North American Airlines Inc. and World Airways Inc. From the outset of their bankruptcy cases, the debtors planned to move North American’s headquarters from JFK International Airport in Jamaica, N.Y., to World’s headquarters in Peachtree City, Ga., in order to consolidate operations. -
March 2018 REFLECTIONS the Newsletter of the Northwest Airlines History Center Dedicated to Preserving the History of a Great Airline and Its People
Vol.16, no.1 nwahistory.org facebook.com/NorthwestAirlinesHistoryCenter March 2018 REFLECTIONS The Newsletter of the Northwest Airlines History Center Dedicated to preserving the history of a great airline and its people. NORTHWEST AIRLINES 1926-2010 ______________________________________________________________________________________________________ THE QUEEN OF THE SKIES Personal Retrospectives by Robert DuBert It's hard to believe that they are gone. Can it be possible that it was 50 years ago this September that this aircraft made its first public appearance? Are we really all so, ahem, elderly that we Photo: True Brand, courtesy Vincent Carrà remember 1968 as if it were yesterday? This plane had its origins in 1964, when Boeing began work on a proposal for the C-5A large military airlifter contract, and after Lockheed won that contest, Boeing considered a commercial passenger version as a means of salvaging the program. Urged on by Pan Am president Juan Trippe, Boeing in 1965 assigned a team headed by Chief Engineer Joe Sutter to design a large new airliner, although Boeing at the time was really more focused on its supersonic transport (SST) program. A launch customer order from Pan Am on April 13, 1966 for twenty five aircraft pushed Sutter's program into high gear, and in a truly herculian effort, Joe Sutter and his Boeing team, dubbed “The Incredibles,” brought the program from inception on paper to the public unveiling of a finished aircraft in the then unheard of time of 29 months. We're talking, of course, about the legendary and incomparable Boeing 747. THE ROLLOUT It was a bright, sunny morning on Monday, Sept. -
North American Airlines Take Off by Alan Wise, Ketil Gjerstad, Marguerite Fitzgerald, and Jason Guggenheim
The 2017 Consumer Value Creators Series NorTh AmeriCAN AirliNeS TAke off By Alan Wise, Ketil Gjerstad, Marguerite Fitzgerald, and Jason Guggenheim he airline industry is dominating The Top Ten Tthe travel and tourism sector—out- Of the top ten performers on this year’s pacing hotels, cruise lines, and others in travel and tourism list, nine are in the air- the sector in terms of value creation. North line industry and seven are based in North American carriers in particular have bene- America. (See the exhibit.) That includes fited from restructuring, scale efficiencies, five US carriers: and consolidation over the past decade, giving them a strong position and lower • Hawaiian Holdings, parent company of costs in a robust market. Hawaiian Airlines (which finished first) In 2017, The Boston Consulting Group con- • Delta Air Lines (fourth) ducted its annual study of the total share- holder return (TSR) of more than 2,300 • Southwest Airlines (fifth) publicly traded companies in 33 industry sectors, including 80 companies in travel • Alaska Air Group (sixth) and tourism. (See “How Top Value Creators Outpace the Market—for Decades,” BCG • JetBlue Airways (tenth) article, July 2017.) It’s tempting to cite lower fuel costs as the From 2012 through 2016, the global travel reason for this collective strength, but and tourism sector delivered an average that’s likely a subordinate factor at best. annual return of 19%. It ranked ninth Lower fuel prices affect all carriers world- among the 33 sectors we analyzed and sec- wide, not only those in the US. ond among the five consumer segments. -
National Transportation Safety Board
National Transportation Safety Board Airport Runway Accidents, Serious Incidents, Recommendations, and Statistics Deadliest Runway Accidents ● Tenerife, Canary Islands, March 27, 1977 (583 fatalities). The world’s deadliest runway accident occurred on March 27, 1977, when Pan Am (PAA) flight 1736, a Boeing 747, and KLM4805, a Boeing 747, collided on runway 12 at Tenerife, Canary Islands, killing 583 passengers and crew. KLM4805 departed runway 12 without a takeoff clearance colliding with PAA1736 that was taxiing on the same runway during instrument meteorological conditions. The Spanish government determined the cause was: “The KLM aircraft had taken off without take-off clearance, in the absolute conviction that this clearance had been obtained, which was the result of a misunderstanding between the tower and the KLM aircraft. This misunderstanding had arisen from the mutual use of usual terminology which, however, gave rise to misinterpretation. In combination with a number of other coinciding circumstances, the premature take-off of the KLM aircraft resulted in a collision with the Pan Am aircraft, because the latter was still on the runway since it had missed the correct intersection.” ● Lexington, Kentucky, August 27, 2006 (49 fatalities). The deadliest runway accident in the United States occurred on August 27, 2006, at about 0606 eastern daylight time when Comair flight 5191, a Bombardier CL-600-2B19, N431CA, crashed during takeoff from Blue Grass Airport, Lexington, Kentucky. The flight crew was instructed to take off from runway 22 but instead lined up the airplane on runway 26 and began the takeoff roll. The airplane ran off the end of the runway and impacted the airport perimeter fence, trees, and terrain. -
The Relative Cost-Effectiveness of Retaining Versus Accessing Air Force Pilots
The Relative Cost-Effectiveness of Retaining Versus Accessing Air Force Pilots Michael G. Mattock, Beth J. Asch, James Hosek, Michael Boito C O R P O R A T I O N For more information on this publication, visit www.rand.org/t/RR2415 Library of Congress Cataloging-in-Publication Data is available for this publication. ISBN: 978-1-9774-0204-2 Published by the RAND Corporation, Santa Monica, Calif. © Copyright 2019 RAND Corporation R® is a registered trademark. Cover: Getty Images/Fanatic Studio. Limited Print and Electronic Distribution Rights This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited. Permission is given to duplicate this document for personal use only, as long as it is unaltered and complete. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial use. For information on reprint and linking permissions, please visit www.rand.org/pubs/permissions. The RAND Corporation is a research organization that develops solutions to public policy challenges to help make communities throughout the world safer and more secure, healthier and more prosperous. RAND is nonprofit, nonpartisan, and committed to the public interest. RAND’s publications do not necessarily reflect the opinions of its research clients and sponsors. Support RAND Make a tax-deductible charitable contribution at www.rand.org/giving/contribute www.rand.org Preface The research discussed in this report was conducted for a project to develop an analytic capability for determining the efficient amount of special and incentive (S&I) pays for rated officers in the U.S.