July 2019

Edition 129 | JULY 2019

SANSA

SAVING PILOTS FROM

SPACE WEATHER MIKE GOUGH

WHAT MAKES A GREAT PILOT?

IS SAAF

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Ed's note...

JULY 2019 Edition 129 5 Companies - SA Space Agency 9 Bush Pilot - Hugh Pryor 11 Airbus Celebrates 50 years 15 Defence - SAAF Acquisitions 23 African Airlines Safety 27 A Magic Veteran 31 Women Shine at IATA Awards 33 Federal Airlines Charter Directory 34 AEP AMO Listing 35 Companies

37 Daher Buys Quest Kodiak 39 Subscriptions 42 Gryphon Flight School Listing 43 AME Doctors Listing 44 Back Pages 47 Airline Ops - Mike Gough

W

ORLDWIDE the airline industry is having an unprecedently good run, as it is now entering its tenth year of profits and is covering its cost of capital – an excellent achievement for a capital intensive industry with thin margins.

However, in stark contrast, African airlines are still failing miserably – and if you take the privately owned airlines and outlier Ethiopian airlines out of the mix, then the picture is disastrous. African airlines will deliver a $0.1 billion loss (unchanged from 2018), continuing a weak trend into its fourth year. A recent report by the International Air Transport Association (IATA) says that the whole African airline industry – including Ethiopian and privately owned airlines, will have record losses in 2019 as they have low load factors and a high cost of operations from fuel surcharges, poor management and high passenger taxes.

IATA calculates that African airlines lose U$1.54 on every passenger they carry – which contrasts badly with the almost U$10 profit per passenger made worldwide.

The World Bank has revised its expected African economic growth down from 5.7 percent in 2018 to 4.3 percent this year.

Part of the reason for this downgrade is the constraints on trade in goods and services due to the capacity and connectivity limitations of African airlines.

Adding to Africa’s woes is that the world is heading for tougher times. Global demand for airlines this year will grow by 5.0 percent, down from 7.4 percent last year. This can be expected to further constrain African airline industry growth. If

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the African airline industry cannot succeed in good times it is probably fair to conclude that it will fail abysmally in tougher times.

The problem is two-fold: Firstly; state ownership of airlines and their resulting interference in policy and management.

Secondly, the fragmentation of the African airline industry. The United States has three global carriers compared to Africa which has 161 airlines.

Ethiopian Airlines is the only African state-owned carrier which has been recording profits in the past couple of years, thanks to the state owner’s hands-off policy, plus the airline’s effective exploitation of its location as a hub and a new fuel-efficient fleet. If the state is going to own an airline and interfere with its management, whether to protect jobs, or drive a political or developmental agenda, it has to be prepared to spend taxpayers’ money subsidising rich travellers at the expense of the poor.

The South African government has become spineless in its lack of support for SAA. Without the political courage to take tough decisions it will continue to bleed the state for scarce funds. This is the swamp which forced the CEO of SAA, Mr Vuyani Jarana, to resign. I fear that his acting successor, Ms Zuks Ramasia has accepted a career ending job.

Guy Leitch

© FlightCom 2019. All rights reserved worldwide. No part of this publication may be reproduced, stored in a retrieval system, or transmitted by any means, electronically, mechanically, photocopied, recorded or otherwise without the express permission of the copyright holders.

Editor

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COM PETE NCY IS TH E

CORE Online forums, by nature, are best taken with a pinch of salt. However, one line that struck a chord with me was about the pilot shortage debate. It went along the lines of ‘Is the pilot shortage real? No - it’s a shortage of real pilots.’

I

have droned on about correct selection and aptitude testing for a while, and although that’s a critical aspect of any pilot development programme, it is simply a starting point. After the paperwork of course, and getting the sponsors to pony up some cash. And then trying to determine if Junior is actually interested in flying…

I digress. Our traditional training methods, currently alive and well, have specified minimum hours to achieve a licence as opposed to competency. We have all learned the ’soft’ skills through osmosis by being exposed long term to various forms of aviation, whether it be ab-initio flight instruction as a green-horn Grade 3 instructor, charter operations or airline. The latter is where we suddenly find ourselves actually being assessed on these skills,

and in some situations, are found seriously wanting.

This was one of the issues considered when ICAO re-invented the training wheel in the early 2000s, and one of the pillars of the new programme was defining what competencies a ‘good’ pilot should display.

I have it on good authority that some heavyweight behavioural researchers are less than impressed with this particular set of definitions, but at least it is a place to start.

I have changed the order of these competencies from the ICAO document, but in a nutshell, this is what we should be considering during training and assessing, specifically from Day One of any aspiring pilot’s training course: 1. Application of Procedures 2. Aircraft Flight Path Management – Manual

3.

4.

Aircraft Flight Path Management – Automation Knowledge

1.

2.

3.

4.

Communication Leadership and Teamwork Situational Awareness Problem Solving and Decision Making 5. Workload Management I have specifically listed these nine competencies in two groups. The first four are ‘hard skills’, which are relatively easy to teach and assess, while the last five are ‘soft’ skills, which are, in some cases, impossible to teach and very often difficult to assess objectively.

Essentially, the first four are where we have been since the Wright Brothers, and unfortunately, where our current legislation and training methodology still are.

The Tenerife disaster was the real start of the soft art of communication training for airline crews.

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MPL training is being marketed aggressively around the world.

Absolutely vital skills, no doubt, and they need to be of a consistently high standard throughout a pilot’s career. Straightforward to assess and relatively simple to teach.

However, without the last five, we are going to continue to crash serviceable aircraft – never mind one that has issues.

Sitting in the clever seat in the simulator, one can very simply and objectively identify deviations from Standard Operating Procedures (SOPs), when considering the first competency, Application of Procedures. It doesn’t help to take the Stalingrad approach and fail a crew for an out-of-sequence or omitted procedure, as there may well be one, or more, of the ‘soft’ competencies involved.

Something as simple as raising the gear after takeoff can be complicated by a non-normal event (engine failure, for example), and the soft competency of Communication becomes the culprit, while the gear remains down as the aircraft staggers into the air.

So, is it poor procedures or bad communication? Hold on, what caused the lack of communication? Could it be a reduction in Situational Awareness as a result of stress, and both crew members are at fault as the Pilot Monitoring (PM) didn’t call “Positive Climb!”, and the Pilot Flying (PF) was too busy manually controlling the flight path to call “Gear Up!”….?

As I mentioned, the behavioural researchers consider this concept of evidence based training (EBT) to be a lot more complex than the current framework allows. The problem being, I’m simple in terms of psychology and if I’m to effectively apply these tools it has to be easily understandable.

In this regard, IATA wrote a weighty tome, entitled ‘Implementation of EBT’, supported by an even weightier one, ‘Data Report for EBT’. The latter was a collection of highly analysed events than can be fed into initial type rating training and recurrent

assessments. For example, it identifies 272 trainable events for the Airbus A330 alone, all from actual occurrences on the line.

Still, there needs to be absolute clarity in terms of application of the core competencies for this system to be fair, consistent and to provide as high as possible inter-rater reliability. The latter refers to all instructors singing from the same hymn sheet, in terms of application and standards.

Let’s take a look at some of the detail: Firstly, what is a ‘core competency’?

Core competencies: A group of related behaviours, based on job requirements, which describe how to effectively perform a job.

They describe what proficient performance looks like. They include the name of the competency, a description, and a list of behavioural indicators.

So how do we benchmark adequate versus inadequate communication, for example? Firstly, the description of this competency is: Demonstrates effective oral, non-verbal and written communications, in normal and non-normal situations.

The behavioural indicators that guide the instructor in this regard are: • Ensures the recipient is ready and able to receive the information • Selects appropriately what, when, how and with whom to communicate • Conveys messages clearly, accurately and concisely • Confirms that the recipient correctly understands important information • Listens actively and demonstrates understanding when receiving information • Asks relevant and effective questions

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•

Adheres to standard radiotelephone phraseology and procedures • Accurately reads and interprets required company and flight documentation • Accurately reads, interprets, constructs and responds to datalink messages in English • Completes accurate reports as required by operating procedures • Correctly interprets non-verbal communication • Uses eye contact, body movement and gestures that are consistent with and support verbal messages.

This could well save many marriages out there, if both parties adhered to these guidelines…

The other eight competency descriptors are just as comprehensive and thorough, and give excellent definition and specific indicators as to what should and should not be displayed by the crew.

Let’s consider that accident that became the birthplace of CRM (Cockpit Resource Management, as it was first called), the Tenerife accident of 1977, when KLM and Pan Am collided on the runway at Los Rodeos Airport in thick fog.

This accident encapsulates everything that could go wrong with communication, as well as just about every other competency, but poor communication essentially caused the accident.

An excerpt from the accident report reads as follows: Immediately after lining up, the KLM captain advanced the throttles and the aircraft started to move forward. First officer Meurs advised him that ATC clearance had not yet been given, and Captain Veldhuyzen van Zanten responded: “No, I know that. Go ahead, ask.”

Meurs then radioed the tower that they were “ready for takeoff” and “waiting for our ATC clearance”. The KLM crew then received instructions that specified the route that the aircraft was to follow after takeoff. The instructions used the word “takeoff,” but did not include an explicit statement that they were cleared for takeoff.

Meurs read the flight clearance back to the controller, completing the readback with the statement: “We are now at takeoff.” Captain Veldhuyzen van Zanten interrupted the copilot’s read-back with the comment, “We’re going.”

The controller, who could not see

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the runway due to the fog, initially responded with “OK” (terminology that is nonstandard), which reinforced the KLM Captain’s misinterpretation that they had takeoff clearance.

The controller’s response of “OK” to the co-pilot’s nonstandard statement that they were “now at takeoff” was likely due to his

efforts and being clear and concise, were blocked and this should have immediately been rectified by the tower.

Of course, the actions of the KLM Captain, who was head of training for the airline at the time, were the trigger here, but clear, effective communication would have definitely saved the day.

IATA EBT implementing partners.

misinterpretation that they were in takeoff position and ready to begin the roll when takeoff clearance was received, but not in the process of taking off.

The controller then immediately added “stand by for takeoff, I will call you”, indicating that he had not intended the clearance to be interpreted as a takeoff clearance.

A simultaneous radio call from the Pan Am crew caused mutual interference on the radio frequency, which was audible in the KLM cockpit as a 3-second-long shrill sound, (or heterodyne). This caused the KLM crew to miss the crucial latter portion of the tower’s response.

The Pan Am crew’s transmission was “We’re still taxiing down the runway, Clipper 1736!” This message was also blocked by the interference and inaudible to the KLM crew.

End of excerpt.

I would say, looking at those indicators, that ALL individuals concerned could be considered Not Competent if this was an assessment. The Pan Am crew, despite their

Notice the description of the competency states ‘in normal and nonnormal’ situations. Thus, if the heat is on, so to speak, communication has to remain effective. For many years after this accident, the before take-off checklist was amended to include “Take-off Clearance – Obtained”, responded to by all three cockpit occupants.

That put a band-aid on the problem, but since I left Boeing 747s as a second officer twenty years ago, I have not seen it on a checklist again.

The concept of EBT is that evidence is obtained during the training and checking that the crew members have developed the Knowledge, Skills and Attitude (KSA) to be able to perform in any adverse situation that may be encountered on the line. Is EBT going to create ‘real’ pilots? I certainly feel it has become a lot more relevant in developing the soft skills that are absolutely critical to support the stick and rudder stuff.

Let’s see how it is approached by our regulator, who is being brought up to speed in this regard by local airlines. Well done, Comair. 

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Company Profile G uy L eitch

SA SPACE AGENCY’S KEY ROLE IN AVIATION The name of The South African National Space Agency (SANSA) may suggest that it is concerned with matters far higher than atmosphere-bound aviation. But SANSA performs a key service to all aircraft and their operators.

S

ANSA is the key custodian of two essential aspects of aviation – the ‘standard reference’ compass against which all aircraft compasses are calibrated, and the provision of warnings of solar storms.

It is an old truism to say that the source of all weather phenomena on Earth is the Sun. The term ‘Space Weather’ describes those events caused by the sun that happen

weather storms. Delicate electronics can also be damaged, and radiation exposure poses a hazard for crew and passengers, particularly on long haul flights.” Space weather can also have a major knock-on effect on airlines and airports.

The other key competency of SANSA with direct relevance to general aviation is compass accuracy. Despite the rise of modern navigation systems such as GPS

Having a calibrated Compass is essential for any aircraft's compass swings - which must be done annually.

in space, which can in particular, disrupt GPS signal quality as well as power grids, navigation and communication systems.

SANSA, based at Hermanus in the Western Cape, has been selected by the International Civil Aviation Organization (ICAO) as one of two regional centres to provide Space Weather services, including solar storm forecasts and warnings, to the global aviation sector. “With aviation, we consider four key risk areas – communication, navigation, avionics and radiation exposure,” said SANSA MD, Dr Lee-Anne McKinnell. “High frequency radio communication, as well as ground and air-based navigation systems, can be affected or knocked out entirely by space

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and radio aids, compasses are still an essential component of aircraft navigation equipment. Electrical systems may fail, but the Earth’s magnetic field never does.

However, it is continuously changing and that requires constant monitoring to determine the degree of compass variation at any specific place.

The need for accurate compass swinging by properly qualified technicians was highlighted by the recent incident of the South African Civil Aviation Authority grounding part of a local Airline’s fleet because it claimed the compass swings had not been properly done. This stranded thousands of high-value tourists over the holiday season. SANSA points out that

a proper compass swing procedure is necessary to determine how to measure and compensate for the magnetic field of the actual aircraft, which will cause a deviation to the compass reading once located in the cockpit, due to the proximity of steel or iron components, and by the effects of current flowing in nearby electrical circuits.

The compass must therefore be swung at predetermined intervals, usually at the annual Mandatory Periodic Inspection or at any time when the magnetic properties of an aircraft have changed, by for instance the installation of new equipment or a direct lightning strike.

A properly conducted compass swing requires a calibrated reference compass, and it must be done in a magnetically clean environment free of steel structures, underground cables, or equipment that produces magnetic fields, to assure it is free of interference. And as the grounding of the airline’s fleet demonstrated, it must be done by qualified personnel. SANSA’s Space Science facility in Hermanus is the only SACAA accredited South African facility that offers this type of service with the necessary expertise and facilities to perform on-site training in the compass swing procedure.

SANSA has been presenting training courses on the execution of compass swings to the South African Air Force for more than 20 years and recently hosted a five day Compass Swing Training Course and a three day Compass Swing Refresher Course. The course is presented by SANSA engineers and physicists who have many years of relevant magnetic navigation ground support experience.

For more information on these services and courses email: spacesci-info@sansa. org.za 

BUSH PILOT HUGH PRYOR

BUFFALO The De Havilland DHC-5D Buffalo is a glorious great ‘Grunt’ of an aeroplane. With 3133 horsepower each side, it is massively over-powered, and it announces this in no uncertain terms during take-off.

AT

maximum prop rpm, the last three inches of the propeller blades are travelling at, or slightly over, the speed of sound, so each blade creates its own sonic boom as it passes the spectator’s ear and hence that distinctive growl and roar of sheer power which accompanies a Buffalo on take-off.

It has dimensions, speeds and load carrying ability very similar to a Lancaster Bomber of World War Two. The Lancaster’s wingspan beats the Buffalo’s by six feet.

The Buffalo, however, is ten feet longer and it has two qualities which you will not find on the Lancaster. One is that you can drive a couple of Land Rovers straight into the cabin, via the aft ramp and the second is that the Buffalo will then get you airborne in five hundred metres, even if you don’t have a proper runway.

It has the face of a bulldog, with hints of Churchillian authority, but once airborne, with its wheels tucked away, it displays a surprising gracefulness with its high ‘T’ tail vaulting into the sky at the aft end, reflecting the delicate dihedral of the wings.

Like most aircraft from the De Havilland stable, the drivers’ seats are not designed for comfort, in fact I defy anyone to get a decent afternoon’s kip in a Buffalo’s driving seat. The view, however, is spectacular from the elevated flight deck and if you want an even more spectacular one, you only have to go down the back and open up the ramp, which you can do in flight and then you can even jump out, if you have the appropriate equipment!

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Strangely enough, once you are on the flight deck in the cruise the noise level is muffled to a comfortable snuffle, in spite of having those enormous props flailing around just outside the window, and there is an atmosphere of solid dependability which instils a feeling of deep trust, maybe even friendship, between the aircraft and its crews. It’s almost as though it’s saying, “If you want to go there, trust me, I am game.”

On one occasion, ‘Twiddly John’ and I had a frightful trip from Oman to Luton, in the UK, via Corfu. We went into thunderstorm country as we passed over Sorrento in southern Italy and did not see the ground again until we got to La Rochelle, on the Atlantic Coast of France.

Being unpressurised, we were in the thick of it, being chucked around with such violence that the headlights on the Lotus Elan sports car, which was chained to the floor down the back, actually popped up on their own!

Finally, as we approached La Rochelle, we were spat out of the side of the storm, to be assaulted by sunlight, reflected off the Atlantic, which was so bright that I momentarily thought that the windscreen heat had gone out of control and caught fire, as it had done, once before, during a transAtlantic flight out of Keflavik in Iceland.

Anyway, after all the thrills of the previous hours, being ‘controlled’ in Greek, Italian and French, we were welcomed by the friendly voices of ‘London ATC’, who tenderly guided us round any build-ups, to our final destination at Luton, where we decided to demonstrate one little trick which the Buffalo still had up its sleeve.

After the long haul of a flight from Corfu to Luton, the aircraft gets down to the kind of weight where the approach speed is below seventy knots, and at that speed, you can land and stop in one hundred metres, with

those enormous windmills blowing away in reverse pitch out there on the wings. The access taxiway is only a little more than that from the threshold of Runway 08. Which is not very easy to see from the Control Tower, so, if we got it right, we could get down, stopped and into the taxiway before the Controller could set eyes on us!

And so it happened. We had already landed and scooted off down the taxiway when the voice came over the radio. “Charlie Delta, Luton?”

“Go ahead Luton.”

“Charlie Delta, your position?”

“Charlie Delta on ground.”

There was a long pause, while the Controller searched every metre of Runway 08, before coming back to us with a hint of amusement in his voice. “Confirm on ground at Luton?”

“That’s affirmative, Luton.”

There was another long pause and then he came back with a note of triumph in his voice. “Confirm on ground Runway 08?” There was a long pause while we could almost imagine the gears in his mind going around. “Confirm that you landed on Taxiway Alpha?”

“Negative. Landed on Runway 08 and exited first left onto taxiway Alpha.”

There was another long pause and then the controller almost whispered, “How on Earth did you DO that?”

Now it was our turn to smile... “You can do that sort of thing when you are in a Buffalo!” 

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The A300 - the Airbus that started it all.

Feature R eport : G uy L eitch - W ith

thanks to

AWS&T

AIRBUS

CELEBRATES 50 YEARS Fifty years ago, at the 1969 Paris Air Show, Airbus launched itself with the Airbus A300. In the intervening 50 years the company has grown into a massive airframe, defence and space conglomerate. The A300 turned the airline industry on its head. But it took a while.

T

HE A300 was the first European twin-aisle twin-engine jet for medium-haul air travel. What is arguably far more significant was that Airbus managed to integrate production of aircraft across European nations and deliver a world class product that matches or exceeds the giant Boeing in sales.

But the pan-European conglomerate had a shaky start. In early 1969, in the light of the financial disaster that was Concorde, the Labour party British government under Harold Wilson pulled out from its commitment to support a European twinaisle airliner. After the many failures of aircraft launched by national industries , the French and Germans had agreed to support a pan-European airliner programme. But without British involvement, the proposed Airbus A300 was engineless.

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Aviation enthusiast and pilot Franz Josef Strauss was a key founder of Airbus.

AW&ST reports that the engine issue was resolved with the help of General Electric’s CF6 replacing the proposed Rolls-Royce RB207. However, the A300 still had no wings supplier. It looked as though the fractured European governments were going to lose their big chance to revolutionise the airline industry.

Fortunately, sanity and the spirit of cooperation prevailed. Fifty years later, Airbus is nearing its 20,000th aircraft order and 12,000th delivery, and it is firmly entrenched in a comfortable, if competitive, duopoly with Boeing. The company is the leader in the high-volume single-aisle market and , with the current Boeing Max problems, looks likely to remain so for some time.

In the widebody market, the A330 and A350 have been big sellers. And while the A380 was a financial failure, Airbus is more than big enough to shrug off the blow. After all, most of its former competitors have disappeared, and new entrants to the market are a long way from being a real threat.

Each year Airbus invites selected journalists from around the world to Toulouse for a briefing on the corporation’s R&D capabilities. It is this massive investment in pioneering new systems such as fly-by-wire that has enabled Airbus to become the market leader.

Just some of the many Airbus innovations include fly-by-wire technology, flight-envelope protection, new materials and the so-called forward-facing crew cockpit (FFCC), which eliminated the flight engineer.

But it took a long time for Airbus to reach the top. AW&ST reports that airlines such as Air France initially balked at Airbus products, and Lufthansa chief Herbert Culmann famously proclaimed: “If someone wants to force me to buy this Airbus, I will take my hat and leave tomorrow.” Demand was so weak that production was down to one aircraft a month when Airbus finally broke into the U.S. market in 1977 by giving struggling Eastern Air Lines free use of four A300B4s for half a year. Even then, Boeing’s “exclusivity” agreements with American Airlines, Delta Air Lines and Continental Airlines kept Airbus effectively locked out of a large potential market.

It took nearly twenty years before Airbus delivered 100 airliners in a single year and it did not catch Boeing in market share until the end of the 1990s, three decades after French and German officials signed the “Airbus pact” at the 1969 Paris Air Show.

Today, Airbus still faces major challenges. Despite structural reforms under recently retired CEO Tom Enders that reduced government interference and put more focus on the bottom line, critics say the company is still too bureaucratic. French and British authorities are investigating allegations of bribery and corruption. And its profitability lags Boeing’s by a sizable measure.

AI R BUS DE SPE R ATE LY N E E DE D A CUSTOM E R I N TH E U. S.

SAA was a later customer for the A300 and it has gone on to become an all Airbus airline.

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Antoine Gelain, of Paragon European Partners, estimated in a recent column for Aviation Week that the A320 single-aisle family accounts for half of the company’s revenues and at least two-thirds of its profits. “Beyond that, the A350 production forecasts keep being revised downward, the A330 is at a standstill, the A380 has just been cancelled, and the A400M military transport is a financial chasm,” Gelain says.

Airbus’ creation and its longevity were made possible by three factors: politics, people and technology. Without the political backing in France and Germany, the A300 would not have taken off. Without the vision and skills of founders Bernard Ziegler, Roger Beteille and Felix Kracht, it would not have been developed. Without the persuasiveness of Jean Pierson, John Leahy and others, it would not have sold enough products to gain a foothold in the market.

And without industrial strategists such as Jean-Luc Lagardere, Manfred Bischoff and

Beteille and Ziegler decided to take the risk and propose a major change in the A300 layout. If the aircraft was no longer targeting the 300-seat short-haul market but was shrunk to an 80% scaled version of its former self, Airbus would not only have

Airbus believed t he A340 was t he right aircraf t to compete wit h t he 777 to spend much less on development, it also would suddenly have engine choice: The RB211 was big enough and so would be the CF6.

Airbus A310 - the family grows.

later Tom Enders, Airbus would not have become the integrated, globally focused company that it is today.

IN THE BEGINNING AW&ST reports that on 6 October 1968 Ziegler hosted Beteille at his home on Avenue Stephane Mallarme in Paris. Their joint project was in crisis, and the two were keen to save it. In May of that year RollsRoyce had come up with a price tag for the proposed RB207 engine that was to power the original A300. “The difference in price of the RB211 for the Lockheed L-1011 was simply unacceptable, and we realised that Rolls was playing another game without admitting it,” Beteille said at the time. “By continuing in that way, we would have ended up with nothing more than a superb glider.”

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take on the wing work, the Labour British government refused to provide development money. The German government came to the rescue by agreeing to fund the work, removing one of the last major hurdles to programme launch.

Sure enough, soon after the meeting, talks began with GE’s engine division— including its then-CEO of German origin, Gerhard Neumann—and the CF6 became the A300’s first engine. Only much later was the Pratt & Whitney JT9D added.

Rolls-Royce never supplied an engine for the first- and second-generation (A310) of Airbus aircraft.

On 29 May 1969 the French and German governments agreed on a memorandum of understanding at the Paris show to jointly develop the A300B. At the time, it was not a momentous event: The Airbus project was a reality.

Following the engine sourcing, the quandary over the A300’s wings nearly killed the development programme. While UK-based Hawker Siddeley was willing to

THE THREE VISIONARIES Political influence on Airbus management was long considered an albatross, because until 2007, the company was led by two co-CEOs—one French, one German—to ensure that each nation’s interests were protected. But in the beginning, political support for financing was crucial.

A controversial German politician, Franz Josef Strauss, played a crucial role.

Strauss, who was later elected leader of the Bavarian conservative party CSU, defence minister and prime minister of Bavaria, was an aviation enthusiast and private pilot. He became the first chairman of the Airbus Industrie supervisory board in 1970 and stayed in that role until his death in 1988, helping ensure that Airbus survived difficult times.

Ziegler was named as the first CEO of the Airbus Industrie consortium, Beteille became chief operating officer, and Felix Kracht, who had played an important role in the background, headed production.

German-born Kracht seemed like the ideal person for the job. An engineer and pilot, in 1937 he became the first person to cross the Alps in a self-constructed glider. Later, he pioneered inventions like the airborne coupling of aircraft to allow refuelling.

He also worked on the DFS 228, a highaltitude reconnaissance aircraft. Starting in 1959, he served as the representative of France’s Nord Aviation at German aircraft manufacturer Weser Flugzeugbau and played a leading role in developing the Franco-German Transall C-160.

In 1967, Kracht became managing director of Deutsche Airbus, which was to consolidate Germany’s workshare in the upcoming programme. Along with Beteille

and Ziegler, he was the mastermind behind the A300B, a technically ambitious aircraft.

He pushed to use the best technology available, wherever it came from. “If the Chinese have the best engine, we will use it,” he said. Beteille, Ziegler and Kracht also agreed that Airbus would not succeed in the long term with only a single product. The A300B would have to be developed into a family of aircraft if the Europeans were to compete with Boeing, McDonnell Douglas and Lockheed. To say so publicly early on did not seem prudent politically, so they initially kept the idea to themselves.

MARKET ENTRY Following a nearly flawless flight-test campaign, the A300B was certified in 1974.

Yet demand remained poor: Airbus had collected orders for just 30 aircraft but had committed to producing 52 at a rate of 2.5 per month.

The consortium finally convinced Air France to buy the airliner by offering a B2 version with three more seat rows. Even with the A300B2 in commercial service, though, the European venture’s future was still uncertain.

Then came a day in May 1977 that would be a crucial turning point. On that day, Ziegler’s successor, Bernard Lathiere,

shook hands on a deal with Eastern Air Lines Chief Executive Frank Borman, and Thai Airways International signed up for A300s. Under the Eastern deal, the airline would get four A300B4s free of charge for six months. The American carrier could not afford a real order—it had lost money over the past 10 years—but Airbus desperately needed a customer in the U.S. Production was down to one aircraft per month.

The experiment was a big success.

Eastern ordered 23 A300B4s in April 1978. The agreement between two rather desperate companies—Eastern eventually filed for bankruptcy in 1989 and ceased flying in 1991—was Airbus’s breakthrough in the U.S. THE FAMILY GROWS Kracht’s and Beteille’s vision of a family of Airbus aircraft also became a reality.

AWS&T points out that studies of various aircraft, such as A300B derivatives, both short-haul and long-haul models, had been discussed for years. Some plans assumed cooperation with other manufacturers including, at some point McDonnell Douglas. Ultimately, it became clear that Airbus had to go it alone.

The A310, initially designated the A300B10, became the first derivative. In

A huge breakthrough for Airbus was sales to Delta Airlines.

1978, Lufthansa and Swissair were launch customers for the aircraft, which featured a shortened fuselage and new wings and engines. But the big breakthrough was that the aircraft had a two-crew cockpit. This caused discord with the Air France pilot unions, which wanted to stick to three in the cockpit. The A310 derivative flew for the first time in 1982.

Not only was the A310 the first substantially different Airbus aircraft after the A300, the programme also marked the return of the UK aerospace industry to the partnership. British Aerospace took a 20% stake in the programme that it would keep for 27 years.

There were other types in the making: a single-aisle aircraft that ultimately became the A320, and the TA9 and TA11 projects, today known as the A330 and A340. It was long debated which one should have priority.

Just two years after the A310’s first flight, Airbus launched the A320 narrowbody in 1984. It entered service in 1988 and has become the backbone of the manufacturer’s success and its profit driver. The same year the A320 was launched, the last of Airbus’s founding managers departed. A strong new leader had to be found.

HEAD TO HEAD AGAINST BOEING A340 was the right aircraft to compete with the 777—after all, key Jean Pierson, 44 years old and head of Aerospatiale’s aircraft airlines such as Lufthansa had encouraged it to go for four engines. division, was picked to head the second generation of Airbus Lufthansa still operates a sizeable A340 fleet, which it now regrets leadership. Pierson had no political background, but he brought solid because of the high operating costs. And it was easy to sell the fourindustrial experience and a clear vision. Within six months of being engined A340s to South African Airways ahead of the Boeing 777, appointed, he submitted his view of Airbus’ future to the supervisory as the A340’s extra two engines provided far better performance out board. “We intend to remain the leaders in the widebody market for of Johannesburg’s ‘hot and high’ OR Tambo airport in the event of medium-/long-range aircraft, and we also want to enter the market the loss of power from one engine. for very-long-range, widebody 250-seaters,” he stated. “We want to The second mistake was the belief that Airbus needed its be present in both of the markets by the early 1990s.” own very large aircraft to compete with Boeing’s 747, which was The A340 first flew in 1991; the A330 a year later. The two suspected of generating monopoly margins. The first studies were aircraft were designed to be as similar as possible, aside from the conducted in the late 1980s; one was the ASX 500/600 study number and types of engines. To ease pilot transition, they also were Aerospatiale presented in 1990 to airlines for comment. These developed to be as similar to the A320 as possible. analyses were part of the basis for the later A380 development work Pierson wanted Airbus to control 30% of the world market for that led to industrial launch in 2000. large commercial aircraft, up from the 17% in 1984. For his vision Looking back, the A380 is the symbol and result of a colossal to become reality, he made a daring move: Traditionally, the sales director had been British, in keeping with the tradition of splitting senior management duties between shareholder nations. But Pierson picked an American, John Leahy, a brash New Yorker who had turned around Airbus’ North American sales organization after joining the company in 1985 and landed a breakthrough order from Northwest Airlines for 100 A320s.

“The culture [in Always innovating - the BLADE wing extensions on this A340 aids laminar flow research.

Toulouse] was already changing, but not by much,” Leahy recalled in a 2018 interview with AW&ST. “It was still a lot of ‘We know how to sell misreading of the market. In the mid- and late 1990s, the 747 was airplanes. Air France will buy, Lufthansa will buy, British Airways past its peak—in spite of the 1988 introduction of the 747-400, a will not buy,’ and so on. We really had to learn how to become an major upgrade. For years, smaller widebodies like the 767 had international sales organisation.” arrived in growing numbers on transatlantic routes. Then came the Leahy quickly sought to extend his formula for success in North 777, which turned into a huge success. Airbus went after the wrong America to other regions. “When I got here, our vice president for target.

China was sitting in a hotel suite in Beijing. That was the office. So The decision to pursue the A380 was not purely rational. we quickly broke ground for new quarters outside of the city by the Europe’s aerospace leaders wanted their own big jet. “The A3XX airport. We put in a training centre, parts centre and vendors.” will still be in service when Airbus celebrates its centenary,” Leahy told the Airbus board in 1995 that a market share of 50% Pierson proclaimed in 1997, one year before he left the company at should be reached by 2000, given that McDonnell Douglas was about age 58. That enthusiasm was carried forward by Noel Forgeard, a to be merged into Boeing. That goal was met, but matching Boeing representative of the industrial and political elite in Paris who took became an obsession that dominated Airbus thinking at times and the reins of the company in 1998 and officially launched the A380 led its leaders to make big mistakes. programme in 2000.

Airbus had grandiose plans for a family of A380s: The -800 was THE TWO BIG MISTAKES to be followed by the 800ER, then a stretched -900 and a shorter Two errors in particular stand out. In the early 1990s management -700, plus a freighter. The A380-800 wing was designed so it could still believed that the future of true long-haul flying was with fourbe used on a larger variant, which made it less efficient. engine aircraft, even though Boeing was already working on the Some airlines also joined the euphoria. Virgin Atlantic, one of 777, which entered commercial service in 1995. Airbus believed the the original launch customers, promoted a view of the aircraft as

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a luxury hotel in the sky. The closest any carrier got to that were the famous showers on Emirates Airline’s A380s and the Etihad Airways’ first-class apartment. Virgin Atlantic never took a single A380.

Long before the 2019 decision to terminate the programme in 2021, it was clear the A380 would never make a profit. Airbus sunk more than €20 billion ($22.3 billion) into the project, but the aircraft, which entered service in 2007 with Singapore Airlines, was too big. It was superseded by more efficient twins like the 787, the A350 and the upcoming 777X. Yet, for all its challenges, the A380 was a technological success, and knowledge gained through the programme flowed into the A350.

CRISIS YEARS In 2005, a discovery that some A380 wiring harnesses were too short highlighted shortcomings in Airbus’ industrial system.

The crisis led to a series of structural reforms that ultimately led to Airbus’ parent company merging with the commercial unit a decade later.

The A380 was not the company’s only headache. Having seriously underestimated the 777 in the 1990s, Airbus now grappled with how to respond to Boeing’s new 787. Its initial response—re-engining the A330— triggered an outcry among customers.

Steven Udvar-Hazy, then CEO of aircraft leasing powerhouse International Lease Finance Corp. (ILFC), made sure Airbus understood it needed a better design. As described in one of Guy Leitch’s columns in 2007, Udvar-Hazy virtually single handedly forced Airbus to redesign the A350 with a larger fuselage – the Extra Wide Body (XWB).

So in 2006, Airbus made the crucial decision to launch the A350. The aircraft helped make up for the A340 mistake, and its relatively smooth development, testing and industrial ramp-up indicated that Airbus had learned many of the painful lessons of the A380 programme.

In 2007, Enders took centre stage in Airbus’ commercial aircraft business. He had risen mainly on the defence side of the company, serving as co-CEO of the parent company with Louis Gallois. When the board agreed that EADS should be run by a single CEO, Enders proposed that he head up the commercial aircraft business. He

became sole CEO of the parent company five years later.

Enders once said it was less important to launch new aircraft programmes than to make money on those that are built. He nonetheless reluctantly agreed to the launch of the A350. As Bombardier was starting to make inroads into the narrowbody market with its new C Series, and airlines were demanding more fuel-efficient aircraft, Airbus launched the A320neo in late 2010.

It had new engines, but as few other changes as possible from the first-generation aircraft.

Boeing initially tried to ignore the Neo, pushing ahead to develop a clean-sheet successor to its 737. But in a huge coup by John Leahy, Airbus won a big A320Neo order from American Airlines. “There was a big fight, and Boeing threatened to sue [American] because it happened before the end of the 20-year exclusivity agreement,” Leahy recalled to AWS&T. “But American said if Boeing wanted a share of the order,

century.” The cutting-edge aircraft now fills out the lower end of the Airbus portfolio and has forced Boeing to react by buying a controlling stake in Embraer’s commercial aircraft business.

In contrast to the commercial successes, Enders did not do as well in his bid to balance out Airbus by bulking up the company’s defence business. His 2012 effort to merge with UK-based military powerhouse BAE Systems was scuttled by the German government. But in the end, there was a silver lining: The French government was so concerned about future interference in Airbus from the Germans that it agreed to governance changes that would severely limit state interference in the company.

Enders was now free to make Airbus even more international, opening an A320 final assembly line in Mobile, Alabama, to complement a similar line in Tianjin, China.

When he retired earlier this year, handing over his responsibilities to

TH E DECISION TO PU RSU E TH E A380 WAS NOT PU R E LY R ATIONAL . they would have to [produce] a 737neo as well. So they did it and did not even know what the aircraft was going to be like because they were so focused on the all-new single-aisle.”

Airlines have since ordered 6,504 A320neo-family aircraft, more than of any other aircraft in the space of nine years.

The A321neo now controls the upper end of the single-aisle market and provides the basis for the A321LR, Airbus’ venture into narrowbody long-haul flying. It is also Airbus’ strategic weapon against Boeing’s proposed new midmarket airplane (NMA).

In another stroke, Airbus agreed in 2017 to assume a controlling stake in Bombardier’s C Series programme at no cost. Some called it the “deal of the

Guillaume Faury, Enders looked back at his company’s history. “Launching Airbus today would be impossible,” he said with a view on the rise of nationalism and protectionism that also infiltrates European politics and business decisions. Given this assessment, it is even more remarkable that it was possible for Europeans to join forces 50 years ago, only a little over 20 years after the defeat of Nazi Germany.

In the early days, Felix Kracht put it this way: “In Toulouse, British bolts are torqued into German nuts using French wrenches.”

That it is still happening may be one of Airbus’ biggest successes. 

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Defence D arren O livier

HOW SAAF

ACQUISITIONS WORK

South Africa’s Department of Defence was recently informed by the National Treasury that the Special Defence Account (SDA), through which it manages acquisitions, would be closed by the 2021/22 financial year.

T

HE South African Air Force (SAAF) had already been informed, in the Medium Term Expenditure Framework allocation, that its own allocation to the SDA would be reduced from R1.5 billion to just R37.6 million in 2020/21. This potentially disastrous shift has gone unnoticed by the general public and media, as few understand how the SDA and acquisitions in general work. This article will attempt to clarify by explaining both in the context of the SAAF. It’s important to understand just what the SDA is, and what makes it ‘special’.

The way the national funds allocation process works is that every department and entity has been allocated an account and each year at budget time the allocated amount is transferred to it from the National Revenue Fund. However, any unspent funds at the end of the financial year are returned to the National Revenue Fund and be reallocated as part of the next budget cycle.

The equivalent one for the Department of

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Defence is the General Defence Account (GDA), from which nearly all of the South African National Defence Force’s (SANDF) annual spending is funded.

The SDA is different: Unspent funds are kept in the account across financial years and can be rolled over for up to three years per project, or longer if special approval is received from National Treasury. And revenue from both the sale of excess/retired defence equipment and from technology royalties can be kept in the account to fund future acquisitions, rather than being surrendered to the National Revenue Fund.

This makes it very useful for acquiring complex military systems, as arms of service can pay for expensive purchases by building up funds in the SDA over a few years while staying within their annual allocation and avoiding the need to use costly external financing and loans. In addition, any money in the account can also be invested with the Public Investment Corporation, earning interest that helps to offset exchange control costs and losses. Both of these save South Africa money on arms purchases.

On average about 10% of the defence budget is allocated to the SDA, and thus acquisitions, in any given year. More

OPPOSITE PAGE ABOVE: A drastic reduction in Special Defence Account budget will make it effectively impossible for the SAAF to upgrade its strategic and tactical airlift capability.

BELOW: Crusades such as this book against arms deals are weak because of the excellent controls.

controversially the SDA is allowed to have a small section, typically up to around R400 million, that is allocated to funding top secret projects and operations and overseen by neither Parliament nor the Auditor-General. Its spending must, however, be personally approved by the Secretary of Defence and Minister of Defence & Military Veterans. And the mandated paper trails are voluminous.

In order to retain proper financial control and auditing, and prevent breaches of the Public Finance Management Act (PFMA), there are strict limitations placed on how the SDA is allowed to be used. To keep this brief, it’ll focus only on purchases, leaving the discussion of secret operations for another time.

First, all defence purchases are split into two broad categories of matériel, Category 1 and Category 2. Category 1 refers to military equipment and associated parts which are designed and developed specifically to military requirements and standards, and managed in a through- life concept with integrated logistic support.

In contrast, Category 2 refers to Military Off The Shelf (MOTS) or Commercial Off The Shelf (COTS) components, parts, and supplies that are available on the open market from multiple suppliers and don’t require the establishment of new military specifications or baselines.

In practice this means that buying fuel, uniforms, ration packs, most tyres, paint, and so forth can be done from multiple suppliers in South Africa without substantial risk. These fall under Category 2 and are referred to as ‘procurement’.

Systems like new aircraft, bombs, missiles, reconnaissance pods, and so forth fall under Category 1 and are termed ‘acquisitions’.

Second, these two categories follow completely different processes, with Category 2 items going through the standard tender process as defined by National Treasury and the Preferential Procurement Policy Framework, and Category 1 items going through the far stricter policy defined by the Handbook for the Acquisition of Armaments in the Department of Defence and Armscor (DAHB 1000 Edition 1.1). Category 2 spending is allocated to the Folio 01 section of the DOD’s Financial Management System (FMS) and can only come out of the GDA. Category 1 spending is allocated to the Folio 02 section of FMS and can only come out of the SDA. DAHB 1000 is an extremely comprehensive, thorough, and carefully designed policy document running to over 500 pages. It defines in detail each and every aspect of running accountable and

efficient acquisitions. It’s the culmination of decades of refinement beginning with the original VB1000 policy in the 1990s, through four substantial revisions (at one stage becoming DAP 1000) through to the most recent which came into effect in March this year. Each new refinement has brought more integration between the DOD and Armscor and better controls. This article covers just the basic elements of the policy.

Unfortunately, as a result of much ignorant and incorrect media coverage around military acquisitions in South Africa, particularly the ‘Arms Deal’ of the late 1990s, most of the public has the impression that it’s an uncontrolled free-for-all without any accountability. But this is far from the truth. In reality, thanks to DAHB 1000 and its predecessors, the acquisition of major military systems in the SANDF is well-controlled, designed to reflect actual operational needs at every stage, and overseen at multiple levels.

In the course of an average project, it will first need to be justified by a Required Operational Capability document, approved by the Military Command Council. If successful, that’s followed by a Staff Target which must be approved by the Armaments Acquisition Steering Board (AASB) chaired by the Secretary for Defence. Then, a Staff Requirement fleshing out details, which must be approved by the Armaments Acquisition Control Board (AACB) chaired by the Chief of Defence Matériel. Then a Project Study Report, approved at AASB level, a Deployment Plan approved at AACB level, an Acquisition Plan at AASB level, and a Provisional and/or Final Project Closing Report again at AACB level.

In the case of a ‘cardinal’ project, defined as a project with higher than usual risk, which has a total expenditure equal to more than 5% of the total acquisition budget for one year, or is otherwise strategic, then the Staff Target, Project Study Report, and Acquisition Plan have to go all the way up to the Armament Acquisition Council chaired by the Minister of Defence & Military Veterans and potentially all the way up to Cabinet. During those process no less than seven separate specification baselines, Requirements (RBL), Functional (FBL), Allocated (ABL), Product (PBL), Manufacturing (MFL), Operational (OBL), and Qualification (QBL), will be created and validated, along with ten studies to define and verify all the operating parameters and

THE SOUTH AFRICAN AIR FORCE SDA BUDGET WOULD BE REDUCED FROM R1.5 BILLION TO JUST R37.6 MILLION IN 2020/21

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doctrinal requirements of the acquisition.

Unlike arms acquisitions elsewhere in the world, those in South Africa are fixed cost. That is, once you reach the point of actually ordering an aircraft, the only thing that should change are movements owing to currency. While it’s theoretically possible to request a higher ceiling, in practice it’s almost never granted.

In effect DAHB 1000 achieves this by strictly separating out risk-carrying portions of an acquisition, such as developing uncertain new technologies, from the acquisition itself. These technology development projects, conducted as part of the acquisition project, are kept intentionally small, time boxed, and limited in scope.

As an example, let’s say the SAAF wanted to acquire a new transport helicopter but for reasons of national defence policy and the creation of indigenous capabilities, it desired to have a new optical distributed vision system developed by a local company. That element would then be a separate technology development project with a specific time scale designed to reach maturity just at the point where the acquisition project reached final approval on its subsystems. The project officer in charge of the acquisition project would then have to ensure that there was a fallback plan to use other available systems to meet the operational requirement should the attempt to develop and industrialise the technology fail to deliver.

Virtually every contract also includes strong penalty clauses for late delivery or failure to meet specifications, which can be done purely because DAHB 1000 sets high standards for the requirements and specification analysis phases, as well as the verification phase. Meaning that there’s an objective and difficult to contest basis on which to hold suppliers to account.

Even the ‘Arms Deal’, with its controversy over selections, at least delivered good prices and was run on time and on budget because despite there being a custom (and flawed) initiation process, Armscor and the DOD used the then VB1000 to guide the negotiation and contract stage, and kept each contract to its cost ceiling. This is why the SAAF had to cancel two Gripens in order to afford extra capability that it decided it wanted late in the process.

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Since then most of the gaps in policy that led to the deviations from VB1000 in the Arms Deal have been plugged, while the regulations around both national industrial and defence industrial offsets have been improved substantially. It’s also notable that winning bids are not chosen on price alone, but on a complex process of measured factors including the benefit to local industry, supportability and logistics, and so on, with price being the strongest variable.

Of course, no system is entirely perfect.

For one, efficiently running a process as complex as this requires a large number of exceptionally skilled people as project officers and other roles. But the severe budget crunch the SANDF, and the SAAF in particular, have faced over the past decade has meant that very few large scale

changed. Also currency movements mean the original approved budget no longer suffices and the process must start all over again as each approval only has a limited lifespan.

These can all be solved. For one, DAHB 1000 does contain a procedure for expedited urgent operational requirements, which follow a much shorter process but with the highest levels of authorisation required.

The delays in receiving approvals from the various steering committees and boards is simply bad management and should not happen to the extent it does.

However, that all assumes that the SDA remains available for the DOD to use, because it certainly will not have enough time to both alter its policies and accounting practices, and change its Financial

acquisitions have been carried out, so the process is not tested as often as it ideally should be.

Transparency is also lacking, as while DAHB 1000 specifies that Parliament’s portfolio committee on defence should be briefed bi-annually on all cardinal acquisition projects, no such briefings have taken place. And its sheer rigidity means it takes a long time for a project to go from a Required Operational Capability to an acquisition if the various control boards aren’t meeting frequently. In practice, this has meant that in a number of cases a project has taken so long to get all the necessary approvals that by the time it’s ready either the market or the strategic situation has

Management System in time to be able to cope with the planned phasing out.

It also assumes that there will be at least some acquisition funding, but the medium term budget proposals from National Treasury show the SANDF’s budget being cut again and again, reducing the acquisition budget to almost nothing.

Without the ability to buy anything at all, the question of how that buying should be done becomes merely academic. 

ABOVE: It took a lot to subvert the arms deal - and will require even more now.

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Briefing T ext : G uy L eitch

AFRICAN AIRLINES SAFETY IS AFRICA STILL FIVE TIMES AS DANGEROUS? In 2013 Tony Tyler, t hen IATA’s Director General and CEO, speaking at t he IATA AG M held in Cape Town said t hat safet y is one of t he issues prevent ing Africa from reaching it s full potent ial. The total accident rate for all jet airliners in Africa during 2012 was 10. 85 accident s per million flight hours , compared to a world average of 2 .00. in ot her words African airlines are more t han five t imes as dangerous as t he world average – which includes some ot her fairly dangerous places .

T

HE European Community (EU) ‘blacklisted’ a number of African airlines from operating within the UE due to safety concerns over alleged poor maintenance and regulatory oversight.

member airlines, who are held to IOSA’s stricter safety standards, currently have a figure of 0.97.

To address the high African accident rate, IATA and ICAO partnered with various African aviation organisations, to

Afriqiyah Airways Flight 771.

Improvement began.

Gunther Matschnigg, Senior Vice President, Safety, Operations & Infrastructure, explained that, “the total accident rate for Africa has improved compared to last year, but at 7.98 accidents per millions flights, they are still more than four times the global average.”

The global average airline accident rate to end April 2013 stands at 1.73. IATA

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create a task force. The Task Force found that the primary factors responsible for accidents in Africa were: • Lack of Safety Management System implementation • Lack of effective regulatory oversight • Lack of implementation of flight Data Analysis

As task force for the Africa Aviation Safety Summit met in Johannesburg in May 2012. This derived an African Strategic Safety Improvement Action Plan for 20122015. This Action Plan subsequently became part of the Abuja Declaration on Aviation Safety in Africa, endorsed by African Ministers responsible for transport, in Abuja in July 2012. The African Union Executive council endorsed the Abuja Declaration and associated Plan of Action during the 22nd Session in Addis Ababa in January 2013. But as Matschnigg said, “it’s a piece of paper, we need to make a commitment out of it.”

This all led to the African Strategic Safety Improvement Plan 2012-2015, which aimed at tackling the poor safety performance of the continent. A key tool is to get African airlines to meet the IATA Operational Safety Audit (IOSA) requirements.

Referring to the European Union’s banning of certain airlines in many African countries, airlines agreed to roll out a safety management system in accordance with the IATA Operational Safety Audit (IOSA).

IOSA membership has had a dramatic improvement on airline safety. Tyler said that IATA’s 24 sub-Saharan IOSA compliant members are as safe as the global average and IOSA-registered carriers in Africa registered zero accidents in 2012 and in 2015.

The EU decides the local regulator isn’t doing its job.

It smacks of double standards and is the wrong approach.

IOSA has been offered to African governments and airlines free of charge, with various workshops held with airlines, regulators and stakeholders. IATA met its target of bringing ten additional Africanbased airlines onto the IOSA registry by 2015.

This is important as the public’s perception of African airlines is that they are dangerous – more dangerous than alternative modes of transport such as trains and buses. For this reason, airlines not only have to compete against these ground-based modes of transport on price – but also on safety. This will require a major education and marketing initiative.

In the opinion of this writer, the key factors behind the high accident rates are: 1.

Inadequate pilot training – a large portion of accidents are still due to pilot error. Preliminary findings suggest that the Ethiopian 737 Max crash also has elements of inadequate training behind it. Noteworthy too is the 2010 Ethiopian Airlines Boeing 737-800 crash after takeoff from Beirut and the 2010 Afriqiyah Airways Flight 771 Airbus A330 crash at Tripoli. Both were pilot error that would not have occurred in pilots trained to full first world standards.

2.

Poor regulatory oversight, it is difficult for the regulators to attract and retain quality inspectors and to create appropriate regulatory structures. The best evidence for this is the EU airline ‘blacklist’.

3.

Inadequate ground infrastructure – particularly a lack of reliable navigation aids and wide coverage of air traffic management services (ATM). This was particularly the case with the 1986 crash of the Tupolev Tu-134 transporting Mozambique President Samora Machel.

4.

Operation of obsolete equipment – due to a shortage of capital many airlines operate older generation western aircraft such as Boeing 727s and ‘classic’ Boeing 737s and in particular Russian turboprop aircraft.

Again the Samora Machel crash is a good example.

5.

The environment – which has vast distances and often severe weather

Max8 crash site at Addis Ababa.

in the form of huge thunderstorms, especially in the Inter Tropical Convergence Zone. This was partly responsible for the crash of the Kenya Airways Flight KQ507 New Generation Boeing 737-800 into a swamp at Douala when it took off at midnight into a thunderstorm.

6.

Inadequate Safety Management Systems (SMS). The suicide of the LAM flight TM 470 pilot who deliberately crashed an Embraer 190 in Northern Namibia is a case in point as he had requested to be grounded for depression.

overhaul (MRO) facilities struggle to retain quality and experienced staff.

Perhaps the best known example of a maintenance failure was the engine separation from a Nationwide Boeing 737-200 on takeoff from Cape Town.

Fortunately due to excellent pilot skills, the aircraft was later landed safely on the remaining engine.

EU BLACKLIST The European Unions (EU) Air Safety List, commonly (but incorrectly) referred to as the EU Airline Blacklist, was frequently used by travel risk managers and other

Crash site of Kenya Airways Flight KQ507.

7.

Poor maintenance. African airline fleets are generally older than average, requiring more maintenance and the airlines’ and maintenance repair and

authorities to help determine the safety of an airline. However, the Air Safety List is widely misunderstood.

The EU Air Safety List is a list of

FlightCom Magazine

28

airlines that are not allowed to operate in European airspace. The Air Safety List was introduced in 2006 and is maintained by the European Commission, based on advice from the EU Air Safety Committee. The primary cause of an airline being included on the Air safety List is because the civil aviation authority (CAA) in the airline’s home country provides inadequate oversight of the country’s airline industry. In effect, this means that the EU does not trust a county’s aviation regulator of a country to

not trust the CAA in the airline’s home country to certify that it is safe. In effect, the EU assumes airlines from countries with inadequate CAA oversight are unsafe unless the airline approaches the EU authorities and proves otherwise. Some of these airlines actually have strong operational and safety practices, but for various reasons they have not approached the EU to seek removal from the Air Safety List.

There are just two airlines listed on the Air Safety List due to safety concerns

Cameroon Airlines flight UYC070.

LAM flight TM 470 crash site.

keep unsafe airlines from operating.

This means that all airlines from such countries are listed on the Air Safety List, unless the airline can prove to the EU that it meets the EUs safety standards. In 2016 there were 20 countries where CAA oversight does not meet EU standards, accounting for 228 of the 230 airlines fully banned from EU airspace.

In most instances, a listing on the Air Safety List does not mean that the EU has inspected a specific airline and found it unsafe, it simply means that the EU does

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FlightCom Magazine

specific to the airline. Such concerns are most often related to poor aircraft maintenance, obsolete aircraft, or recent accidents.

The Air Safety List is divided into two Annexes. For airlines listed in Annex A, every aircraft in the fleet is banned from EU airspace. Airlines listed in Annex B are allowed to operate flights to the EU with specific aircraft, which are listed in the airlines Air Safety List entry. The cleared aircraft are generally the most modern in the airline’s fleet or have been specifically

inspected by EU officials.

An airline listed on the Air Safety List can apply to the European Commission for removal and present proof that its operational and safety practices meet EU standards. The EU will then assess the airline, including its safety record, operational and maintenance standards, and fleet composition. Should the EU determine that the airline meets all relevant international safety standards, it will remove the airline from the Air Safety List.

Although the classification criteria appear simple, in practice they can be subjective due to the complexity of factors involved. Thus, an example of an Annex A airline is Equatorial Congo Airlines. The airline, which operates as ECAir, is listed in Annex A, like all other carriers from the Republic of the Congo. ECAir does not operate its own aircraft, but instead contracts its operations out to European airlines Jetairfly and Privatair. The European airlines provide both the aircraft and the flight crews for the flights, allowing the airline to evade the ban on flights to the EU. Thus, the airline is listed as Preferred in the iJET Worldcue Airline Monitor, contingent on the airline continuing its practice of contracting its flights out to European carriers.

An example of an Annex B airline is TAAG Airlines of Angola, yet all other Angolan carriers are listed in Annex A. All six of the airline’s Boeing 777 aircraft are exempt from the EU ban, as are four of its five Boeing 737-700s. However, all three of the airline’s older Boeing 737-200s were included in the EU ban. The airline has passed IATA’s IOSA Audit, certifying that it meets international safety standards, and is listed as Preferred in the iJET Worldcue Airline Monitor.

AFRICAN PUSH-BACK Not unnaturally, this ‘blacklist has caused much resentment amongst African airlines and states, especially those adversely affected. The accusation is that it is simply a thinly veiled strategy to prejudice African carriers in favour of the European based carriers which then have less competition on African routes.

Flightglobal reported that African Airlines Association (AFRAA) secretary general Elijah Chingosho has criticised this ‘unfair’ approach. He acknowledged the need for better safety in the region - although statistics have improved, and

AFRAA requires its members to pass IATA’s IOSA - but he criticised the blacklist which, he maintains, smears the entire continent’s losers are African carriers, the net beneficiaries are always the EU airlines. Flightglobal quotes Chingosho; “Many of these airlines Community carriers that swiftly step in to fill the vacuum and take had no intention [of flying], or had no aircraft they could fly into the market share of the banned airlines.”

Europe. They had no plans to do so,” he said, noting that a blacklist containing 100 African airlines gave passengers the perception that AN UNFAIR BLANKET BAN even high-standard operators are unsafe. “Why not publish a list of IATA admitted that the list of airlines banned from the EU safe airlines?” included several that are safe, that and the EU failed to aid others AFRAA criticised the blanket ban on Mozambican carriers, needing practical help. Tyler said the EU let European airlines serve including LAM Mozambique, and restrictions on Air Madagascar, countries whose own carriers were banned not necessarily as a result arguing that both carriers had passed IATA audits and had good of the failings of non-EU carriers, but because of concerns over safety records. regulation of airspace.

Chingosho singled out France for rebuke, suggesting it was instrumental in Wau South Sudan. shaping the blacklist and that Air France benefited. Nine out of 10 of Air France’s most profitable routes are African, he claimed. Air France rejects this, stating: “We always try to co-operate with local carriers, to find a partner for domestic flights. Knowing the growth rates, strong African carriers would be beneficial to us. It brings competition but at least it also gets people flying regionally.”

And then there is the obvious question - if a country’s entire aviation infrastructure is deemed unsafe, no airline should be allowed to operate there, Chingosho added. “If a country is unsafe, why would it be safe for European airlines to fly into it?” he asks.

“It would carry more weight if they were to say EU airlines are banned from flying there because it is unsafe.”

Thus, when Mozambique was added to the ‘blacklist’ in 2011 AFRAA complained that the decision unfairly penalises LAM Mozambique Airlines’, which has an “impeccable” safety record.

“Since the company was established in 1980; it has not had a single major accident. And since 1989 there have A CemAir CRJ airliner grounded by the CAA - EASA been no accidents of any kind involving questions whether African regulators can be trusted.

LAM Mozambique Airlines aircraft.

Major European airlines can make no such claim.” (This was before the LAM Flight 470 suicide crash in northern Namibia in 2013.)

The report quotes Tyler: “The airlines on the EU blacklist are on AFRAA compared LAM to Air France, which, it claims, has had it because the EU hasn’t adequate confidence in the safety oversight 23 major accidents since 1990, three of them with fatalities. provided by regulatory authorities, so the airline can be perfectly LAM Mozambique Airlines, the statement says, attained the safe but the EU decides the regulator isn’t doing its job. It smacks of IATA Safety Audit Certification in 2007, which was renewed in double standards and is the wrong approach. The right one is to get 2009. “AfRAA fails to see how such blanket banning contributes in there and help resolve the deficiency in regulatory oversight. Let’s to encourage African carriers which strive to achieve industry best go and assist the regulators to remedy that deficiency - putting their practices in safety standards,” the statement continues. “The banning airlines on a blacklist isn’t the right approach,” Tyler said.” of an airline not only prohibits the airline from operating to the EU, In conclusion, a Business Travel report quotes a spokesman for but also impacts its ticket sales to other destinations, including on the European Commission: “The safety performance of an airline code shared routes, as travel agents and other code share partners depends on several factors, not only on the airworthiness of aircraft: in EU are required by regulation at the time of sales or booking for instance, pilot and crew training and fitness and airline safety to notify passengers that the airline is blacklisted. While the net procedures,” he said. 

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Industry Update O wen H eckrath

A MAGIC VETERAN Former R AF pilot Frank Dell, 96, in his younger years, was flying high over Germany in World War II, before joining British Airways as a commercial pilot . Now, 45 years after his retirement Frank has ventured back into the flight deck of an aircraft .

T

HE initiative forms part of British Airways’ commitment to 100 acts of kindness across the world as part of its #BAMagic100 campaign, to celebrate its centenary this year.

Born in Hove in 1923, Frank grew up on the Sussex coast and joined the Royal Air Force in 1941, quickly rising to the role of Flight Lieutenant. In the Royal Air Force he flew the De Havilland Mosquito on long range reconnaissance over Germany during World War II. It was a risky job recalls Frank: “In 1944, I lost a good friend of mine who also happened to be my navigator when our plane was shot down in Münster along the western edge of Germany near the Krupp armament factory. It all happened so quickly. One minute I was in the plane at 28,000 feet and the next moment I was in the fresh air,” he said. Frank survived this parachute escape and was captured as a prisoner of war. He says; “When my time came to be released, there was no job for me in the air force, so I started with British European Airways. It was amazing to see how much pre-war flying and training came into the category of what we were doing then. It was a great privilege to work for British European Airways and now, an incredibly proud moment to help them celebrate their 100th birthday and be back in the cockpit again.”

Frank flew with British Airways for thirty years between 1946 and 1976, clocking up millions of miles and even carrying some well-known faces including royalty.

Reba Hatcher manages Bupa St. Ives

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care home in Sydney and says flying had been a major part of Frank’s life and has created many interesting conversations within the home. “Frank is such an inspiring role model to me, the staff, residents and visitors. It’s so important for us as carers to celebrate the lives and achievements of our residents and to shine the spotlight on

what makes them so unique,” Ms Hatcher said. She got in touch with British Airways, who picked up the idea as part of their #BAMagic100 campaign. With the two companies working together to arrange the visit, Frank soon donned suit and tie to meet pilots aboard a Boeing 777 at Sydney airport.

BELOW: Frank Dell back in the Captain's seat after 45 years.

Reflecting on the day he said: “It’s been over 30 years since I was last in the cockpit, and I never thought I’d be here again.

While the technology has changed, there are so many things that have stayed the same, and it’s brought back some wonderful memories.” 

IMAGINE IT AND WE’LL GET YOU THERE

OUT OF THE BLUE Air Safari’s

Charters • Cessna 210 • Cessna 402 • Cessna 206 King Air B200 • Hire & Fly • Cessna 150 • Cessna 206

Andries Venter (082) 905 5760 | Stan Nel (082) 552-8155 011 659 2965 | charters@gemair.co.za | andries@gemair.o.za | ootbas@global.co.za

FlightCom Magazine

SA Flyer 2018|10

CONTACT:

32

Industry Update G uy L eitch

WOMEN SHINE AT IATA AWARDS Cameroon’s Fadimatou Noutchemo Simo, founder and president of the Young African Aviation Professionals Association (YAAPA) has received the IATA WATS High Flyer Award for her work in promoting careers in aviation and establishing career mentorship and development programmes.

Cameroon's Fadimatou Noutchemo Simo receives her award from Alexandre de Juniac.

T

HE awards were presented at the conclusion of the World Air Transport Summit (WATS) which followed the 75th IATA Annual General Meeting in Seoul, Republic of Korea. The IATA AGM and WATS gathered more than 1,000 leaders of the global air transport industry.

Fadimatou Noutchemo Simo, the Founder and President of the Young African Aviation Professional Association (YAAPA) is a woman with a mission – to raise awareness of aviation as a potential

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career, particularly in those communities which may not ordinarily be exposed to aviation.

In 2014 she founded the Young African Aviation Professional Association (YAAPA) to help make this a reality. As part of YAAPA’s outreach program Fadimatou introduced the Heleta Aviation Scholarship Program to encourage underprivileged children in rural areas of Africa to consider aviation as a future career choice. YAAPA is also an active player in establishing a Community Centre in Cameroon which will aim to introduce a Youth Aviation Tech

Program for Africa by matching interested young people with aviation professionals and providing them with strong mentorship opportunities.

The winner of the Inspirational Role Model award was Christine OurmièresWidener, the CEO of Flybe.

Christine Ourmières -Widener began her career in aviation as a young engineer in maintenance department. From there she has worked her way up through various high-profile roles on multiple continents, leading her to the role of the CEO of Flybe.

One of her main areas of focus includes raising the profile of aviation among young people and inspiring young women to join the aviation industry. She introduced the highly successful FlyShe initiative which is designed to change aspirations and create opportunities for women.

The Award for the Diversity & Inclusion Team went to Air New Zealand, which embarked on its Diversity and Inclusion journey in 2013. The airline has established an organization that represents Aotearoa, a place to work where all Air New Zealanders can be themselves and thrive.

The initial focus of the program was on gender and accelerating the advancement of women. A Women in Leadership Program aimed to empower women to realize their full potential while working at Air New Zealand. The airline also created various networks—Women in Digital, Women in Engineering & Maintenance and WINGS (female pilots). The number of females in senior leadership roles has increased from 16% in 2003 to 42% today. 

Hangarage

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Helicopter

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CODE

> 20 pax

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516 2300

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WINDHOEK - SWAKOPMUND Scenic Air (Pty) Ltd

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We are for the journey

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AMO LISTING

CAPE TOWN

FAX NO

Sheet Metal Rebuilds Overhauls Electrics NDT Testing Refurbishments Structural Repairs Inspections NTCA Aircraft Seat Belts Instruments

CODE TEL NO

Interior

NAME OF AMO

Fixed Wing Helicopter Avionics Piston Engines Turbine Engines Propellers Weight / Balance Paint

AERO ENGINEERING & POWERPLANT

AES

(082)

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900 4300

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701 3114

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710 0864 827 7535 383 2024 492 0592

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AMKA Aviation Pty (Ltd) Aerospace Electroplating Clifton Electronics Dynamic Propellers

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827 9896 086 689 5645 086 548 2651

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Composite Manufacturing

Structural Repairs Inspections NTCA Aircraft Seat Belts Instruments

Sheet Metal Rebuilds Overhauls Electrics NDT Testing Refurbishments

FAX NO

Interior

CODE TEL NO

Fixed Wing Helicopter Avionics Piston Engines Turbine Engines Propellers Weight / Balance Paint

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(082)

497 1701

FLYONICS (Pty) Ltd

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PRETORIA

• Overhaul / Shockload / Repair of Continental and Lycoming Aircraft engines; •Overhaul Engine; Components; •Overhaul and supply of Hartzell / McCauley and Fix pitch Propellers Hangar no 4, Wonderboom Airport , Pretoria PO Box 17699, Pretoria North, 0116 • Tel: (012) 543 0948/51 • Fax: (012) 543 9447 • email: aeroeng@iafrica.com AMO No: 227

FLIGHT SAFETY THROUGH MAINTENANCE

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COMPANY PROFILES ALSIM CAN YOU PRESENT ALSIM ?

Alsim has been developing and manufacturing flight simulators since 1994.

We are recognized for our know-how, based on 25 years of experience. Our hardware and software are home built, which means reliability and “peace of mind” for our customers. Our main objective relies on innovation to anticipate our client’s needs and remain at the cutting edge of technology to answer global flight training challenges.

Today, we have more than 350 devices installed and certified in over 50 countries.

AND ALSIM IN SOUTH AFRICA? In South Africa our best seller is the ALX. It provides complete training for students from initial training until jet transition as you have up to 10 flight models using only one device. This modularity, the home-built high definition visual system and our capacity of providing swift customer assistance are our main strengths.

In addition, the ALX features real Garmin avionics and supports GPS approaches (EGNOS/WAAS, LPV/PBN).

The ALX has a proven track record for cost-effectiveness and helps save numerous aircraft hours and reduce training costs. We thank our clients for their trust and look forward to counting many South African flight training centers amongst them.

Nicolas de Lassus, Sales Account Manager n.delassus@asim.com +33 (0) 47 88 87 66

BNT INTERNATIONAL Established in 2013, BNT International is a dedicated SACAA approved AMO (AMO1288) specialising as a Category B Facility in the Overhaul and Repair of Brakes and Wheels, Non Destructive testing on Aircrafts, Aircraft Weighing, Safety Equipment and Hydro Testing of both Oxygen cylinders and Fire Extinguishers We offer complete wheel and brake overhaul and repair services for ABSC, BF Goodrich, Honeywell and Parker wheel assemblies. All work is carried out according to the manufacturer’s CMM (Component Maintenance Manual).

We have a well-equipped workshop, where we execute the job promptly together with all administration documents and certification.

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FlightCom Magazine

Our NDT testing is conducted with state of the art equipment in a facility which measures up to world quality standards.

Our Inspectors have a vast technical background, broad experience levels and substantial qualification.

Our aircraft weighing services can accommodate the whole range of aircraft, from small aeroplanes and helicopters up to B737, A320, L-382 and above. We also assist our clients with cost efficiency calculations.

For more information contact BNT International on: Tel: +27 11 395 1677 Email: info@bnt-int.co.za Website: www.bnt-int.co.za

C W PRICE C W Price and Company has been involved in aviation and meteorological instruments for over 64 years. They also import aircraft ground power units and aircraft towing and push-back equipment, the latest of which is the Hobart 4400 mobile diesel-driven 90 kVA Ground Power Unit (GPU).

Based in Midrand, CW Price are the appointed agents for airport support equipment from the dependable industry standard Hobart aircraft ground power to man portable rugged Redbox power packs for aircraft starting.

They are also agents for Eagle All Wheel Drive aircraft tow tugs for regional, corporate and military applications.

They are the supplier of Peltor aviation headsets along with general aircraft carburettor, fuel injector, magneto and some starter generator spares.

Weather stations stand alone or their new online VitalWeather system for remote or sms monitoring of small airports is a specialty of theirs.

Contact Kelvin on Tel: 011-805-4720 or Email: cwp@cwprice.co.za

FIREBLADE TERMINAL ATTRACTION Suite dreams with Fireblade’s luxe new spot at OR Tambo [BODY COPY]: Fireblade Aviation is a full-service Fixed Base Operation (FBO) located at OR Tambo International Airport.

It offers South Africa’s first globally recognised FBO facilities. The company

was developed by father and son Nicky and Jonathan Oppenheimer. The family has a history with aviation dating back to 1936.

Fireblade was designed with the intent to host a truly world-class facility for stressfree business aviation at ORT International.

The company offers a full range of business terminal and charter facilities – with all the luxuries you would expect at a premium terminal anywhere in the world.

Its state-of-the-art campus has primary passenger and crew facilities, along with two large hangars that can cater to the needs of just about any international trip-support company. It has a dedicated private apron, private fuelling facilities, hangarage and tailored services that include everything from VIP catering and luxury spa services to prayer facilities. A world-class VlP terminal is on offer, with little nuances like day rooms, al fresco kitchen offerings, an exercise room, private staterooms and boardrooms.

And if you find the idea of luxury for its own sake too distasteful, keep in mind the effect this facility can have on South Africa as a premier business and leisure destination.

GEMAIR Gemair was started in 2007 by Andries Venter, a South African Air Force trained engineer with over twelve years of aviation maintenance experience. Since relocating to Lanseria International’s south side in 2009, the company has continued to grow and now looks after the maintenance needs of a full range of privately owned, training and charter operated aircraft. These range from Non-Type Certified Aircraft through light singles and twins and on to turbo-props and light jets.

Gemair is a recognised CAA Approved Maintenance Organisation, AMO number 1003, and has a team of nine full time engineers who together have a combined total of over 50 years of aviation experience.

Backed up by the full time administrative staff, Gemair is able to perform all your aviation maintenance requirements. The company has expanded into aircraft interiors through the acquisition of Lanseria Aircraft Interiors and aircraft charter through the acquisition of Out of the Blue Air Safaris.

Contact Andries Venter: Cell: 082 905 5760 Email: Andries@gemair.co.za

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“The ALSIM ALX is a phenomenal flight “The ALSIM ALX is a phenomenal flight simulator and is truly a top class addition simulator and is truly a top class addition to our fleet. I have worked in the aviation to our fleet. I have worked in the aviation industry for many years now and I can industry for many years now and I can honestly say that where customer service honestly say that where customer service is concerned ALSIM stands head and is concerned ALSIM stands head and shoulders above the rest. Thank you to shoulders above the rest. Thank you to the team at ALSIM for all of your efforts the team at ALSIM for all of your efforts and your continuous support and your continuous support of Aeronav Academy.” of Aeronav Academy.”

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Industry Update

DAHER BUYS QUEST KODIAK

DAHER, THE FRENCH BUILDER OF TBM TURBOPROPS, HAS ANNOUNCED THAT IT WILL PURCHASE QUEST AIRCR AFT, BUILDER OF THE KODIAK 100 UTILITY TURBOPROP.

D

AHER says the acquisition strengthens two of the company’s strategic pillars by boosting its market position in the turboprop segment and growing its footprint in North America. “The Quest Aircraft Company’s acquisition represents an additional step in our development in the United States

well as a logistics and services provider.”

Originally created for Christian mission support in developing countries, the Kodiak 100 is a rugged STOL bush plane capable of operating on rough and very short runways.

The Kodiak 100 complements rather tan competes with Daher as the Kodiak is a 10-seat, non-pressurized high-wing turboprop while the TBM 910 and 940 are 6-seat pressurized turboprops. The Kodiak competes most closely with the Cessna

Kodiak 100 - now owned by Daher, was originally designed for Mission Aviation Fellowship support ops.

and an overall strengthening of our aircraft manufacturing business,” said Daher CEO Didier Kayat. “In addition to making Daher the world’s seventh largest aircraft manufacturer in business aviation, it provides us with our first industrial site in the United States, thereby reinforcing Daher’s position as a Tier-1 aerospace equipment and systems manufacturer, as

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FlightCom Magazine

Caravan and the TBM with Piper’s M600.

“Quest was built on a foundation of values that are common to our two companies, with a focus on excellence and with the commitment to a high-quality, extremely robust product,” said Daher chairman Patrick Daher. “As a powerful and manoeuvrable aircraft – used particularly for humanitarian missions to provide aid

to isolated communities – the Kodiak 100 perfectly complements our TBM product range and is fully in line with Daher’s longterm vision as a company committed to the future of aviation.”

The family-owned Daher Group plans to develop “synergies” with the two aircraft product lines by introducing technologies and functionalities for the Kodiak aircraft that have contributed to the successes achieved by the TBM, Daher said.

“The Kodiak 100 is an aviator’s aircraft, just like the members of our TBM family, and we are happy to bring together two communities of passionate pilots and operators with the acquisition of Quest,” said Nicolas Chabbert, senior vice president of the Daher Aircraft Business Unit. “We also are particularly pleased to welcome the 240 employees based in Sandpoint, Idaho, to the Daher Group.”

Flying magazine reports that the terms of the deal were not disclosed, nor were possible changes to the management structure or workforce at Quest. But both companies appeared excited for the possibilities that lie ahead.

“The know-how of Quest and Daher opens the potential for rapid growth, with the combined operation becoming a key international player,” said Robert Wells, Quest Aircraft Company’s CEO. “Our teams share the values for craftsmanship and quality, as underscored by Quest’s motto: ‘Built by hand in Sandpoint, Idaho.’”

The acquisition’s closing is expected to be completed by the end of the year, subject to approval by regulatory authorities in both countries. 

SA Flyer 2018|10

AIRCRAFT INTERIORS & EXTERIORS

CAA No AMO 620

Tel: (011) 659-1962 Cell: 076 810 9751 Fax: (011) 659-1964 Email: francois@aircraftcompletions.co.za Hangar 107 C and D, Gate 13, Lanseria Airport

COMPANY PROFILES LANSERIA AIRCRAFT INTERIORS Lanseria Aircraft Interiors and Exteriors is based at Lanseria International Airport, South Africa and has been part of the Gemair group since 2014. The company has over 18 years’ experience in aircraft interior cabin upholstery and furnishing and has an outstanding reputation for innovation, integrity and quality. They have been involved in many upholstery and prototyping projects for airlines and private clients around the world.

Lanseria Aircraft Interiors and Exteriors provide a broad range of items and services from cockpit doors, interior paint and coverings, and air conditioning to safety, emergency and security equipment and wiring and fibre optics.

Contact Lanseria Aircraft Interiors on: Tel: +27 (0)11 659 1962 Cell: +27 (0)76 810 9751 Email: francois@aircraftcompletions.co.za

OUT OF THE BLUE AIR SAFARIS Out of the Blue Air Safaris or OOTBAS for short was established by well-known Lanseria charter pilot Stan Nel in 1995. It has recently become part of the Gem Air group of companies.

Out of the Blue Air Safaris has been flying thousands of clients to destinations ranging from private game lodges to major international airports in the Southern African region.

Out of the Blue Air Safaris has a wide variety of aircraft, from the Cessna 206 to the King Air 200 so they are able to take passengers or freight, pressurized or unpressurized, single or twin engine. The company’s mission is, “To provide the best service to our customers with safety; our customers and ourselves, as first priority.”

Contact Scott Wakeley on: Tel: 082 293 2120 Email: charters@gemair.co.za

Over 40 years experience in agricultural aviation, we offer specialised equipment, well maintained aircraft and a professional service

SA Flyer 2018|02

Cropspraying, Fire Fighting, Pest Control, New and Used AG Aircraft Sales

AMO 149

41

FlightCom Magazine

SKYSOURCE INTERNATIONAL- QUALITY IS OUR PASSION Skysource International South Africa, a South African Civil Aviation Authority (SACAA) approved Aircraft Maintenance Organisation, as well as an approved USA FAA approved facility, situated at Lanseria International Airport, and strives to provide its clients with only the best quality service, ensuring a relationship with trust, confidence, integrity and peace of mind in a job well done.

Specialising in turbo prop aircraft Skysource International SA deliver aircraft refurbishments with an excellent lead time and quality maintenance including, but not limited to phase 1-6 inspections, annual inspections, airframe, avionics and sheet metal repairs.

With highly skilled and experienced and professional technicians, Skysource International SA strive to only deliver the best quality service beyond its client’s expectations. “As we have the knowledge of the time constraints involved in aviation, we work hard to ensure we keep to a reasonable timeframe to have your aircraft ready and serviceable when you need it,” said Manny Skysource International SA not only provides top of the line maintenance, but also offers reputable aircraft sales, and is partnered with Skysource International LLC, a USA based Sales Company that opens up the international market. In Addition we have a USA based Aircraft Maintenance Company Skysource Aviation LLC USA. Who delivers the equivalent service and professionalism According to Manny, “if we do not have an aircraft you require at the time in our fleet, we will source one for you.”

Skysource International Group is a family owned and operated business that takes great pride and puts great emphasis on instilling family values into how it conducts business.

Skysource International SA also offers; aircraft pre-purchase inspections, aircraft maintenance management, aircraft recoveries, and aircraft re-weighing.

Contact South Africa Manny Farinha: +27 72 036 3433 Telephone South Africa +27 10 900 4300 Contact USA Luke Overstreet: +1 406-698-2413 E-Mail: info@skysourcesa.com

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Where pilots speak for themselves

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“I did my ATPL Preparation, my B190 Proficiency Check as well as my MCC course with Gryphon Flight Academy and I was very pleased with the service!

Anton really listened and tailored a fitting package to my needs, unlike many other major Flight Schools, thus saving me a lot of money but still offered a great Training Experience. Only can recommend this school.” Patrick Heintschel.

FAA registered

SA Flyer 2019|01

FLIGHT TESTING CPL • ATPL •PROFICIENCY CHECKS • IF RENEWALS

Off-site Specialist tests

For other aircraft types contact Anton Rousseau - 082 562 5060 anton@gryphonflight.co.za

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“My training experience at Gryphon Flight Academy could not have been more positive and rewarding. The Ground phase was delivered by an experienced Captain on both aircraft, who portrayed the utmost professionalism both as a pilot and instructor.

Similarly, the simulator sessions were instructed by experienced South African airline pilots with a genuine passion for the work they do. Their enthusiasm and professionalism were infectious and I completed the course feeling entirely confident that I was ready to operate commercially with a high level of expertise and professionalism” Garth Greyling

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FlightCom Magazine

44

Industry Update G uy L eitch

TOWARDS A SINGLE AFRICAN AIRSPACE A KEY DEVELOPMENT FOR IMPROVED INTR A-AFRICAN AIR CONNECTIVIT Y IS SLOWLY MATERIALISING . THIS IS AN ESSENTIAL STEP TOWARDS THE GOAL OF TRULY INTEGR ATED AFRICAN AIRSPACE MANAGEMENT.

S

OUTH Africa’s Air Traffic and Navigation Services (ATNS) and L’Agence pour la Sécurité de la Navigation Aérienne en Afrique et à Madagascar (ASECNA), met for the first time in South Africa - to review work done by a joint Technical Committee, set up soon-after a groundbreaking Memorandum of Understanding (MoU) between the two parties was signed early last year. The ASECNA delegation was led by its Director General (DG), Mohamed Moussa. “This is an enormous milestone for African aviation. This is indeed the Africa we want” said Mohamed Moussa, ASECNA DG. This meeting paves the way for single airspace management in Africa. It took place in early June in Kempton Park, near Johannesburg’s OR Tambo International Airport.

The MoU provides for cooperation in air navigation-related services. It further formalizes the interconnectivity between ATNS SADC Very Small Aperture Terminal (VSAT) and NAFISAT networks managed by ATNS in Southern, Eastern and North Africa and ASECNA’s AFISNET (the ASECNA VSAT network in West

ASECNA DG, Mohamed Moussa and ATNS CEO (Interim) Thomas Kgokolo with delegates.

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FlightCom Magazine

Africa) networks). The MoU also makes provision for the exchange of training programs and personnel, thereby sharing much-needed expertise and experience.

“Here we are now – working hand-in-hand, towards safer African skies and an integrated airspace” said an elated ATNS CEO (Interim) Thomas Kgokolo - celebrating a momentous milestone in ATNS’s twenty-five years history. Kgokolo further stated that “as an Air Navigations Service Provider, we invest our resources wisely - in air safety, research and development to name but a few. We do that with due consideration, especially to other air navigation agencies in Africa and elsewhere. ASECNA is no exception. We are aware of the rapid technological advancements within the aviation industry.

When we do acquire and deploy such technology, our counterparts in the region are roped in to become our strategic partners.”

He explained that ATNS “follows efficient air navigation services practices as prescribed by global aviation bodies such as the International Civil Aviation Organisation (ICAO), International Air Transport Association (IATA) and the Civil Air Navigation Services Organization (CANSO)”. 

AMO 1288

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SA Flyer 2019|05

SA Flyer 2019|05

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FlightCom Magazine

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BACKPAGE DIRECTORY A1A Flight Examiner (Loutzavia) Jannie Loutzis 012 567 6775 / 082 416 4069 jannie@loutzavia.co.za www.loutzavia.co.za Adventure Air Lande Milne 012 543 3196 / Cell: 066 4727 848 l.milne@venture-sa.co.za www.ventureglobal.biz AES (Cape Town) Erwin Erasmus 082 494 3722 erwin@aeroelectrical.co.za www.aeroelectrical.co.za AES (Johannesburg) Danie van Wyk 011 701 3200 office@aeroelectrical.co.za www.aeroelectrical.co.za

Dart Aircraft Electrical ATNS Mathew Joubert Percy Morokane 011 827 0371 011 607 1234 Dartaircraftelectrical@gmail.com percymo@atns.co.za www.dartaero.co.za www.atns.com Aviation Direct DJA Aviation Insurance 011 464 5550 Andrea Antel 0800Flying 011 465 2669 mail@dja-aviation.co.za info@aviationdirect.co.za www.dja-aviation.co.za www.aviationdirect.co.za Avtech Aircraft Services Riekert Stroh 082 555 2808 / 082 749 9256 avtech1208@gmail.com BAC Aviation AMO 115 Micky Joss 035 797 3610 monicad@bacmaintenance.co.za

Blackhawk Africa Cisca de Lange 083 514 8532 cisca@blackhawk.aero www.blackhawk.aero

Dynamic Propellers Andries Visser 011 824 5057 082 445 4456 andries@dynamicpropeller.co.za www.dynamicpropellers.co.za Eagle Aviation Helicopter Division Tamryn van Staden 082 657 6414 tamryn@eaglehelicopter.co.za www.eaglehelicopter.co.za

Eagle Flight Academy Mr D. J. Lubbe 082 557 6429 training@eagleflight.co.za www.eagleflight.co.za

GIB Aviation Insurance Brokers Richard Turner 011 483 1212 aviation@gib.co.za www.gib.co.za Gryphon Flight Academy Jeffrey Von Holdt 011 701 2600 info@gryphonflight.co.za www.gryphonflight.co.za

Guardian Air 011 701 3011 082 521 2394 ops@guardianair.co.za www.guardianair.co.za

Heli-Afrique cc Tino Conceicao 083 458 2172 tino.conceicao@heli-afrique.co.za

Henley Air Andre Coetzee 011 827 5503 andre@henleyair.co.za www.henleyair.co.za

Aerocore Jacques Podde 082 565 2330 jacques@aerocore.co.za Blue Chip Flight School www.aerocore.co.za Henk Kraaij

012 543 3050 Elite Aviation Academy Aero Engineering & PowerPlant bluechip@bluechip-avia.co.za Jacques Podde Hover Dynamics Andre Labuschagne www.bluechipflightschool.co.za 082 565 2330 Phillip Cope 012 543 0948 info@eliteaa.co.za 074 231 2964 aeroeng@iafrica.com Border Aviation Club & Flight School www.eliteaa.co.za info@hover.co.za

Liz Gous www.hover.co.za Aero Services (Pty) Ltd 043 736 6181 Emperor Aviation Chris Scott admin@borderaviation.co.za Paul Sankey Indigo Helicopters 011 395 3587 www.borderaviation.co.za 082 497 1701 / 011 824 5683 Gerhard Kleynhans chris@aeroservices.co.za

paul@emperoraviation.co.za 082 927 4031 / 086 528 4234 www.aeroservices.co.za Breytech Aviation cc www.emperoraviation.co.za veroeschka@indigohelicopters.co.za

012 567 3139

www.indigohelicopters.co.za Aeronav Academy Willie Breytenbach Enstrom/MD Helicopters Donald O’Connor admin@breytech.co.za Andrew Widdall IndigoSat South Africa - Aircraft Tracking 011 701 3862 Gareth Willers info@aeronav.co.za Bundu Aviation 011 397 6260 aerosa@safomar.co.za 08600 22 121 www.aeronav.co.za Phillip Cronje www.safomar.co.za sales@indigosat.co.za 083 485 2427 www.indigosat.co.za Aerotric (Pty) Ltd info@bunduaviation.co.za Era Flug Flight Training Richard Small www.bunduaviation.co.za Pierre Le Riche Integrated Avionic Solutions 083 488 4535 021 934 7431 Gert van Niekerk aerotric@aol.com Celeste Sani Pak & Inflight Products info@era-flug.com 082 831 5032 Steve Harris www.era-flug.com gert@iasafrica.co.za Aircraft Assembly and Upholstery Centre 011 452 2456 www.iasafrica.co.za Tony/Siggi Bailes admin@chemline.co.za Execujet Africa 082 552 6467 www.chemline.co.za 011 516 2300 International Flight Clearances anthony@rvaircraft.co.za enquiries@execujet.co.za Steve Wright www.rvaircraft.co.za Cape Aircraft Interiors www.execujet.com 076 983 1089 (24 Hrs)

Sarel Schutte flightops@flyifc.co.za Aircraft Finance Corporation 021 934 9499 Federal Air www.flyifc.co.za Jaco Pietersen michael@wcaeromarine.co.za Nick Lloyd-Roberts +27 [0]82 672 2262 www.zscai.co.za 011 395 9000 Investment Aircraft jaco@airfincorp.co.za shuttle@fedair.com Quinton Warne www.airfincorp.co.za Cape Town Flying Club www.fedair.com 082 806 5193 Beverley Combrink aviation@lantic.net Aircraft Maintenance International 021 934 0257 / 082 821 9013 Ferry Flights int.inc. www.investmentaircraft.com Pine Pienaar info@capetownflyingclub.co.za Michael (Mick) Schittenhelm 083 305 0605 www.@capetownflyingclub.co.za 082 442 6239 Jabiru Aircraft gm@aminternational.co.za ferryflights@ferry-flights.com Len Alford Cape Town Flight Training Centre www.ferry-flights.com 044 876 9991 / 044 876 9993 Aircraft Maintenance International Oraya Laemkaew info@jabiru.co.za Wonderboom 021 976 7053/084 440 7922 Fireblade Aviation www.jabiru.co.za Thomas Nel admin@cape-town-flying.co.za 010 595 3920 082 444 7996 www.cape-town-flying.co.za info@firebladeaviation.com Jim Davis Books admin@aminternational.co.za

www.firebladeaviation.com Jim Davis Capital Air 072 188 6484 Air Line Pilots’ Association Micaella Vinagre Flight Training College jim@border.co.za Sonia Ferreira 011 827 0335 Cornell Morton www.jimdavis.co.za 011 394 5310 micaella@capitalairsa.com 044 876 9055

alpagm@iafrica.com www.capitalairsa.com ftc@flighttrainning.co.za Joc Air T/A The Propeller Shop www.alpa.co.za

www.flighttraining.co.za Aiden O’Mahony

Century Avionics cc

011 701 3114 Airshift Aircraft Sales Carin van Zyl Flight Training Services jocprop@iafrica.com Eugene du Plessis 011 701 3244 Amanda Pearce 082 800 3094 sales@centuryavionics.co.za 011 805 9015/6 Kishugu Aviation eugene@airshift.co.za www.centuryavionics.co.za amanda@fts.co.za +27 13 741 6400 www.airshift.co.za www.fts.co.za comms@kishugu.com Chemetall

www.kishugu.com/kishugu-aviation Airvan Africa Wayne Claassens Flightsure Aviation Brokers Patrick Hanly 011 914 2500 Mandy Coetzer Kit Planes for Africa 082 565 8864 wayne.claassens@basf.com 011 805 1884 Stefan Coetzee airvan@border.co.za www.chemetall.com mandy@flightsure.co.za 013 793 7013 www.airvan.co.za www.flightsure.co.za info@saplanes.co.za Chem-Line Aviation & Celeste Products www.saplanes.co.za Algoa Flying Club Steve Harris Fly Jetstream Aviation Sharon Mugridge 011 452 2456 Henk Kraaij Kzn Aviation (Pty) Ltd 041 581 3274 sales@chemline.co.za 083 279 7853 Melanie Jordaan info@algoafc.co.za www.chemline.co.za charter@flyjetstream.co.za 031 564 6215 www.algoafc.co.za www.flyjetstream.co.za mel@kznaviation.co.za

Comporob Composite Repair & www.kznaviation.co.za Alpi Aviation SA Manufacture Flying Frontiers Dale De Klerk Felix Robertson Craig Lang Landing Eyes 082 556 3592 072 940 4447 082 459 0760 Gavin Brown dale@alpiaviation.co.za 083 265 3602 CraigL@fairfield.co.za 031 202 5703 www.alpiaviation.co.za comporob@lantic.net www.flyingfrontiers.com info@landingeyes.co.za www.comporob.co.za www.landingeyes.com Apco (Ptyd) Ltd Flying Unlimited Flight School (Pty) Ltd Tony/Henk Corporate-Aviators/Affordable Jet Sales Riaan Struwig Lanseria Aircraft Interiors 012 5213 0775 Mike Helm 082 653 7504 / 086 770 8376 Francois Denton support@apcosa.co.za 082 442 6239 riaan@ppg.co.za 011 659 1962 / 076 810 9751 www.apcosa.co.za corporate-aviators@iafrica.com www.ppg.co.za francois@aircraftcompletions.co.za www.corporate-aviators.com Aref Avionics Lanseria International Airport Hannes Roodt C. W. Price & Co Foster Aero International Dudley Foster Mike Christoph 082 462 2724 Kelvin L. Price 011 659 2533 011 367 0300 arefavionics@border.co.za 011 805 4720 info@fosteraero.co.za mikec@lanseria.co.za cwp@cwprice.co.za www.fosteraero.co.za www.lanseria.co.za Atlas Aviation Lubricants www.cwprice.co.za Steve Cloete

Gemair Legend Sky 011 917 4220 Dart Aeronautical Andries Venter 083 860 5225 / 086 600 7285 Fax: 011 917 2100 Jaco Kelly 011 701 2653 / 082 905 5760 info@legendssky.co.za Sales.aviation@atlasoil.co.za 011 827 8204 andries@gemair.co.za www.legendsky.co.za www.atlasoil.africa dartaero@mweb.co.za

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Litson & Associates (Pty) Ltd OGP, BARS, Resources Auditing & Aviation Training karen.litson@litson.co.za Phone: 27 (0) 21 8517187 www.litson.co.za Litson & Associates Risk Management Services (Pty) Ltd. eSMS-S/eTENDER/ eREPORT/Advisory Services karen.litson@litson.co.za Phone: 27 (0) 8517187 www.litson.co.za Loutzavia Aircraft Sales Henry Miles 082 966 0911 henry@loutzavia.co.za www.loutzavia.co.za

Loutzavia Charters Henry Miles 012 567 3873 charters@loutzavia.co.za www.loutzavia.co.za

Loutzavia Flight Training Gerhardt Botha 012 567 6775 ops@loutzavia.co.za www.loutzavia.co.za Loutzavia-Pilots and Planes Maria Loutzis 012 567 6775 maria@loutzavia.co.za www.pilotsnplanes.co.za Loutzavia Rand Frans Pretorius 011 824 3804 rand@loutzavia.co.za www@loutzavia.co.za Lowveld Aero Club Pugs Steyn 013 741 3636 Flynow@lac.co.za Marshall Eagle Les Lebenon 011 958 1567 les@marshalleagle.co.za www.marshalleagle.co.za MCC Aviation Pty Ltd Claude Oberholzer 011 701 2332 info@flymcc.co.za www.flymcc.co.za

MH Aviation Services (Pty) Ltd Marc Pienaar 011 609 0123 / 082 940 5437 customerrelations@mhaviation.co.za www.mhaviation.co.za M and N Acoustic Services cc Martin de Beer 012 689 2007/8 calservice@mweb.co.za

Metropolitan Aviation (Pty) Ltd Gert Mouton 082 458 3736 herenbus@gmail.com

Pipistrel Kobus Nel 083 231 4296 kobus@pipistrelsa.co.za www.pipistrelsa.co.za Plane Maintenance Facility Johan 083 300 3619 pmf@myconnection.co.za Precision Aviation Services Pieter Hulleman 012 543 0371 riks@pasaviation.co.za www.pasaviation.co.za Precision Aviation Training Academy Johan Odendaal 012 543 0372 / 082 553 4413 johan@pasaviation.co.za www.patahelicopters.co.za

PSG Aviation Reon Wiese 0861 284 284 reon.wiese@psg.co.za www.psg aviation.co.za Rainbow SkyReach (Pty) Ltd Mike Gill 011 817 2298 Mike@fly-skyreach.com www.fly-skyreach.com

Rand Airport Stuart Coetzee 011 827 8884 stuart@randairport.co.za www.randairport.co.za

Robin Coss Aviation Robin Coss 021 934 7498 info@cossaviation.com www.cossaviation.co.za SAA Technical (SOC) Ltd SAAT Marketing 011 978 9993 satmarketing@flysaa.com www.flysaa.com/technical SABRE Aircraft Richard Stubbs 083 655 0355 richardstubbs@mweb.co.za www.aircraftafrica.co.za SA Mooney Patrick Hanly 082 565 8864 samooney@border.co.za www.samooney.co.za

Sport Plane Builders Pierre Van Der Walt 083 361 3181 pmvdwalt@mweb.co.za Starlite Aero Sales Klara Fouché +27 83 324 8530 / +27 31 571 6600 klaraf@starliteaviation.com www.starliteaviation.com Starlite Aviation Operations Trisha Andhee +27 82 660 3018/ +27 31 571 6600 trishaa@starliteaviation.com www.starliteaviation.com Starlite Aviation Training Academy Enquiries Durban: +27 31 571 6600 Mossel Bay: +27 44 692 0006 train@starliteaviation.com www.starliteaviation.com Status Aviation (Pty) Ltd Richard Donian 074 587 5978 / 086 673 5266 info@statusaviation.co.za www.statusaviation.co.za Superior Pilot Services Liana Jansen van Rensburg 0118050605/2247 info@superiorair.co.za www.superiorair.co.za

The Copter Shop Bill Olmsted 082 454 8555 execheli@iafrica.com www.execheli.wixsite.com/the-copter-shopsa Titan Helicopter Group 044 878 0453 info@titanhelicopters.com www.titanhelicopters.com TPSC Dennis Byrne 011 701 3210 turboprop@wol.co.za

Scenic Air Christa van Wyk +264 612 492 68 windhoek@scenic-air.com www.scenic-air.com

stoffel@trioavi.co.za/frans@trioavi.co.za

Sheltam Aviation Durban Susan Ryan 083 505 4882 susanryan@sheltam.com www.sheltamaviation.com Sheltam Aviation PE Brendan Booker 082 497 6565 brendanb@sheltam.com www.sheltamaviation.com

MS Aviation Gary Templeton 082 563 9639 gary.templeton@msaviation.co.za www.msaviation.co.za

SIM Aerotraining (Pty) Ltd 011 395 1326 Keith Roseveare keithr@simaero.co.za www.sim.aero

North East Avionics Keith Robertson +27 13 741 2986 keith@northeastavionics.co.za deborah@northeastavionics.co.za www.northeastavionics.co.za

Skyhorse Aviation Tamarin Bond 012 809 3571 info@skyhorse.co.za www.skyhorse.co.za

PFERD-South Africa (Pty) Ltd Hannes Nortman 011 230 4000 hannes.nortman@pferd.co.za www.pferd.com

Southern Rotorcraft cc Mr Reg Denysschen Tel no: 0219350980 sasales@rotors-r-us.com www.rotors-r-us.com

Savannah Helicopters De Jager 082 444 1138 / 044 873 3288 dejager@savannahhelicopters.co.za www.savannahhelicopters.co.za

Money Aviation Angus Money 083 263 2934 angus@moneyaviation.co.za www.moneyaviation.co.za

Orsmond Aviation 058 303 5261 info@orsmondaviation.co.za www.orsmondaviation.co.za

Owenair (Pty) Ltd Clive Skinner 082 923 9580 clive.skinner@owenair.co.za www.owenwair.co.za

Pacair Wayne Bond 033 386 6027 pacair@telkomsa.net

Southern Energy Company (Pty) Ltd Elke Bertram +264 8114 29958 johnnym@sec.com.na www.sec.com.na

Skyworx Aviation Kevin Hopper kevin@skyworx.co.za www.skyworxaviation.co.za Sky-Tech Heinz Van Staden 082 720 5210 sky-tech@telkomsa.net www.sky-tech.za.com Sling Aircraft Kim Bell-Cross 011 948 9898 sales@airplanefactory.co.za www.airplanefactory.co.za

Solenta Aviation (Pty Ltd) Paul Hurst 011 707 4000 info@solenta.com www.solenta.com

Trio Helicopters & Aviation cc CR Botha or FJ Grobbelaar 011 659 1022

www.trioavi.co.za

Tshukudu Trailers Pieter Visser 083 512 2342 deb@tshukudutrailers.co.za www.tshukudutrailers.co.za

Velocity Aviation Collin Pearson 011 659 2306 / 011 659 2334 collin@velocityaviation.co.za www.velocityaviation.co.za Villa San Giovanni Luca Maiorana 012 111 8888 info@vsg.co.za www.vsg.co.za Vortx Aviation Bredell Roux 072 480 0359 info@vortx.co.za www.vortxaviation.com Wagtail Aviation Johan van Ludwig 082 452 8194 acrochem@mweb.co.za www.wagtail.co.za

U Fly Training Academy Nikola Puhaca 011 824 0680 ufly@telkomsa.net www.uflyacademy.co.za

United Charter cc Jonathan Wolpe 083 270 8886 jonathan.wolpe@unitedcharter.co.za www.unitedcharter.co.za

Wanafly Adrian Barry 082 493 9101 adrian@wanafly.net www.wanafly.co.za

United Flight Support Clinton Moodley/Jonathan Wolpe 076 813 7754 / 011 788 0813 ops@unitedflightsupported.com www.unitedflightsupport.com

Wings n Things Wendy Thatcher 011 701 3209 wendy@wingsnthings.co.za www.wingsnthings.co.za

Unique Air Charter Nico Pienaar 082 444 7994 nico@uniqueair.co.za www.uniqueair.co.za

Unique Flight Academy Nico Pienaar 082 444 7994 nico@uniqueair.co.za www.uniqueair.co.za

Van Zyl Aviation Services Colette van Zyl 012 997 6714 admin@vanzylaviationco.za www.vanzylaviation.co.za

Vector Aerospace Jeff Poirier +902 888 1808 jeff.poirier@vectoraerospace.com www.vectoraerospace.com

Witbank Flight School Andre De Villiers 083 604 1718 andredv@lantic.net www.waaflyingclub.co.za

Windhoek Flight Training Centre Thinus Dreyer 0026 40 811284 180 pilots@flywftc.com www.flywftc.com

Wonderboom Airport Peet van Rensburg 012 567 1188/9 peet@wonderboomairport.co.za www.wonderboomairport.co.za

Zandspruit Bush & Aero Estate Martin Den Dunnen 082 449 8895 martin@zandspruit.co.za www.zandspruit.co.za Zebula Golf Estate & SPA Reservations 014 734 7700 reception@zebula.co.za www.zebula.co.za

FlightCom Magazine

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C W Price & Co

Industry Update O wen H eckrath

Aircraft Headsets For over 50 years, Peltor has led development in protection and communication for anyone who spends time in noisy environments. All headsets in the Aviation 8000 series have ambient noise compensated differential microphones. The earphones have a broad frequency range for good sound reduction in Fixed Wing Aircraft and Helicopters.

777X DELAY ON ENGINE ISSUES

Ground Power Unit You can depend on Hobart for full support of your aircraft’s power requirements AC or DC. Hobart has earned the reputation of being the “standard” in the industry, trusted for the superior power quality and excellent durability.

The Red Box RB Series These man-portable GPU’s use the latest in dry lead acid military / aviation technology which offers many valuable features. Very rugged, they can be operated, stored or transported in any orientation, even inverted. Safely transported in aircraft, land or sea, they produce massive power for comparatively low weight and small size. They hold their charge for long periods when on standby or in storage.

THE LONG -AWAITED FIRST FLIGHT OF BOEING’S 777X WILL BE DELAYED FURTHER THANKS TO PROBLEMS WITH THE AIRCR AFT’S GE9X ENGINES.

A

Eagle Tow Tug Nothing moves you like an Eagle tug. Designed and built to meet the varying demands of regional airlines, corporate flight departments and military flight ops. The Eagle TT series All-Wheel Drive aircraft tractors pack a lot of power in a small package. The advantage of All Wheel Drive provides safe controlled traction on all surface conditions.

pair of the engines were installed on the airframe and started on May 29, but during the test, “an engine gave us a signal about its health. We had an anomaly in the compressor and we halted the run,” GE’s Ted Ingling said in an interview.

The issue was with the engine’s 11-stage highpressure compressor section, but has nothing to do with overall performance. “It is not an aerodynamic issue whatsoever.” said Ingling.

The 777-9, which incorporates technology from the 787 and offers greater cabin width and seating capacity, was scheduled to start its flight test regime earlier this year. But launch customer Emirates Airlines reports that the first flight has been pushed back until at least end June. GE and Boeing agreed that the engines will be modified before attempting the first flight.

GE says the GE9X engine is the most efficient turbofan it has ever produced, with a 10 percent lower fuel burn over the GE90115B that powers the 777-300ER. The engine has the largest diameter fan section GE has ever attempted, but with only 16 4th-generation composite blades. It has an overall engine pressure ratio of 60 to 1, the highest of any engine yet produced, according to GE. 

SA Flyer 2018|01

The GE9X engine is the biggest turbine engine in the world, here being installed on the 777X for its flight test.

Tel: (011) 8054720 Fax: (011) 3156275 Email: cwp@cwprice.co.za

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