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FAA Celebrates Completion of San Francisco International Airport Recovery Act Projects

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    Boeing Support Teams Honored by Army Aviation Association of America

    HUNTSVILLE, Ala., Feb. 11, 2011 — Boeing [NYSE: BA] on Feb. 10 received two awards from the Army Aviation Association of America (AAAA) at the Joseph P. Cribbins Aviation Product Symposium in Huntsville: the Materiel Readiness Awards for a Major Contractor and for an Industry Team.
    “Capturing both these Materiel Readiness Awards is recognition for our efforts to support U.S. Army Aviation,” said Jim O’Neill, Boeing vice president and general manager of Integrated Logistics. “Our support programs are designed to produce readiness results for our customers, and these results have been outstanding.”

    Boeing received the Major Contractor award for the readiness provided by the company’s AH-64D Apache Performance-Based Logistics team and the Boeing Chinook Interim Contractor Support team, both parts of Boeing Rotorcraft Support.

    The AAAA’s Materiel Readiness Award for an Industry Team, Group or Special Unit went to the Boeing CH-47 Interim Contractor Support team. Over the past year, this team has supported the Army’s CH-47F Cargo Helicopter Program Management Office and Chinook Combat Aviation brigades through support at the Boeing Aircraft Modification Center in Millville, N.J., and 10th Mountain Combat Aviation Brigade at Fort Drum, N.Y., via embedded field service representatives, and through logistics support representatives and asset managers providing components and materials anywhere in the world.
    The Aircraft Modification Center at Millville received a separate award from the U.S. Army Cargo Helicopter Project Office at the symposium for the team’s modification of 31 CH-47F Chinooks in 2010.

    Boeing Rotorcraft Support is a subdivision of Integrated Logistics, a division of the Boeing Global Services & Support business. It includes AH-64 Apache, CH-47 Chinook, H-46 Sea Knight and V-22 Osprey support programs as well as United Kingdom Rotorcraft Support and Ground Forces Support Solutions. It provides tailored, innovative solutions that maximize global readiness for customers around the world.

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    Comair Crash: Kentucky 2006-Findings

    Lexington: U.S. District Judge Karl Forester ruled that two pilots who took off on the wrong runway were negligent in the August 2006 Comair crash.

    A jury is deciding if punitive damages will apply.

    On August 27, 2006, about 0606:35 eastern daylight time, Comair flight 5191, a Bombardier CL-600-2B19, N431CA, crashed during takeoff from Blue Grass Airport, Lexington, Kentucky. The flight crew was instructed to take off from runway 22 but instead lined up the airplane on runway 26 and began the takeoff roll. The airplane ran off the end of the runway and impacted the airport perimeter fence, trees, and terrain. The captain, flight attendant, and 47 passengers were killed, and the first officer received serious injuries. The airplane was destroyed by impact forces and postcrash fire. The flight was operating under the provisions of 14 Code of Federal Regulations Part 121 and was en route to Hartsfield-Jackson Atlanta International Airport, Atlanta, Georgia. Night visual meteorological conditions prevailed.

    FINDINGS

    1) The captain and the first officer were properly certificated and qualified under Federal regulations. There was no evidence of any medical or behavioral conditions that might have adversely affected their performance during the accident flight. Before reporting for the accident flight, the flight crewmembers had rest periods that were longer than those required by Federal regulations and company policy.

    2) The accident airplane was properly certified, equipped, and maintained in accordance with Federal regulations. The recovered components showed no evidence of any structural, engine, or system failures.

    3) Weather was not a factor in this accident. No restrictions to visibility occurred during the airplane’s taxi to the runway and the attempted takeoff. The taxi and the attempted takeoff occurred about 1 hour before sunrise during night visual meteorological conditions and with no illumination from the moon.

    4) The captain and the first officer believed that the airplane was on runway 22 when they taxied onto runway 26 and initiated the takeoff roll.

    5) The flight crew recognized that something was wrong with the takeoff beyond the point from which the airplane could be stopped on the remaining available runway.

    6) Because the accident airplane had taxied onto and taken off from runway 26 without a clearance to do so, this accident was a runway incursion.

    7) Adequate cues existed on the airport surface and available resources were present in the cockpit to allow the flight crew to successfully navigate from the air carrier ramp to the runway 22 threshold.

    8) The flight crewmembers’ nonpertinent conversation during the taxi, which was not in compliance with Federal regulations and company policy, likely contributed to their loss of positional awareness.

    9) The flight crewmembers failed to recognize that they were initiating a takeoff on the wrong runway because they did not cross-check and confirm the airplane’s position on the runway before takeoff and they were likely influenced by confirmation bias.

    10) Even though the flight crewmembers made some errors during their preflight activities and the taxi to the runway, there was insufficient evidence to determine whether fatigue affected their performance.

    11) The flight crew’s noncompliance with standard operating procedures, including the captain’s abbreviated taxi briefing and both pilots’ nonpertinent conversation, most likely created an atmosphere in the cockpit that enabled the crew’s errors.

    12) The controller did not notice that the flight crew had stopped the airplane short of the wrong runway because he did not anticipate any problems with the airplane’s taxi to the correct runway and thus was paying more attention to his radar responsibilities than his tower responsibilities.

    13) The controller did not detect the flight crew’s attempt to take off on the wrong runway because, instead of monitoring the airplane’s departure, he performed a lower-priority administrative task that could have waited until he transferred responsibility for the airplane to the next air traffic control facility.

    14) The controller was most likely fatigued at the time of the accident, but the extent that fatigue affected his decision not to monitor the airplane’s departure could not be determined in part because his routine practices did not consistently include the monitoring of takeoffs.

    15) The Federal Aviation Administration’s operational policies and procedures at the time of the accident were deficient because they did not promote optimal controller monitoring of aircraft surface operations.

    16) The first officer’s survival was directly attributable to the prompt arrival of the first responders; their ability to extricate him from the cockpit wreckage; and his rapid transport to the hospital, where he received immediate treatment.

    17) The emergency response for this accident was timely and well coordinated.

    18) A standard procedure requiring 14 Code of Federal Regulations Part 91K, 121, and 135 pilots to confirm and cross-check that their airplane is positioned at the correct runway before crossing the hold short line and initiating a takeoff would help to improve the pilots’ positional awareness during surface operations.

    19) The implementation of cockpit moving map displays or cockpit runway alerting systems on air carrier aircraft would enhance flight safety by providing pilots with improved positional awareness during surface navigation.

    20) Enhanced taxiway centerline markings and surface painted holding position signs provide pilots with additional awareness about the runway and taxiway environment.

    21) This accident demonstrates that 14 Code of Federal Regulations 91.129(i) might result in mistakes that have catastrophic consequences because the regulation allows an airplane to cross a runway during taxi without a pilot request for a specific clearance to do so.

    22) If controllers were required to delay a takeoff clearance until confirming that an airplane has crossed all intersecting runways to a departure runway, the increased monitoring of the flight crew’s surface navigation would reduce the likelihood of wrong runway takeoff events.

    23) If controllers were to focus on monitoring tasks instead of administrative tasks when aircraft are in the controller’s area of operations, the additional monitoring would increase the probability of detecting flight crew errors.

    24) Even though the air traffic manager’s decision to staff midnight shifts at Blue Grass Airport with one controller was contrary to Federal Aviation Administration verbal guidance indicating that two controllers were needed, it cannot be determined if this decision contributed to the circumstances of this accident.

    25) Because of an ongoing construction project at Blue Grass Airport, the taxiway identifiers represented in the airport chart available to the flight crew were inaccurate, and the information contained in a local notice to airmen about the closure of taxiway A was not made available to the crew via automatic terminal information service broadcast or the flight release paperwork.

    26) The controller’s failure to ensure that the flight crew was aware of the altered taxiway A configuration was likely not a factor in the crew’s inability to navigate to the correct runway.

    27) Because the information in the local notice to airmen (NOTAM) about the altered taxiway A configuration was not needed for the pilots’ wayfinding task, the absence of the local NOTAM from the flight release paperwork was not a factor in this accident.

    28) The presence of the extended taxiway centerline to taxiway A north of runway 8/26 was not a factor in this accident.

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    Boeing Names Jeffrey Johnson New Leader for Middle East

    CHICAGO, March 1, 2011 — The Boeing Company today named Jeffrey Johnson as president of Boeing Middle East. Johnson succeeds Paul Kinscherff, who has been appointed chief financial officer for international finance.

    Johnson will be based in Dubai, United Arab Emirates (UAE) and report to Shep Hill, president of Boeing International and senior vice president of Business Development and Strategy. Johnson will be responsible for Boeing’s growth and productivity plans across the Middle East region, working closely with Boeing Saudi Arabia president Ahmed Jazzar.

    Johnson will lead company-wide activities that include government affairs and the development and implementation of the Boeing Middle East strategy focused on new business and industrial partnership opportunities, corporate citizenship projects, expanding the Boeing presence and strengthening company relationships with customers and other stakeholders.

    “Jeff’s leadership skills, business development experience and detailed customer knowledge will strengthen our efforts to grow our business in the Middle East,” said Shep Hill. “In this regard, Jeff will continue to build on the solid foundation established by Paul and what he has accomplished across the region.”
    Prior to this appointment, Johnson was a senior director of business development for Boeing Defense, Space & Security (BDS). Before that, he served as the Middle East and Africa business development director for BDS. Johnson joined Boeing in 1982 and has managed programs in more than 40 countries during his career. Johnson also worked in Design Engineering, Electronics Design and Manufacturing, System Engineering, Program Management and Flight Test Engineering.

    Kinscherff served as president of Boeing Middle East from March 2008. During his tenure, the company has doubled its presence across the region, expanded its defense and aviation business and forged closer customer relationships. In his new role, Kinscherff will be based at the company’s headquarters in Chicago.
    “Paul was instrumental in expanding our business and strengthening Boeing’s image in the Middle East. Under his leadership, Boeing implemented a robust strategy to grow its business and develop long-term relationships critical to the company’s success,” added Hill.

    Boeing’s relationship with the Middle East dates back more than 60 years. Its first office was established in Riyadh, Kingdom of Saudi Arabia, in 1982. Since then, the company has expanded its presence and relationships across the region. Boeing opened an office in Abu Dhabi, UAE, in 1999, a regional office

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    Boeing Forms Commercial Satellite Services Group to Sell Satellite Capacity

    EL SEGUNDO, Calif., Feb. 22, 2011 — Boeing [NYSE: BA] announced today that it has established Boeing Commercial Satellite Services to market commercial satellite telecommunications services to the U.S. government and other satellite users. Headquartered in El Segundo, the group is a part of Boeing Space & Intelligence Systems.
    “Boeing has received orders for five hosted payloads in the past 18 months,” said Craig Cooning, CEO of Boeing Satellite Systems International and vice president and general manager of Boeing Space & Intelligence Systems. “The market response to hosted payloads as a creative solution to limited military bandwidth availability has been extremely positive, and we believe that the Boeing Commercial Satellite Services unit will perform a valuable service both for the military and for commercial users of satellite services to meet mission needs.”

    Hosted payloads represent an important move Boeing is making to respond to the global demand for more communications bandwidth. Hosted payloads can be designed in a variety of configurations based on customer needs and can be a more affordable and timely option than procuring a complete satellite. A commercial satellite carrying a hosted payload can generally be delivered in less than three years.

    Boeing Commercial Satellite Services will work with the owners of satellite systems to market available bandwidth on active systems as well as to include hosted payloads on their future spacecraft. The new division will market the payloads to prospective customers in cooperation with the host satellites’ owners.

    “The demand for satellite communications continues to be greater than the supply, and in 2010 we entered into an agreement with Inmarsat to assist them in leasing Ka-band services to the U.S. government and others,” said Cooning. “This business model can be applied to a commercial satellite operator interested in leasing service to governments.”
    Boeing’s history of hosted payloads dates back to 1993, when the company helped the U.S. Navy upgrade its ultra-high frequency (UHF) satellite communications system by augmenting several vehicles to host an extremely high frequency (EHF) payload as well as the first military Ka-band payload, which has provided Global Broadcast Service capabilities since 1998. Boeing has also built L-band, X-band and Ka-band hosted payloads that have served foreign governments through spacecraft owned by commercial satellite operators.

    In July 2009, Boeing announced a four-satellite contract from Intelsat; two of these satellites incorporate hosted payloads in the UHF band. In August 2010, Inmarsat ordered three Boeing 702HP satellites, each of which will carry a hosted payload operating in the Ka-band. Boeing also is pursuing opportunities to expand this concept to cover other types of communications capacity.

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    IATA Blasts Europe’s Handling of the Volcanic Ash Crisis

    Geneva – The International Air Transport Association (IATA) called on European governments and air navigation service providers to urgently develop more precise procedures to identify ash contaminated air space and allow more flights. The call came in the wake of 1,000 flight cancellations on Monday (17 May) as a result of the continued volcanic eruptions in Iceland.

    “This problem is not going away any time soon. The current European-wide system to decide on airspace closures is not working. We welcome the operational refinements made by the Volcanic Ash Advisory Centre (VAAC) in their theoretical model but we are still basically relying on one-dimensional information to make decisions on a four-dimensional problem. The result is the unnecessary closure of airspace. Safety is always our number one priority. But we must make decisions based on facts, not on uncorroborated theoretical models,” said Giovanni Bisignani, IATA’s Director General and CEO.

    Bisignani noted some successful exceptions which provide examples to follow. “France has been able to safely keep its airspace open by enhancing the VAAC data with operational expertise to more precisely determine safe fly zones. Today, the UK Civil Aviation, working with the UK NATS (the air navigation service provider), announced another step forward by working with airlines and manufacturers to more accurately define tolerance levels while taking into account special operational procedures. Both are examples for other European governments to follow,” said Bisignani.

    Bisignani called for (1) more robust data collection and analysis (2) a change in the decision making process and (3) urgency in addressing the issues.

    Data Collection and Analysis
    “Numbers show that the current system is flawed. Over 200,000 flights have operated in European airspace identified by the VAAC as having the potential presence of ash. Not one aircraft has reported significant ash presence and this is verified by post-flight aircraft and engine inspections. We must back the theory with facts gathered by aircraft to test ash concentration. France and the UK are showing that this is possible. If European civil aviation does not have the resources, it should look to borrow the test aircraft from other countries or military sources,” said Bisignani.

    Changing the Decision-making Process
    “We have lost confidence in the ability of Europe’s governments to make effective and consistent decisions. Using the same data, different countries have come to different conclusions on opening or closing airspace,” said Bisignani.

    “Ultimately the industry needs a decision-making process for ash clouds similar to the one used for all other operational disruptions. Every day airlines make decisions whether to fly or not to fly in various weather conditions. Airlines collate the information available and make informed decisions placing safety first and with full access to all the latest weather reporting. Why should volcanic ash be any different?” said Bisignani.

    In the US, which has a lot of experience with volcanic activity, the government identifies a no-fly zone where ash concentration is the highest. For all other areas, it is the responsibility of the airline to decide to fly or not based on the various data sources available. “The US has well-established, safe and effective procedures for tracking the hazards of volcanic ash. In recent years, the industry had no recorded safety incidents from volcanic activity in US airspace. Europe has a lot to learn,” said Bisignani.

    Urgency
    “Volcanic ash is a new challenge for European aviation. We can understand that systems need to be developed to cope. But what is absolutely inexcusable is the failure of Europe’s governments to act urgently and collectively to provide real leadership in a crisis. We have vast amounts of data from over 200,000 safe flights ready for analysis to support an urgent review of the current processes. The UK is finally moving in the right direction. But what about the other affected European governments? The next transport ministers meeting is scheduled for June 24. What kind of leadership waits more than a month to make crisis decisions? European businesses are dependant on air travel and passengers certainly cannot wait that long for initiatives like the UK’s to be implemented continent-wide,” said Bisignani.

    To enhance the industry’s long-term ability to address volcanic ash issues, Bisignani is traveling to Montreal for urgent meetings with the International Civil Aviation Organization (ICAO). “IATA and ICAO have been working intensely on this issue since the crisis first struck in April. IATA is strongly supporting the ICAO task force which is reviewing ash tolerance thresholds with states, operators, manufacturers and the scientific community. The responsibility of manufacturers is critical in providing performance information to back decisions,” said Bisignani.

    Tomorrow Bisignani will meet Roberto Kobeh-Gonzales, President of the ICAO Council and Raymond Benjamin, ICAO Secretary-General. “It is important that we act urgently and globally to better deal with this crisis and to lay a solid foundation for better decision making in future eruptions. Even as Europe stumbles with its fragmented approach, IATA is working with the global community through ICAO and by tapping into the experience of leading regulators like the US FAA to facilitate harmonized solutions,” said Bisignani.

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