business aviation insider (july- august) edition

BUSINESS AVIATION INSIDER | 1

PG 22 Beyond Jet A and 100LL

OF

TODAY’S AVIATION DIRECTOR Do You Have the Skillset?

PG 18

FROM DATA ANALYSISTo Greater Efficiency

PG 14

THE OFFICIAL MAGAZINE OF NBAA JULY/AUGUST 2015

THE FUTURE

Extended content PLUS new features

To view issues, download our new mobile app on your iPad or Android tablet

DON’T MISS OUR NEW

DIGITAL EDITION

digital edition

www.nbaa.org/insider/app


JULY/AUGUST 2015

CONTENTS

14

18

2226

Cover aircraft image courtesy of Honda Aircraft Company

TECHNOLOGY ISSUE

FEATURES14 Analyze Flight Data to Improve EfficiencyYour flight department records probably contain a wealth of valuable business information.

18 The New-Generation Aviation DirectorToday’s aviation leaders need to have busi-ness acumen and communication skills.

22 The Future of FuelReplacements for Jet A and 100LL offer great promise if the costs can be lowered.

26 Six Airplanes, 3,600 Hours a YearSanderson Farms uses its aircraft to transport all types of employees across the Southeast.

DEPARTMENTS 04 President’s Perspective

06 Flight Bag

08 Capital ViewNew GA Caucus Co-Chair Working to Promote the Industry

10 Regional RepresentationNBAA Advocacy Making an Impact in State Legislatures

12 Regulatory Hot TopicsThe Ins and Outs of ADS-B

34 OperationsIn This Issue: Quick Turns, Flight Crews

38 Member Central

Mobile Edition DOWNLOAD the app for iPad and Android tablets at www.nbaa.org/insider/app

4 | JULY/AUGUST 2015

The Critical Role of Congress in FAA Oversight

PRESIDENT’SPERSPECTIVE

To Washington out-siders, the FAA reau-thorization debate now taking place in the nation’s capital may seem like the arcane workings of just another congres-sional budget process.

In fact, it is an important policy debate with potentially far-reaching implications, including for the companies of all sizes – often located in small and mid-size commu-nities – that rely on business aviation.

Every few years, Congress must enact “reauthorization” legislation to establish funding and set priorities for the FAA. The current law expires Sept. 30. As lawmakers prepare new reauthorization legislation, proposals have been discussed that would eliminate long-established Congressional authority over aviation system funding and governance.

Such proposals have been driven by frustration over sequestration, government shutdowns and other funding disruptions that have slowed “NextGeneration” modernization of the air traffic control system and progress on other FAA programs.

But we should be very concerned about removing Congress from the oversight equation. The ability of duly elected federal legislators to retain control over aviation policy is essential to ensuring that the best interest of the entire public – including the citizens, companies and communities that rely on aviation – is served. Taking Congress out of the picture could leave decisions about avia-tion taxes, access to airports and airspace, and other important matters in the hands of a select group of self-interested parties.

It was with this concern in mind that I testified at a May 19 Senate Commerce Committee hearing. I urged lawmakers not to abdicate their responsibility over decisions related to aviation funding, airport-and-airspace access, and other important matters that impact not just business aviation, but also the entire aviation industry and the broader public interest.

I reminded the committee that every member of Congress has a small town in his state or district that depends on

local companies for jobs and economic vitality, and those companies often depend on business aviation to provide on-demand transportation that gives them access to markets and customers around the world.

Those companies and those commu-nities are depending on Congress not to outsource its responsibility for aviation funding, nor delegate its obligation to ensure non-discriminatory access to air-ports and airspace.

In short, with a continued aviation system oversight role for Congress, we can ensure that businesses and towns across America are not left behind.

PRESIDENT AND CEO Ed Bolen

SENIOR VICE PRESIDENT, COMMUNICATIONS Dan Hubbard

EDITORIAL DIRECTOR Amy Freed Stalzer

MANAGING EDITOR Robert A. Searles [email protected]

ART DIRECTION, DESIGN AND PHOTOGRAPHY Erika Freber

DESIGN AND PRODUCTION Bates Creative

COMMUNICATIONS EDITOR Caitlin Jacobs

ADVERTISING AND SPONSORSHIP SALES Melissa Murphy (830) 608-9888

[email protected]

Robert Silverstein(240) 498-9674

[email protected]

Business Aviation Insider (ISSN 2158-088X), the official magazine of NBAA, provides essential content for companies that rely on general aviation aircraft to help make their businesses more efficient, productive and successful. Published bimonthly, it is an essential resource for all NBAA Members, regardless of the size of their business.

© Copyright 2015 by the National Business Aviation Association, 1200 G St. NW, Suite 1100, Washington, DC 20005, (800) 394-6222. All rights reserved. Content may not be used, reproduced, redistributed or translated without written permission. Direct requests and comments to [email protected].

To read Business Aviation Insider digital editions, download the mobile app for iPad and Android at www.nbaa.org/insider/app. View advertising opportunities online at www.nbaa.org/insider/advertising.

Only NBAA Members may subscribe to Business Aviation Insider in print and access the full content of digital editions. Print subscriptions are free to all Member employees, included in the annual dues. Submit address changes and subscription requests online at www.nbaa.org/mynbaa. Non-Members may subscribe by joining NBAA at www.nbaa.org/join/insider.

ED BOLENPresident and CEO

FAA reauthorization is an important policy

debate with potentially far-reaching implications, including for companies

of all sizes.

BUSINESS AVIATION INSIDER | 5P A I D F O R B Y T H E N A T I O N A L B U S I N E S S A V I A T I O N A S S O C I A T I O N

JOHNNY MORRISFounder

Bass Pro Shops

“Business aviation is a business tool that helps

Bass Pro Shops in its mission to inspire

people to love, enjoy and

conserve the great outdoors.”

JOHNNY MORRIS

Bass Pro Shops in its mission to inspire

people to love, enjoy and

conserve the great outdoors.”


INTERNATIONAL SHOWS A SUCCESS

IRS AUDITS AND RECORDKEEPING

SAFETY LEADERSHIP

Two new, Members-only resources can help business aircraft owners and operators prepare for and under-stand the often-chal-lenging IRS audit process: “Record-Keeping Rules for Business Aircraft” and “Navigational Guide for IRS Audits.” www.nbaa.org/audits

A new Safety Perception Survey enables operators to assess organizational values, operations, interactions and safety indicators to help build a positive safety culture. The “Conducting a Safety Culture Survey” document offers recommended best practices for measuring and evaluating a safety culture. www.nbaa.org/safety/leadership

FLIGHTBAG

PH

OTO

© W

ILLI

AM

SO

N I

MA

GE

S

ICO

NS

© V

AS

AB

II/I

STO

CK

/TH

INK

STO

CK

Resources: TechnologyTechnology permeates every facet of busi-ness aviation. Take advantage of the following resources to stay abreast of rapidly changing technologies that can affect your operations.

NEXTGEN UPDATE: 2015 – The FAA has launched this new website to provide the latest information on the next-generation ATC system, including an overview of where the initiative stands today, its progress and where it is going in the future. www.faa.gov/nextgen/update

UAS NEWS AND RESOURCES – Unmanned aircraft systems (UAS) offer great promise for a variety of business aviation applications. Keep abreast of the latest news regarding the devel-opment of UAS and their integration into the National Airspace System. www.nbaa.org/uas

AIR MAIL – Air Mail is NBAA’s social network for collaboration and discussion on topics of interest to business aircraft operators. Through Air Mail, NBAA Members can express their con-cerns, pose questions and share insights regard-ing the latest in industry technology in a safe, Members-only forum. www.nbaa.org/airmail

ON-DEMAND EDUCATION – Access both live and recorded webinars right from your desk. Many of these instructional programs are free to Members. Recent technology-related topics have included RNP alternative compliance, international operations with digital charts, and adapting to eAPIS requirements. www.nbaa.org/prodev/ondemand

NBAA’s two internationalexhibitions – ABACE in Shanghai and EBACE in Geneva – both had strong showings this spring. Each event drew:

Learn more at www.abace.aero and www.ebace.aero.

EXHIBITING COMPANIES

STATIC DISPLAY

AIRCRAFT

COUNTRIES REPRESENTED BY ATTENDEES

183

476 60

38 40

107

ABACE ABACE ABACE

EBACE EBACE EBACE


facebook.com/NBAAfanstwitter.com/NBAA nbaa.org/linkedinplus.google.com/+nbaa instagram.com/nbaaphotos

CONNECT WITH NBAA

FLIGHT BAG

SOCIAL MEDIA SPOTLIGHTOn May 8, the 70thanniversary of Victoryin Europe Day, NBAA was proud to sponsor one of the most diverse arrays of World War II aircraft ever assembled, the Arsenal of Democracy Flyover, which took place over Washington DC.

For more flyover images, search #ww2flyover on Twitter and Instagram; visit NBAA’s Arsenal of Democracy Facebook photo album at on.fb.me/1L4nuKC; or view the July/August digital edition of Business Aviation Insider.

2014 WORLDWIDE BUSINESS AND GENERAL AVIATION AVIONICS SALESTotal worldwide general aviation avionics sales (including business aviation) for the year 2014 amounted to more than $2.5 billion, a 4 percent increase in sales compared to the previous year. The year-end totals for the AEA Avionics Market Report are:

PH

OTO

© J

OH

N H

AR

RIN

GTO

N

By the Numbers

OVERHEARD ON AIR MAIL If you are thinking of using an electronic flight log:

“I have used both Logbook Pro and Log10 Pro. The biggest difference is if you’re a Windows or Mac person. If your computer is Windows based, go with Logbook Pro; otherwise go with Log10 Pro. Both have apps for iPhone and Android phones.”

—BILL JOHNSTON, Chief Pilot, Mayan Assets, LLC

Get in on the conversation at www.nbaa.org/airmail.

SOURCE: AIRCRAFT ELECTRONICS ASSOCIATION AVIONICS MARKET REPORT, APRIL 2015, WWW.AEA.NET/MARKETREPORT

2014 NEW AIRCRAFT AVIONICS SALES

$1.3 Billion2014 AVIONICS RETROFIT SALES

$1.2 Billion

YEAR TOTAL SALES % CHANGE FROM PREVIOUS YEAR

REGISTER FOR ST. LOUIS REGIONAL FORUMA few remaining booth spaces are available at the NBAA St. Louis Regional Forum on Sept. 17 at St. Louis Downtown Airport (CPS), so submit your exhibitor application now. Attendees can also save time and money on site by registering online today. www.nbaa.org/cps/insider

HELP A STUDENTTalk to an aviation student you know who’s working

toward a career in business aviation and tell them to apply for an NBAA Charities scholarship. Applications for four of the student scholar-ships are due on July 31. www.nbaa.org/scholarships.

REGISTER FOR NBAA2015Registration is now open for NBAA2015, to be held Nov. 17 to 19 in Las Vegas, NV. Be a part of business aviation’s must-attend event. www.nbaa.org/2015/insider

Actions You Can Take Now

2014 $2,527,567,302 +4%

2013 $2,429,298,684 +9%

ICO

NS

© G

RE

YJ/I

STO

CK

/TH

INK

STO

CK


New GA Caucus Co-Chair Working to Promote the Industry

CAPITAL VIEW

REP. MARC VEASEY represents Texas’ 33rd congressional district, which includes parts of Dallas and Fort Worth. First elected in 2012, he currently is co-chair of the House General Aviation Caucus and serves on the House Science, Space and Technology Committee and the House Armed Services Committee. He also is democratic assistant whip for all House Democrats and democratic regional whip for House Democrats from Texas. One of Veasey’s top priorities is to help create good, sustainable American jobs. Prior to coming to Washington, he served in the Texas House of Representatives and worked as a congressional staffer in North Texas, dealing with transportation and eco-nomic development issues.

One of the first things you did when you came to Congress was join the General Aviation Caucus. Why? As a native of Fort Worth and lifelong resi-dent of DFW, I have always understood the value of the aviation industry to my district, Texas and the United States. The industry’s economic impact is more than $14 billion in Texas and over $150 billion nationally. North Texas is home to many aviation and aero-space companies, including numerous general aviation firms such as Airbus Helicopters, Aviall and Bell Helicopter, which provide good jobs and make North Texas a major hub of global commerce. Plus, general aviation aircraft are instrumental in helping hundreds of Texas businesses compete and succeed in today’s global economy. That’s why I believe it is important to advance public knowledge and awareness about how important general aviation is to our economy and industrial base, and why I was proud to join the House General Aviation Caucus during my first term in Congress.

Were these the reasons you publicly demonstrated your support for general aviation by attending a GA jobs rally in Dallas in 2014?Absolutely. I was proud to join and welcome local elected officials, aviation manufacturing and business representatives, general aviation users and military officials to my district for a general aviation rally to celebrate, promote and protect general aviation interests. General aviation provides jobs for more than 50,000 Texans. From creating and supporting man-ufacturing jobs, to ensuring vital aviation transportation options, the industry plays an important role in Texas. I’m happy to help share the importance of general aviation with the public, and the rally helped send the message that general aviation needs to continue to play

a vital role, both in Texas and throughout our national transportation system.

Earlier this year you were named co-chair of the House General Aviation Caucus. What initiatives will the caucus undertake in the 114th Congress?I was honored to be named co-chairman of the House General Aviation Caucus during my second term in Congress and for the opportunity to work with my fellow co-chair, Congressman Sam Graves (R-MO-6), to increase public knowl-edge and awareness about how important general aviation is to our nation and our economy.

We started the 114th Congress with 222 House GA Caucus members, which is more than half the Congress. However, Sam Graves and I are working hard to enlarge the caucus, hopefully equaling or surpassing the 254 members the caucus had in the 113th Congress. Growing the caucus is a priority of mine because the larger the caucus, the better we can advocate for general aviation on a variety of issues, including this year’s import-ant FAA reauthorization, the Pilot’s Bill of Rights 2, third-class medical reform and other legislative priorities. We have a busy Congress ahead of us, but I look forward to working together in order to help keep general aviation thriving in Texas and nationwide.

Follow Rep. Veasey@RepVeasey

“I believe it is important to advance public

knowledge and awareness about how important general

aviation is to our economy and industrial base.”

BUSINESS AVIATION CONVENTION & EXHIBITIONNOVEMBER 17, 18, 19 | LAS VEGAS

Join 26,000 industry professionals for the most important three days of business aviation, with over 1,000 exhibitors, 100 business aircraft on static display, and dozens of

education sessions. Visit the NBAA2015 website to learn more and register today.

www.nbaa.org/2015/insider


D E D I C A T E D T O H E L P I N G B U S I N E S S A C H I E V E I T S H I G H E S T G O A L S.

BUSINESS AVIATION FACT BOOK

AirpOrTs HANdBOOkWhat You Need to Know About General Aviation Airports

d e d i c A T e d T O H e l p i N g B U s i N e s s A c H i e v e i T s H i g H e s T g O A l s.

NBAA Advocacy Making an Impact in State Legislatures

REGIONAL REPRESENTATION

In state capitals, business aviation advo-cacy materials are finding their way into the offices of legislators, who use them to support aviation legislation and to educate their colleagues. But the widespread dis-tribution of these materials in state cap-itals only occurs because of the diligence of NBAA’s six regional representatives and dozens of local and regional business aviation groups.

“Business Leaders on Business Aviation has been an effective tool in our efforts to educate state legislators about the importance of business aviation to U.S. companies,” said Steve Hadley, NBAA director of regional programs. Published as part of the No Plane No Gain cam-paign, the booklet features testimonials from 25 CEOs whose company aircraft make their businesses more efficient, competitive and successful.

Hadley has distributed advocacy publications to every one of the 180

state legislators in Texas, as well as in Arkansas, Colorado, Kansas, Louisiana and Oklahoma. “It really opens their eyes when they recognize businesses in their districts and see how business aviation is essential to the success of their constitu-ents’ companies,” said Hadley.

“These communication tools make it very easy to convey to our legislators the benefits of business aviation for our constituents in a simple, to-the-point booklet,” said John Kuempel, chair of the Texas General Aviation Caucus.

In Massachusetts and New York, hun-dreds of elected officials have received copies of advocacy materials through Dean Saucier, NBAA Northeast regional representative. That information, along with other advocacy initiatives, seems to be having a positive impact.

“Massachusetts has not passed any adverse aviation legislation in three years, and the New York legislature earlier this

CABAA SETS THE BAR HIGH FOR BUSINESS AVIATION ADVOCACY

With 1,000 members and a 20-plus-year history of achievement, the Chicago Area Business Aviation Association (CABAA) is a group that not only has effectively addressed regional maintenance, ATC and safety issues, but also has offered well-attended educa-tional, networking and fundraising events.

“Networking is huge at our events,” said long-time CABAA President Ed Forst, noting that good planning ensures that the events are produced cost-effectively. The organization is proud of the more than $100,000 it raises annu-ally (mainly from its golf tournament), which goes toward a number of yearly scholarships.

When it comes to business aviation advocacy, there’s no denying CABAA’s clout in the Chicago area and in surrounding states such as Wisconsin and Indiana. For example, the substantial input from CABAA’s ATC Committee to the recent redesign of the Class B airspace surrounding Chicago O’Hare was instrumental in optimizing airspace for business aircraft operators at Chicago-area reliever airports. A new visual departure from Chicago Executive Airport was even named the “CABAA Visual Departure” in honor of the organization’s efforts.

Current issues on CABAA’s radar include potential operational challenges at Chicago Midway and working with local officials in support of Chicago’s downtown heliport.

“CABAA has set the bar high for regional business aviation groups around the country with its advocacy efforts, professionalism, scholarship programs and overall effec-tiveness,” said Bob Quinn, NBAA Midwest regional representative.www.cabaa.com

ICON © KANATE/ISTOCK/THINKSTOCK

BUSINESS LEADERS ON BUSINESS AVIATION

year passed a bill to grant a [general avia-tion] parts and maintenance tax exemp-tion,” noted Saucier.

“These are very good tools in our toolbox,” said Bob Quinn, NBAA Midwest regional representative, who has distrib-uted advocacy materials in Michigan, Minnesota and Missouri. NBAA Southeast Regional Representative Greg Voos has distributed materials in Florida, Georgia and South Carolina.

Kristi Ivey, NBAA’s Northwest regional representative, makes sure that members of the Washington State Legislative Aviation Caucus receive new advocacy materials every year. Caucus leader Sen. Jim Honeyford has shown the Business Aviation Works video to potential caucus members, with great success.

Stacy Howard, NBAA’s Western regional representative, visits monthly with state legislators at the California state capitol in Sacramento and always leaves behind advocacy materials.

“NBAA and other organizations have done a great job of informing the public of the contributions aviation makes to our economy,” said California State Senator Jean Fuller, co-chair of the California Aviation Caucus.

Learn more about NBAA’s regional resources at

www.nbaa.org/regional.

“NBAA and other organizations have done a great job of informing

the public of the contributions aviation makes

to our economy.” JEAN FULLER,

California State Senator and Co-Chair of the California Aviation Caucus

DEDICATED TO HELPING BUSINESS ACHIEVE ITS HIGHEST GOALS.

The SDC2016 Exhibitor Lottery Deadline is Friday July 10, 2015.

APPLY TO EXHIBIT: www.nbaa.org/sdc/insider_exhibit

2016 NBAA Schedulers & Dispatchers ConferenceJANUARY 19 – 22 • TAMPA, FL

Private aviation travel management made easy.

Try it free

Private aviation travel management used to be about spending a lot of time – making phone calls, waiting on hold, checking multiple websites. And when the trip schedule changes at the last minute – changing, cancelling and updating all of those reservations.

With FlightBridge, FBOs, aircraft operators and pilots have found an easier way.

Visit us at www.flightbridge.com or call us at (404) 835-5600 and get started within minutes.

FLB-0011 FlightBridge BA Insider 1/3 page ad_R3BA Insider Magazine_1/3 Page Square 4.9375” x 4.75”

CONTACT: Larry Dionne LADC Tel.: (514) 341-2444 ex. 233, [email protected] A D COMMUNICATIONS


The Ins and Outs of ADS-B

REGULATORYHOT TOPICS

As the clock ticks down to the FAA’s Jan. 1, 2020, mandate for aircraft operating within the national airspace system to be equipped with Automatic Dependent Surveillance-Broadcast “Out” (ADS-B Out) systems, operators that still haven’t determined how they want to outfit their airplane to meet this requirement are quickly running out of time to decide on an effective strategy.

Meanwhile, NBAA Member Companies are concerned that ADS-B technology may not include needed protections for operators’ privacy, security and business competitiveness, and the Association is working with regulators and con-gressional legislators to address these concerns.

ADS-B OUT BASICSA fundamental part of the FAA’s “NextGen” air traffic control system, ADS-B Out functions by automatically broadcasting an aircraft’s identifying information and navigational data, as well as GPS-derived position information and groundspeed, to ground-based stations that relay this data to the appropriate ATC facilities. The satellite-based technology is expected to eventually supersede the use of primary radar systems for tracking aircraft movements nationwide.

Basically, compliance with ADS-B out requires an aircraft to have on board a Wide Area Augmentation System (WAAS)-enabled GPS receiver approved for ADS-B; a suitable tran-sponder; any equipment necessary to combine that data; and a transmitting antenna. However, there is no “one size fits all” ADS-B solution for the majority of aircraft. In fact, there isn’t even a common ADS-B technology.

ADS-B Out requirements in the United States may be met through one of two systems that are not inherently compatible with each other. Aircraft operating at or above FL 180 or flying internationally (including to Canada) will be required to utilize a transponder with 1090 MHz Extended Squitter (1090ES)

capability to transmit the additional data on frequencies already used by Mode S transpon-ders throughout the world. However, operators that limit their flying to below 18,000 feet throughout the continental U.S. may opt for a 978 MHz Universal Access Transceiver (UAT) system deriving data through an accepted Mode C transponder.

Deployment of ADS-B technology will benefit the FAA, as the speed and precision offered by GPS-linked position reporting enables ATC to determine an aircraft’s location and capabilities, thus improving the ability of controllers to handle traffic, particularly in busy sectors.

Generally, almost all flight operations that currently are required to communicate with ATC will require at least ADS-B Out equipage by the 2020 deadline. The FAA’s mandate encompasses operations in Class A, B and C airspace, as well as Class E airspace within the 48 contiguous states and the District of Columbia at and above 10,000 feet MSL, excluding the airspace at and below 2,500

INDUSTRY CHALLENGE: Experts say there is not enough time or retrofit shop capacity left for all oper-ators to meet the ADS-B equipage deadline of Jan. 1, 2020. Plus, operators are concerned that easy access to the unencrypted ADS-B signals could jeopardize their privacy and security.

NBAA RESPONSE: NBAA is urging operators to examine their retrofit options now, while the association continues to resolve ADS-B-related privacy issues, both through the regulatory process and via congressional action.

ADS-B IN OFFERS GREATER CAPABILITIESWhile equipping for ADS-B Out fulfills the FAA mandate, it’s only part of the picture. ADS-B “In” capabilities enable pilots to see the same data transmitted to ATC, including real-time traffic position and weather infor-mation. The ability to see that data requires additional equipment - a receiving unit capable of disseminating that data, as well as displays to project the data for pilots – and that adds to equipage costs.

Furthermore, no international mandate to equip aircraft with ADS-B In capability exists, nor is such a requirement likely to come until well past the FAA’s January 2020 deadline for ADS-B Out equipage. While that may make the case for ADS-B In less compelling for cost-conscious operators, lacking such capabilities also deprives flight crews of important data that can be used to greatly improve their situational awareness.

ICO

NS

© V

AS

AB

II/I

STO

CK

/TH

INK

STO

CK


feet above the surface. ADS-B Out will also be required when operating in Class E airspace at and above 3,000 feet MSL over the Gulf of Mexico within 12 nautical miles of the U.S. coastline, and when operating near airports specified in Appendix D of Part 91 of the Federal Aviation Regulations.

PLENTY OF TIME TO RETROFIT?Even with such broad swaths of airspace affected by the ADS-B mandate, a nearly five-year window may seem like plenty of time for business aircraft operators to equip for ADS-B Out – but data presented by the Aircraft Electronics Association (AEA) makes clear that the industry is already significantly behind the power curve.

Based upon the AEA’s projections, the industry would need to equip well over 100 general aviation aircraft per day in order to meet the 2020 ADS-B Out deadline. That compares with a current average of 75 FAR Part 25 aircraft ADS-B retrofits per year reported by AEA member companies, each requiring approximately 57 hours of labor over an average of 11 working days. The equipage timeframe is only slightly less (approxi-mately 34 hours) for Part 23 aircraft.

Doug Carr, NBAA vice president for reg-ulatory and international affairs, stressed that the onus is on operators to equip as soon as possible so they aren’t stuck on the ground once the mandate takes effect.

“The FAA has been very clear that no extension will be given for the 2020 mandate, and operators should be prepar-ing to comply,” he said. “Hopefully this data encourages aircraft owners to begin discussions with their repair stations now.”

EQUIPMENT REQUIREMENTS, COSTS With the industry facing a hard deadline to equip for ADS-B Out, differing oper-ational requirements and equipment levels for individual aircraft makes esti-mating the cost of compliance difficult.

On the lower end of the pricing spectrum, a Part 23 GA aircraft already equipped with a Mode A, Mode C or

Mode S transponder might meet ADS-B Out requirements by equipping with a stand-alone 978 MHz UAT for approx-imately $2,000 to $5,000. Due to the comparative economics of this solution – along with projected network bandwidth constraints – the FAA encourages U.S. operators flying under 18,000 feet within the continental U.S. to opt for UAT.

The picture grows murkier for 1090ES. Operators already flying with a certified WAAS GPS unit may be able to satisfy the ADS-B Out requirement by pairing it with a 1090ES transponder and necessary interfaces to serve as their aircraft’s ADS-B datalink, at a projected base cost of around $30,000. Some air-craft, however – particularly those more than 10 to 15 years old – may require a six-figure flight deck upgrade to meet the ADS-B Out mandate and receive ADS-B In data (see sidebar).

Given the significant costs involved, pilots and operators have expressed concerns about whether current ADS-B solutions will be rendered obsolete by less-expensive technologies that may be introduced as the 2020 deadline approaches. Carr emphasized that operators must balance the potential to save money with the likelihood of being grounded should they be caught waiting for an installation appointment after the deadline passes.

“The cost and time involved for each aircraft owner [to equip] will also depend on the benefits the owner wants to see out of ADS-B compliance,” added Carr. “Some owners will install the minimum equipment required by reg-ulation, while others will seek benefits related to performance-based navigation (PBN) and other NextGen features. This will obviously affect the cost of imple-mentation, [and] the only way to know the cost and time required to retrofit your particular aircraft is to talk with a qualified repair station.”

Review NBAA’s ADS-B resources at

www.nbaa.org/cns

REGULATORY HOT TOPICS

ICO

NS

© V

AS

AB

II/I

STO

CK

/TH

INK

STO

CK

ADS-B AND PRIVACY CONCERNS

NBAA has been deeply involved in NextGen planning for years. NBAA President and CEO Ed Bolen was appointed by the FAA Administrator to serve on the agency’s NextGen Advisory Committee. In addition, Steve Brown, NBAA’s chief operat-ing officer; Doug Carr, NBAA’s vice president of regulatory and inter-national affairs; and other NBAA representatives serve on Equip 2020, an FAA/industry working group created to ensure successful implementation of ADS-B.

Although NBAA has supported the development and deployment of ADS-B, the association has repeat-edly expressed concern that the technology may not include needed protections for operators’ privacy, security and business competitiveness.

“While ADS-B currently does not allow for such an opt-out, we believe that people should not have to surrender their security or privacy just because they board a general aviation airplane,” Bolen said in describing the concern in the May/June 2015 edition of NBAA’s flagship publication, Business Aviation Insider. “So we need to find a way to address this concern.”

NBAA will continue raising the privacy issue, both through the regulatory process and with congressional lawmakers. View Bolen’s complete comments on ADS-B and privacy in his “President’s Perspective” column, published in the May/June 2015 edition of Business Aviation Insider, by visiting www.nbaa.org/insider.

14 | JULY/AUGUST 2015 14 | JULY/AUGUST 2015

ANALYZE FLIGHT DATA TO IMPROVE EFFICIENCY


ILLU

ST

RA

TIO

N ©

TH

INK

STO

CK

/MA

KH

NA

CH

_M

Analyzing all the data that your flight department generates can help you run at optimal efficiency.

ANALYZE FLIGHT DATA TO IMPROVE EFFICIENCY

A typical business aircraft flight segment can generate more than 40 individual data points. A flight depart-ment that understands how to capture and analyze that data properly can often gain unexpected and signifi-

cant financial and operational efficiencies. For example, analyzing some basic data points, like fuel costs and fuel burn, can yield exceptional benefits for the flight department. However, few flight departments know how to use that data to the greatest advantage.

“Many flight departments don’t realize the wealth of pertinent business information that is already in their hands just from normal aviation recordkeeping practices,” said Mike Nichols, NBAA’s vice president of operational excellence and professional development. One reason many flight departments lose out on the opportunity to make use of that data is because many don’t employ finance professionals. Individuals with that expertise often work “downtown” and meet with the flight department infrequently.

Not only is it uncommon for finance professionals to visit the company’s flight department, but when they do, their focus is typically on tax concerns and compliance. Furthermore, few organizations have meaningful, regular dialogue between the finance professionals and flight department. Many companies would benefit from educating their finance personnel on flight department operating practices and, conversely, educating flight department personnel on aviation data analysis best practices.

Standard aircraft flight logs enable flight departments to analyze fuel burn and cost data; travel city pairs; crew data such as common pairings, flight times and currency information; and aircraft tracking information for maintenance purposes. Adding a few simple fields to a basic aircraft flight log can provide a flight department with information like the business purpose for each trip, employee status and company tax data.

BEYOND THE OBVIOUS DATAThe benefits of analyzing some data points, like fuel costs, are fairly obvious, and analyzing this type of data is fairly common in the industry, according to Doug Stewart, president of AircraftLogs, which provides web-based aviation data management.


Other uses of flight data are not as obvious. Flight depart-ments that operate shuttle services can use their flight data to improve load numbers. Operators that commonly fly trips that are short in flight duration but require multiple night stays can determine whether repositioning the aircraft or remaining overnight for several nights is more financially sound.

Jordan Pfahl, an aviation data analyst at AircraftLogs, says one often-overlooked use of flight data is maximization of tax benefits. “Some tax calculations have multiple allowable methods for determining tax liability,” said Pfahl. “However, it’s very rare for a company to work through all of the methods to determine the best option for their organization because they lack the data or tools for doing so.”

Many flight departments don’t analyze their flight data for one very simple reason: the logged data remains on paper or isolated in spreadsheets. In many cases, data logged on paper flight logs never makes it to database formats that are more easily analyzed. Fuel burn is just one number that is almost universally collected on paper flight logs but often isn’t cap-tured in formats that allow for thorough analysis.

Other organizations rely too much on scheduling software that wasn’t designed to collect data to identify and fully opti-mize efficiencies. A flight department must ensure the correct data is captured and that it is collected in a useable format. Choosing or developing tools that connect the data in spread-sheets, scheduling software and paper logs is a necessary step for flight departments hoping to gain the most significant efficiencies through flight data analysis.

WHAT NEW NUMBERS DO YOU NEED?How does a flight department determine what new data must be collected?

Ryan DeMoor is a financial analyst for Amway’s flight department, based in Grand Rapids, MI. He has been ana-lyzing his company’s flight data for almost three years. He suggests flight departments start with determining what they hope to gain by analyzing their flight data.

“Consider what data you need to capture first, and that starts with asking, ‘Why?’” explained DeMoor. “’Why do we stay over-night for several nights if the repositioning flight home is only an hour? Why do we buy fuel in a particular location?’”

“Consider what data you need to capture first, and that starts with asking, ’Why do we stay overnight for several

nights if the repositioning flight home is only an hour? Why do we buy fuel in a

particular location?’” RYAN DEMOOR Financial Analyst, Amway Flight Department


DeMoor says asking these types of questions will drive the flight department to collect and analyze new information.

In the first example cited above, the flight department would look at the operating costs for the one-hour positioning flight, compared to parking or hangaring the aircraft and crew expenses for several days.

In the other above example, fueling at a particular airport might seem the most convenient or even safest option, but if that fuel is especially expensive, a flight department might find it can save a significant amount in fuel expenses with a little research and planning by taking on a safe amount of fuel at the expensive location and filling up where fuel is more reasonable.

Stewart agrees with DeMoor’s guidance. “A flight department should start with a hypothesis it is trying to prove or disprove. For example, a flight department might believe its aircraft are used very productively and the organization’s few deadheads are absolutely necessary,” said Stewart. “Sometimes analysis of the flight data surprises flight department managers when they learn they have significantly more empty legs than they previ-ously believed. You can use flight data to either reveal or prove conclusions about your flight department needs.”

SHAREHOLDER VALUE METRICS NBAA’s Nichols added, “It is critical not only to track and benchmark operational data – such as fuel savings, dispatch reliability and optimal staffing – leading flight departments report on metrics that return value to shareholders. How did the use of the business aircraft generate gains in productivity,

new business relationships, growth from existing customers?”Undoubtedly, your data holds strategic value. Some metrics

available from your flight data can help demonstrate the value of your company’s flight department. Examples include simple reporting of international trips for companies with overseas growth and reporting of flights supporting specific custom-ers or revenue-generating events. But each flight department needs to identify the goals it supports and develop metrics that measure performance against those goals.

Learning how to most effectively analyze your flight depart-ment’s data will take some trial and error. “Make sure you under-stand the data points you currently collect and then determine if you need to start collecting new data points,” suggested Stewart. “Work with your data for a while to see what patterns emerge and what kinds of analyses you can make with that data.”

Organizations that haven’t traditionally collected much data might need to encourage company buy-in in order to obtain enough relevant data. Pilots and other flight department per-sonnel should be trained on how to collect and report the data, as well as why the organization is collecting the information. Real-life examples of cost savings or schedule improvements can help ensure employees fully participate.

USING DATA TO DEMONSTRATE THE VALUE OF BUSINESS AVIATION

Section 1.33 of the NBAA Management Guide notes, “It is within the scope of the flight department’s responsibility to demonstrate the value of the business aviation function, both internally and externally. This can be achieved by partnering with appropriate individuals in the corporate office who may have access to some information you need, and who may be involved in decisions impacting the flight department.”

Of course, demonstrating the value of the flight department begins with good governance, but as the Management Guide suggests, “the next step is to document key perfor-mance metrics that are tailored to your flight department. The strategic metrics will be the intersection of your compa-ny’s strategic goals and how the business aircraft helps the company achieve those key objectives.

Capturing and analyzing the proper data will enable the flight department to “create a system that will enable your company to track exactly how the business aircraft helps passengers achieve the company’s business objectives.”

www.nbaa.org/management-guide

18 JULY/AUGUST 2015

It takes a strong flight department leader who is attuned to the business needs of the company to bridge

the gap between hangar and headquarters.

THE NEW-GENERATION AVIATION DIRECTOR

BUSINESS AVIATION INSIDER 19

PH

OTO

© L

INC

OLN

BA

RB

OU

R P

HO

TO

In today’s evolving corporate environment, what essential attributes should a strong aviation director or flight department manager have?

“Flight departments need to make a shift in how they view the requisite skill set for an effective aviation director,” said Mike Nichols, NBAA’s vice president of operational excel-

lence and professional development. “Historically, the flight department director has been the most senior pilot. Going forward, companies expect their flight departments to be run by skilled leaders and asset managers.”

Steve Brechter, senior advisor of operations at Gray Stone Advisors – a Knoxville, TN-based advi-sory firm that helps business aviation leaders align flight department operations with corporate expec-tations – suggests there are four critical attributes of a good aviation director:

• Business acumen• Astute communication• Proactive asset management• Effective partnering with the parent companyEffective flight department managers today need

a wider variety of skills to maneuver in the corporate environment than they did in previous eras. Aviation directors should be proficient in business and finan-cial management and also be organizationally savvy.

These managers need to be able to make compelling business cases for the flight department and should be able to clearly communicate with executives who are not experts in aviation.

Brechter emphasizes the importance of commu-nication skills, saying flight department leaders should be able to express flight department issues in terms relevant to the executive team, not in technical aviation terms. Ideally, aviation directors should aim to get the executive team’s attention by communicating concerns with the issue’s potential solution first – not the background of the issue. You only have a short time to capture an execu-tive’s attention, so communications with company headquarters should be kept concise, focusing on clarity, not volume. This type of communication is a skill that aspiring or current aviation directors can develop with practice.

“The language of aviation needs to be secondary to the language of business,” said Brechter. “An effective aviation director needs to be as comfort-able in the halls of the company headquarters as they are walking across the hangar.”

DATA-BASED DECISION-MAKINGExecutives are increasingly focusing on data-driven decision-making, which requires flight department managers to produce relevant metrics and explain them to the executive team.

Dustin Cordier, regional sales manager for Embraer Executive Jets, has observed a funda-mental difference in how individuals from dif-ferent generations approach challenges. In his experience, it is common for Generation Xers (typically considered to be individuals born from the early 1960s to the early 1980s) to be more data-based in their decision-making, while Baby Boomers (typically considered to be born between 1946 and 1964) rely more on previous experience and “gut feeling.”

“Closing the Gap Between Hangar and Headquarters,” which appeared in the May/June edition of Business Aviation Insider, looked at the divide between many flight departments and their company headquarters. This second story in the four-part series on this subject provides recommendations on how an aviation director with the right business and communication skills can form a strong partnership between the flight department and company headquarters.

20 JULY/AUGUST 2015

More Generation Xers at the execu-tive level also means a more data-based management and strategy model. This strategy can lead executives to consider other options for their flight needs, such as management or charter com-panies. Cordier says an astute aviation director can help make a business case for maintaining or growing an internal flight department, especially if that director is in touch with the organiza-tion’s needs.

An aviation director who is plugged into the direction of the parent company

as a whole does not only articulate the value of an internal flight department, but also makes appropriate recommen-dations on replacing aircraft, increas-ing the effectiveness of the fleet and meeting strategic business-development needs. This internal connection with headquarters helps to demonstrate the value that is inherent in a company-based flight department versus an outsourced management company or charter use.

“Aviation directors must ask them-selves, ‘Am I tuned in to the short- and long-term needs of the organization?’”

said Cordier. “Proving you are an internal partner with company headquarters can address questions about outsourcing.”

Being business savvy, having excellent communications skills, being a proactive asset manager and keeping in touch with the organization’s overall needs are only part of the qualifications of an effective aviation director in today’s flight depart-ment, cautions Nichols.

“While these attributes are critical, it’s also important that an aviation director maintain technical skills and a thorough understanding of business aviation overall,” said Nichols. “An effective aviation director must have these business-related skills in order to effectively work with headquarters, but he or she also must maintain technical skills in order to maintain safety in the organization and credibility with the flight department staff.”

PREPARING FOR THE NEW LEADERSHIP ROLEHow should an aspiring aviation director prepare for the role? Most importantly,

“An effective aviation director needs to be as comfortable in the halls of the company

headquarters as they are walking across the hangar.”

STEVE BRECHTER, Senior Advisor of Operations, Gray Stone Advisors

A CREDENTIAL TO HELP YOU BECOME A LEADERNBAA’s Certified Aviation Manager (CAM) program identifies qualified professionals who could lead business aviation organizations and acknowledges that these professionals are committed to continuous development and higher standards of practice.

By earning the CAM credential, individuals prove to employers, passengers, crewmembers, peers and business leaders that they are ready to assume a leadership role and have the potential to be a successful aviation department manager.

After extensive study and preparation, the CAM certification process culminates with the CAM test, which determines a candidate’s knowledge and experience in five subject areas:

Leadership | Human Resources | Operations | Technical and Facilities Services | Business Management

Any individuals currently managing, or aspiring to manage, a business aviation operation and who have the proper requisite experience can take the CAM exam.

Learn more about the CAM program at www.nbaa.org/cam.


he or she should be comfortable with the role of leader.

“Becoming the flight department manager shouldn’t be strictly a means of receiving higher compensation,” said Brechter. “These individuals need to be committed to leadership. They should be comfortable with empowerment and delegation and be very good at motivating the [other members of the] organization to perform. If a person isn’t interested in this type of role, they might be better suited to stay in a more technical role. Promoting someone into the director role for whom the ‘fit’ isn’t right is not benefi-cial to the individual or the organization.”

Individuals considering a leadership role within a flight department should care-fully review the job description and then consider their current skills, experience and education, compared to the formal requirements. Then they can establish an individual development plan to help address any gaps in their background.

Some companies might require their aviation director to be a Certified Aviation Manager (CAM) or have an

MBA degree. NBAA’s accredited CAM program helps management candidates prepare for career growth and prove their knowledge and qualifications to be an industry leader. Some universities now offer an MBA with a specialization in aviation management. These degrees and other business- and leadership- focused education can help aviation directors or candidates hone their skills.

“We encourage companies to use a competency-based hiring model,” said Brechter. “Even if a company already has an internal candidate in mind, we recommend they do a parallel search for qualified external candidates.

Companies go through transitions and their needs change, so an internal candidate isn’t always the best choice. The days of the ‘good old boy’ network are over. As an industry, we should be evaluating a wide range of candidates using competency-based recruitment and selection, not strictly relying on ‘who you know.’”

The next article in this series will identify issues related to communicating with the executive team and provide guidance to help the f light department become a strategic partner with company headquarters.

“Flight departments need to make a

shift in how they view the requisite skill

set for an effective aviation director.”

MIKE NICHOLS, Vice President of Operational Excellence and

Professional Development, NBAA

PH

OTO

© L

INC

OLN

BA

RB

OU

R P

HO

TO

22 | JULY/AUGUST 2015 22 | JULY/AUGUST 2015 22 | JULY/AUGUST 2015


PH

OTO

S ©

dp

301

0/IS

TOC

K/T

HIN

KS

TOC

K;

show

cake

/IS

TOC

K/

TH

INK

STO

CK

; R

OM

OLO

TAV

AN

I/IS

TOC

K/T

HIN

KS

TOC

K

The Future of

The high cost of developing and producing greener aviation fuels remains the primary hindrance to their

widespread adoption.

W hether the subject is reducing dependency on foreign oil or lowering carbon emissions, alternative fuels continue to be a focus of research and development throughout the aviation industry. But for all the technical progress, the cost of these potential replacement fuels con-

tinues to be a hurdle to widespread acceptance and use.Business aviation is playing a role in efforts to introduce alternative fuels. For example,

when aircraft manufacturer Gulfstream Aerospace flew its G150, G280, G450, G550 and G650 aircraft to Orlando, FL for display at the 2012 NBAA Business Aviation Convention & Exhibition, the airplanes were powered by a 50/50 blend of Jet A and Honeywell’s Green Jet Fuel, a replacement fuel derived from camelina seeds. More recently, Gulfstream and World Fuel Services finalized an agreement in May that will provide Gulfstream with a 30/70 blend of low-carbon, drop-in renewable fuel and Jet A for its flight operations in Savannah, GA. The alternative fuel reportedly performs the same as conventional jet fuel and requires no changes to factory-standard engines or aircraft, but is expected to reduce greenhouse gas emissions by more than 50 percent.

“Operating on a renewable fuel that reduces the environmental impact fits into Gulfstream’s sustainability goals and supports our customers’ desires to operate on an alternate-energy source,” explained Charles Etter, environmental and regulatory affairs tech fellow at Gulfstream.

Etter noted that Gulfstream has not seen any negative effects from using renewable fuels. “In fact, just the opposite is true. Engines operating on renewable fuel blends typically show a marginal fuel-burn improvement due to higher energy content in the fuel. They can also have less sulfur content, which means they burn cleaner.

“Based on our experiences, blending a fully renewable fuel with traditional Jet A will make it a better fuel, from an energy efficiency perspective and from an emis-sions perspective,” Etter added.

GOING BEYOND JET A AND 100LL


THE TECHNOLOGY IS HEREIn 2010, the FAA implemented its Continuous Lower Energy, Emissions and Noise (CLEEN) program, a series of partnerships between the agency and industry stakeholders aimed at implementing a range of environmental technologies to further improve commercial aircraft operating efficiency.

Also working toward these goals is the Commercial Aviation Alternative Fuels Initiative (CAAFI). Launched in 2006, this public/private partnership between the airlines and the FAA aims to accelerate development and deployment of sustainable alternatives to Jet A. This includes collaboration with other industry stakeholders, including NBAA and the military.

“We are only looking at drop-in fuels that can seamlessly be used with current equipment and infrastructure – and we know how to do it,” stated CAAFI Executive Director Steve Csonka. The chal-lenge is achieving a reasonable cost for such fuels.

“CAAFI is all about trying to facilitate research, development, demonstration and deployment of these fuels,” added Csonka. It’s about lowering bar-riers “that will enable cost reductions for the entire supply chain for alternative fuels - not just feed-stocks, but also the conversion methodologies – to achieve price parity with petroleum-based Jet A.”

To date, alternative jet-fuel blending agents (syn-thetic paraffinic kerosene) for commercial flights have been derived from biological sources using one of three approved processes:

• Fischer-Tropsch conversion of gases synthesized from biogas or biomass from municipal solid waste, landfill gas or forestry residues, also called FT-SPK.

• Hydroprocessed esters and fatty acids (conversion from plant and animal oils), otherwise known as HEFA-SPK.

• Microbial conversion of sugars derived directly from plants or through hydrolyzation – the use of water to break apart chemical bonds – also known as SIP-SPK. Fuel molecules from those processes are blended with varying proportions of petroleum-de-rived Jet A (50 percent maximum blend for

Fischer-Tropsch and HEFA, 10 percent for SIP-SPK).These processes and requisite fuel properties are

outlined by Specification D7566, which was devel-oped by ASTM International, a global technical standards organization. When these components are blended with petroleum jet fuel at allowable

levels, they can then be re-categorized as D1655 fuels (the standard for aviation turbine fuels) and are indistinguishable from petroleum-based Jet A. Regardless of the source, all blends are drop-in replacements for pure Jet A and require no changes to maintenance and operating practices or flight crew training procedures.

“Aircraft engines are largely agnostic to the exact feedstock being used,” said Csonka. “The molecular composition [of fuels blended with non-petro-leum-derived sources] is fundamentally identical to straight petroleum Jet A. The focus isn’t on whether engines can burn these fuels; it’s on meth-odology and conversion methods to produce the right fuel properties and composition.”

Other technologies are on the horizon. CAAFI offi-cials expect ASTM approval this year for a process to convert bio-alcohols (derived from switchgrass or corn stover) to Jet A, while another process to catalytically convert sugars directly to fuel-quality hydrocarbons may be approved later this year.

Over the longer term, there is the potential for deriving fuel sources from other oils, sugars, cellulose and industrial waste using both thermo-chemical and bio-chemical processing. Csonka noted that seven additional conversion processes are under develop-ment, with “several more further upstream.”

WHAT ABOUT AVGAS?A concerted effort also is underway to develop an unleaded replacement for 100 octane, low-lead aviation gasoline, which is the last leaded transportation fuel being produced in significant quantities (some 150,000 general aviation aircraft in the U.S. use 100LL).

Like CAAFI, the Piston Aviation Fuels Initiative


“Based on our experiences, blending a fully renewable fuel with traditional Jet A will make it a better fuel from an

energy efficiency perspective and from an emissions perspective.”

CHARLES ETTER, Environmental and Regulatory Affairs Tech Fellow, Gulfstream

BUSINESS AVIATION INSIDER | 25BUSINESS AVIATION INSIDER | 25

(PAFI) is a joint effort between the FAA and industry stake-holders – including NBAA – to find a safe alternative to 100LL. However, there are key differences in the approaches of the two programs.

“No drop-in fuels have been submitted [to PAFI], so we are evalu-ating unleaded replacement fuels to determine those that will have the least impact on the existing general aviation fleet and the fuel production and distribution infrastructure,” the FAA stated.

In September 2014, the agency selected four unleaded fuels for the first phase of testing. Based on the results of initial laboratory and rig tests, the FAA anticipates that two or three fuels will be selected for testing in engines and aircraft.

“That testing will generate test data that can be used for obtaining ASTM production specifications for the fuels, and to identify which engines and aircraft in the existing GA fleet can be authorized to operate on the fuels,” the agency added. “That entire testing process is expected to conclude in 2018.”

WORK CONTINUES TOWARD ADOPTION DESPITECURRENT HIGH COSTSWhile the ultimate solution for unleaded alternatives to 100LL remains to be decided, the high cost involved in developing and producing non-petroleum replacements for Jet A remains the primary hindrance to greater adoption of these alternative fuels, especially in light of the recent decrease in oil prices and the resulting drop in the cost of conventional aviation fuel.

“The price of petroleum-derived jet fuel historically has varied to a great degree, making price comparisons difficult,” the FAA noted. “However, the U.S. government is currently working on policy initiatives to make alternative jet fuels more cost-competitive with petroleum-derived jet fuel.”

Gulfstream’s Etter noted that the situation creates “a number of logistical concerns” that must be addressed on the

manufacturing, supply and distribution sides before wide-spread, long-term use of alternative fuels is a realistic option.

“Only a few entrepreneurs are making renewable fuels, and they’re typically doing so on an as-needed basis in limited locations,” said Etter. “We’re monitoring progress in the renewable fuels industry, as well as in the sustain-ability aspects of those products, and [Gulfstream] contin-ues to seek out ways to incorporate renewable fuels into our business.”

Despite the current cost disparities between conventional and alternative aviation fuels, Csonka pointed toward the industry’s ongoing work in developing the refining and distri-bution infrastructure necessary to support large-scale use of alternative fuels.

“Several stakeholders are currently helping to fund the development of initial refineries from three separate producers targeting a combined 110 million gallons of annual D7566 refinery capacity,” said Csonka. “Locations for two of those refineries have been selected, with construction of the first to kick off this year, with the aim to deliver fuel into the system in the 2016-2017 timeframe.”

Additionally, the first continuous commercial production of renewable jet fuel in the U.S. should commence shortly, as AltAir Fuels completes retrofits to an existing refinery in Los Angeles. This would support an initial annual production of approximately 40 million gallons of renewable diesel and jet fuel using Honeywell UOP’s technology.

“Will we one day see an industry fueled by significant volumes of low-carbon jet fuels? From a technological perspec-tive, absolutely,” Csonka concluded. “Commercial, business and military aviation are working hand-in-hand to help stand up this new industrial sector. Each has a specific role to play, and we’re all in this together.”

Consider this: General avia-tion aircraft, including those used in business aviation, account for a mere 0.2 percent of total global greenhouse gas emissions. Not only does business aviation have a small carbon footprint, but NBAA also has been at the forefront

of the industry’s efforts to help develop alternative aviation fuels to minimize climate change.

For example, the Association has joined with the U.S. Department of Transportation and the U.S. Department of Agriculture to launch an initiative aimed at furthering the development of a jet fuel that is not only a renewable resource, but also is completely free of carbon pollutants. NBAA is one of more than 300 members of the Commercial Aviation Alternative Fuels Initiative, which has the goal of creating a carbon-neutral air fleet by the year 2020. NBAA also is a

member of the General Aviation Avgas Coalition, which is supporting development of replacements for the 100 low-lead aviation gasoline that many piston-powered general aviation aircraft use today.

In fact, business aviation has a long history of leveraging technology to minimize noise and emissions, while improving safety and effi-ciency. From the use of winglets and cleaner, quieter and more fuel-efficient engines, to utilization of area navigation and required navigation performance procedures to help minimize fuel burn and noise, operational improvements advanced by business aviation have resulted in efficiencies that help the environment.

Looking to the future, NBAA and its Member Companies will continue to explore ways to further reduce the industry’s environ-mental footprint, including full implementation of the satellite-based NextGen air traffic management system, which the FAA estimates could reduce aviation emissions by up to 12 percent by 2025.

Learn more at www.nbaa.org/ops/environment

BUSINESS AVIATION HAS LONG-STANDING COMMITMENT TO ENVIRONMENTAL STEWARDSHIP

PH

OTO

BY

OM

EG

A M

AID

EN

OIL

S,

WW

W.O

ME

GA

MA

IDE

NO

ILS

.CO

M


Six Airplanes, 3,600 Hours a YearSanderson Farms’ flight department has proved adept at optimizing its fleet and managing its rapid growth. PHOTOS © MORGAN ANDERSON PHOTOGRAPHY


MEMBER PROFILE


On a typical day, Sanderson Farms has five airplanes fueled on the ramp and as many as 40 passengers in the hangar by 7 a.m. It’s not

unusual for those airplanes to fly six legs in a single day – completely full – moving employees and customers between Sanderson’s 21 chicken plants, hatcheries and feed mills across the Southeast.

The morning rush at Sanderson’s main hangar on Hesler-Noble Field (LUL) in Laurel, MS, is so busy that passengers line up by destination and put color- coded tags on their luggage, so the bags

are loaded on the right airplane and unloaded at the right stop.

At any given stop, a Sanderson Farms aircraft might pick up or drop off super-visors, training instructors, environmen-tal inspectors, tax auditors or one of the company’s 12,000 other employees in 11 towns from Texas to North Carolina.

“There’s no way our people could operate as efficiently as they do without the aircraft,” said Robin Robinson, Sanderson’s director of organizational development. “The flight department’s not an expense; it’s an investment that gives a return many times over.”

As an investment, the company’s three Learjet 31As and three

Gulfstream G150s are fully utilized. The six airplanes each fly more than 600 hours a year and are configured for maximum passenger loads. The G150s have a ninth belted lavatory seat that’s filled “all the time,” said Zane Lambert, manager of aircraft operations. “We use these airplanes like trucks. We have plant managers getting on board with muddy boots.”

Indeed, many of Sanderson’s employ-ees have to travel regularly from its headquarters in Laurel. “These people fly as much as we do,” said Safety Manager Dan Bullard.

Staff Veterinarian Dr. David French, for example, visits chicken hatcheries and farms every week to ensure that the birds are healthy. “My job requires me to be in the field,” said French. “You don’t put chicken farms in urban areas, so none of our sites are near an airline hub. Without the flight department, every trip would take two extra days of travel.”

MANAGING RAPID GROWTHThe aircraft haven’t just enabled Sanderson employees to be more effi-cient, they’ve also given the company the ability to be more responsive to custom-ers and maintain its competitive edge as it has grown.

Sanderson’s six airplanes – three Learjet 31As and three Gulfstream G150s – each fly more than 600 hours a year.

“There’s no way our people could operate as efficiently as they do without the aircraft.”

ROBIN ROBINSON, Director of Organizational Development

MEMBER PROFILE

28 JULY/AUGUST 2015

“The flight department has grown just as the company’s grown,” said President & COO Lampkin Butts. “When you get bigger, you have to keep operating at the same high quality and low cost, or you lose your competitive advantage.”

Sanderson has acquired a new air-plane roughly every three years since 2001, growing from one Beech Baron 58 and three pilots in the 1990s to six jets, 20 pilots and five maintenance technicians today. And now the depart-ment’s personnel are split into two shifts per day.

“It’s been a mindset change for us, to think of ourselves as a large flight depart-ment,” said Lambert. “My chief pilot, my director of maintenance and I started at the company with one airplane.”

To learn how other flight depart-ments handle similar challenges, Lambert and his team have used NBAA’s resources to stay up-to-date on industry best practices.

For example, Sanderson Farms oper-ates only two types of aircraft, so pilots aren’t constantly switching between different avionics platforms or spending

an inordinate amount of time in recur-rent training. To facilitate the transi-tion between the two types of aircraft, Lambert and his chief pilot developed a second-in-command (SIC) program.

Newly hired pilots start as captains on the Learjets, while flying the G150s as SIC, before going for their G150 type rating. With flights rarely sched-uled more than a week in advance, Sanderson has chosen to increase the number of in-house pilots rather than rely on contract aviators.

The department has also brought more maintenance functions in-house. With so many landings a day, they do all their own fueling and keep several racks of tires in the hangar. The maintenance

staff replaces the tires on each airplane about once every three months.

THE RIGHT TECHNOLOGY FOR RURAL AIRPORTSSanderson’s aircraft are not equipped with satellite communications, but all the airplanes have been outfitted to use the Wide Area Augmentation System (WAAS). “We go to so many remote, rural airports that are untowered,” said Lambert. Without WAAS, on IFR days the Sanderson aircraft wouldn’t be able to use the approach at Laurel and have to land at Hattiesburg.

Laurel also doesn’t have radar coverage, so Sanderson’s aircraft wouldn’t show up on Internet flight-tracking services until

“We use these airplanes like trucks. We have plant managers getting on board with muddy boots.”

ZANE LAMBERT, Manager of Aircraft Operations

MEMBER PROFILE


CHARITY BEGINS AT HOME

In addition to flying employees and cus-tomers, Sanderson Farms also makes empty seats on its aircraft available free of charge to local people who need to travel for medical treatment. An estimated 200 seats a year are occupied by medical patients, and with three chicken plants in East Texas, MD Anderson Cancer Center in Houston, for example, is just a short hop from some of Sanderson’s regular destinations.

Sanderson Farms is not a member of any charitable flight network, and the company doesn’t advertise the medical transport service, but in a small town, community members hear about it through word of mouth.

“People in town will hear that we helped a friend get to MD Anderson and they’ll just call us,” said Zane Lambert, manager of flight operations. “The company leadership entrusts us to accommodate those requests when-ever we can.”

Many Sanderson employees are proud of this service to the community, and some have received the same travel support when a need arose in their own families.

“For us, business aviation is a bless-ing,” said Steve Barkurn, manager of corporate sales. “It’s a good fit for our company, because we take care of business, and we take care of people.”

they’re 10 miles out. For safety’s sake, the flight department subscribes to a GPS-based service that can pinpoint the aircraft on the field and in the air.

While the GPS-tracking service shows where Sanderson’s aircraft are cur-rently, Lambert and his scheduler, Laura Blackwell, also need to see everywhere the aircraft are going to be during the next two weeks. To do that, they have four 40-inch video screens mounted on the wall of the scheduling office that together display a calendar with every leg and passenger load for all six aircraft.

Through the company intranet, employees can look up the schedule. Flights must be approved by division directors, but once an aircraft is sched-uled, anybody can contact Blackwell to reserve a seat. Requests come in all the time, often requiring a schedule change, adding a leg or deadheading.

“Our schedule changes constantly,” said Lambert. “I look at the big picture with Laura throughout the day and try to figure out how we’re going to make it work.”

With the “big picture” constantly in flux, there’d be no obvious way to divide up responsibilities with a second scheduler, but Lambert, Blackwell and flight department clerk Holly Dorsey all work together and back each other up. “Most of the time one of us will suggest something that’s more efficient,” said Lambert. “It helps to have multiple sets of eyes.”

Learn more about this NBAA Member

at sandersonfarms.com.

Base: Headquartered on Hesler-Noble Field (LUL) in Laurel, MS.

Aircraft: Three Learjet 31As and three Gulfstream G150s.

Personnel: 20 pilots (including a department manager who flies), five maintenance technicians, one scheduler and one department clerk.

SNAPSHOT: SANDERSON FARMS

30 JULY/AUGUST 2015

SPECIAL REPORT

THE WORLD IS BECOMING more interconnected by the second as the rapid advancement in “connectivity” technologies escalates at a dizzying pace. Smartphones, tablets and a host of other electronic devices for personal and business use are now commonplace. As a result, business travelers today expect to be connected to the office, clients, employees and their families and friends 24/7 no matter where they are, even if it’s from 40,000 feet in the air.

Nowhere is the impact of this trend more evident than in the cockpits and cabins of today’s business aircraft. Gone are the days when in-flight Internet access, video streaming and text-and-talk services were futuristic “blue sky” notions of what might be possible someday.

The future has arrived with a bang, and the business aviation industry’s many providers of satel-lite and ground-based connectivity equipment, devices and services for both the cabin and crew are ramping up in a big way to keep up with the exploding demand.

“There definitely has been a shift to broadband being required on board an aircraft,” said Scott Hamilton, chief strategy officer of Satcom Direct. “Any new aircraft coming out of an OEM is being equipped with some sort of broadband capability. And, aircraft buyers, one of the first things they do if they’re buying an aircraft that is not equipped, is to put some sort of broadband capability on the airplane.”

Growing expectations are driving this trend, say aviation connectivity experts, as today’s business travelers demand access not just to email and the Internet, but also the ability to conduct video conferences and upload and download large files and reports while en route. They also want fast connections and reliable service, just like they receive in their homes and offices.

“Passengers have an expectation that what they can do on the ground, they also [should be able to do] in the air,” said James Person, director of ViaSat’s GA/VVIP business sector.

“They have an expectation that they can stream high-definition video and movies. We’re delivering that in the air today.”

But meeting these expectations can be a challenge given the unusual operating environment of a business aircraft, as well as space and cost considerations that operators and OEMs must consider when installing connectivity systems.

“People today look at the Internet as something that is readily available,” said Jim Sparks, imme-diate past chairman of the NBAA Maintenance Committee. “You put this technology in an aircraft that is operating at 80 to 90 percent of the speed of sound at 40,000 feet over the earth anywhere in a given location, and it’s a minor miracle to get online at all.”

The transformation hasn’t been limited to the passenger cabin. It’s also transforming air-to-ground (ATG) communications in the cockpit. Today’s business jets now can connect to ground-based com-puters, enabling real-time monitor-ing of a host of aircraft operations

and data, along with the ability to alert both those on the ground and in the cockpit to potential issues. Electronic flight bags (EFB) also have simplified operations for pilots and have reduced the amount of paperwork they must carry into the cockpit.

Consider the case of Avionics & Systems Integration Group (ASIG), maker of a variety of systems integration products for commercial, military and business aviation. Its Fly Tab iPad EFB is a Class 2 offering designed for commercial aircraft operators. Pilots can view and manage all aircraft operations from an Apple iPad display.

“When the pilot comes in with an iPad, it is placed into airplane mode, and all the onboard avionics are managed by our aircraft interface,” said Luke Ribich, ASIG managing director. “You can connect to a satcom system, or terrestrial or satellite-based broadband system. However, the data communications between the iPad device and the aircraft is facilitated on the wire.”

Special Report: Cabin Connectivity Technology

32 JULY/AUGUST 2015

SPECIAL REPORT

IN SEARCH OF AN INDUSTRY-WIDE STANDARDSo explosive has the development in technology been over the last decade – after all, the Apple iPhone was only introduced in 2007 and the iPad in 2010 – that business aircraft operators have been struggling to keep up with the changes.

In response, NBAA last October elevated what had been a connectivity working group to a subcommittee of its Maintenance Committee. The new subcommittee is working with OEMs and opera-tors to develop an industry-wide standard for integrating cabin electronic systems.

Subcommittee co-founders and co-chairs Mike Wuebbling of Boeing Flight Operations and Jim Janaitis, IBM’s manager of aircraft maintenance services, say the group’s goal is to establish common equipment, performance and serviceability standards.

“The first standard must be cus-tomer expectations, aimed toward the end user, but also establishing a standard that OEMs may manufac-ture and certify their equipment to,” Janaitis told NBAA when formation of the subcommittee was announced last October. “We are also examining post-certification aspects, including servicing the equipment and training for the technicians, flight attendants and flight crew members in the deliv-ery of the service to the end users of the aircraft.“

DAUNTING RANGE OF OPTIONSNavigating the plethora of connec-tivity services and product offerings can be mind-boggling. The choices between satellite and ground-based systems can be nothing short

of confusing for everyone but the most technologically savvy. For that reason, operators planning to install new systems or upgrade existing networks should start with a sound strategy. Developing a “connec-tivity plan” to analyze needs, customer expectations and budget also is highly recommended to help avoid problems and cost overruns.

“One of the common questions we get is, ‘I’m buying a used aircraft and am trying to understand what I need in terms of connectivity,” said Satcom Direct’s Hamilton. “And, one of the first things we ask is, ‘What’s the mission of the aircraft?’ and ‘Where is it going to be flying?’ because where it’s going to fly will heavily dictate what sort of broadband capability you have on the airplane.”

Tom Myers, senior director of marketing for Gogo Business Aviation, adds: “Three questions we always start with when talking to an operator about communications and connectivity are, what capabil-ities are of interest, what type of aircraft is involved and where does the aircraft fly? Given the technolo-gies available today, those answers usually start to point pretty clearly to the solutions.”

These questions sound simple, but they require a lot of research on the part of operators. For that reason,

some experts say it pays to have a designated aviation IT person in place to analyze connectivity needs and capabilities. “A lot of flight depart-ments we deal with, the operators of these aircraft, have a person who is the solely identified IT person, or it’s a collateral duty of someone,” said ViaSat’s Person.

However, many smaller operators hand that responsibility off to someone in the maintenance department.

“In our world of business aviation, technicians are A&P-licensed, which essentially means ‘all purpose,’” said Sparks. “The very first installation we did, we had one of our corporate IT people come out with a laptop. He looked at the network and saw what we had on the plane and threw his hands up in the air and left.”

The all-purpose guys finished the work, he said.

CHALLENGES TO INSTALLATIONPerhaps one of the most important considerations facing operators planning to install broadband on an aircraft is the space available for the equipment.

“The size of the equipment is one consideration that will drive an operator’s ultimate choice of equipment,” said Myers. “Size varies generally by the network service chosen. As an example,

Iridium’s equipment is very small. The exterior antenna is about the size of a hockey puck.”

Gogo’s business equipment and some Swiftbroadband products also are relatively small and easily fit into smaller aircraft.

Sparks added that installing equipment also can be challenging. Most aircraft use WiFi to broadcast a network signal, so proper positioning of the router is critical. “Typically, the router power is somewhat limited. It’s not office-grade, producing a strong signal,” he said.

Bulkhead doors that contain aluminum honeycomb also can block a signal when closed. “So you may need a couple of antennas,” Sparks said. “And, with microwave ovens, the frequency can corrupt the data flow and bring it to a stop.”

Network installation and integra-tion with existing systems also can ground an aircraft for weeks at a time.

“I’ve had ATG networks installed in a 12-day period,” Sparks said. “Satellite systems might take four weeks. If you’re running cabin WiFi or data plugs in the cabin, it can determine how much of the aircraft you have to take apart.”

COST AND TRAINING CONSIDERATIONSOf course, costs are another critical consideration. The experts advise operators to set a budget once basic needs are determined. How much operators will pay is based on a host of variables. But generally, the experts say to negotiate. “Depending on your buying power, you generally can procure these systems for a little less than market price, sometimes way less, depend-ing on volume,” Sparks said.

Business travelers today expect to be connected to the office, clients, employees and their families and friends 24/7 no matter where they are, even if it’s from 40,000 feet in the air.


SPECIAL REPORT

Another important factor and potential cost for operators to keep in mind is training pilots and crew to operate the equipment and maintenance staff to service it. After all the headaches and costs operators and OEMs go through installing or upgrading broadband systems, the last thing they want is for the customer experience to be muddled by crew members who don’t know how to address an issue or help a passenger connect to the service.

FlightSafety International began offering connectivity courses several years ago, focusing primarily on Gulfstream aircraft.

“They came to us in the early stages of some of the high-tech applications and said their customers were upset because the equipment wasn’t working,” said Charlie Harvich, maintenance manager of FlightSafety’s Savannah training center. “We found out that it wasn’t just the equipment, but the folks operating the equipment.”

FlightSafety’s cabin management courses help maintenance staff and crew operate and service aircraft connectivity systems.

“Two [courses] are for maintenance [technicians] and provide in-depth training on maintaining these complex systems,” he said. “The other is focused on providing operational training for flight crews.”

All courses utilize a lab for hands-on practical experience. “Because it’s interactive and hands-on, we limit class sizes to six or eight folks,” Harvich said.

CONNECTIVITY SERVICE OPTIONSOf course, choosing the correct connectivity service also is important.

For domestic capability, especially in the continental U.S., the choices are many and less costly. However, for international connectivity, there are many issues to consider. Connection services and frequencies can vary from those in the U.S. And, in some countries, such as China and Russia, connections through the Ku-band (12-18 GHz) satellite system are not available, said several industry experts. However, that is changing as the industry shifts to full adoption of the higher-capacity Ka band (26.5-40 GHz).

Currently, ViaSat professes to be the only company with high-capac-ity Ka-band satellites. It introduced Ka to the airlines in 2013, said Person. However, Inmarsat now has three Ka-band Global Xpress satellites in orbit around the earth, with a fourth satellite launch scheduled for the second half of 2016. When complete, Inmarsat says it will have the first high-speed broadband Internet network to span the world.

All this may get the tech geeks excited. However, for end-users, it’s the inflight experience that matters no matter how the connection is made to provide that “on the ground, in-home and office” connectivity. Currently, the

leading business aviation provider is Gogo Business Aviation. Offering a full complement of broadband Internet and voice-and-text services, it was formed in September from the old Aircell service, which pioneered air-to-ground communications starting in 1991.

Well known to airline travelers, Gogo Biz has been rapidly expanding its offerings. In May, it introduced Gogo Vision, a wireless in-flight enter-tainment (IFE) information service, which the company said brings a wide range of video entertainment to busi-ness aircraft. The service is broadcast via a new all-in-one router and media service. It enables users to access content via a suite of WiFi-enabled devices, including smart phones, tablets and laptops.

Gogo’s Text & Talk service is an exclusive add-on to its core Gogo Biz service. As the name implies, it enables users to text and talk from the cabin via their WiFi-connected smart phones. However, Gogo’s services are available only in the continental U.S. and parts of Canada.

One of the latest developments in broadband connectivity is the growth of 4G ATG connectivity. SmartSky networks is preparing a beta launch of the system later this year, with full rollout in 2016. The system will offer ground-like 4G connectivity over a user’s smart phone or other connected device. “You’ll be able to go on your business jet that has a SmartSky 4G system on it, and anything you can do in the office or hour home, you can do in the airplane,” said Ryan Stone, SmartSky president and director.

SmartSky enables live video con-ferencing and movie viewing, all in real time. SmartSky is working with several partners, including Satcom Direct, Duncan Aviation, Cessna

and DAC International. The service initially only will be offered domes-tically. However, because it will function on a variety of frequencies, international rollout is expected in the not-too-distant future.

While SmartSky is not disclosing subscription costs, Stone said terms and equipment are comparable to those offered by Gogo. “Gogo is the only air-to-ground player right now, and our system will be comparable to their system,” he said.

With all the technological changes taking place, one thing should be absolutely clear: When selecting connectivity equipment and services, scalability is of critical importance, because a system that is cutting edge today can be yester-day’s has-been in no time.

DO YOUR HOMEWORKIn the end, deciding on which of these technologies fits a particular operator’s need and budget requires research. “I do a lot of research,” said Sparks.

Sparks also advises documenting everything when hiring outside vendors. “We have a form when we send a project out,” he said. “We make whoever is doing the work sign off on it.”

If someone has to drill a hole in a structural member to run an antenna, for example, the ongoing airworthiness inspection checks have to be consistent with the existing aircraft inspection.

“It has to be approved or at least acknowledged by the [OEM] that built the aircraft, so that we’re not creating a one-off aircraft that reduces its marketability,” Sparks said. “We state that all wiring installed has to meet EWIS standards, which is Part 25-1701. It’s a big thing.”

When selecting connectivity equipment and services, scalability is of critical importance.

34 JULY/AUGUST 2015

OPERATIONS

An aircraft maintenance issue in the middle of an extended trip often creates problems for almost everyone in the flight department, as well as for the pas-sengers and crew of the affected aircraft. Whether speaking of an AOG situation or a minor problem that still requires imme-diate repair, these squawks represent the potential for delays and possibly the need to reschedule or reconfigure travel plans.

As with so many other facets of aviation, however, some advance plan-ning may minimize these headaches. “Technical scenarios leading to delays or groundings are a fact of life,” said Eli Cotti, NBAA’s director of technical oper-ations. “We know that machines break occasionally. That makes it important to have a plan in place to manage such situations before you need it.”

Nathan Winkle, director of techni-cal services for a Fortune 500 flight department and secretary of the NBAA Maintenance Committee, says that prior to any extended mission, his team identifies aircraft servicing contingencies dependent on several factors, including mission destination(s) and trip length,

aircraft age and reliability, geographical distribution of parts and technicians, regional experiences and contacts, and the criticality of the mission.

“Early inclusion and involvement from the director of maintenance enables a team approach to planning for extended trips,” Winkle explained. “For less complex missions, simply identifying for the flight crew the local flight support representative (FSR) and the nearest approved mainte-nance, repair and overhaul facility might

be adequate to mitigate the potential service-interruption risk.”

Should your travels be to areas with little to no available support from the OEM or an authorized service provider, “it may be appropriate to either take a technician as part of the crew or pre- position him at the destination,” Winkle continued. “Also notify the responsible FSR and nearest service facility of your travel plans.”

Some missions may also call for enlist-ing the help of companies specializing in international support for business aircraft. “Simply providing an itinerary to this type of vendor results in getting a detailed technical resource itinerary for the entire scope of the trip,” noted Winkle. “This information can be shared with the crew, scheduling and mainte-nance staff so that all are prepared to respond appropriately if an unscheduled maintenance issue arises.”

Winkle also recommended developing a rapport with handling agents, as “all of the support in the world will be of little help if you cannot navigate needed parts or tooling through customs.” Above all, prior planning for maintenance-related contingencies helps determine the proper course of action, minimizing headaches for everyone involved, including passengers.

“It should be the goal of any flight department to turn any potential issue into an opportunity to reinforce the flight department‘s value to the company,“ declared Cotti. “It provides the chance to share the message, ‘We have your back, and we have a vested interest in our mutual success. We‘ll get you back in the air as soon as possible.’”

If proper planning is done, even AOG situations during extended international trips may have minimal to no impact on the passengers’ schedule, Winkle asserted. “Situations of a similar nature have taken some operators several days – or even weeks – without a developed technical plan; whereas, those who plan effectively are able to dispatch within hours or, at most, a day or two.”

“Early inclusion and involvement from the

director of maintenance enables a team approach to planning for extended trips.”

NATHAN WINKLE, Director of Technical Services for a Fortune 500 Flight Department

Quick Turns: Proper Response to Mission ‘Squawks’


OPERATIONS

Today’s business aviation crewmembers face constantly changing and often highly sophisticated potential personal security threats – and not just while traveling inter-nationally to challenging destinations.

“A crewmember might think, this is a one-day, domestic trip so it will be easy, but that is not necessarily the case,” said Richard Gomez, vice president of aviation education projects worldwide for MedAire, a travel risk-management solutions company. “It’s important to remember that when you are away from home – and that could be anywhere – things do happen.”

“The key to handling an unexpected sit-uation is proper training and appropriate response,” said Gomez, whose company, as part of its solutions for general aviation, offers an e-learning course in travel risk awareness. The training uses a

three-phased approach – prepare, travel and respond – and covers a variety of possible security and safety challenges that a crewmember might encounter.

Although natural disasters can create havoc for travelers, manmade disasters – such as civil unrest, terror attacks or violent protests – are the most danger-ous, according to international security expert Walid Phares.

In these scenarios, it is crucial for crewmembers to “regroup as fast as possible, anywhere possible,” said Phares. “Having contacts who can inform and guide, if not escort, the crew is essential. Having access to the embassy or con-sulate is a priority, but in the absence of such access, constructing an informed and educated plan to exit the city and country is a must. Reaching interna-tional borders or the coasts in some cases is important, but hiding and waiting for the situation to settle could prove wise at [other] times.”

Phares emphasized the basic tenet of international travel – being informed about country conditions – not just for the destination, but for countries of transit as well. “If you are traveling to a country that is considered safe, but will

“Having contacts who can inform and guide, if not escort, the crew is

essential. Having access to the embassy or consulate

is a priority.”

WALID PHARES, International Security Expert

Flight Crews: Ensuring Personal Security While Traveling

OPERATIONS

be stopping in a country that is under-going tensions, or overflying a country that is in conflict, you need to know this and have at least minimum mental preparation for any eventual situation,” said Phares.

The most serious risks that crewmem-bers might face while on a trip are the ones that involve physical harm from terror attacks and violent crime, said Phares. Others could include kidnapping and harassment, getting robbed or being scammed. One possible scenario is “for assailants to target the crew based on nationality, ethnicity or religion.”

“Other scenarios can also develop on the ground, where members of the crew are targeted by groups or individuals who origi-nally weren’t planning on [taking] an action against the crew, but as they identified these members, they decided to act,” added Phares.

Studying the possibilities in each country is essential to personal security, said Phares. “Look at the whole trip, and do not underes-timate a single piece of the puzzle. Bottom line: the whole trip – not just the destination – has to be the focus of attention.”

View NBAA security best practices at www.nbaa.

org/ops/security.

“The most serious risks that crewmembers might face while on a trip are

the ones that involve physical harm.”

WALID PHARES, International Security Expert

TIPS FOR STAYING SAFE DURING A TRIP

Richard Gomez of MedAire encourages crewmembers to ask on every trip: Is it safe to over-night in this location? Is it safe to leave the airport? Is it safe to leave the aircraft? MedAire’s e-learning course notes many other ways to enhance personal security while traveling, including:

• Research the security risks of the destination country and have the contact information for the local U.S. embassy or consulate on you at all times.

• Take photos and/or make copies of documents and valuables, such as your passport, credit cards, jewelry, etc. Keep origi-nals on your person and backup copies and cards separate.

• Have a “throw down” wallet with a small amount of cash and expired credit cards in it (to make it look like a real wallet) to throw down when fleeing from a robber.

• Use a layered approach to loca-tions that are secure. The most secure area in a potentially insecure country is the aircraft itself. The next most secure areas are the ramp, tarmac and hangars, as they have access restrictions. Don’t wait in the lounge area of an FBO or go to the commercial side of an airport. These areas are open to the public and are not secure.

• Request a hotel room close to stairwells and elevators, facing the interior of the hotel (this reduces the risk of attacks from the street below). By staying in a room on the 4th to 6th floors, potential threats probably can’t climb into your windows, but fire and rescue equipment can still reach you. Always use a door wedge lock/alarm to secure your hotel room.

• Keep a low profile at all times. When in a public area or not on duty, don’t wear a uniform or any clothes that could indicate you are a crewmember.

PH

OTO

© B

AR

AM

EE

255

4 /

ISTO

CK

Insider Resources

SEE YOUR AD HERE!

Do you provide consultant services for business aviation? Attorneys, finance and tax advisors, and other consultants – consider an Insider Resources ad to share your message in an upcoming issue. Learn more about advertising opportunities at [email protected].


Corporate Angel Network arranges free flights to treatment for cancer patients in the empty seats on corporate jets.

Since 1981, Corporate Angel Network, a not-for-profit organization, has worked with over 560 major corporations including half the Fortune 100, to fly more than 47,000 cancer patients to specialized treatment and currently transports 225 patients each month. The process is simple. Corporate Angel Network does all the work. All you have to do is offer an empty seat to a cancer patient on your next flight.

(914) 328-1313 www.corpangelnetwork.org

Corporate Angel NetworkBringing cancer patients

closer to their cure.

Give a cancer patient a lift on your next flight.

Fill an empty seat with hope.Ph

otog

raph

y by

Gab

e Pa

laci

o

CAN Reya AJ Publications 8.75x11.25.indd 1 6/3/15 3:18 PM

38 JULY/AUGUST 2015

MEMBER CENTRAL

In the face of ongoing modernization of aircraft navigation, communications and surveillance equipment, maintenance technicians need to be able to certify NextGen aircraft as both airworthy and fit for the mission. To this end, the NBAA Maintenance Committee has been contributing to the development of a new certification credential for aviation maintenance technicians.

As a result of the NBAA Maintenance Committee’s petition, standards developer ASTM International has formed Committee F46 on Aerospace Personnel. Composed of industry stake-holders from around the globe, including

NBAA Maintenance Committee members and other representatives of NBAA Member Companies, F46 is working to develop new standards for the training and certification of aviation maintenance professionals that are in line with modern industry needs. The committee’s first meeting was slated to take place in June.

The NBAA Maintenance Committee’s work with ASTM is a part of the committee’s “NextTech for NextGen” initiative, an industry-wide initiative to promote sweeping change in the aviation maintenance profession. Learn more at www.nbaa.org/nexttech.

ASTM Standard to Address NextGen Maintenance

Member Benefits JOBS BOARD HELPS EMPLOYERS, JOB SEEKERS ALIKEThe NBAA Jobs Board helps connect Members with new employment opportunities. Individuals cans post a resume and access business aviation employ-ment listings for the U.S. and abroad. Employers and recruiters can use the board to gain access to business aviation professionals. Fueled by new promotions and social media integration, both the number of jobs posted and candi-date job views have increased more than 30 percent this year. Learn more at www.nbaa.org/jobs. ‘MY NBAA PROFILE’ OFFERS MULTIPLE BENEFITSEach NBAA Member is given a profile listing in the Member Directory, which helps industry professionals connect with each other. Profiles can be managed with the online My NBAA Profile tool. Using My NBAA Profile, Members can:• Add products and services to

their listing in the NBAA Member Directory, helping other Members looking for trusted vendors.

• Add individuals to their company record. NBAA Membership extends to everyone in a company, and adding individuals to a company record enables them to access all NBAA benefits.

• Set Air Mail subscriptions and communications preferences to be sure not to miss important conversations that are relevant to Members’ businesses and careers.

Learn more at www.nbaa.org/mynbaa.


REGISTER FOR NBAA2015 NBAA’s Business Aviation Convention & Exhibition (NBAA2015) will attract approx-imately 26,000 key aviation people from around the world to Las Vegas, NV on Nov. 17 to 19. Current and prospective business aircraft owners, manufacturers and cus-tomers will gather at this premier industry event, which will offer:• 1,000 exhibitors with the latest products

and services• Nearly 100 business aircraft on static display• Dozens of education sessions designed

to help you operate safely and efficiently. Learn more and register today at www.nbaa.org/2015/insider.

TAX CONFERENCE TO PROVIDE EXPERT INSIGHTS Come to NBAA’s Tax, Regulatory & Risk Management Conference and learn how to comply with complex tax and regulatory requirements while avoiding costly pitfalls. The event is to be held Nov. 15 to 16 in Las Vegas, NV, immediately prior to NBAA’s Business Aviation Convention & Exhibition (NBAA2015). Registration for the conference includes a complimentary registration for NBAA2015.

Tax and regulatory planning experts will provide attendees with the insights and information needed to maximize the value of business aircraft ownership. The agenda has been developed to benefit a variety of business aviation professionals, ranging

from flight department personnel who wish to understand core tax and regulatory issues, to experienced business aviation financial and legal advisers.

Programming will feature updates on the latest federal and state tax developments and a discussion of the aircraft transaction process. Opportunities for networking will also be pro-vided throughout the conference. Learn more and register at www.nbaa.org/tax/insider.

VISIT NBAA AT OSHKOSHOnce again, NBAA will have its white tent along the flight line at Wittman Regional Airport in Oshkosh, WI, from July 20 to 26 for the Experimental Aircraft Association’s 2015 AirVenture Oshkosh. Members and non-Members alike are invited to visit with NBAA staff and learn more about the Association.

NBAA staff will be on hand throughout the event to explain benefits and services available from the Association, and NBAA operations personnel will also be on hand to answer any aircraft ownership and oper-ational questions attendees may have. Members may also take advantage of the “back porch” venue, a prime location to watch the daily afternoon air show.

Throughout the week, NBAA also will host a daily drawing for one free ticket to NBAA2015 in Las Vegas. The ticket drawing will be held at the end of each day, with winners notified via email and social media.

CAM BOARD ELECTIONS IN JUNE The Certified Aviation Manager (CAM) Governing Board held one of its two annual face-to-face meetings from June 1 to 3 at NBAA headquarters in Washington, DC. During that meeting, elections were held for board members and officers. Those elected will begin their terms at the next board meeting during NBAA2015 in November.

Directly following the June board meeting, a group of CAMs participated in a CAM exam-question writing workshop.

During the two-day workshop, individuals used their professional knowledge to help develop test questions for the CAM exam. Workshop participation provided each CAM with points toward recertification. The next in-person exam-question writing workshop will be held in conjunction with the governing board meeting at NBAA2015 and will be open to all current CAMs.

NBAA’s CAM program is working to main-tain the program’s accreditation from the National Commission for Certifying Agencies (NCCA). The Institute for Credentialing

Excellence (ICE), which maintains the NCCA standards, is in the process of updating these standards to emphasize an out-comes-based learning process. The CAM Governing Board is working with ICE to ensure that the CAM program continues to meet these standards.

The CAM Governing Board is composed of flight department professionals who are CAMs themselves, as well as representa-tives from the education community. Learn more at www.nbaa.org/cam.

Upcoming Events

Professional Development

Events CalendarSeptemberSept. 17 NBAA Regional Forum • St. Louis, MO

NovemberNov. 15–16 NBAA Tax, Regulatory & Risk Management Conference • Las Vegas, NV

Nov. 17–19 Business Aviation Convention & Exhibition (NBAA2015) • Las Vegas, NV

JanuaryJan. 19–22 Schedulers & Dispatchers Conference (SDC2016) • Tampa, FL

FebruaryFeb. 10–12 Business Aircraft Finance, Registration & Legal Conference • Boca Raton, FL

Feb. 22–24 Leadership Conference • San Antonio, TX

MarchMarch 21–24 International Operators Conference (IOC2016) • San Diego, CA

WWW.NBAA.ORG/EVENTS

How much does a chance for delay or an inaccurate fuel quote really cost you? Lost time, missing taxes, and hidden fees can quickly add up.

With the UVair® Fuel Program, you and your team have access to resources that can help you look at fuel beyond the transaction to ensure the success of your trips, including:

• Recognition and acceptance at over 5,000 locations worldwide, and a network of proven suppliers

• A 24/7 team of experts with detailed knowledge of pricing, taxes, regulations, and supply

• Monitoring and alerts for supply issues that threaten your trips• Confidence that you aren’t overpaying for fuel, whatever your aircraft’s size

SEE FUEL DIFFERENTLY. Apply today at uvair.com/save.

Call us at N. America +1 (866) 864-8404 or Worldwide +1 (713) 378-2708, or visit uvair.com to learn more.

Take your fueling strategy beyond the transaction.

BSCS_TS434_FNL.indd 1 6/5/15 10:59 AM

business aviation insider (july- august) edition

Documents

aviation policy

business aviation insider

aviation system funding

ll of todays aviation

new features

flight data

new mobile app

flight bag