March 4, 2019 - No. 018 In This Issue Five Years After MH 370, Aviation Industry Rolling Out Tech To Ensure No Plane Disappears Again MWAA hosts biometrics information session for aviation industry leaders Coulson Aviation and Unical partner on next-gen firefighting helicopters Navy Raises Anchor on Blockchain Managing Aircraft in a Time of Change CityAirbus Demonstrator Approaches First Flight Robots to Help With Aircraft Cabin Installations, Predicts ZAL Collins Aerospace To Take Leap in Processing with VMC Detailed Design Complete for GE's Revolutionary Adaptive Fighter Engine New Maintenance Complex Deepens United Airlines' Commitment to Los Angeles, with Nearly $1 Billion Recent Investment in LAX SpaceX Crew Dragon nails crucial test: Docking with the space station Kyiv museum among the world's best aviation museums Five Years After MH 370, Aviation Industry Rolling Out Tech To Ensure No Plane Disappears Again On March 8, 2014, a Boeing 777 with 239 people went missing on a flight between Kuala Lumpur and Beijing. As details emerged within hours of the airplane's last communication with air traffic control, it became clear that Malaysian Airlines 370 (MH370) was lost ... literally; no one knew where the airplane went once it disappeared from radar about 40 minutes after takeoff from Kuala Lumpur. Because the Boeing's transponder also ceased functioning tracking the airplane by air traffic control became impossible. Five years after the Boeing disappeared, setting off the longest and costliest search ever undertaken for a commercial airplane, the question of what happened remains unanswered: was it hijacked, brought down by a mechanical problem or crashed by a suicidal pilot? We may never know, but away from the spotlight on the investigation, the aviation industry has been refining the technology to ensure that an airliner never vanishes again. Over the next three years, airlines will begin plugging into a satellite-based system that will track their planes at all times, everywhere on Earth. In 2014 it was not unusual for airlines to have little direct contact with some of their airplanes for extended periods of time, especially when they were flying over open water where traditional ground communications and radar don't work well. To their credit, the airlines operate airplanes so reliable, that being out of touch for a period of time has never been a real problem. Information emerged in the early days and months following the loss that some routine automatic communications between an Inmarsat satellite and MH370's aircraft communications and addressing system, or ACARS, might be able to be used to give searchers some idea of where to begin looking. The UK Air Accidents Investigation Branch (AAIB) presented Inmarsat findings a few weeks after the disappearance indicating the airplane had flown southwesterly toward the Indian Ocean. While the Inmarsat data provided the only available clues to experts, the information really represented no more than a shot in the dark. Inmarsat explained a bit about their ACARS system. "If the [Inmarsat] ground station does not hear from an aircraft [through the ACARS] for an hour, it will transmit a 'log on/log off' message - a 'ping' - to which the aircraft automatically responds with a short message indicating it is still logged on. This is known as a 'handshake'. The Inmarsat ground station recorded six complete handshakes with MH370," before the Boeing fell silent for good. With this basic handshake data, Inmarsat calculated the aircraft's range using the time it took the signal to be sent and received. This produced two possible arcs, one if the aircraft had flown north, another south. Engineers using the pings eventually decided MH370 had turned southwestwardly toward the Southern Indian Ocean before it disappeared. While news outlets around the world were crazy busy trying to figure out what happened to MH370, the loss of the airplane also clearly demonstrated how nearly impossible it was to keep track of aircraft in regions of the world not covered by radar ... essentially 75 percent of the earth's surface. Anecdotally, that international aircraft were so vulnerable to vanishing along with hundreds of passengers when their traditional aircraft radios failed did not sit well with airline passengers then, or now. That Was Then Although no one knows where MH370 eventually went down, international agencies like the Montreal-based International Civil Aviation Organization (ICAO), the aviation arm of the U.N., began wrestling with how to ensure another airliner never again disappeared without a trace. While the efforts to solve the 24/7 communications problem for airliners have been monumental, the stakes obviously couldn't be higher. Despite the loss of Malaysian 370, until just a few months ago, no international requirement existed requiring airlines to maintain precise communications with their aircraft. Until November 2018, airliners flying in remote areas were no safer now than they were nearly five years earlier. One reason is that practical, affordable technology to handle global tracking simply did not exist. Practical or regulatory hurdles aside doesn't, of course, mean no one has been working to solve the problem. Shortly after the Malaysian 777 disappeared, ICAO convened a conference to discuss how best to track airliners flying anywhere on the planet. One result was the 2016 Global Aeronautical Distress and Safety System (GADSS) - Concept of Operations (CONOPS), a set of future standards and best practices to accurately locate aircraft. The way GADSS sees it when the technology allows an airline to detect a problem aboard one of their aircraft, such as a missed position report or suspected distress situation, that company will be able to inform the appropriate search and rescue parties. Specifically, the goal of GADSS is to implement a system of receiving aircraft position reports once a minute, giving searchers about a six-mile area to begin a search, a far cry from the tens of thousands of miles searchers had to work with on MH370. The final implementation date of GADSS is scheduled for January 2021, about two years from now. Sara Orsi says GADSS actually consists of two primary components. Orsi is the director of marketing and media for FlightAware, the world's largest aircraft tracking company. The first will narrow the location of an airplane though aircraft updates transmitted every 15 minutes. While certainly better than what exists at the moment, it could still leave an airplane as much as 135 miles away in any direction by the time the next report is transmitted. This is Now This first GADSS element for 15-minute reporting began taking effect in November 2018 and is powered by a data feed from the Aerion company that can track aircraft anywhere around the globe. Aerion is a partnership of leading Air Navigation Service Providers (ANSPs) like NAV CANADA, ENAV (Italy), NATS (UK), the Irish Aviation Authority (IAA) and Naviair (Denmark), as well as Iridium Communications, the satellite voice and data company. The FAA plans to begin rolling out Space-based ATC in the Caribbean at the end of 2019. Aerion receives aircraft position data from Iridium's newly launched network of satellites still undergoing operational testing. In addition to basic position data like the aircraft ID and it's altitude and speed, Aerion system tracks 18 other parameters on all subscribing aircraft. A strategic advantage to all parties using the Aerion/Flight Aware system is that it does not require any new, expensive equipment to be installed on board an airplane. Aerion and Flight Aware operate with a technology called Automatic Dependent Surveillance Broadcast, or ADS-B, that is already installed on thousands of aircraft around the world. Most U.S. registered aircraft will be required to carry ADS-B by the end of 2019. Aerion and Flight Aware simply listen in to the ADS-B data stream aircraft are already transmitting. Airlines don't need to spend an extra dime installing extra equipment to allow their aircraft to be tracked. This new tracking system was made possible because years ago, the Iridium company was clever enough to see future possibilities and installed ADS-B receivers on their network of 66 satellites. With a clear view of any Iridium satellite, aircraft tracking becomes a snap, anywhere. Orsi said, "This makes Aerion the first satellite constellation to provide 100% global coverage through the Iridium network making it cost inclusive for any company." Some hurdles to the recommendations that produced GADSS were expected since ICAO, as a recommending body, had no regulatory teeth to compel a company or a country to adopt these proposals. That doesn't seem to have slowed many countries around the world where governments quickly understood the value of preventing another MH370-like event. The first phase of GADSS has already been adopted throughout many European states as well as in Singapore, Malaysia, China, Hong Kong, Taiwan, Japan, South Korea, India and Vietnam. The United States plans to begin rolling out satellite-based ATC and tracking in the Caribbean near the end of 2019, with more deployments before 2021. "The second element of GADSS," according to Orsi, "is the additional expectation that the airlines will be able to track an aircraft's position once a minute if the aircraft is identified as being in distress." That second element won't be completely in place until January 1, 2021. "The dates are rolling across the world, but we expect most of the world's countries will have adopted the protocol by that 2021 date," Orsi said. Enthusiasm for the new Aerion/Flight Aware program is certainly encouraging. "Flight Aware has already signed up more than 100 airlines around the world for the new tracking service. U.S. carriers are readily adopting this technology," Orsi added. Should an airplane in the middle of nowhere lose two-way radio contact with ATC after January 2021, someone will be able to pretty closely pinpoint the aircraft's location. Despite the fact that the standard only requires one-minute updates when an aircraft is in distress, even if the airplane were hijacked, there is no way for anyone in the cockpit to shut off the ADS-B equipment and terminate this communications link. A truly positive benefit to the new system is that airlines will soon receive 1-minute updates whether or not an aircraft is in distress. On an international flight, global tracking will cost an airline just a few pennies per passenger to maintain a subscription on each aircraft. Orsi believes the future has arrived and that, "passengers will soon come to expect this kind of safety technology when they fly." https://www.forbes.com/sites/rmark/2019/03/04/five-years-malaysia-370- disappear/#52d176dc2c7b Back to Top MWAA hosts biometrics information session for aviation industry leaders Nearly 70 executives from airports, airlines and other aviation-related businesses and government agencies gathered last month at Washington Dulles International Airport for an information session and live demonstration of the Metropolitan Washington Airports Authority's newly developed veriScan facial recognition technology. The veriScan system streamlines passenger verification and boarding on outbound international flights and fulfills congressionally mandated biometric exit requirements for international flights from the United States. The technology was developed by the Airports Authority's Office of Technology. Using proprietary software loaded on a portable tablet, veriScan encrypts and sends high-resolution photos of passengers boarding international flights to the U.S. Customs Traveler Verification Service for nearly instant identity verification. When integrated with airline boarding systems, veriScan streamlines and expedites the boarding process by eliminating the need for boarding passes. "We created veriScan in-house to securely, expeditiously and economically solve the biometric exit challenge at our own airports and to improve the journey of our passengers," explained Metropolitan Washington Airports Authority President and CEO Jack Potter. "It's an airport solution designed by an airport, with direct input from the aviation community. Already, we have seen improvements in boarding speed and simplicity as airlines have begun using the system for international flights." MWAA's CIO Goutam Kundu shared background on the origins of the Airport Authority's MWAA Labs innovation team, while a panel of security experts from United Airlines, JetBlue and Dallas Fort Worth International Airport shared their experiences with using veriScan and other biometric technology for passenger processing. "The Airport's Authority's innovation products, including veriScan, were created to fill a void in the aviation market," said Kundu. "As an industry, we need high value, low cost solutions that address the requirements of a quickly shifting aviation landscape. What we found was that commercial solutions being offered in the market didn't fit these criteria, so we developed our own solutions for our airports. These solutions worked so well, that we realized that we could become the community partner that could fill that gap." Since the MWAA began using veriScan to process passengers on international flights leaving Dulles International and Reagan National airports in July 2018, a number of other airports and airlines have begun using the technology. According to the announcement, veriScan's functionality has been piloted in four airports with 27 airlines on 420 flights, processing more than 61,000 passengers with a successful first-time verification rate of more than 98.5 percent. Several airlines at Dulles International, including United Airlines, Air France-KLM, Scandinavian Airlines, Emirates and Cathay Pacific now use the biometric technology to expedite passenger verification on departing international flights. At Reagan National, JetBlue uses the system to expedite passenger boarding on their international flights to Nassau, Bahamas. MWAA's IT team and veriScan will be featured as a finalist in the 2019 SXSW Interactive Innovation Showcase awards event this month in Austin, Texas. https://www.biometricupdate.com/201903/mwaa-hosts-biometrics-information-session-for- aviation-industry-leaders Back to Top Coulson Aviation and Unical partner on next-gen firefighting helicopters Coulson Aviation is expanding its rotary-wing capabilities and has entered into a joint venture with Unical Aviation to bring what they claim will be the most advanced firefighting Chinook and Black Hawk helicopters to the market. Unical, based in Industry, California, currently owns a fleet of 12 Boeing CH-47 Chinooks and more than 30 Sikorsky UH-60A Black Hawks - with plans to purchase additional UH60s as they become available. The company has also purchased numerous Black Hawk part inventories as well as the entire Canadian Forces CH-47D Chinook parts inventory. Unical will provide the aircraft, parts and heavy maintenance in the joint venture, and Coulson Aviation will take on the modifications planned to significantly upgrade the aircraft for firefighting and utility operations. "[Unical was] looking for a company in our field, in firefighting, that had the same level of commitment and dedication to excellence that they have in their aviation supply chain, MRO, and CRO business," said Britt Coulson, Coulson Aviation's vice president. The Black Hawk and Chinook modifications follow Coulson Aviation's recently-completed, large- scale project to modify Boeing 737s into multi-use air tankers; Coulson Aviation is the first in the world to modify the 737 into what it is calling the Fireliner. The company, headquartered in British Columbia, has acquired 737s from Southwest Airlines and also operates a Sikorsky S-76B, a fleet of S-61 helicopters, Lockheed C-130 Hercules, and Bombardier Challengers. "I've got our design team here that just did the biggest mod ever done to a 737," Britt Coulson said, "so we thought with [Unical's] huge fleet of 47s and Black Hawks, it'd be a great opportunity to take a look at this project and work together to create the best helitankers in the industry." Han Tan, CEO of Unical Aviation, said, "We wanted to partner our fleet of UH-60s and CH-47s with the best, most innovative aerial firefighting outfit we could find. Coulson was the clear choice, and we're delighted to be teaming with them." Currently, all Chinook and Black Hawk helicopters that have internal tanks for firefighting drop water or retardant through the square, and relatively small, hook well, which Britt Coulson said restricts the tank's flow rate and degrades the drop pattern. Coulson Aviation plans to use the same design of its own proprietary advanced suppressant tank that is used on the Hercules and 737, known as the Retardant Aerial Delivery System, or RADS, and adapt it for the Chinook and Black Hawk. The tank features a linear door system - a longer, rectangular hole - that releases water or retardant in a stretched out, curtain-like form. Coulson Aviation plans to modify the fuselage on the CH-47, cut the floor of the aircraft and install a 3,000-gallon tank, called the RADS-L (large). "It's going to be a newer generation Skycrane tank," Britt Coulson said, adding that the tank in the Chinook can be removed in a two-hour time period. The company will do the same modifications on the Black Hawk, but with a smaller, 800- to 1,000- gallon removable tank, called RADS-M (medium). Coulson Aviation's RADS series of tanks feature a common touch screen SMART Delivery System Controller, which allows for automated target drops for the company's night vision goggle firefighting program. The touch screen technology also provides the ability to adjust flow rates based on speed and altitude. To further enhance the aircrafts' firefighting capabilities, the company is also designing, from scratch, a new retractable snorkel, which Britt Coulson said will be "the largest of its kind out there." The retractable snorkel will be installed on both the Chinooks and the Black Hawks and will allow the helicopters to taxi in and out of air tanker bases, as well as to fly with no speed restrictions to and from a fire. "L.A. County's Firehawk tanks have proven how well a retractable snorkel works," Britt Coulson said. "And one of leading design objectives for all our programs is not to have any aircraft restrictions after modification." To offset the extra weight from the tanks, the company is running electric snorkels on the aircraft rather than adding heavy hydraulic pumps. "Why put on another hydraulic pump when you could use an electric motor that's already industry proven?" Britt Coulson said. Coulson Aviation is also removing the hoist, among other things, from the Chinooks to save weight. Unical is working with Coulson Aviation on their own supplemental type certificate (STC) to outfit the aircraft with brand new electronic flight instrument system (EFIS) cockpits. The joint venture is installing the Garmin G500H TXi synthetic vision displays, Garmin's dual GTN 750 touch screens with ADS-B, and Howell Instruments' digital engine display system on all of the Chinooks and Black Hawks. Britt Coulson said the upgraded avionics also offer additional weight savings. EVS cameras will be installed on the front of the aircraft and additional cameras at the snorkel system and rear of the aircraft to assist pilots during firefighting operations. Britt Coulson said the helicopters will be night vision goggle (NVG)-certified "right out of the gate," as well as instrument flight rules (IFR)-certified. Britt Coulson told Vertical when all the modifications and upgrades are complete, the Coulson- Unical Chinooks and Black Hawks will be the most advanced firefighting helicopters on the market. The modified UH-60As and CH-47s are to be known as the CU-60 and the CU-47; both aircraft will be type certified and FAA approved. In comparison to the S-64 Aircrane, which Britt Coulson said has been "the premier Type 1 heavy helitanker" on the market for decades, the Coulson-Unical Chinooks will have the ability to fly faster, hold more suppressants, and will have a lower fuel burn. For example, the Aircrane cruises at 100 knots, while the Chinook cruises loaded at 130 to 135 knots. "This partnership with Unical Aviation is the future of aerial firefighting, combining the best of both companies as we introduce the CU-60 and CU-47 next-gen helitankers," said Wayne Coulson, CEO of Coulson Aviation. "The foundation of our company was built on the premise of offering the customer better value, which both of these aircraft types will provide." In addition to the helicopters' firefighting capabilities, Coulson Aviation also wants the Black Hawks and Chinooks to be usable for utility missions. The company is designing its tank to be able to sling loads when installed on the helicopters. Unical and Coulson Aviation are working to field a total of 12 Chinooks and 15 Black Hawks complete with all the modifications and avionics upgrades. The companies have not yet released names for their modified aircraft, but Britt Coulson told Vertical the plan is to name the aircraft after significant U.S. Army military missions that each fleet type completed. He said the tank and cockpit installations will take roughly a month to a month-and-a-half per aircraft. The goal is to have eight to 10 aircraft complete between the two fleets by 2020. To support the modification projects and timelines, Coulson Aviation has increased its staff two- fold. "We believe we've hired the best people for the 47 and the best people for the Black Hawk," said Britt Coulson. "But there are still going to be challenges . . ." In preparation of any "growing pains" after dispatching the first few completed helicopters later this year, Britt Coulson said Unical's inventory of parts/spares, which will include everything except gearboxes and engines, will be stored in a 53-foot trailer and will be "inspected, tag serviceable, and ready to go on [the aircraft] if we have an issue." The first CH-47 Chinook from Unical has arrived at Coulson Aviation's facility in B.C. for modifications, with a Black Hawk to follow in the coming weeks. Coulson Aviation and Unical will have their first painted Black Hawk and Chinook helicopters (not yet modified), on display at this year's HAI Heli-Expo in Atlanta, Georgia, March 5 to 7, where the companies will talk about their joint venture and future plans for the helicopters. https://www.verticalmag.com/news/coulson-aviation-and-unical-partner-on-next-gen-firefighting- helicopters/ Back to Top Navy Raises Anchor on Blockchain A prototype U.S. Navy program is turning to blockchain technology to help track aviation parts throughout their life cycles. The approach automates what is now a mostly manual process and provides aircraft maintenance personnel with accurate, detailed information about each part's origins and order/reorder status. The project is a cooperative research and development agreement (CRADA) between the Naval Air Systems Command's (NAVAIR's) Fleet Readiness Center Southwest's Advanced Technologies Team at the Coronado Naval Air Station in San Diego, and Indiana Technology and Manufacturing Companies (ITAMCO) in South Bend, Indiana. A key goal of the proof-of-concept project is to change how the Navy tracks aircraft parts for its fleet of F-18 Hornet multirole fighter jets. Currently, once parts have been delivered to the service, they are tracked with pen and paper then the information is manually entered into a database. Under the CRADA, NAVAIR will use the Simple Blockchain Applications (SIMBA) Chain, a blockchain technology ITAMCO originally developed for a Defense Advanced Research Projects Agency (DARPA) program. The project eventually spun off into SIMBA Chain Inc. The DARPA project awarded to ITAMCO and the University of Notre Dame involved developing a secure message tracking system for the U.S. Army. Applying a similar approach, the Navy hopes to achieve increased traceability and visibility for its F-18 fleet with additional benefits through improved safety and lower costs. SIMBA Chain has modified its blockchain technology to mesh with a variety of NAVAIR procurement systems such as material tracking and quality management. By connecting these systems and using a smart contract or blockchain format, the capability also allows NAVAIR to continue operations without substantially modifying its current business systems, says Joel Neidig, CEO, SIMBA Chain Inc. "Now we don't have to change anything about the current way they do business or how their systems work. But we can now harness the power of blockchain and have that traceability and reliability," he maintains. The SIMBA Chain blockchain platform is designed to work in U.S. government Microsoft Azure .gov cloud environments. This compliance allows the system to run across a variety of federal agency environments, Neidig says. While interest about blockchain's potential within the U.S. Defense Department is growing, some cultural issues and misconceptions remain relating to blockchain-based technologies and how they can work in a government setting, he explains. One of these areas is governance. Unlike a cryptocurrency such as Bitcoin where the user and "owners" of the blockchain and its data are completely decentralized, in a Defense Department application, only the communications and the individual nodes in that system are truly decentralized while the overall governance is centralized. Although SIMBA Chain uses blockchain technology as a decentralized ledger, it is not a token platform such as a cryptocurrency like Bitcoin, Neidig says. The underlying technology in the blockchain is called a smart contract, which involves computer protocols designed to digitally facilitate or verify the negotiation and enforcement of a contract. A key part of smart contracts is that they allow transactions such as ordering aircraft parts to be carried out automatically without the need for a third party. For the Defense Department, all the details and operational capabilities, including logistics management, are decided, modified or revised before they are loaded into the software supporting the blockchain. However, when the blockchain itself is deployed, it is issued in a fault-tolerant way. This allows for centralized management of the overall system such as a logistics operation while making the entire network resilient to denial-of-service attacks or intruder attempts to change transactions. Blockchains can prevent data from being manipulated or stolen because each transaction or link in the chain is encrypted, known as hashed, by a set of unique characters derived from information contained inside that block. Every addition to the chain has its own unique encrypted hash, so any unauthorized changes break the encryption or alter its data and immediately stand out. "The hashes are what's connecting those blocks on the blockchain. A hash can change a previous time stamp or whatever else is in that data block from a previous block, and that's how they maintain the trust of the data," Neidig says. This is important for logistics management programs such as the NAVAIR F-18 maintenance program. Neidig says the Navy's goal is to ensure the material processes are correctly carried out, a foreign manufacturer has not made any of the material and some other adversarial party has not entered the supply chain. Because blockchains provide complete traceability of parts, they also are potentially useful for Defense Department contract management. Neidig notes that contract management within the government and large defense contractors is very complex. Many large programs are a mix of different agencies, contractors and subcontractors, all with varying security and access levels to classified and unclassified information. SIMBA Chain's built-in management layer allows program managers to define and assign the user roles of groups and individuals in a project. As a result, access and transaction rules and other permissions can be added or excluded, allowing security and access/identity management to be built into a process from the beginning. The SIMBA Chain was originally developed for a DARPA program aimed at managing interdepartmental military purchase requests. Neidig explains SIMBA Chain was able to define all the relationships and architecture to automate the process. This process is Defense Federal Acquisition Regulation Supplement, or DFARS, compliant to prevent fraud. The blockchain also helps accelerate the process because smart contracts are executable code and are "essentially binding contracts that happen on the blockchain." This coding means order requests are carried out automatically. Neidig notes that SIMBA Chain participated in a Defense Department war game, and the armed forces in the game could use the blockchain system to order and reorder parts and equipment and were automatically fulfilled. "The defense contractors would be paid, the original manufacturers would be paid, all along the way. All those addresses are in the smart contract to automatically execute, and the money gets distributed. But then it's a digital ledger, so it not only gets [carried out] logistically, but financially it's all connected, verified and reconciled," he says. Currently, much of the Navy's aircraft maintenance logistics are done at least partially on paper, or the information is handwritten and then put into the software system manually. By moving to a fully digitized system, the process of supporting warfighters is more efficient, ensuring they get the right supplies in a timely manner, Neidig says. In addition to NAVAIR and the Army, SIMBA Chain has Small Business Innovation Research agreements with the U.S. Air Force and the Department of Energy. The Air Force uses blockchain to streamline the design management process for additive manufacturing projects, which lends itself to blockchain because the design and development process is already fully digital, Neidig says. The process begins with a computer-aided design model that is then sent electronically to a 3D printer to create a physical object. Managing this process via blockchain introduces security and management control into the process, he says. The SIMBA Chain's ability to securely invite other organizations to participate in a project also helps with cross-agency collaboration and information sharing. This is a unique capability in the government space, Neidig says. "The cool thing is that it's all blockchain, and it's all compliant with the smart contracts and the auditability and capabilities there. It really lends itself well for those government agencies to interact with each other in ways that they normally don't," he shares. The NAVAIR program is still in its early stages with the initial architecture and some proof-of- concept development underway. Neidig expects more functions to be added as the program moves forward, but the initial groundwork is still being laid down, he says. The program officially launched in October 2018, and its initial phase will run for one year. There will be follow-on phases that will include production and operational implementations after the first year. https://www.afcea.org/content/navy-raises-anchor-blockchain Back to Top Managing Aircraft in a Time of Change "Aircraft owners with internet and apps on their phones want instant answers to questions they didn't have before," says Mike Moore, vice president of aviation sales at Meridian, which was established in 1946 and manages more than a score of business jets from its Teterboro, New Jersey headquarters. At Executive Jet Management (EJM), a subsidiary of Berkshire Hathaway-owned NetJets, "many more first-time aircraft owners" need "realistic strategies for their flight departments and exposure to the practices of owning an airplane," says Michael Tamkus, senior vice president for client services and management sales. Meanwhile, the charter arena-a vital component of most management companies' business models- has grown more crowded and competitive. "There are a lot more choices than there have ever been-operators you can call, brokers you can call, apps you can use," says Don Haloburdo, senior vice president of flight services at Jet Aviation, a General Dynamics subsidiary with almost 300 aircraft under management. Charter customers' expectations have risen in lockstep, notes Thomas Connelly, president and CEO of Gama Aviation Signature, the nation's largest business aviation charter operator. "Everybody wants new airplanes, beautiful interiors and paint, and Wi-Fi. That's the world today." Adding to the seismic shift, a growing shortage of qualified crewmembers is affecting operations. "It's a very, very challenging environment for hiring pilots," says Andy Priester, president and CEO of Priester Aviation, which will mark its 75th anniversary in 2020. "Salaries are going up faster than ever, and management companies need to respond." Summed up Brian Kirkdoffer, president and CEO of nationwide aircraft management company Clay Lacy Aviation, which marked its 50-year milestone last year, "The management industry continues to mature and change-certainly more than it has in the past." These six management companies collectively operate some 700 business aircraft-more than 500 of them available for charter-and have over 300 years of aircraft operational history. Their scale, experience, and service have established them as industry leaders and bellwethers. We asked their senior executives how they're adjusting to the changing landscape while meeting the evolving needs of their customers. For as aircraft management goes, so goes business aviation. MEETING OWNERS' EXPECTATIONS Amidst the transformative trends, the most basic needs of aircraft owners remain constant. "Asset management is certainly the biggest thing on our clients' minds-making sure their asset is being handled properly and being operated safely and efficiently," says Connelly at Gama Aviation Signature. "Those have always been the key tenets of aircraft management." Delivering the requisite level of oversight to properly manage the asset requires a robust infrastructure. Gama Aviation Signature, for example, has a Safety Management System, a flight- operations center, and a score of maintenance facilities across the U.S. It's difficult for many management firms, let alone those with single-digit fleet numbers, to provide that degree of support and expertise, and that has led to "more consolidation" among these companies, says Kirkdoffer at Clay Lacy Aviation. "The scale and scope of services is becoming much more important. We are managing over 100 aircraft, and there's significant value we are able to provide our clients with that kind of scale." Such scale yields benefits that include reduced rates on fixed costs like insurance, crew training, and hangarage. Additionally, with regulatory mandates, constantly evolving onboard technology, and other issues making ownership more complex, "management clients want a partner they can trust to help make aviation decisions," says Priester. "We're seeing a trend toward service, toward simplicity, and for consultative and advisory services." In response to those trends, Priester Aviation, with more than a score of aircraft in its charter fleet based at over a dozen locations, is reinventing itself on the eve of its 75th anniversary. "We approach new clients as not simply a managed customer or a charter customer," says Priester. "We want to learn their current needs, how they may have changed over the previous year, and how they might change over coming years." That led Priester Aviation to create the 1945 Club ownership program and introduce a jet card and even a pathway to fractional ownership. "We're looking at serving clients over their lifetime," says Priester. "Our job is to work with them to figure out what's most appropriate for them now along that evolutionary flight path." A growing demand for simplicity and expertise is compounded by an increasing number of first-time owners coming to management companies. Jet Aviation, which celebrated its golden anniversary in 2017, was one of several major firms reporting a spike in first-time buyers among recent management clients. "They're not unfamiliar with private or business aviation, but they're new to ownership, and they're looking for a solution that is as simple as they were used to with fractional or charter," says Haloburdo. "They would like to stick with that model and be able to make a phone call and have the gears turn." But whatever the extent of their experience, owners "are highly focused on service and cost," Haloburdo says. "Some want service in the back of the airplane that is way better than first-class airline." Jet Aviation's 24/7 operations centers (in the U.S., and Zurich, Switzerland; Dubai; and Hong Kong) help meet its demanding owners' service needs. While raising the bar on service, adds Haloburdo, pricing pressure requires Jet Aviation and other successful firms to constantly improve efficiencies "to remain competitive in the marketplace." Additionally, many new owners are purchasing bigger jets than first-timers have traditionally, presenting a correspondingly larger learning curve for the buyers. "Seven or eight years ago, somebody who flew 150 hours a year would buy a Hawker XP or a Citation," says Moore at Meridian. With the last decade's crash in residual values, "that same customer coming to market with $5 million is buying a Gulfstream GIV-SP, a Challenger 604, or a classic [Falcon] 2000." Owners looking for a management solution needn't limit their search to firms with large fleets of similar models, according to Moore. "As long as you have a global flight-operations center, there's nothing that makes managing one large-cabin jet any different from managing 20 of them," Moore says. "That's the biggest misconception out there. You're either familiar with the product or you're not. Sometimes there's too much emphasis on how many airplanes and locations you have, and not on the quality of the people." If those people are top-notch, they'll focus their attention on their clients' evolving needs. "Owners' expectations change based on their personal lives, their business ventures and strategies, and overall goals, and we've truly customized how we approach each individual flight department," says Tamkus. "We have seen owners go from flying retail charter extensively on their aircraft to going Part 91, and vice versa. The staffing strategy for each flight department has become more of a focal point for our company and owners alike." Meanwhile, EJM is able to offer owners significant benefits through its association with NetJets and its service partners, providing discounts on services including maintenance at multiple MROs, training at Flight Safety, crew lodging, technical publications, and connectivity subscriptions. ADDING VALUE TO OWNERSHIP But while owners often focus on the cost of management, top management companies focus on its value. "Management fees and what they include haven't been defined very well," says Kirkdoffer. "More sophisticated aircraft owners understand the difference in fees and management companies. It gets back to the value proposition-any management company should be able to show clearly and transparently where they're providing value, from a cost standpoint, from an administration standpoint, and through the services provided." Among the services most prized by owners is a management company's ability to generate charter revenue, and that's pretty simple for a good company to demonstrate, Kirkdoffer says. "Have them show you their current records for the same or similar size aircraft, and their records for last year and the year before that. Our focus is on safety, service, and value, and if those are the focuses of clients, they're a good fit for Clay Lacy Aviation." Most top management companies have just two revenue sources: management fees and a share of charter revenues, and management contracts are individually priced accordingly. "Our management fee structure depends on whether the owner charters, and what level of support an owner will require," says Tamkus. "We look at factors including how an aircraft will operate-Part 91 versus Part 135, whether it will be used domestically or internationally, and how many owners or partners are involved with it." EJM has customized reporting software that provides detailed accounting data on owners' aircraft. "After a year's worth of operating under EJM's management, our owners are able to determine the value of our partnership through our ability to deliver efficiency and cost savings," Tamkus says. Owners often see the full extent of the value a top management company can provide when they transition to a new aircraft. "We have routinely heard from aircraft brokers and financiers about the condition of the aircraft under our management and the positive impact it has on the residual value," Tamkus says. Good management companies also make sure owners' charter revenue goals are consistent with maintaining their asset's value. "There are cases where an owner would like to get 300 hours [of charter revenue] but will need another pilot for the last 100 hours," says Moore. With the delta [between expenses and revenue] after the pay and benefits, they may be better off flying less. We manage your asset. I'm not going to be the guy who says, 'Yes, hire more people so we can fly more.' In that case, we'd rather say, 'Here's what you would have netted if you had more charter, and at the end of the year you did better financially this way.'" But, Moore says, owners too often choose a management company based on its fees, not the value it delivers. "They spend $20 million for an airplane and go with a management company because it charges $10,000 a year less." Owners need to recognize that "you get what you pay for, and you don't get what you don't pay for," Connelly says. He cites Gama Aviation Signature's management services, which include having a robust operating and safety infrastructure as well as a charter team that meets daily to ensure that the company is living up to owners' revenue expectations. "Educated customers who understand the market and want a company that has those resources are good for us," Connelly concludes. Management companies with long histories like these also know it's critical to be ready for all market conditions. "We've been in this really strong period of growth for the past couple of years," says Haloburdo. "Eventually, things are not going to be as strong as they are now. We want to be sure we're prepared to take advantage of the growth side, but also prepared to operate the business in a down cycle. People don't sell their airplanes [because of down cycles], but on the charter side, somebody might decide, 'I'm not going to fly for the next six months.' How are we going to react and what are we going to do when conditions change?" In addition to providing clients with reports on their aircraft, Jet Aviation regularly briefs them on macro-economic factors that could impact their operations. Meanwhile, owners themselves are often the determining factor in the charterability of their aircraft. "Our ability to meet owners' charter expectations has nothing to do with demand; it's about how the owners want their airplanes used, and potential restrictions they place on them," says Priester. "The charter market wants answers [trip approvals] quickly. We've encouraged owners who have aggressive charter targets to approve what we call 'look and book,' where the aircraft is automatically available for flights that meet their requirements." SUPPORTING CHARTER CLIENTS In addition to aircraft owners, management companies must meet the needs of charter customers. The job of pleasing both parties is fraught with potential conflicts and complications, but when a program is designed and executed correctly, everyone can come out ahead. "It's highly important to have a balanced fleet, and to bring aircraft into your fleet where there's strong charter demand for that category cabin," says Haloburdo. "We can be more aggressive to win those management deals and have them be a win for the owner in getting the requisite amount for charter, and a win for us in having the quality aircraft to support the needs of our charter customers." Meanwhile, the trend toward simplicity mandates that charter operators offer jet cards. "Card programs eliminate the financial hassle and payment difficulties from charter," says Haloburdo. Priester Aviation introduced Centerline in 2018 to meet that demand and add a card program to its "flight path" offerings. "Existing and inbound customers were asking for a simpler [charter] solution," says Priester. "For a lot of our customers, a card is easier, even though it may be a little more expensive. They said, 'If you had card program, we'd take it.'" But unlike those sold by brokerages, jet cards offered by most management companies aim to keep membership growth scalable with that of their charter fleets. Priester, for example, makes the Centerline card available only in primary service regions by invitation. "We want to control the number of cards in each area, so we can control how we deliver the service," says Priester. "We feel that 200 to 300 cards will allow us to maintain our standards." As Priester suggests, in a charter market dominated by price, leading management companies are dedicated to upholding high service levels. "We look for opportunities to surprise and delight and wow our clients onboard," says Kirkdoffer. Clay Lacy Aviation's rigorous cabin crew selection and training process ensures attendants have "the right personality and skill set," and candidates "spend three to six months training before they step on an airplane" with a customer, Kirkdoffer says. Clay Lacy Aviation also provides a major service benefit to all its on-demand charter customers: "If an aircraft has a mechanical, we provide a no-cost recovery option on a similar or larger-size aircraft," Kirkdoffer says. "We've agreed to provide transportation, so if something happens, we still get them where they need to go at no additional cost." Meanwhile, though management companies typically prefer to use lift from their own fleets for charter, that's not always feasible or in the best interest of the charter customer. Successful management companies have established networks of vetted providers for supplemental lift. "We have a large, diverse fleet," notes Moore. "But if we don't have an aircraft that's geographically available, or the client needs to book trips in Europe or South America or Asia, we personally know operators and handlers all over the world we can call on-we're not just looking them up online. We have strong relationships with our domestic network, and when we attend international trade shows and conferences, we stay to meet brokers and operators and handlers." To ensure outstanding service, Meridian holds weekly Ritz-Carlton hospitality training sessions and holds quarterly town hall-style meetings to discuss "what we can do to make employees happier and do better for clients." Adding quality aircraft to the fleet is another priority today. EJM is "constantly working to increase the number of approved aircraft and crews available to meet the rising demand," says Tamkus, "but only when they have satisfied all requirements of our safety audit process." Under that process, a full-time team of aircraft transition specialists inspects the aircraft prior to acceptance onto EJM's air carrier certificate. Thereafter, aircraft are continuously monitored by the Fleet Maintenance Department, and the Standards Department conducts annual aircraft audits. With its mandate to provide supplemental lift for parent company NetJets and its own retail volume, EJM, like other major management firms, utilizes proprietary technology "to optimize the schedule and match up trips," even creating charter opportunities for managed aircraft while owners are using them on trips. Keeping aircraft already in the fleet desirable for charter is also critical. During its annual full budget review with owners, Gama Aviation Signature provides recommendations on aircraft upgrades that impact their charterability. "We talk about the difference that an aged versus brand-new interior and Wi-Fi versus no Wi-Fi can have on the amount of charter they can get and the rates they can receive," says Connelly. The approach appears effective. Gama Aviation Signature has no jet card and doesn't guarantee availability yet is the largest charter operator in the U.S. by flight hours, according to Argus International. The company also operates the Wheels Up fleet of King Air 350is and Citation Excel/XLS. CHALLENGES AHEAD What keeps top management company executives up at night? There is no shortage of issues demanding attention. "One constant concern is the commoditizing of the services we provide and the consistent downward pricing pressure," says Priester. That leads potential charter customers to focus on price, not recognizing the difference in service, but in infrastructure, training, safety systems, and other factors that distinguish providers. Additionally, the spate of new access offerings, like per-seat charter, while potentially enlarging the customer base, could also have the opposite effect, Priester says. "It seems like it's a moving goalpost, and what customers buy today isn't necessarily what they're able to get a year from now, and that can cause frustration," he continues. "Anytime someone is frustrated by the corporate jet experience, it is bad for the industry." Meanwhile, as the pilot shortage draws attention (see sidebar), other support disciplines face similar deficits. "There's a shortage of talented mechanics and line service people," says Kirkdoffer by way of example. "We're not attracting the next generation of team members as quickly as the industry needs." To help address the problem, Clay Lacy Aviation sponsors a host of scholarships and internship programs. "Our whole industry needs to take the time to introduce talented people to aviation and give them a career path." Technology is also a constant focus of management companies. Tamkus notes that EJM is seeing "increased client demand for 'on the move' technology solutions providing real-time updates and ease of client interaction." The company is responding to those needs while seeking to maintain the close customer contact that top management companies encourage. "The most significant updates to our offering are focused on utilizing technology to streamline processes that will allow more time for direct client engagement to enhance the overall charter experience," says Tamkus. While consolidation may have provided a path for some management companies to grow in the recent past, that approach may have reached its limits. "Gama acquired Landmark Aviation Management, which had about 80 airplanes, when Signature purchased the Landmark FBO chain," says Connelly. "The acquisition of a management company is really difficult and time-consuming, and there's not as much synergy as people think there is. There's a real risk of attrition while it's going on, so I don't think consolidation of management companies is the easiest way to grow. Organic growth is much more cost-effective in the long run." Another concern expressed in many quarters involves current charter rates. "The rates are not keeping pace with increasing costs," says Moore. "Every broker in the world just wants to keep rates low. The whole sales pitch of a lot of them is, 'I'll save you money; I'll drive down prices.'" Looking ahead, Moore predicts, "People will stop offering their aircraft for charter. They'll say it's not worth it. If we in this industry are going to survive, it has to change, but I think it's going to get worse before it gets better." But whatever lies ahead, if history is any guide, top management companies will find a way to turn these challenges into opportunities for tomorrow's management and charter clients. Haloburdo points to the nexus of technology and marketing that has led to the availability of point-to-point pricing, empty-leg access and shared shuttle flights. "These are revenue opportunities on the charter side that didn't previously exist," he says. "It creates an interesting dynamic that allows prices to fluctuate from day to day. We want to provide solutions that protect our customers from the highs and lows with a safe, reliable, fair market price, so I think that can attract more people into the space. I'm cautiously optimistic about 2019." https://www.ainonline.com/sponsored-content/business-aviation/2019-03-01/managing-aircraft- time-change Back to Top CityAirbus Demonstrator Approaches First Flight Airbus Helicopters recently completed ground testing for its CityAirbus urban air mobility (UAM) technology demonstrator and is progressing toward first flight this spring. The CityAirbus demonstrator is part of an Airbus strategy to explore the potential of UAM by pushing the limits of technology in the fields of connectivity, artificial intelligence, autonomous systems, and electric propulsion. Developed at Airbus Helicopters' factory in Donauwörth, Germany, the four-seat, electrically powered, eight-rotor aircraft that can take off and land vertically. It is designed to transport passengers in fully automated flight in large cities to major destinations via fixed routes, such as from the city center to the airport. Ground run tests started February 4. Following a first takeoff and short stationary flight in Donauwörth, the next step will be the first flight of the demonstrator, said Marius Bebesel, responsible for the CityAirbus project. Bebesel estimated that flight might be completed between April and May in Manching, another Airbus facility in Germany. The flight-test campaign will comprise automatic takeoff, acceleration, flying at cruise speed. Engineers will start at a 50 km/h speed and steadily increase to 80 km/h. "The final commercial vehicle will have a cruise speed of 120 km/h with a 30 km range," said Bebesel. Takeoff weight of the demonstrator is around 2.2 tons, while the final vehicle will weight around 1.8 to 1.9 tons. Price target is less than €1 million ($1.129 million U.S.) per vehicle. The main challenge for Airbus, however, lies in safely integrating this new class of vehicles in the urban environment and in the air traffic. A proof of concept ready for commercial operation is scheduled for 2020, though the commercial entry-in-service could take place in the middle of the next decade. Airbus created a new UAM Unit in June 2018 to host its on-going UAM activities across the company, from CityAirbus to Voom, an on-demand helicopter mobility service in Brazil and Mexico. Airbus A3 in Silicon Valley is developing a single-seater, electrically powered aircraft equipped with rotors and tilt-wings https://www.ainonline.com/aviation-news/business-aviation/2019-03-02/cityairbus-demonstrator- approaches-first-flight Back to Top Robots to Help With Aircraft Cabin Installations, Predicts ZAL In the future, it looks as though aircraft cabin interiors will be installed by humans and machines working side by side, as is already the case for the fuselage on the final assembly line. From February 27-28, Hamburg's ZAL Center of Applied Aeronautical Research hosted the second iteration of its ZAL Innovation Days event, with a focus on robotics and automation. The event featured a series of high-profile lectures on the topic from the perspective of science and industry, while the practical application of new technologies was explored through a range of workshops and a dedicated exhibition space. Technology on show included a new inkjet-based aircraft coating system and a robot butler for the aircraft manufacturing hangar. Roland Gerhards, CEO of the ZAL Center for Applied Aerospace Research, said, "The smart integration of robotics and automation into the production process is one of the central issues in the aviation industry worldwide and is also one of the core topics of our research activities here in the ZAL. That's why we deliberately chose this theme for the ZAL Innovation Days 2019 here in Hamburg - to discuss nation and industry-wide strategies." At the ZAL TechCenter, Helmut Schmidt University in Hamburg and the University of Innsbruck in Austria are both working together with Airbus to test the use of exoskeletons in aircraft production, with a view to aiding production workers in the lifting of heavy loads during cabin upgrades, for example. So far, they have created more then 20 functional prototypes for the support of different body parts from ankle up to hand support. Professor Robert Weidner, who works at both universities, said, "The goal is not to generate terminator. The aim is to improve ergonomics in the workplace and to make work more pleasant. To achieve this, it is important to maintain a natural load and to avoid overloading. Use cases for our exoskeletons involve tasks at head level or above that involve lifting components or tools, tasks in bending position or tasks that involve gripping things." The connection between humans and robots was a strong theme at the event. "Creating interactive systems to promote collaboration between man and machine is the megatrend we are facing, whereby human senses are imitated by robots in order to perform certain tasks more efficiently together as a team," stated Gerhards. However, he is aware that challenges still remain. "A major obstacle is certainly the legal basis for the approval of robotic systems," Gerhards continued. "The legal situation is not yet as advanced as the technologies are: For innovative, technical robotic systems, a number of new guidelines must be created with regard to occupational safety and safety technology. In addition, the comprehensive digitalization of work processes is necessary in order to record and process data, and to be able to design robots in a targeted manner." The first ZAL Innovation Days event took place in 2017 and also included sessions covering aspects of artificial intelligence and automation. https://apex.aero/2019/03/01/robots-help-aircraft-cabin-installation-zal Back to Top Collins Aerospace To Take Leap in Processing with VMC Collins Aerospace is developing a next-generation vehicle management computer (VMC) that will provide 20 times the processing power of its existing flight control computers (FCC), enabling fly- by-wire and autonomous flight capabilities. Unveiled during last summer's Farnborough Airshow, the VMC is expected to reach the market by 2022 with a launch customer announcement anticipated this year. The VMC will feature triple multi-core processors, high-speed communications, and an open architecture that will provide redundancy and allow for a number of new capabilities. It will build on technologies of Collins Aerospace's existing flight control computers (FCC) that are in service on helicopters such as Sikorsky's S-92 and Black Hawk, incorporating a similar "design thought" approach and failure modes, said Darryl Woods, general manager of Airframe & Engine Systems for Collins Aerospace. "We are leveraging the same...redundancy and safety requirements." While thousands of the existing FCCs are in service, Woods noted that in the last several years "we realized that with all the new technology out there and the demand for autonomy, our current flight control computers were becoming a little bit outdated." The first application is targeting flight controls, including the ability to facilitate fly-by-wire in new and existing platforms. But, he added, "The capacity of this new computer is going to be so much greater that we strongly believe that we will have much more opportunity than just flight controls. We're really excited about it." Along with long-range potential for autonomy, he pointed to the ability to consolidate processing handled by numerous boxes in an aircraft into the single VMC and the ability to handle high-data software demands, such as that necessary for cybersecurity protections. The VMC will be offered for forward-fit and retrofit applications, as well as for rotorcraft, fixed-wing aircraft, and unmanned systems. Collins Aerospace has already begun working with existing customers, seeing considerable potential for the retrofit option because of the capabilities the VMC will provide to those platforms. The key will be matching the capacity to the needs and not providing too much output, he said. For aircraft such as the S-92, the ability to transition to fly by wire would open up new operating environments for the helicopter, Woods said. "That's a big plus." https://www.ainonline.com/aviation-news/business-aviation/2019-03-03/collins-aerospace-take- leap-processing-vmc Back to Top Detailed Design Complete for GE's Revolutionary Adaptive Fighter Engine GE Aviation has completed the detailed design process of its XA100 engine under the U.S. Air Force's Adaptive Engine Transition Program (AETP), the company announced Thursday. The latest development means that GE can send engineering drawings out to its supply chain to get engine parts manufactured, according to David Tweedie, general manager for advanced combat engines at GE. In accordance with AETP requirements, the XA100 ramps up engine thrust by 10 percent while simultaneously improving fuel efficiency by 25 percent over what would typically be possible with a fighter jet engine. The key is XA100's variable cycle that allows for adjustment to the bypass ratio and fan pressure. "Historically, the big turbofans have a much lower bypass ratio and a much higher fan pressure ratio, and that gives you very high specific thrust," Tweedie said. "For a given technology, you can either optimize for fuel efficiency or thrust depending on what you want the aircraft to do." Traditionally, he said, militaries have lived with low fuel efficiency in fighters because range was not a major concern during combat. That has been changing in recent years, however. "What we've seen happen is, with where our adversaries are heading and the improvements in their standoff capabilities, nowadays range is a much more important part for ... fighters than has historically been the case," he said. The architecture of adaptive-cycle engines such as the XA100 can adjust the bypass ratio to favor either fuel economy, such as when a fighter is in cruise, or thrust, during combat. As such, the decision no longer has to be made between the previous two extremes; the same jet can have the best of both worlds. Beyond the primary goal of maximizing both range and thrust, the XA100 allows for improved thermal management, which is becoming more important as more powerful aircraft systems generate more and more heat and exteriors are switched from aluminum to composite skins, which Tweedie said act like a Thermos. According to Tweedie, the improved thermal management is accomplished through two main tactics. GE used more temperature-resistant ceramic matrix composites developed for its commercial engines and added a cool third stream that acts as a heat sink inside the engine. Most modern engines have two airstreams. Additive technology has changed the way that GE can design engines, Tweedie said. "Really, we're limited only by our imagination at this point in terms of the geometries and the design configurations that we're able to implement on parts in the engine," he said. While the earlier Adaptive Versatile Engine Technology program was solely about scientific testing to prove out technology, AETP was based on applying that technology to an actual use case by choosing a platform with program requirements and proving that the adaptive engines could be developed under those restrictions and at a workable cost. Though one of the prime potential uses for the fruits of the AETP is a sixth-gen fighter, Tweedie said the most obvious candidate is the F-35, which is the platform GE has been planning toward. "The most direct transition for this technology would be the F-35A," he said. "There's talk about spinning off the technology into upgrades for 4th-gen fighters, whether that's F-15, F-16 or F-22 platforms, and certainly it's under considerations as we think about future platforms." The Air Force has spent upward of $3 billion on adaptive engine technology programs so far, with Pratt & Whitney and UTC joining GE in the AETP. However, Tweedie said that GE having been involved all throughout ADVENT and now AETP makes them feel good about where the company stands among its competition. "We believe with all the work we've done on the ADVENT and early AETP, and the trajectory we're on," Tweedie said, "We could be ready to support the Air Force for initiation of low-risk engineering and manufacturing development programs, EMD programs, at any point in the future that they're ready to pull the trigger." https://www.aviationtoday.com/2019/03/01/detailed-design-complete-for-ges-revolutionary- adaptive-cycle-fighter-engine/ Back to Top New Maintenance Complex Deepens United Airlines' Commitment to Los Angeles, with Nearly $1 Billion Recent Investment at LAX LOS ANGELES, Feb. 28, 2019 /PRNewswire/ -- Today, United Airlines and Los Angeles World Airports (LAWA) broke ground on a state-of-the-art Technical Operations Center (TOC) at Los Angeles International Airport (LAX) that will enable the airline to provide exceptional service for all of its aircraft fleets. The new facility will include two connected buildings - a ground service equipment and facilities maintenance building and a line maintenance hangar, including an engine support shop that will focus on the aircraft's Dreamliner fleet. The commencement of this $352 million TOC pushes the airline's investments at its Los Angeles hub to nearly $1 billion in recent years. The new TOC will consolidate two facilities that United currently operates at LAX that are located a mile and a half apart, improving efficiency with not only moving aircraft around the airport but with transporting employees, parts, tools and other supplies - ultimately leading to a more efficient operation for customers. The TOC will be located near the airline's terminal and stand at 407,408 square feet. The facility's hangar will be able to accommodate up to six narrow-body or two widebody aircraft at a time, supporting United's 150 flights that depart from LAX every day. The TOC will help United's growing operation in Los Angeles by continuing to deliver an on time, safe and reliable operation. "Our continued investments emphasize our commitment to our customers in Los Angeles as California's global airline. This modern, world-class facility will create more than 800 jobs in L.A. during the construction process, and will be home to more than 500 United employees once it is completed," said Greg Hart, chief operations officer at United. "This builds on our recently completed nearly $600 million renovation to our terminal at LAX, including opening a brand-new United Polaris lounge earlier this year." "Los Angeles World Airports and United Airlines have a shared vision for modern and efficient facilities," said Deborah Flint, CEO, LAWA. "United Airlines' new LAX Technical Operations Center integrates state-of-the-art technology and a modern design that complements the transformation that is taking place across LAX. This project will create hundreds of local jobs and bring us one step closer to the Gold-Standard airport that Los Angeles deserves." United tapped AECOM Hunt to be the prime contractor for the project, and selected FSB as lead architect for the facility. The airline is also partnering with AvAirPros, which is providing project management services during construction of the TOC. United is also investing in additional maintenance facilities at key airports around the country. Tampa airport authorities recently approved a ground lease for a new hangar that will have room for two Boeing 737MAX aircraft. The airline is also continuing construction on an expansive new technical operations center at Houston's George Bush Intercontinental Airport, which consolidates the airline's maintenance operations in a complex that provides greater efficiency and flexibility. United is also moving into a new hangar in Portland, Oregon and working with the City of Chicago to create a new hangar as part of the O'Hare Modernization Program. Every customer. Every flight. Every day. In 2019, United is focusing more than ever on its commitment to its customers, looking at every aspect of its business to ensure that the carrier keeps customers' best interests at the heart of its service. United recently announced the addition of more than 1,600 new premium seats to international, domestic and regional aircraft, creating more comfort for more customers in the skies. Additionally, United recently released a re-imagined version of the most downloaded app in the airline industry and made DIRECTV free for every passenger on 211 aircraft, offering more than 100 channels on seat back monitors on more than 30,000 seats. The multimillion-dollar investment in improving inflight entertainment options will benefit the more than 29 million people expected to fly United's DIRECTV-enabled planes this year. About United United's shared purpose is "Connecting People. Uniting the World." We are more focused than ever on our commitment to customers through a series of innovations and improvements designed to help build a great experience: Every customer. Every flight. Every day. Together, United Airlines and United Express operate approximately 4,800 flights a day to 353 airports across five continents. In 2018, United and United Express operated more than 1.7 million flights carrying more than 158 million customers. United is proud to have the world's most comprehensive route network, including U.S. mainland hubs in Chicago, Denver, Houston, Los Angeles, New York/Newark, San Francisco and Washington, D.C. United operates 770 mainline aircraft and the airline's United Express carriers operate 559 regional aircraft. United is a founding member of Star Alliance, which provides service to 193 countries via 28 member airlines. For more information, visit united.com, follow @United on Twitter and Instagram or connect on Facebook. The common stock of United's parent, United Continental Holdings, Inc., is traded on the Nasdaq under the symbol "UAL" https://www.aviationpros.com/airlines/news/21070451/new-maintenance-complex-deepens- united-airlines-commitment-to-los-angeles-with-nearly-1-billion-recent-investment-at-lax Back to Top SpaceX Crew Dragon nails crucial test: Docking with the space station New York (CNN Business)SpaceX's Crew Dragon capsule has been tested in a vacuum, jostled in an acoustic chamber and put through computer simulations. But there's only one way to know for sure how a spacecraft will work: Strap it to a rocket, and let it fly. NASA hopes the Crew Dragon, and a Boeing-built capsule called Starliner, will start flying US astronauts later this year and end the United States' years-long reliance on Russia to ferry crew to and from the International Space Station. Crew Dragon's first test mission launched early Saturday, and a risky and crucial test came Sunday morning when the capsule docked with the International Space Station. Everything went smoothly - and a lot was riding on it. Docking with the space station put Crew Dragon in striking distance of the orbiting laboratory and the three astronauts currently on board the ISS. If the spacecraft lost control, it could have spelled disaster. Though NASA and SpaceX were confident it would go seamlessly, it was a reminder that "there's always human life at risk," Patrick Forrester, chief of NASA's astronaut office at Johnson Space Center, said last week. The docking maneuver, which required down-to-the-millisecond precision, was also a first for SpaceX. The company has for years used its smaller Dragon 1 capsule to haul supplies to and from the space station, but during those missions a long robotic arm has reached out and guided the spacecraft to its port. Crew Dragon, however, used its on-board navigation systems to line up with its docking port and latch on - all while traveling faster than 20 times the speed of sound. Russia, which jointly operates the space station with the United States, was apprehensive about the new capsule. The Russian space agency, Roscosmos, only approved NASA and SpaceX's docking plans on Wednesday, just two days ahead of Crew Dragon's launch. "They wanted us to take some steps where we would protect the space station, close another hatch or two, and have the crew ready to go in the Soyuz," said NASA's deputy ISS manager Joel Montalbano, referring to the Soyuz crew capsule that would allow cosmonauts to make an emergency exit if things went haywire. The space agency congratulated NASA on Sunday morning after the successful docking. Crew Dragon will spend five days attached to the space station. Then comes a key final test: On Friday, March 8, the capsule will bellow back through the Earth's atmosphere, deploy parachutes and land softly in the Atlantic Ocean. The spacecraft will need to make a safe descent and hold up well during the water landing. Out of Russia's veteran Soyuz capsule and Boeing's forthcoming Starliner, Crew Dragon is the only capsule designed to splash down at sea rather than land on terra firma. If all goes well, NASA astronauts could board Crew Dragon as soon as this summer. https://www.cnn.com/2019/03/03/tech/spacex-crew-dragon-docking-international-space- station/index.html Back to Top Kyiv museum among the world's best aviation museums The Oleg Antonov State Aviation Museum in Kyiv entered Top 20 aviation museums around the world. It took the 10th place in the rating compiled by CNN. "This museum, operated by Ukraine's National Aviation University, houses one of the world's biggest displays of aviation technology," the report says. The majority of the aircraft are ones built by the Soviet Union and exhibits include supersonic bomber planes, transport planes and nuclear missile carriers. One of the most impressive exhibits is the Tupolev-104. "On September 15, 1956, a very important event for civil aviation occurred. The world's first jet airliner, the Tupolev-104, made its first passenger flight between Moscow and Irkutsk. This plane is now in the State Aviation Museum of Ukraine, and it's the oldest surviving aircraft of this type," explains Professor Felix Yanovsky, head of electronics at the National Aviation University. According to the rating, the Wings Over the Rockies Air and Space Museum in Denver, the USA, is the best aviation museum in the world. https://www.ukrinform.net/rubric-society/2652489-kyiv-museum-among-the-worlds-best-aviation- museums.html Curt Lewis