Airwaves Aug 13

Transcription

Airwaves Aug 13

I n c o r p o r a t i n g
t h e
O f f i c i a l
J o u r n a l
o f
t h e
Volume 02 / Issue 07 / August 2013
General Aviation is feeling the
heat in more ways than one.
willingness to engage and a willingness to
participate in sensible debate. I’d hate to
be in the regulator’s shoes because as I am
often reminded, CASA’s charter is seriously
prescriptive and leaves those responsible
for its implementation with little obvious
choice. Perhaps where the issues lie is
in the way the mission is interpreted and
put into practice. There’s an opportunity
for those responsible to take either an
objective view or a subjective view on
the way things should be done and there
is considerable difference between the
two. Again, I’m not the expert here but I
know that the objective route minimizes
risk and the subjective route enhances
engagement but also potentially enhances
risk. A bit of ‘middle ground’ thinking
seems appropriate but how do we broker
an approach like that, how do we agree on
the protocols when so much is at stake?
Ever increasing compliance costs, increasing
operating costs and tough economic times
are all having a profound effect. It would
be wrong however to say that the sector
is terminal. There’s too much history, too
much fight, too much heart and in fact
too much need for it to be laid to rest,
at least without a bloody good fight.
You will see a little later in the publication a
quote from Steve Padgett, Aeromil Pacific’s
Managing Director, which hits one of the
nails right on the head. In looking back at
his extensive association with the industry,
Steve makes this observation, ‘certainly,
life was much simpler, aviation was more
affordable and it was easier to get involved
because there were more Aero Clubs and
Flying Schools operating. The fact that there
are now less of both has had a profound
effect on our gateway airports which are now
dominated in most cases by non-related
Will new entrants find a niche in a rationalised market place?
Photo courtesy of Cessna Aircraft Company
aviation activities making it harder for people
to meet and become engaged.’ This is a
valid and profoundly worrying observation
and one that strikes right at the heart.
Any sport or recreational activity needs a
place to gather, a place to engage, a place
to develop friendships and above all a
place where interested parties can become
more involved and gain the necessary
introductions. This has always been the
sporting club’s domain and most important
purpose. The problem is compounded
because the fundamental concept of club
membership, of loyalty and of absolute
connection, is under challenge. People’s
time is now at a premium, people’s budgets
are now more stressed and in many cases,
work and family are now demanding
more and more of our time. These are all
dynamics that drive an ever increasing
need to rationalise the choices we have
and the choices we make, some of which
may not actually be in our best interests,
but ones we need to make anyway.
As a business, there’s probably no need
to state that we are very passionate about
General Aviation. It’s in our DNA and it’s
always provided us with opportunity. Having
said that we also respect the alternatives
that now present themselves because we
see their relevance and their place in the
market. References to sinking ships, to
lost causes or to impending death don’t
go un-noticed here and when directed at
General Aviation they disappoint more than
hurt. Anyone who thinks that the game is
over is wrong because there will always
be a need and a purpose. The sector
might be in a process of rationalisation
but as we know, leaner operations, more
often than not, benefit from the pain
that change can sometimes inflict.
The influence of increasing regulation and
the associated cost is also well known
to all who participate in the General
Aviation sector. As much as it worries most
participants and as much as it frustrates
many, there is a need for it because without
it, the safety of flying would be materially
compromised. I guess it’s human nature to
want to venture outside the envelope and
in doing so to take sometimes unnecessary
risks, risks that might have unforeseen
and/or unfortunate consequences. I don’t
have the answer and I don’t have the
degree in psychology that might make
me better equipped to understand the
workings of the human mind. Having said
that, I’m reasonably confident that the way
we approach regulation and the way we
regulate needs some fine tuning. Certainly
in my dealings with CASA, I’ve found a
OUT-N-BACK
PLAN | ARRIVE | SURVIVE
www.casa.gov.au/outnback
aw13aug09
There’s no doubt that the DNA is changing
and perhaps in the not too distant future,
General Aviation might well be re-cast
solely as Commercial Aviation, that is,
‘fee for service’ aviation. I’d hate to see
a transition such as this happen too
quickly because I know how many private
aircraft owners fly GA aircraft and despite
the challenges faced, identify with and
are passionate about the tag. Sure flying
hours are down and sure there are now
more alternatives available, but that does
not mean the belief in and respect for the
sector, which it could be said, gave, and
continues to give, aviation a strong sense of
credibility and relevance, is dead or dying.
volume 02 / issue 07 / August 2013
01
AIR
In this issue:
Oceania Aviation –
Young Minds Doing Great Things
2
Player Profile –
Bridget Wouts-Conroy – Manager,
Bendigo Regional Airport AHIA – Coming Events
Aeromil Pacific –
Change and Innovative Thinking
Drive Ongoing Business Success
Asia Pacific Aerospace –
Gearing Up For Service Excellence
GA and the New
Maintenance Regulations
3
4
5
7
8
8
RAAA Update
Six Thousand Kilometres
Out-N-Back
9
Positive Year For
Edmo Asia Pacific
10
Hawker Pacific, Bell Bring
First 407GX To Australia
10
Eco 2000
11
KIWI Update –
News From ‘Aotearoa’
11
From THe Helicopter editor 12
General Aviation Task Force –
CASA Gaining A Perspective On
Industry’s Future
12
Is CASA On Track With The
Transition To The New Helicopter
Flight Crew Licensing System?
14
Offshore Operators and New
Performance Standards
15
Pacific Crown Helicopters
Expands Their Spares And
Sales/Leasing Capabilities
15
Publisher Helix Aviation
Editors Airwaves: Tony Shaw
AHIA JOURNAL: Rob Rich
Advertising
tony@aviationtrader.com.au
cONTRIBUTING WRITERS
Rob Rich, Tony Shaw,
John Nicholson, Paul Tyrrell,
Colin Hockings, Charles Cheesman
advertising deadline
Bookings 2nd Friday of the previous month
Editorial Submissions
Airwaves: tony@aviationtrader.com.au
AHIA: helicopterassociation@bigpond.com
Mailing Address
PO Box 266, Lismore NSW 2480
Publishers general disclaimer
Articles appearing in this publication reflect the
personal opinion of the author and/or contributor,
and are not necessarily those of the publisher, Helix
Aviation Pty Ltd. Helix Aviation does not guarantee
the accuracy of statements made by contributors or
advertisers or accept any responsibility for statements
they may express in this publication.
02
Oceania Aviation –
Young Minds Doing
Great Things
In 1992 Jonathan Bowen and
Josh Camp hatched a plan.
They would start an aviation business
supplying aviation parts. Jonathan was
working on a tuna boat and Josh was
working his way through a licence whilst
working for Marine Helicopters Ardmore.
And so they did, taking it in turns to run
the business, sharing the load whenever
they could and when their current work
commitments allowed. The decision to
form the business was driven not only
by Jonathan’s desire to stop working at
sea but also because they saw better
opportunities for themselves selling aircraft
parts. As simple as the concept was, it
worked and the business grew. They had
one initial business goal ‘just to survive!’
The thought of growing the business was
obviously a driver but in typical style, the
growth projections they originally set were
easy to achieve and exceed according to
Jonathan Bowen. ‘They were easy to exceed
because we really had no expectations,
I mean we were 22 and 25 years old!’
The important thing about this idea was
that both had the guts, if not the formalised
plan, to launch a new business. It could
well be said that perhaps it’s easier to
take the plunge if you don’t frighten
yourselves by identifying too many goals
or expectations, if you don’t set too many
financial targets or growth agendas. The
situation is reminiscent of the Kelly Brothers
whose story is so accurately portrayed in
the film ‘Drift’. Much as Andy and Jimmy
Kelly did when they fought against the
odds to turn passion into viable business
and in the process created iconic brands
such as Billabong and Quicksilver, so
too did Jonathan Bowen and Josh Camp
albeit without having to battle bikies,
police, money woes or drug problems. In
essence the concept was the same though,
the business was built on integrity and
authenticity which became the drive behind
the brand and established the credibility.
So Oceania Aviation Ltd was born and began
to grow. It is now one of New Zealand’s
largest and diverse aviation businesses.
Perhaps the simplicity of the initial approach
was the right way to go, so too the simplicity
of the goals which are now thankfully
committed to writing. A quick read of the
corporate documentation reveals an honest
and authentic mission which is ‘to provide
word class aviation support that’s efficient,
cost effective and well above industry
standard and in doing so establish and
maintain great relationships with clients
that are down to earth and personal’.
The corporate mission accurately reflects
the ethic of the Directors of which there
are now three. Gordon Luke joined the
Board in 2004 at the invitation of the two
founding Directors who were looking for
additional management depth. The move
was a good one. ‘Initially the founding
Directors were looking for additional skills
and experience’ recalls Gordon. ‘I consulted
to the company for a period, and from there
it became more about what we could do
as a team to grow something bigger than
all of us. We quite quickly found out that
we worked well together, trusted each
other, and had complementary skills.’
For many the global financial crisis and
subsequent economic downturn has had
a material effect on business operations.
Initially the negatives were felt at Oceania
Aviation too but the event triggered a
swift response which indicated that the
company’s management was aware of the
potential risks. ‘Two months into the GFC’,
recalls Jonathan Bowen, ‘we signed up for
a Lean Manufacturing program part funded
by Skills4work, a training and workforce
solutions organisation. One of Skill4work’s
key goals was to assist individuals and NZ
businesses lift their skills and productivity.
‘It took a sizable chunk of cash and 25%
of our time over the first 6 months’ recalls
Jonathan Bowen, ‘the heat had dropped
out of business and we needed to be more
efficient. The change was profound and
set us up for GFC survival and helped us
prepare for the upturn. Gordon hammered
in good practice around stock and spending,
but it was and still is a team effort.’ ‘The
“Lean” program was a catalyst for us to
look closely at ourselves and work in a
disciplined way to remove waste from
the business’, says Gordon Luke, ‘since
2005 we had taken deliberate steps
to broaden our business base in MRO
activities and this helped spread our risk
and ensured that we had adequate cash
flows through the GFC. Like everyone, we
have had our share of challenges over
this period but it has been a good test
for the team and we are stronger for it.’
This recognition of risk and the agility of
the response demonstrated Oceania’s
growing maturity. It also by all accounts
set the business up to manage a program
of strategic growth still in evidence today.
There was also a valuable lesson learned,
principally that challenges need to be met
and can be met if the right approach is
taken. This experience is now reflected in
the views of the directors as they look to
the future. ‘There are always challenges’
says Gordon Luke, ‘but we have a great
team of people around us who are skilled,
motivated, and experienced. Good people
see things ahead and deal with them.
We are always looking to improve where
we can, communicate effectively, get our
priorities right, and review them regularly,
we’re committed to making changes if
needed. We’ve intentionally created a
culture that gets people working well
together, gives them clear direction and
empowers them to get on with the job.’
“There are always
challenges, but we
have a great team
of people around
us who are skilled,
motivated, and
experienced”
There is no doubt that Oceania Aviation is
getting on with the job. In April this year
the Directors made a strategic decision to
acquire the assets of Flightline Aviation and
Skysales Aviation from the Eastland Aviation
Group. This gave them two additional
exclusive sales agencies namely Cessna
Aircraft and Robinson Helicopters to add
to their portfolio that already included MD
Helicopters and Schweizer Aircraft. The
reasons were simple, as Gordon Lucas
explains. ‘The Directors’ strategy has
always been to grow Oceania to a size
that it is self-perpetuating, a business
capable of training and developing its
successors beyond one generation. Young
people and economies of scale are the
two essential ingredients we must have to
make this happen. Flightline and Skysales
are ideal fits for our model and provide us
further economies of scale, an additional
60 skilled staff as well as more facility
AIR
space that we can utilize more efficiently.
There are many common functions that
can be handled more efficiently and cost
effectively at a “group” level. We have
removed considerable duplication.’
Oceania Aviation is still lead by a relatively
young management team. Perhaps this is
not the norm in Aviation, particularly for
a large and diverse group. This does not
faze the Directors who have learned from
experience. Jonathan Bowen’s views on
this remain refreshingly simple. ‘Early on
we watched what the older guys did, the
good and the bad. We took our direction
from there. We took on some challenges
that most would not have taken on and
learnt a lot from that. Perhaps we wouldn’t
do the same now and we are not that old!’
Young minds also tend to be more positive
in outlook which is not a bad thing when
it comes to general aviation where the
often voiced consensus is that the sector is
either static or in marginal decline. ‘That’s
not how we see it’ says Jonathan Bowen,
‘there is opportunity everywhere no matter
what way the market is going. We are firmly
of the opinion that general aviation will
always have a place in world aviation, it’s
really about what share of it can you get.’
There is also a strong view about where NZ
aviation sits on the world aviation stage.
‘I am not sure where we rank but I believe
the New Zealand aviation industry is world
class in many ways’, says Gordon Luke.
‘We are innovative by nature and maintain
high standards of quality and safety. Our
people are well trained, experienced and
generally known internationally as being
hard working and capable. They get the job
done. Our regulator is also well regarded
and respected by other major aviation
regulators as evidenced by the growing
number of reciprocal rights now afforded,
particularly in the area of certification.’
Evidence of the emerging capability of
New Zealand’s aviation industry is clear in
many international theatres and Oceania
Aviation, through its investment in Pacific
Oceania’s Ardmore Airport facility at full capacity
Aerospace, clearly demonstrates this.
In November 2012 the company signed
an agreement with a Russian company
to build 37 P750 XSTOL aircraft in an
$88million ground breaking deal for New
Zealand. The contract with Moscow-based
AeroProject 751 will result in New Zealand
designed and built aeroplanes being
the first certified light aircraft to operate
commercially in Russia’s under-developed
general aviation sector. Aeroproject’s chief
pilot, Vladimir Zhelezniak, summarized
the attributes of the P750 in true Russian
style, ‘it has very good construction, very
good technology, is very simple, not a
big price and needs minimum service
and maintenance - like a Kalashnikov.’
Sometimes it’s not that easy to look back
at where you came from, to be upfront
and honest about the good things and
bad things, the good decisions and the
bad decisions. Perhaps it’s much easier
when the complexity is stripped away and
the simple reasoning prevails as Jonathan
Bowen demonstrates. ‘I firmly believe you
make a decision at a point in time based on
all you know. If that turns out later not to be
the best one, then you learn from it. Having
said that, I don’t bash myself up regretting
anything I’ve done. That’s pointless.’
And some of the positives? ‘Having Josh
as a business partner and friend from the
start and later having Gordon come on
board at the perfect time to get us to the
next level are definitely two things I will
always remember as absolute positives.
And I still look back to the time when
Josh and I were doing trip on trip, getting
on and off Tuna boats. I remember in
year three we nearly gave up on the
business. But we realized that when both
of us worked together we made headway.
I remember at the time, both of us making
the decision to take one trip off the Tuna
boats and give the business three months
to make it or break it. That decision was
made on New Year’s Eve at Spirits Bay
in the far North of the North Island. We
never looked back from that point.’
Player Profile
Bridget Wouts-Conroy
– Manager, Bendigo
Regional Airport
A native of Canada, Bridget Wouts-Conroy
now calls Australia home, despite the
absence of snow! She was born in
Vancouver, but spent most of her childhood
in Calgary where she completed high
school studies then went on to graduate
from the University of Calgary with a BA in
Social Geography. In simple terms, Social
Geography is the study of population and the
environment, and all relationships therein. It
was an interesting choice but one born from
a strong underlying interest in people and
places, and of course, travel. Suffice to say
that it took Bridget quite some time to finish
the degree, it was one semester on, one
semester off. But it was not just travel that
Bridget was embarking on. She was also
studying for a private pilot’s licence followed
soon after by a commercial pilot’s licence.
Whilst aviation was not directly embedded
in the family history,
Bridget was drawn to it
through her father who
worked as a civil engineer
and in that capacity, was
often involved in aviation
construction projects.
move it was back to La Trobe University to
complete a Masters in Community Planning
and Development. It was during this time
that she connected with the City of Greater
Bendigo and was offered a job as a strategic
planner. It was January 2009. This was
an important role and an important time
because the City was investigating options to
re-develop Bendigo Airport and in June 2009
a strategic plan for the
proposed re-development
was adopted.
“But it was not
just travel that
Bridget was
embarking on”
There was an important
reason for doing things
the way she did. ‘At
the time’, she recalls,
‘both Air Canada
and Canadian and in fact, many of the
charter companies, required degrees as
an employment prerequisite. I was half
way through my degree and instructing at
Calgary Flight Training Centre and I decided
to go back to university and finish my degree
to enhance my recruitment prospects’.
It was a challenging road to the finish
line. There was flight instructing during
the day, university studies at night and
regular shifts behind the bar to make
ends meet. There was also a job with
Hudson General Corporation at Calgary
Airport doing data entry, airline billing
and payroll. But in 1999 she graduated,
‘sold up’ and embarked on an extensive
journey, travelling around Europe and Africa,
eventually ending up in Egypt and more
specifically Cairo, where she spent three
years working, firstly in aviation operations
but subsequently, and for most of her stay,
as a teacher in Physics, Mathematics and
English at Port Said International School
and Heliopolis International School.
It was in Cairo that she met Bill Conroy, an
Australian freelance photographer, working
amongst other assignments, for the Cairo
Times. They married in 2001 and chose to
make Australia their home, settling on the
Sunshine Coast in mid-2002. For Bridget
the first few years were spent raising two
children, Timothy and Isabella, before the
family moved to Bendigo. Soon after the
In October 2009, less
than four months after
the airport strategic
plan was adopted, the
City offered Bridget the
job as Airport Manager.
Her role would be all
encompassing with
a specific mission to
refine and implement the City’s adopted
development strategy and to effectively
manage airport operations which at the time
needed care and attention. There was extra
benefit in the appointment because during
Bridget’s term as a strategic planner she
worked on the airport re-development
plans and strategic plan. It was during
this process, which called for a staged
implementation, that the Airport
Manager’s role was identified and bound
in as a key appointment in stage two.
The future plans for Bendigo Airport, as well
as being formally documented, are very
clear in Bridget’s mind. ‘There’s quite a large
development program on the table, including
the construction of a new 1,600 metre
runway capable of handling most regional
aircraft. Our key focus is to bring the airport
up to the status expected of a major city’.
Whilst RPT services are on the agenda,
Bridget is clear that the priority, in the near
term, is to focus on better accommodating
existing service providers. ‘We have an
extensive emergency services program
in place, both fire and ambulance, and
our goal is to develop a strong regional
commercial airport. My view is that this is
not necessarily RPT because I don’t feel
aviation is synonymous with RPT, there’s
a whole realm of commercial flying that
definitely includes RPT but there are many
other elements, for instance charter, pilot

03
AIR
Australian
Helicopter Industry
Association –
Coming Events
Pacific 2013 Offshore
Helicopters Symposium
– 8 Oct 2013
Bendigo Regional Airport - a significant re-development has been proposed

training, sky diving. That’s not to deny that
RPT is very valuable to an airport but it
simply acknowledges that RPT is volatile
so our goal is to really build a solid base so
that we can eventually weather RPT and the
dynamics involved. One thing we are trying
to do here at Bendigo Airport is to articulate
who we are and what we are. We want our
community to be proud of what we are and
to acknowledge that we are an asset worthy
of their support. The best way to do that is to
grow and nurture what you’ve already got, to
demonstrate that you believe in the existing
product and then look at ways to grow
using the support base you have created’.
“I’m a very strong
advocate of
regional airports”
When it comes to airport identity, Bridget
has quite firm views. ‘I’m a very strong
advocate of regional airports but the thesis
I am writing for my Masters at La Trobe
University explored the question “what is
a regional airport” and when I considered
the question deeply, particularly in terms of
policy, process and procedure, it became
clear the more research I did, that there
was confusion as to what a regional airport
was. The term is used widely and a lot of the
work I’m currently doing tries to move away
from using the term in favour of identifying
the use and purpose more intrinsically. My
view is that RPT is not the “be all and end
all of aviation”, but it seems to be linked
inextricably to regional airports and in fact
also to the funding opportunities available
to regional airports. I have a much more
global view. Not every airport can be an RPT
airport and I think if we pursued a strategy
using a wider horizon we would find that the
competition we see between airports could
04
well turn into something more collaborative,
we could develop a bit more unity rather
than being too competitive. If you look
at it logically, each airport has a unique
function and its own identity and it can serve
that function really well and in doing so
contribute to aviation on the broader stage’.
Over time, Bridget’s knowledge, experience
and advocacy have not gone un-noticed.
In September 2012 she was elected to the
Board of the Australian Airports Association.
The appointment was obviously an honour,
but also came with challenges that she
acknowledges. There were however,
advantages too. ‘It’s fair to say that this role
keeps me in touch with what other airports
are doing and what is going on both here in
Victoria and across the country. It allows me
to become involved with the industry as a
whole and the issues the industry faces. We
know the issues are there, we know they are
big but it’s a wonderful Board, they function
well and they are making a difference. I
feel very privileged to be a part of that.’
In gender terms the question is often posed.
Do you think women find it difficult to rank
as equal players in the game? Bridget’s
views are characteristically precise. ‘No,
not at all. I’ve been in the industry since I
was eighteen, I was the only female student
at the Calgary Flight Training Centre but
I’ve never felt that I wasn’t equal. I don’t
pay much attention to that. You always
meet people that can be a bit funny, a bit
chauvinistic, but for the most part people
in this game are fantastic. I’ve never been
challenged by my gender in the sense that
I’ve felt like quitting, I’ve never felt like that’.
It is clear that Bridget loves her job and
wants to continue delivering for the City of
Greater Bendigo. ‘I’ve got the best job in
Council. The entire team are very supportive
of the project and very supportive of me.
Currently on maternity leave having had
their third child George, Bridget looks
forward to going back to work. ‘It’s fantastic
because when you take a break, you realize
you want to go back to work because
you’ve got great things to go back to’.
The Pacific 2013 Offshore Helicopters
Symposium will be held in Conference
Room G04 from 0900 to 1700 hours
on Tue 8 October 2013, at the Sydney
Convention and Exhibition Centre, Darling
Harbour, Sydney. There are a number of 40
minute speaking opportunities for those
who may wish to present to the off-shore
helicopter and associated emergency,
HEMS and training industries. We have
invited speakers to explain the new CASA
rules on commercial operations and, in
particular, latest IFR, co-pilot qualifications
and multi-engine engine performance
standards. The changes to the latter will
result in many hospital helipads and oil
rig platforms operations being considered
unsuitable for the current medium to heavy
helicopters, unless the new EASA rules are
modified. Attendance is free, but you must
book a seat for catering purposes – email
secretary@austhia or call 0415 641 774.
(170 seats available - forty now booked).
Draft programme.
0900 – 0910. Welcome and administration.
Chairperson, Rob Rich.
0915 – 0945. Keynote speaker.
International Associations. Global off
shore trends. Peter Crook, President
of AHIA. president@austhia.com
0950 – 1030. Offshore industry commercial
developments. Speaker TBA.
1030 - 1100. Morning tea.
Sponsors most welcome.
1100 – 1140. Emerging technology for
offshore operations. Is tilt-rotor an option
for operations to deep water gas and oil
rigs? Peter Crook, president@austhia.com
1145 – 1225. Topic and speaker TBA.
1230 – 1315. Lunch. Sponsors welcome.
1315 – 1440. Chief Pilot’s Meeting Update.
Includes presentations on HEMS,
Offshore, Firefighting and Emergency
and CASA rules, etc. Chairman Michael
de Winton, Chief Pilot, Hunter Region
Helicopter Rescue Service.
mike.dewinton@rescuehelicopter.com.au.
1440 – 1500. Afternoon tea.
Sponsors most welcome.
1500 – 1625. AHIA Flight Crew Licensing
Working Group. Chairman Mark
Scrymgeour, Vice President,
vp@austhia.com
1630 – 1700. Closure. Summary
and thank you to our sponsors by
Peter Crook, President of AHIA,
president@austhia.com.
We will be alongside the Pacific 2013
International Maritime Exposition held 7
– 9 Oct ’13 at the Sydney Convention and
Exhibition Centre. The navy is running the
“International Fleet Review”. This program
of naval events celebrates the centenary
of the Royal Australian Navy’s fleet arrival
in Sydney Harbour on 4 October 1913.
The program will include: a tall ships
parade, warships arrival, ceremonial fleet
review, naval gun salutes, fixed wing and
helicopter flypasts, aerial aerobatic displays,
Sydney Harbour fireworks and light show,
ships open to visitors, combined naval
march through the streets of Sydney and
military band concerts, etc. The Royal
Australian Navy have at least 17 ships
and submarines in the harbour. A naval
aviation component will involve more than
a dozen current and former naval aircraft
types. These will include the Australian
Fleet Air Arm’s current Sea Hawk, Squirrel,
Bell 429 and MRH90 helicopters alongside
historic aircraft from Navy Historic Flight.
Rotortech 2014 – 24/25 May
2014 Sunshine Coast Qld
An international two day event. The AHIA
has selected the Novatel Twin Waters
Resort, Sunshine Coast for the event.
(Check out their website). The venue is
only a short taxi trip from Sunshine Coast
Airport (and about one hour’s drive from
the Brisbane International Airport). You
can park your helicopter in one of the
25 light and 20 heavy helicopter parking
sites at Twin Waters. You must obtain
approval from AHIA organisers. The
resort has 21 standard 1.8 X 2.4 metre
display booths in the main reception hall,
adjacent to conference room if required.
This is the first significant standalone trade
show arranged by the new AHIA. It reflects
the determination of the executive to provide
a strong and capable representative service
to the helicopter industry during a period
of strong growth. However, recent less
than favourable economic, political and
regulatory changes now have the potential
to stall the growth of this important aviation
segment unless all key players move
forward with a common goal of continued
growth. After all, we are considered to have
the sixth largest helicopter fleet in the
world! Join the AHIA and enjoy Rotortech
2014 and be on the winning team!
More info? Conduct AHIA event organiser,
Rob Rich, secretary@austhia.com
AIR
Aeromil Pacific
– Change and
Innovative Thinking
Drive Ongoing
Business Success
There is no doubt that the
aviation industry landscape
has significantly changed.
This is not news to most savvy observers,
including Aeromil Pacific’s Managing
Director Steve Padgett, who has watched
the industry evolve and mature, prosper
and struggle for close on fifty years. When
viewed through Padgett’s experienced
eyes, change is not a new dynamic, but
there’s little doubt in his mind that it’s
a new pack of cards being dealt, and a
new game being played. It’s not ‘change
for change’s sake’ that has driven many
operators to abandon traditional business
methods and approaches in favour of new
business paradigms. It is new demands, new
technologies, new products, and new rules.
The GFC and the subsequent economic
downturn have added to the mix as has
the recent strength of the Australian
dollar, all contributing to a more volatile
and increasingly competitive marketplace.
These market dynamics have forced
many businesses to review the way they
operate, to adjust their business plans and
align their business strategies to what is
now a very different market landscape.
The quantum of change required to stay
competitive cannot be under-estimated
and has forced many companies, unwilling
or unable to adapt, to fall by the wayside.
Perhaps it’s a testament to the skill of
the man or perhaps it’s a willingness to
respond affirmatively when it matters
that sees Steve Padgett still leading a
highly successful team, most often by
example. It goes without saying however,
that there’s also an astute mind at work
that knows the value of engaging the right
people because by his own admission,
it’s the strength and quality of the Aeromil
Pacific team that continues to deliver.
Now in his 50th year of flying, Steve Padgett
is quick to identify what has changed from
when he first took to the skies. ‘Certainly,
life was much simpler, aviation was more
affordable and it was easier to get involved
because there were more Aero Clubs and
Flying Schools operating. The fact that there
are now less of both has had a profound
Fifty years of service to the aviation industry - Steve Padgett, Managing Director, Aeromil Pacific
effect on our gateway airports which are now
dominated in most cases by non-related
aviation activities making it harder for people
to meet and become engaged.’ There has
also been a significant shift in the source of
business. ‘When I first started in business’
says Padgett, ‘80% of our sales were to the
bush and 20% to clients in the cities. These
days it’s the other way around making it
significantly more difficult. We’re trying to
sell aircraft to people that are significantly
more expensive in a much more regulated
environment with ever increasing costs. So
whilst aviation is still attractive, we now have
to convince potential clients that aircraft
ownership also makes good business
sense. In earlier times, people knew what
aviation was all about, many of our clients
had bought aircraft in the past and were
therefore used to buying them so sales were
easier to close. There’s definitely less buyers
in the market now and they are generally
less experienced than they used to be’.
“We now have to
find ways to make
it more attractive
for people to
buy aircraft”
This simple shift in market dynamics has
had a profound effect and has led to a
significant change in business focus at
Aeromil Pacific. ‘We now have to find ways
to make it more attractive for people to
buy aircraft’ says Steve Padgett. ‘One of
those ways is to package the deal and
to keep unforeseen operating costs at a
minimum. This makes people feel more
comfortable with the purchase, and helps
them identify what it really costs to own
an aeroplane. Our goal is to make aircraft
ownership easier and less confronting’.
This desire to make aircraft ownership
easier and less confronting has lead Aeromil
Pacific to introduce a unique and innovative
mentoring program, focusing, in particular,
on the Cessna Citation Mustang, Cessna’s
entry level jet offering. ‘We have launched
a new flight school, ‘Flight Options’, here on
the Sunshine Coast that offers pilot training
from PPL right up to advanced Citation
Mustang jet training’ says Steve Padgett.
‘This means that an owner, say with a light
twin, can enhance his or her instrument
flying knowledge using our qualified
instructors before they commence transition
training to the Mustang under the guidance
of our Chief Pilot Phil Laffer. We continue the
one-on-one assistance with real time flying.
Our aim is not only to educate but also to
make the experience more pleasant and
enjoyable. For instance, if the client needs
to go on a business trip, Phil will go with
them and mentor them for the duration.
The whole package is aimed at trying to
get people who previously thought they
couldn’t fly a jet, to realize that they can.’
Hard evidence of Aeromil’s commitment to
this innovative program came earlier this
year when Sydney businessman Gordon
Hoskins purchased a new Cessna Citation
510 Mustang. Trading up from a Cessna
340A was a giant leap but with the benefit
of Aeromil Pacific’s mentoring program,
Mr Hoskins has comfortably made the
transition. ‘I was the first private pilot in
this country to go over to Wichita to Flight
Safety to do the orientation course on the
Citation Mustang’ he recalls. ‘I guess I was,
in some ways, a test for the effectiveness
of the system. It was a pretty daunting and
very different experience, I was up until 2am
each morning studying and reviewing course
material but I passed’. Following the course,
Aeromil Pacific’s Chief Pilot, Phil Laffer,
coordinated the ferry flight from the United
States to Australia and provided mentor
training throughout the journey. ‘The flight
home to Australia with Phil was amazing
and demonstrates the sort of commitment
Aeromil Pacific makes to ensure that their
customers receive the best support and
the best possible advice. It was a once in
a lifetime trip. To purchase a Jet and then
be taught by an expert was an excellent
experience. It’s a very sensible and effective
idea because you not only get one-on-one
expert advice but also you get to fly in a
variety of conditions. One day you are in
minus 25 degrees Celsius in Iceland, the

05
AIR

next you are experiencing totally differing
flying conditions in the Middle East. I loved
the experience and it taught me a lot about
the aircraft and the way the aircraft flies’.
As well as the mentoring program, there
is plenty of additional evidence of Aeromil
Pacific’s belief in the value of change, and
more particularly diversification. There is the
very successful ‘Cessna Store’ in Sydney’s
CBD, a new appointment as the agent for
contemporary themed aviation furniture,
(MotoArt). and most recently, further
investments in the marine sector (Cutwater
Boats). These additions complement what is
an already extensive service offering which
includes aircraft engineering and aircraft
spare parts and aircraft charter. ‘We have
been in business for over 30 years now’ says
Steve Padgett, ‘and I strongly believe we’ve
succeeded not only because we’ve got some
great people and everyone’s worked hard,
but more particularly
because we’ve tried to
diversify. We have got a
very good engineering
business, a very good
spare parts business
and usually when
aircraft sales are quiet,
our maintenance and
support activities are
up, so diversification
is really important. In
fact much more important these days, and
right now, what I believe we have to consider
Gordon Hoskins’ Cessna Citation 510 Mustang lands at Brisbane International Airport
is diversifying further,
not only because it
broadens our revenue
base, but also because
it introduces us to more
and more people from
other markets with an
interest in aviation,
people we otherwise
may never have met,
who want to talk about
owning an aeroplane. So we’ve just got
to get out more, not just stay within our
“We’ve been in
business for over
30 years now”
comfort zone. We need to find new people
not only in what I call our captive markets,
but also in other markets. It may be the
case that a significant part of our future
business needs to be generated from
people active in markets outside aviation.’
In a constantly changing business landscape
the question has to be asked - Is Steve
Padgett still enjoying his association with
aviation or is the attraction fading, has
the shine worn off? ‘No, I still really enjoy
it mainly because of the people who are
involved with the business. We have some
very good people, very clever people
who make my job so much easier. I’m
getting on a bit, perhaps I’m not as up to
date as a lot of them are, but from both
a business point of view and a technical
point of view, there are some very smart
people working with us and I think that’s
something we’ve got to harness if we
are to maintain a lead role in developing
aviation and a lead role in selling aircraft.
ONSORS
MAJOR SP
2013
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• Warbirds
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isplays
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aw13aug06
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06
AIR
Asia Pacific
Aerospace – Gearing
Up For Service
Excellence
‘We have approvals in China, Malaysia,
Indonesia, Europe, Australia and New
Zealand’ says Brett Ace, ‘and we regularly
compete with some of the larger global
companies for MRO contracts which
sees us working on equipment brought
in to our facilities from many parts of the
world. We are also a worldwide distributor
and exporter of aviation and military
spares, components and services to the
Australian and New Zealand Defence
Forces as well as commercial aircraft
operators of aircraft throughout the
region. The products we move are wide
and diverse and include aircraft hardware,
repairable items and also engines.’
In late June, Asia Pacific
Aerospace (APA) opened a new
state of the art service facility.
The 3,100 square metre Centre of
Excellence will complement APA’s existing
service facility which will now focus
exclusively on military support contracts.
It has been a year of achievements for
Asia Pacific Aerospace. In addition to the
opening of the new facility, APA now has
certification from Rolls Royce to support its
RR300 power plant, a competitively priced
turbine engine for the light helicopter market
and most notably, Robinson’s new R66.
The RR300 ‘AMROC’ agreement allows
APA to provide high end service to aviation
operators of the RR300 engine around the
world. The company can how offer access
to some of the world’s best maintenance
and testing capabilities as well as access
to rental engines, troubleshooting, field
service and spares support services.
The RR300 engine will be supported
in APA’s new purpose built Rolls-Royce
M250 and RR300 AMROC facility.
‘Supporting the RR300 is very important
to APA in expanding our relationship with
Rolls-Royce and enhancing our position in
Australasia’s small to medium gas turbine
engine MRO market’ says Steve Mason, APA
Chief Executive Officer. ‘It’s a great win for
APA. We have been supporting the Rolls-
Royce M250 engine in the region for over
20 years. The RR300 expands our current
capabilities and will most certainly provide
opportunities for our team to continue
delivering the highest quality service.’
Rolls Royce is equally pleased with the new
arrangement. ‘Building on Rolls-Royce’s
M250 relationship with APA is a key step
towards realising enhanced support of
the RR300 engine in the Australasian
region,’ said Hubert Brown, Director of
Helicopter Services for Rolls-Royce. ‘We
are continually looking for ways to provide
innovative and customer-focused service
and we look forward to working with APA
to assist and support RR300 operators.’
APA’s Business Development Manager Brett
Ace, is excited about the opening of the new
facility. ‘This is the result of several years of
hard work and now places us at the forefront
of the MRO industry and up with the best of
our competitors in terms of capability and
scale. The motivation for the build was most
certainly the RR300 certification. We were
in the process of gaining approval to service
that engine in Australia and we were looking
at expanding our approvals and authorities
with Rolls-Royce. We felt that it was essential
to be able to demonstrate to Rolls-Royce
that we had the technology and resources
to deliver and enhance our service levels.’
The new facility is purpose designed and
built to accommodate lean principles and
practices and will house a sophisticated
suite of capabilities including computer
controlled turbine engine testing and
diagnosis, a comprehensive engine
accessory and fuel shop, specialised
welding and plasma spraying for in house
parts restoration, a full machine shop as
well as a full maintenance, repair and
overhaul facilities for the Rolls-Royce M250,
Rolls-Royce 300 turbine engines and
also maintenance and repair facilities for
the Honeywell LTS 101 turboshaft engine
range. It is hoped that these enhanced
capabilities will help APA grow in both
a regional and global sense. ‘We’re not
restricting our service footprint to Australia’
says Brett Ace, ‘we’re an international
business and our focus is definitely on
the world stage. We’ve got offices in New
Zealand and Singapore and we already
support a number of commercial and
military customers worldwide. So, the
intent with this new capability is definitely
to secure more international business
and we want to build our client base
specifically in the Asia Pacific region.’
The concept of ‘exporting’ services is well
known in Australia and New Zealand but
what is generally not as well understood is
the extent of the movements of significant
aircraft equipment in the MRO sector.
There is no doubt that Asia Pacific Aerospace
is a company on the move and with a bright
future. Three decades of experience has
taught the management team a lot about
the aviation industry and its expectations.
‘When you work in the aviation business’
says Brett Ace, ‘you learn that a lot depends
on you, and we at APA understand that.
This definitely drives the way we think and
the way we act. We know what we need
to do to maintain our reputation and we
know our customers expect the best. The
fact that we achieve such high levels of
customer satisfaction, driven amongst
other things by our commitment to quality
assurance, is something we are proud of
and certainly encourages us to continue to
find ways to grow and develop the business.’
aw13aug07
Based in Brisbane, adjacent to the
Brisbane International Airport, Asia Pacific
Aerospace now offers the most modern,
technologically advanced military and
commercial gas turbine engine repair and
overhaul facility in Australia. The company
is a Rolls-Royce Authorized Maintenance
Repair and Overhaul Centre and provides
support to commercial and military
operators of the Rolls-Royce M250 and
RR300 Series powered aircraft, Honeywell
LTS101 and the Australian Defence Force
operated GE T700 and M250 engines.
In addition the company has support
facilities in Singapore and New Zealand.
an authorized
Rolls-Royce
maintenance & overhaul centre
Now approved by
Rolls-Royce as
An Authorized Maintenance Repair
and Overhaul Centre (AMROC) for the RR300.
APA is the first company in the world to
achieve this AMROC approval.
www.apaero.com.au
07
AIR
GA and the New
Maintenance
Regulations
Colin Hockings
RAAA
Update
Paul Tyrrell
oversight and so on. In RPT these aspects
are generally more coherent and visible,
while the very nature of GA shows it to be
an amalgam of diverse and independent
individuals and smaller organisations.
CASA requires a strong safety culture
throughout the maintenance organization
starting with a demonstrable commitment
from the CEO, then through its management,
supervisors and employees. Safety and
awareness training for compliance in
larger organisations can be successfully
driven from the top down, however GA
doesn’t have this natural hierarchy so an
alternative approach may be needed.
In the context of changing
aviation maintenance
regulations in Australia,
the timing to include the
General Aviation sector is
still unclear. It may be timely
to ask “Should GA prepare
and take any lessons from
other sectors which have
completed the transition?”
“However GA
doesn’t have this
natural hierarchy
so an alternative
approach may
be needed”
The objectives of the new Civil Aviation
Safety Regulations are various;
simplification, standardization and
alignment to international standards.
The underlying outcome is to achieve a
safer aviation environment. The ATSB
report AR-2012-25 Aviation Occurrence
Statistics 2002 – 2011 released last year
offered this safety message (extract);
One option could be that the different
GA associations, aero clubs, recreational
aviation organisations and the like, could
form their own informal structure to facilitate
and disseminate the required training and
education of aircraft owners, maintenance
managers and maintenance engineers in
the GA sector. With the help of CASA and
industry specialists, these groups could
have dedicated events or devote part of their
scheduled meetings to providing accurate
information about the safety obligations
that the new maintenance regulations
will bring. Australia’s GA is an innovative
group, and will need that innovation if it is
to meet the challenge to enhance safety
behaviors in aircraft maintenance.
“…Some of the most frequent accident types
are preventable, particularly in general
aviation. …Timely and thorough reporting
of safety incidents is paramount, …This
helps everyone in the aviation industry
to better manage their safety risk.”
The Director of CASA John McCormick
makes the point that it is not regulations
which make aviation safe, rather it is
people’s attitudes and what they do. So
for the new regulations to be effective
there needs to be an emphasis on having
people aware, trained and confident in
using what for some will be a new focus
on safety procedures and processes.
An effective Safety Management System
(SMS) embedded in each aviation company,
large and small may be more an aspiration
than a goal, but as the industry accepts
that regulators across the world, including
CASA, have SMS as an integral part of their
vision, the better they will be able to operate
in a future Australian aviation industry.
It could be argued that there is an intuitive
gradient in Australian aviation, with GA at
one end and large RPT at the other. This
gradient is expressed by obvious variations
in financial and human resources, public
profile, participation, quality and safety
Part 145 Transition and SMS
Human Factors
Quality Audit
www.aerocompliance.com.au
0466 836 770
08
aerocompliance@gmail.com
aw13jul01
NDT Level 3 Support
It is time that Australian
aviation took a bolder
approach to its future. Being
such a regulated industry, and
I would argue over-regulated,
there is a tendency to
become timid and cautious.
There is also a national tendency to check
with government before we do anything. We
should let this government’s cloak drop to
the ground and walk away from many of its
restrictions. Government only has power
because the populace agrees to hand it
over. Maybe we have handed over too much.
While all business, financial and regulatory
due diligence must be done carefully
before embarking on an aviation enterprise,
we should not be blind to the domestic
and international opportunities still
available to the Australian industry.
An important example of get up and
go is Ryan Campbell’s current global
circumnavigation. He is attempting to
become the youngest person to fly around
the world in a single engine aircraft. I admit
I am not a fan of ‘youngest’ world records
but having read this young man’s flight
blog and listened to the opinion of those
who know Ryan, I take my hat off to him.
He is prepared, courageous and writes
well enough to consider journalism as an
alternative career. When you are knee deep
in the mire of aviation regulatory origami
and feeling jaded, it is uplifting to switch
on Ryan’s blog and see through his eyes
and words the enthusiasm that brought
many of us to aviation in the first place.
“I take my hat
off to him”
While Ryan’s efforts are inspiring to all of
us, the enthusiasm for our industry still
burns in many of the not so young. The
Australian Aviation Hall of Fame (AAHOF)
based at Wagga Wagga is organising its
second Induction event for 16 November
2013. AAHOF’s aim is honour past and
present individuals and organisations who
have made a significant contribution to
Australian aviation. The spectacular success
of last year’s event has reinforced how
vital it is to preserve our aviation history for
generations to come, both for its own sake
and to inform the industry’s future direction.
The recent news that the Victa Aircruiser
type certificate has been purchased by
Brumby Aircraft with a view to producing the
iconic design is a brave and bold decision.
While some may say that the Aircruiser’s
time has passed the news has sent definite
positive ripples through the local GA
community. With updated avionics and some
aerodynamic tweaks it will be fascinating
to watch the development of production
examples of this significant aircraft. The
Aircruiser’s demise has been long lamented.
In the next few years we will see if this
nostalgia can be turned into a solid market
base for Henry Millicer’s seminal design.
The regional aviation scene is, as always,
dynamic with some slowing in the FIFO
space as the resource sector comes off
its boom levels. The FIFO companies are
experienced and will adjust to the new but
still solid commercial realities. There are
also some green shoots emerging around
rebuilding some of the many regional routes
that have been lost over the past twenty five
years. The current crop of fast modern turbo
props and the smaller regional jets offer
economies of scale that may encourage
local councils to reactivate discussions with
regional carriers. It seems almost everyone
laments the loss of so many regional routes
and it is time for rebuilding. The parlous
state of Australia’s country roads sometimes
exacerbated by the growth in B-double truck
traffic has made many country car journeys
somewhat fraught. There is no doubt that a
comfortable seat on a regional airliner may
seem a far better option in the years ahead.
If one looks at the number of aircraft on
Boeing, Airbus, Embraer and Bombardier’s
order books it is a staggering picture. Where
will all these new engineers and flight
crews be trained? The number of aviation
professionals required internationally in
the next 20-30 years is in the hundreds
of thousands. Australia has a mature
aviation training industry but the high
Australian dollar has worked against it in
recent years. As our dollar comes off the
boil Australia again has the opportunity
to be one of the world’s leading aviation
training nations. This opportunity should
not be missed and we should not look to
government to lead the way because, in
aviation, it won’t. It will again to be up to
the aviation entrepreneurs to look at what
is on the horizon and invest for the longterm. Nowhere is this better demonstrated
that at the Wellkamp Airfield in southern
Queensland where the Wagner company is
building a substantial regional airfield. More
power to them and hopefully their example
will be followed by many others wanting to
rebuild the Australian aviation industry.
Paul Tyrrell is CEO of The Regional Aviation
Association of Australia, a not-for-profit
organisation formed in 1980 to protect,
represent and promote the combined interests
of its regional airline members and regional
aviation throughout Australia. The RAAA has
30 Ordinary Members (AOC holders) and 72
Associate/Affiliate Members. The RAAA’s
AOC members directly employ over 2,500
Australians, many in regional areas and on
an annual basis jointly turnover more than
$1b. Its members also carry well in excess
of 2 million passengers and move over 23
million kilograms of freight each year. More
information including categories of membership
can be found at www.raaa.com.au.
AIR
Six Thousand
Kilometres
Out-N-Back
In a bold and innovative
move, CASA, Australia’s
aviation safety regulator, has
produced a documentary that
it hopes will draw attention
to the risks involved in
failing to properly plan and
manage flying excursions
either business or pleasure.
Out-N-Back, a six-part video series, follows
a VFR (Visual Flight Rules) flight in a Cessna
172. The 6000 kilometre round trip begins
and ends in Bathurst, and captures some
of the country’s most magnificent sights,
including the Flinders Ranges, Lake Eyre in
flood, the Furneaux islands and Tasmania.
Out-N-Back aims to highlight the
necessity for thorough pre-flight
planning, the importance of having a
plan B, and … of making adjustments
to the plan as the flight evolves.
Each of the episodes is about six to ten
minutes long, with lots of extra supporting
information as well as useful links.
The footage for Out-N-Back was captured
on multiple cameras: wing-tip mounted
and in the cockpit, over 17 busy, eventfilled days. Production involved a team
of seven: two pilots, one piloting the
Cessna and the second the G8 Airvan
support plane, along with a presenter,
film producer and support team.
Here’s an overview of the journey, including
the highlights. The précis also provides
a valuable insight into the way the team
brought many potential safety issues to light:
Day 1 – Set-up and planning.
While the pilots did their pre-flight planning,
all the equipment was re-checked
and packed, with weight limitations
creating some interesting challenges.
Takeoff at Arkaroola
The Out-N-Back team at rest at Devonport Airport
Day 2 – First flying day.
Condobolin was to be the first stop, but
in the first change to the plans, fuel
availability issues meant a change to
Griffith. The crew filmed Griffith take-offs
and landings, pilot re-fuelling, as well as
in-flight interviews about the challenges
of flying over featureless terrain.
Then on to Broken Hill, where Magnus
Badger from the Royal Flying Doctor
Service, and a young pilot building
his flying hours, spoke on camera.
Day 3 –William Creek with stopover
at Arkaroola.
Flying into Arkaroola in-flight interviews
cover featureless terrain, using GPS
into Arkaroola, doing a precautionary
search, and landing on short strips.
Doug Sprigg, the ‘owner’ of Arkaroola,
reinforces issues with landing on short
strips, and why it’s important that
your tyres are inflated correctly.
As Salli-Ann Ward, the C172 pilot, flies
into William Creek, she warns about
complacency and importance of reaching an
unfamiliar destination well before last light.
That night, CASA Aviation Safety Advisor,
Mal Wardrop, holds an AvSafety seminar
at William Creek attended by young
commercial pilots, and filmed by the crew.
Day 4 – William Creek.
With the flooding of Lake Eyre, William
Creek has become an aviation mecca, so
the team flies out over the lake to witness
this magnificent spectacle first hand.
Wright Air owner/operator, Trevor Wright,
and some of his pilots, talk about the
challenges of operating in this remote and
rugged part of Australia, and especially of
the frequency in place for the area to cope
with the increased aviation tourist traffic.
Day 5 – William Creek to Parafield
via Port Augusta.
Day 5 was spent filming lots of stock
footage, such as the C172 doing take-offs
and landings at William Creek and Parafield,
and filming the Cessna from the G8 Airvan.
Day 6 – Horsham.
The Adelaide Hills are socked in, so this
provides an ideal opportunity for an on-air
discussion about weather diversions and
negotiating controlled airspace, as the
team leaves Parafield for Horsham via Hope
Valley, instead of the planned Rowland Flat.
Day 7 – Devonport via Warrnambool
and King Island.
It’s over the sea, and with Bass Strait’s
fearsome reputation, there has been a
lot of planning to ensure flight safety.
The in-flight interviews cover fuel theft
and fuel management; life jackets
and life rafts; and diverting because
of bad weather, a real possibility flying
over these unpredictable seas.
Days 8-12 – Devonport and Hobart.
Extended bad weather means another
overnight stay in Devonport, driving to
Launceston for the interview with the Aero
Club, adjusting plans for the next legs
of the trip, and extra nights in Hobart.
It is a great opportunity though to film a
piece about ‘weather to fly’, and making
that critical ‘go: no-go’ decision.
Day 13– Flinders Island.
More in-flight filming on topics including
OnTrack (CASA’s interactive guide to flying in
and around controlled airspace
www.casa.gov.au/ontrack), turbulence,
overwater skeds and identifying landing
areas, as well as an interview with the owner
of Bass Strait Aviation, Frank Willowbrand.
Days 14-17 – Melbourne to Bathurst
via Wagga Wagga.
The prospect of bad weather along
the coast means another change
of route: from Mallacoota to Wagga
Wagga, and then home to Bathurst.
You can watch the whole series at
www.casa.gov.au/outnback
Sheer beauty sometimes diguises Bass Strait’s fearsome reputation
09
AIR
Positive Year For
Edmo Asia Pacific
The Edmo Asia Pacific
team reports steady growth
across the board in most
of its avionics product and
pilot supply agencies.
So far 2013 has been a successful year,
no doubt a reflection of the quality of
the company’s ongoing commitment to
professionally represent many of the
aviation industry’s leading brands and to
be face of those brands here in Australia.
The company’s success is generated by a
simply services philosophy as articulated
by Business Manager Rebecca Gligoritsh.
‘We continually work hard and very closely
with our manufacturers to ensure we are
getting the right inventory mix and that we
are offering the latest and most reliable
products at very competitive prices. We
understand that our customers will be using
the products we carry in servicing their own
customers and we understand the part
we need to play in helping them maximise
their sales and service capabilities.
Edmo Asia Pacific’s range of agencies
is impressive, here’s a brief overview
of just some of the leading brands
the company represents:
Cobham Aerospace Communications.
Cobham Aerospace Communications
designs and manufactures some of
the world’s foremost audio and radio
communications systems, serving
clients including Boeing, Airbus, Bell
and Eurocopter, space agencies
and military forces on land and sea
in more than 100 countries.
Anodyne Electronics Manufacturing
Corporation. AEM is a leading designer
and manufacturer of avionics, aircraft
audio systems, intercoms, tactical FM
radio systems, illuminated panels &
display products, external PA systems,
audio amplifiers, audio adapters
and remote switch assemblies.
Comant Antenna Systems. Comant
Antenna Systems is a world leader in the
design and manufacture of communication
systems and navigation antennas that
enable people and systems to communicate
on land, in the air and at sea.
Aviation Supplies & Academics, Inc.
Publishers of flight training and FAA
test preparation materials as well as
selling books and pilot supplies.
StartPac. Start Pac® has always been a
major producer of reliable, efficient and
long-lasting American-made ground power
units, lightweight starting units for portable
power and portable power supplies. They
continue to lead the way in the newest
and safest technology available.
Mid Continent Instrument & Avionics.
For over 49 years, Mid-Continent
Instruments and Avionics has been an
industry leader in the manufacturing
of aircraft instruments and avionics.
ACR Electronics. ACR Electronics is a
leading development agency for emergency
beacons that are designed with one
purpose in mind - saving lives. Through
their combined technology expertise in
the marine, aviation, outdoor and military
markets, ACR designs and manufactures
cutting edge rescue beacons and survival
gear for boaters, pilots, hunters, hikers
and combat troops, not to mention
many of the leading boat builders and
aircraft manufacturers in the industry.
Based in impressive new premises in
Salisbury South, South Australia, Edmo Asia
Pacific has been representing many of the
most iconic aviation brands since 2001.
Over the past decade, the company has
grown, from modest beginnings, to be one
of the largest and most respected wholesale
distributors of aircraft parts to the general
aviation sector. Despite rapid growth, the
original corporate philosophy still remains
the same. ‘At Edmo, we want people come to
us as customers but our goal is to have them
end up staying with us as friends’, says John
De Meo, the company’s General Manager.
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10
For the first time ever, a
new Bell 407GX Helicopter
will arrive in Australia in
August 2013 and will be
demonstrated across the
country by Hawker Pacific
– the leading aircraft
sales and product support
company in Asia, Pacific
and the Middle East.
The aircraft will visit a number of locations
spanning the east coast to the west,
before heading to Singapore for further
demonstrations in Asia. Hawker Pacific is
particularly excited about the inaugural visit
of the aircraft and its legendary reputation
as an incredibly versatile aircraft that
can be used for virtually any mission.
Tony Jones, Senior Vice President, Aircraft
Sales and Flight Services Group said
the 407 is a favourite with operators
globally and, what makes its latest
variant, the 407GX, so significant is
the integration of the Garmin G1000H
glass cockpit, a helicopter world-first.
‘As a corporate aircraft, the 407 is the
smoothest in its class. The executive
interior is spacious, with large windows
and four or five passenger seats laid out
in a club configuration – and it can be
modified to suit owners’ individual tastes
and requirements, including in-flight
entertainment and communications. It’s
fast, easy to maintain and comes with
Bell’s legendary reliability built in.’
Edmo Asia Pacific is a Certified
Battery Replacement Centre
for all ACR EPIRB’s & PLB’s
sales@edmoap.com.au
Hawker Pacific,
Bell Bring First
407GX To Australia
‘Mission flexibility is incredibly important
for the Australian helicopter sector and the
407GX is a perfect fit for the market. From a
utility perspective, the aircraft is frequently
used for aeromedical transport, law
enforcement, firefighting/sling work, military,
mining and exploration support and more.
We expect utility demand to remain strong in
Australia, bolstered by the resources sector.’
‘For a multi-mission capability aircraft,
the 407GX represents excellent value
and a great long term investment with
strong resale values. Good products are
always in demand and we’re excited to
be working with Bell to debut the 407GX
in Australia so our clients and potential
buyers can inspect and experience
what it is really capable of, up-close.’
The Bell 407 integrates reliability, speed,
performance and manoeuvrability with a
cabin configurable for an array of missions
and payloads. Its Rolls-Royce 250-C47B
“As a corporate
aircraft, the 407
is the smoothest
in its class”
turbine FADEC engine delivers exceptional
hot and high performance with the ability
to cruise at 133 knots (246 kph). Its
spacious cabin has five club-passenger
seats with an additional passenger seat
in the cockpit in single-pilot operations.
For added passenger comfort, the Bell
407 also provides a very quiet and smooth
ride in virtually all weather conditions.
In the new 407GX, the superior performance
of the 407 reaches a higher level. Its
Garmin G1000HTM flight deck provides
critical flight information at a glance
for greater situational awareness and
safety. In addition to offering outstanding
product features, it’s backed by Bell
helicopter’s renowned in-service support.
AIR
Eco
2000
Charles Cheesman
The cost of corrosion to the
U.S. commercial aircraft
industry for the year 1996 was
estimated at $2.225 billion.
Further, it has been stated that
corrosion costs the US military
about $20 billion each year.
What can be done to reduce this alarming
figure? What sort of things need to
be looked at, for instance, is there a
relationship between aircraft washing and
corrosion? Generally speaking, if the right
products, equipment and techniques are
used, washing an aircraft has an inverse
relationship with airframe corrosion, in
other words, frequent, correct washing of
aircraft will reduce corrosion significantly.
So what are the ‘right products’? Truck
wash is good for washing aircraft, right?
Wrong! Truck wash is typically high in
caustic soda. Caustic soda, or sodium
hydroxide, to use its chemical name, is
an extremely corrosive product, especially
to aluminium. Not only will it damage
aluminium, it is also damaging to paint and
fibreglass resins. Household cleaners are
no better either. Many dishwashing liquids
contain high levels of common salt which
again is very corrosive. Other household
cleaning products may contain bleaches
and oxidising agents which also attack
aluminium, fibreglass resin, paint and
other aircraft substrates. There are many
recorded instances of damage to aircraft
being caused by using incorrect cleaning
products. In some instances it has resulted
in the grounding of aircraft and large repair
bills to remedy the damage caused.
The only products that can safely be used
on aircraft are ones that have been tested
and conform to aircraft standards. Product
data will show if a product has been tested
and conforms to aircraft specifications.
The basic standards that need to be met
are Boeing D6-17487 Revision P and D67127 Revision M as well as AMS 1526B &
Certiﬁed Airframe Cleaner
AMS 1550B. The reason that Boeing and
AMS have two specifications is that one
is interior and one is exterior. If a product
does not conform to these specifications
as a minimum it must never be used on
an aircraft. Even the regulator (CASA)
has acknowledged that there are issues
with using non-certified cleaning products
as AWB 02-019 states: ‘The use of nonapproved cleaning agents should cease.
These agents can damage seals, rubber
components and surfaces, leading to
corrosion and possible component failures’.
Another myth that needs to be dispelled
is that of pH. Despite what is often
claimed, products with an alkaline pH
(greater than 7) are not necessarily
corrosive. Equally, products with pH close
to 7 (neutral) may be highly corrosive.
Always ask whether a product has been
tested for its effects on corrosion.
Whilst much of our attention is generally
focused on the products with which aircraft
are washed, the quality of the water used
often slips under the radar. Just because
tap water is deemed suitable for drinking,
it doesn’t mean that it is fit for aircraft
washing. Surprisingly, rain water is not
good for washing or rinsing aircraft. It is
too pure. Some minerals in the water are
desirable to assist in corrosion protection.
Military manuals specify how much mineral
content should be in water. Typically, calcium
hardness and total alkalinity need to be
significantly present in the water used.
“Surprisingly, rain
water is not good
for washing or
rinsing aircraft”
The science here is exact but perhaps
the risks of using ‘generic’ products and
standard tap water to wash is not well
enough understood. A quick phone call to a
specialist qualified to give the proper advice
will most certainly be time well spent.
PROTECT
YOUR
AIRCRAFT!
eco2000.com.au
KIWI Update – News
From
‘Aotearoa’
John Nicholson
The New Zealand aviation
industry’s heart is beating
strongly. This was evident at
the Industry Conference in
Dunedin last month, where
a positive mood was very
evident - there are successes
but also some challenges
which are being addressed.
Despite the weather forecast, a good
proportion of the industry attended the
conferences from 17 to 21 June. The
promised bad weather didn’t eventuate. It
may have been cold but the conference
venue and many welcoming ‘public places’
saw good and deep, discussion. The
industry took stock of recent achievements,
and talked about future directions.
There are challenges with cost pressures:
Airways NZ and Airports’ charges are
increasing faster than inflation. But we
are seeing new business activities and
more engagement in the collaborative
ethic that has been pushed in New
Zealand for some time now.
‘Hotspots’ are visible in a number
of areas: in developing domestic
capability, growing exports, and in the
relationship with the regulator.
For instance:
•Aviation Painting Services has the
first purpose built painting facility
for the GA industry. It is getting
a wide variety of customers.
•The replica and restoration
industry has had a real boost with
the recently completed Catalina
and Mosquito restorations.
•At least 9 companies are building
and/or operating UAVs.
•Flight GSE has developed a range of
ground support equipment specifically
for aircraft operating into small
South Pacific Island airports.
•A group of companies has developed and
manufactured a boom/spraying system
that can be used for tackling oil spills.
•Merlot.aero has developed the
world’s first fully cloud based airline
operation and management system –
Regional Express (Rex) and Skytrans
in Australia are customers.
The team that visited Indonesia in May,
talked about their experiences. This was
a great example of 14 companies acting
collaboratively and achieving a much higher
level of access than would have been
possible had they operated independently.
Considerable follow up work is underway
and one of the Indonesian companies
visited has already been to New Zealand.
In terms of the relationship with CAA,
the results of the first sector risk profile
undertaken on aviation in New Zealand
were announced at the conference.
This profile is significant because it
establishes the front end of the risk
profiling CAA applies to companies when
they undertake audits. It also provides a
serious and considered alternative when
rule making is not seen as the preferred
panacea for safety improvement.
With the amendments to CAR 137
not going to “fly” it was incumbent on
those who operate within the sector to
look at alternatives to address the ever
present risks of the agricultural aviation
environment. The sector risk profile provided
the industry and regulator with just that tool.
Working collaboratively, the industry
has been able to identify the issues and
provide solutions or treatments which
are robust, sustainable and minimise
compliance costs, while delivering
superior compliance outcomes. This
sounds like a win win solution for all –
much work still needs to be done but
it’s a real credit to all those involved,
especially in the helicopter community,
as to how this project has emerged.
There is room for real optimism in the New
Zealand aviation industry as we head into
the back half of 2013. Challenges are
being met and we are making progress.
John Nicholson is CEO of Aviation New Zealand,
a peak industry body that champions New
Zealand companies and product/service
solutions to international audiences. It
encourages the development of scale through
collaboration and connects international
customers to product and service solutions
developed in New Zealand.
The company is a wholly owned subsidiary of
the NZ Aviation Industry Association. Visit
www.aviationnz.co.nz for full company details.
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11
Helicopters in focus
From The
Helicopter Editor
Readers should note
the Australian helicopter
industry does not have RPT
operations at present.
All activities are classed as General Aviation.
The following report will show the trend to
heavier machines and a slowing of the growth
of private ownership in piston helicopters.
General Aviation Annual Report –
Helicopters Year ending 30 June 2013.
Helicopter growth rate moves ahead to
almost 10%, double the FW fleet.
The CASA regulatory reform underway is
driven by our controversial change to the
European Aviation Safety Agency (EASA)
rules modified for Australian conditions.
Unfortunately the helicopter industry will
suffer more than their aeroplane cousins
due to a significant upgrading of training
requirements and reclassification of
commercial activities and tougher compliance
standards for passenger carrying flights.
In order to predict some of the changes
occurring over the coming, we need to
look back of the FISCAL Year 2012/2013
to see where we are now – and take a
guess at the effect of new regulations;
in particular CASR61 (Aircrew training)
being effective in December 2013. Later
in 2014 we will see other significant
changes as there will be an enormous
restructuring of both operational and
training organisations to meet the new rules
associated with CASR Part 133 – Australian
Air Transport Operations – Rotorcraft.
So where are we now?
The CASA Aircraft Register at 30 June 2013,
grew over the year from 14,362 to 15,100
an increase of 738 or 5%. An improvement
over past years as this is almost twice
the growth of the GDP. In this period the
helicopter fleet grew from 1,867 to 2,047
up by 180 machines or 9.6% nudging four
times the GDP growth. In addition, the RW
fleet is 13.5% of the CASA Register. We have
excluded the 91 piston and 6 turbine engine
amateur built helicopters in this review.
Those curious about the aeroplane segment
would note the numbers increase from
12,495 to 13,050 up by 555 or is 4.4%.
In fact, the good news is the FW growth
has moved ahead from 1% which followed
the GFC. However, the FW rate of growth
is half that of the helicopter group.
During the decade from 2002 to 2012
helicopter numbers almost doubled going
from 980 to 1,867. So how long before the RW
12
doubles again in size, assuming the growth
rate maintains a 9.6% growth rate? This
figure is just under eight years. This figure
is slightly more than recent projections due
to a slowdown in the economy as political
uncertainties hamper investment in corporate
projects and the end of the mining boom.
Four new jobs every week? In theory 3.5
helicopters are added to the register every
week, as a rough guide, each helicopter
on the Register appears to create 1.3
commercial licences, an observation
hotly debated in some quarters. Some
operators complain about the lack of
aircrew; who in turn complain about a lack
of jobs. The introduction of CASR61 from
December will see a slowdown in training
as the schools restructure and retrain many
instructors for night and instrument work
– this may create a shortage of pilots.
So what has changed over the past twelve
months or so? Pistons registrations
increased from 1,253 to 1,284 an increase
of only 31 (2.5%), a marked decrease in
growth from last year which saw 14.1%
for the year. However, the piston fleet
still dominates with 1,284 helicopters or
63% of the CASA helicopter register.
As expected, the Robinson Helicopter
Company products were leading with 1,029
(50% of fleet – a marked drop from 59%).
The R22 model leads with 540; and is
followed by the R44 with 487 registered.
The increase in the R44 fleet, especially
with private owners, is following a worldwide
trend. The R44 will probably be number
one within two to three years. Trailing the
Robinsons are the Bell 47 (88); Rotorway
(51) and Hughes-Schweizer 269 at (55).
Single engine turbines showed a better
growth rate of 7.4% up from 3% as numbers
grew from 502 to 539, up by 37. Leaders
are Bell 206, including OH-58A (246) and
the AS350 (140). The Robinson R66 has
been selling well and they now total 20.
However, as the economy tightens in the
near future, this budget turbine machine
has a great potential – media and police
operations are now within their capability.
Multiengine helicopters gained a better market
share due to the increasing HEMS, emergency
services and corporate sales. Their numbers
increased from 205 to 229, up by 24 (12%),
an increase over the previous year where
the annual rate was 7.6%. It is predicted the
annual increase will have a spike around 2015
when the military will outsource pilot training
to the civilian industry. This may result in the
need for 20 military trainers. In June 2013,
the top twin registrations were: Bell 412 (33);
BK117 (31); S-76 (30), A109 (23), Eurocopter
332 (16) and AW139 (13). It is predicted the
ME numbers will double from 229 in around
six years, if the ADF contract goes ahead.
General Aviation
Task Force –
CASA Gaining A
Perspective On
Industry’s Future
In September 2011, CASA
established a General
Aviation Task Force (GATF)
to help CASA engage with
people involved in general
aviation (GA) and get
their views on how CASA
regulates general aviation.
The GATF is an important initiative
recognising significant changes and
challenges facing the GA sector. In summary,
it is about helping CASA to deliver intended
safety outcomes to the highest possible
level, without imposing unnecessary
burdens on the aviation industry.
Unfortunately, due to other highly visible
industry/regulator projects, the allocation
of CASA resources to study the future of GA
has had little media attention. It is no secret
that the aeroplane GA segment until recently
was close to being in a recession. The last
financial year indicated there has been an
increase in corporate and heavy charter
operations which is a good omen for GA.
By comparison, the helicopter industry has
been growing at a steady rate over the past
decade and the fleet is now using more twinengine machines, due to the expansion of
the energy and minerals exploration boom,
and ongoing expansion of HEMS services.
The GATF Terms of Reference state the
Director of Aviation Safety decided to
establish a GATF to look at various aspects
of existing and proposed legislation, and
the activities regulated by that legislation,
canvassing the views of industry with the
intention of gathering fresh perspectives
from those involved in regulated activities.
The task force will liaise closely with relevant
standard-setting, oversight, technical and
operational areas within CASA, to ensure
the work and work products of those areas
are fully informed by, and meaningfully
responsive to, the legitimate needs, interests
and expectations of all relevant stakeholders
in the GA sector. The GATF’s engagement
with the industry is intended to complement
and supplement CASA’s existing consultative
and outreach mechanisms, not to
supplant or supersede those activities.
At present the GATF is based in Brisbane
and is a separate CASA cost centre,
under the Director of Aviation Safety,
John McCormick. It operates under a very
experienced senior manager, Peter John,
who reports directly to the John McCormick.
So what is General Aviation?
Although the term is widely used,
“general aviation” is not defined in the
Australian civil aviation legislation. The
International Civil Aviation Organization
(ICAO) defines a general aviation operation
as ‘an aircraft operation other than a
commercial air transport operation or
an aerial work operation. Today, we
accept GA covers a wider field of activity,
including charter, aerial work, private
operations and recreational aviation.
Helicopter safety has been a problem in
Australia, and any relaxation of operational
standards is viewed with caution. ATSB
reports indicate helicopters have an
accident rate approximately twice that of
fixed wing aircraft. Overall, even though
they account for only 14 per cent of the
Australian civil fleet, helicopters were
The larger multi-crew passenger helicopters with full IFR capability will be exposed
to higher compliance standards; especially with entry qualifications for aircrew. The
controversial new CASR Part 61 specifies training which will more expensive and maybe
create a future shortage of aircrew in this expanding segment of the industry.
Helicopters In Focus
involved in about 36 per cent of all
accidents in GA in the last 10 years — and
47 per cent of all fatal accidents. It’s a
fact, unfortunately, that helicopters have
distinctly higher fatal accident rates in most
categories, so CASA must err on the side of
safety when looking at regulatory changes.
The AHIA recently stated that the helicopter
industry is different from the other aviation
players. For example, fleet size is around
14% of the CASA Register and most of
the operators are located in WA, NT and
Qld. Although there are around 800 AOC
holders, about 240 are helicopter – or
almost 30%. This confirms the observation
that helicopter companies are small in size,
generally located far away from capital
cities and regional airports. At least half
of the fleet consists of light singe piston
engine machines capable of very limited
night and IFR operations. And of course, the
helicopter industry has no RPT services.
Some draft legislation such as CASR Part
61 (Flight Crew Licensing), associated
advisory publications and Manuals of
Standards run to around 1,200 A4 pages,
beyond the comfortable rating of most
office printers. It is written in a new aviation
language (EASA rules) with hard to grasp
buzz words. However, the main complaint is
the use of a highly complex legalese writing
style with unexpected cross referencing
to vague, often non-specific standards.
For example, CASR Part 61 documentation
accepts the notion that readers are aware
of competency based standards and
Experts agree that the smaller aerial work helicopters, generally located in rural areas could be
regulated differently so as to reduce compliance, auditing and surveillance costs.
assessment. Some legislation refers to
a school training a student to a standard
based on the opinion of the instructor,
rather than the completion of a number
of hours. This problem emerged during
the issue of competency based airline
Multi-Crew Pilot Licences (MPL) several
years ago. This new programme was
used by several Australian flight training
organisations and helped produce some
of the 1,000 airline pilots trained by this
system to meet a chronic shortage of
airline pilots with overseas carriers.
On Thu 11 Jul ’13, AHIA Secretary,
Rob Rich, met with the Peter John,
Manager of CASA’s GATF in Brisbane to
open dialogue on what needs to be done
to simplify some of the EASA changes now
causing concern. Rob Rich later stated that
many of our companies are very small and
widely scattered around rural areas. Their
needs must be analysed – and contrary
to public opinion, CASA is aware that
inspections of these smaller operators are
difficult – and of course we all complain
about the mounds of publications we now
need to operate. We must look for better
efficiencies in regulatory oversight.
Maybe the AHIA - GATF project will lead the
way to make the regulation of the lighter
side of the helicopter industry simpler,
allowing more efficient and less costly
registration, airworthiness, and operational
management and other systems. But the
AHIA recognises that we all have to do
the research together, step by step – so
we get it right before draft legislation
becomes law and not after, as happened
recently with CASR Part 61 (Flight Crew
Licensing), and CASR Part 133 (Australian
Air Transport Operations – Rotorcraft).
The AHIA Secretary also indicated that
many operators felt ill equipped to comment
on the new operational standards which
are now very complex. However, the work
of the GATF is more business orientated
and seeks to reduce CASA’s “red tape”
thus appealing more to those who are
business rather than regulatory focused.
One safety researcher commented about the
reason why the New Zealand accident rate
is lower than the Australian rate. This was
noted at the Rotortech 2006 Conference
at Darling Harbour where CASA and CAA
(NZ) representatives exchanged ideas on
how best to promote a better safety culture
for rotorcraft operators. At that time the
New Zealanders considered that their
regulator provided more advisory services
rather than enforcement actions. Although
these facts may no longer be relevant, it is
something that could be discussed within
the GATF, with input from the helicopter
industry, through the AHIA if necessary.
In conclusion, CASA should be congratulated
for establishing the GATF answering directly
to the DAS of CASA, rather than intermediate
layers of senior management. It is extremely
important that industry be made more aware
of GATF developments so that the lighter end
of GA regulation can be simplified avoid overregulation and hopefully result in substantial
savings to both CASA and the industry.
Papua New Guinea – Helicopter Safari
Helicopter Safaris will be conducting the first international safari to exotic
Papua New Guinea. This unique adventure will include coastal flying, pristine
islands, coral reefs, fantastic snorkeling and fishing, local culture, WWII sites
and a Kokoda experience. We will be embarking on this 12 day expedition in
September and bookings are essential.
“…real adventures with real stories to tell….”
aw13jun10
The AHIA Board decided to accept an
offer from CASA to open dialogue on
what needs to be done to seek better
protocols in regulating the helicopter
industry for the reasons stated above.
In the past, the industry has not been
very good at studying pending EASA
legislation and providing feedback to CASA
project officers, thus allowing unpopular
legislation to become law – which was
then too late to be easily changed, as
present circumstances are proving. A very
frustrating situation for all key players.
Troy Holloway, Helibiz Safaris Australia
M: 0408 770 488
P: +61 7 4946 9422
F: +61 7 4946 9188
E: sales@helibiz.com
13
Due to the demise of the
Helicopter Association of
Australasia in 2008, there
has been little collective effort
from industry in reviewing
draft legislation, which has
been steadily flowing out
from CASA for comment.
As a result, the helicopter industry
“dropped the ball” by not providing
CASA with meaningful feedback during
the past NPRM processes. However, it
appears that a more serious problem
exists – there has been little research to
see what logistics are needed to achieve
the CASR Part 61’s transition timelines.
One major lesson learnt from similar
international programs is that you cannot
transition through existing organisations
by using two standards of training as we
have been offered by our regulator. To put
it more bluntly, you need to have an end
date of the “old” system and the start date
for the “new” system. This may require a
parallel training program where only one
standard is used by an existing school
to a legislated end or start timeline.
In fact, some are asking, “Have CASA
legislators put the cart before the horse?”
At present the AHIA’s working group is
assessing the Manual
of Standards (MoS) for
CASR Part 61 – Flight
Crew Licensing. There
are now more questions
than answers. The MoS
for CASR Part 61 (Flight
Crew Licensing) was
made available in June
2013. CASA then gave
industry eight weeks
to provide feedback,
due on Fri 2 Aug ’13.
Statement, 175 and Supplementary
Material, 21. A total of 592 pages.
Much like current CAOs which tell us how to
do things in the CARs, the new CASR Part
61 is supported by Manual of Standards
(which is what we have to review). This
document consists of; Briefing notes, 3;
MoS Instrument 13; Schedule 1, 26;
Schedule 2, 252; Schedule 3, 226;
Schedule 4, 15 and Schedule 5, 47
pages. A total 707 pages. Overall 1,299
pages was assigned to industry for
comment over 40 working days.
The following case study shows that a lot
more planning must be done to achieve
the transition scheduled to start on 4
December 2013. Following the Vietnam
War, the US Army decided to change flight
training utilising the Bell UH-1H “Huey”
helicopter. Over 7,000 “Huey” helicopters
went Vietnam and over 3,000 were lost.
90% of these were identified later as pilot
error – inadequate training. As a result
the Americans transferred from the “old”
to the “new” system in much the same
way as we are transitioning an Australian
system to the EASA model. However, they
established standards prior to striking
legislation – we are doing the opposite! So
what did they do in the planning process?
Task analysis.
What were the pilots required to do, in what
type of aircraft, and how much time was
available to achieve the end qualification?
Establish standards.
Develop syllabi, expand into MoS and
identify testing standards. Includes training
of instructors and testing officers, identifying
aircraft capabilities and simulators.
Logistics.
Capability of schools to meet new rules,
what is needed for the upgrade and are both
ground and air training facilities suitable.
Access to supervisors,
testing officers and
line instructors.
Produce training
manuals for students
and instructors, etc.
“Have CASA
legislators put
the cart before
the horse?”
This is the most
important legislation
ever offered to the
helicopter industry
as it effects training
for, and retention of,
aircrew qualifications. In particular, it will
increase costs of entry to our industry and
dramatically change the way some flying
schools operate. In the eleven week time
frame, industry was asked to review an
enormous amount of documentation. The
number of A4 pages is as follows; CASR Part
61 Legislative Instrument, 511; Explanatory
14
The Australian changes to rotary wing training will make it harder to obtain a job
as a co-pilot on an IFR multi-engine helicopter – who will pick up the tab
estimate what resources would be needed
to meet their future regulatory obligations.
School business managers are unable to
cost future courses, due to a major changes.
The introduction of competency based
training into some elements of the training
regulations has caused confusion because
now a student has to reach a standard
suitable to a testing officer with less reliance
on stated hours of flying training, etc. Almost
all of the helicopter industry is devoid of
competency based training assessment
procedures which are reasonably well
established within the aeroplane industry.
The final hiccup is that schools are to
provide an exposition of training for approval.
This means every school could have a
different method of training and would rely
upon their CASA supervisor for approval of
their exposition. Some fear that this will lead
to non-standardised training which may give
unfair commercial advantages to some.
The US army experience proved that
conducting a transition within an existing
school was extremely difficult. They
Draft parent
legislation.
Produce a draft for
checking by all parties.
This is always a very
slow step subject and
is to problems due to
misunderstandings.
simply kept “old” system students in one
organisation, and launched the “new”
with another. This resulted in two parallel
systems running during the transition period.
Unfortunately, this requires an enormous
amount of planning as the instructors
and testing officers in the “new” system
had to be recruited, trained and certified.
The main stumbling block industry will
find is the lack of instructors qualified
to teach the new night and instrument
requirements and testing officers who
can also train new system instructors.
The US experience showed that they had
to double their instructional capability to
run out the “old” program whilst running
in the “new”. In addition, lead time to
train staff for the “new” training program,
production of operational training manuals
and training aids was significant. In fact,
they were rushed to get the transition
done within a year. The choke point was
always a shortage of highly qualified
instructors and testing officers.
Maybe a lesson for us all?
“Spidertracks real-time tracking
is an extremely important part of
our operational and safety
management. Our pilots and
clients rely on spidertracks all
over Australia.”
Kim Herne - Heliwest
Issue legislation.
Programme can then
start with the allocation
of funds, etc.
It can be argued that the launch of CASR
Part 61 is being done back to front. CASA
has provided 511 pages of legislation
without any prior industry consultation.
Industry is now trying to catch up by
reviewing the 707 pages of the MoS for Part
61. As a result flying schools are unable to
Complies with Aerial Fire
Fighting requirements
aw13may08
Is CASA On Track
With The Transition
To The New
Helicopter Flight
Crew Licensing
System?
Call 1-800 461-776 or visit
www.spidertracks.com
Offshore
Operators And
New Performance
Standards
Offshore operations involve
long over water flights
using heavy multi-engine
helicopters. For decades the
British have struggled with the
performance requirements
following a number of fatal
accidents in the North Sea.
The main issue is the capability of the
helicopter to fly safely after the loss of an
engine during the landing and take-off
from an oil rig. At present most helicopters
flying below a nominated safety speed do
not have the ability to fly on one engine. As
a result, the helicopter is at risk, until the
safety speed is reached; much the same
was as a multi-engine aeroplane has to
reach a safe speed at which it can climb
away. By reducing operating weights and
using various take-off techniques the rotary
industry can minimise, but not exclude the
risk. The time spent below the safe speed is
called the “exposure time” and is usually in
seconds, not minutes. (During these short
exposures a power loss would result in the
machine descending onto the water).
If CASA requires the existing standards
to be EASA compliant, it would probably
mean doing away with the “exposure
time”. This means the helicopter must fly
away on one engine in all circumstances
– a solution which means more powerful
and expensive engines. Operators fear a
threat to their viability if new legislation
demands larger engines - with added
weight, reduced fuel and payload. This
reduces the available range. Not a
good option for the offshore world!
The current EASA based regulatory changes
are designed to push safety standards
relating to passenger carrying charter flights
towards those applicable to regular public
transport. The blurred boundary between
today’s charter and regular public transport
will become fuzzier when aerial work, charter
and RPT categories almost disappear
when the new CASR133 is introduced.
But the Part 133 issue creating the greatest
discussion is its introduction of a helicopter
code of performance, based on ICAO Annex
6 and JAR OPS 3. In this, helicopters will
be assigned categories based on their
size, passenger numbers and equipment,
and criteria which include ability to “stay
up” after an engine failure. For example,
Subpart 133.F (Performance) explains that
helicopters with fewer than nine passenger
seats will have greater obligations for
operations over “populous areas”, including
“ensuring the availability of safe forced
landing areas for the flight, or conducting the
operation in a rotorcraft with proven specific
reliability criteria and systems redundancy
over and above single-engine machines”.
“If allowed, it is
critical to the future
development of the
offshore industry”
The off-shore industry is waiting for CASA to
release their new performance standards
for the larger helicopters; in particular,
redefining the “exposure time”. If allowed,
it is critical to future development of the off
shore industry with present technology.
This may allow the tilt-rotor OEMs to
find a fertile breeding ground as oil
rigs creep further offshore beyond
the range of existing helicopters, even
with engine out concessions.
Pacific Crown’s busy production line at full capacity
Pacific Crown
Helicopters Expands
Their Spares And
Sales/Leasing
Capabilities
Our helicopter editor
asked Riaz Janif, Financial
Manager, about their
latest achievements.
Riaz told “Airwaves” Pacific Crown
Helicopters Pty Ltd was formed late 2003
and started operations in early 2004 as
a helicopter heavy maintenance facility at
Caloundra Airport, Qld. PCH’s objective was
to concentrate on maintaining Eurocopter
products; or more specifically, the EC and
AS350 series helicopters, now representing
9% of the CASA register. On 1 July 2013,
there were 151 single engine AS350 and
eleven twin engine AS355 models - a
total of 162 helicopters on the register.
Apart from normal heavy maintenance,
PCH has completed 12 refurbishments
(strip paint, interior trims, modifications
and avionics upgrades), 10 conversions
and 22 green machines (new aircraft
- paint and complete fit out). PCH has
also bought 22 helicopters, refurbished
them and then offered for sale. In
2011 PCH secured a job in in the USA.
PCH crew painted and completed an
interior fit out in Las Vegas, USA.
During our interview in early July, Riaz
said they were delivering an AS350B3e
to a customer in Melbourne. He had
purchased the machine new less final
finishing. Known as a “green machine”,
PCH has completed the paint work,
interior trim, fitment of avionics and other
modifications required by the client.
PCH’s first project commenced in January
2004 when it purchased three used
helicopters from Japan and refurbished
them to the latest standards. The first
of these machines was completed in
September 2004 with only three staff.
The second machine was the first
conversion from AS350B to AS350B2
which was completed in February 2005.
An important development took place when
the company offered sales and leasing
services to industry. At present there
are more than half a dozen Eurocopter
helicopters for sale or lease; this was
a major milestone in their growth.
The Super Puma fleet has suffered a major setback due to the recent ditching
of two EC225 helicopters in the North Sea. On 9 July 2013 EASA issued another
emergency AD requiring extensive engineering checks and imposing flight limitations
for some models. A very expensive exercise for operators and their clients.
more efficient and significantly improves
communications within each departments
and also with the customers. They are
also able to see who will be working on
their helicopter and be kept informed of
the progress of the scheduled work.
In July 2012, an increasing work load
resulted in the company moving to a larger
facility in a nearby Caloundra industrial
estate. Today PCH has twenty one staff, Riaz
proudly told “Airwaves” that the new 2,400
square metre engineering facility provides
space for workshops used for engineering,
avionics, sheet metal and composite type
projects. There are also two paint booths, an
upholstery shop and spare parts division.
Having all PCH’s products and services
under one roof makes the workflow
The spare parts division has developed into
a very capable organisation, according to
Riaz who wanted us to note the extent of
the line items. He explained that they have
over 5,000 line items in stock for Eurocopter
and Turbomecca parts on hand. Anyone can
search for parts in our data base through
their website, www.pacificcrown.com,
by going to “Search Parts Catalogue”. If
the parts are not in our database, Riaz
indicated that they can still source the parts
for the customer through the PCH network.
The company now acts as an agent for
or represents authorized dealers for
Tech-Tool Plastics, Onboard Systems,
FDC/Aerofilter, Garmin, Honeywell, Flight
Display System’s and many more.
15
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aw13aug05
Capt. Manfred Baudzus
Email: mbaudzus@sin.embraer.com
Phone: +65 6734 4321
016

Airwaves Aug 13

Transcription

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