Civil Aviation Authority

The ERA of lamenting over the African aviation "brain drain" especially to the Middle East region,was over and focus should instead be placed on increasing the capacity of the training facilities so as to meet local needs and export the rest to areas where it was needed.

This option was expressed by Dr Titus Naikuni,managing director of Kenya Airways,in his address to the recent African Aviation Training and Recruitment conference held in Nairobi,which was aimed at addressing the continents training needs and how it would affect industry growth.He also stated that there was a need for partnership between African carriers and that tangible action should be taken to address the continents airspace safety concerns.

Charles Wako,chairman of the Kenya Civil Aviation Authority (KCAA) pointed out that aviation was a key player in the tourism and agriculture industries and thus focus on training providers across the industry should be placed on enhancing their efficiency and capacity.

Richard Lubanga who represented the Director General of KCAA,noted that the need for pilots was growing and that by 2030 over 980000 pilots would be required worldwide .Thus initiatives for expansion of training facilities were required in addition to harmonization of regulatory standards.

James de Beer,training captain of A340 crews for South African Airways ,indicated how the airline had developed the national qualification framework which

set the unit standard on how to train an airline pilot from ab initio stage. He indicated how training levels and qualifications were derived,in addition to the airlines command unit standard.

The selection and recruitment of high level aviation management as undertaken in Europe ,Gulf and in Africa,was addressed by Thierry Lindanau,of Spenser Staurt Associates ,Singapore,who noted that expartiates staff should be placed on developing local expertise to yield the best results as was the case in SAA.

Aslam Khan,chairman of ALS Limited addressed theissue of the "brain drain" and capacity building by indicating how his company had lost pilots and engineers to Middle East carriers,reiterating Dr Naikunis remarks that there was need to develop capacity to train enough professionals to meet the growing demand. He also indicated that more government support was required for the planned establish –ment of an air university, a joint venture between ALS and the Kenya School of Flying.

During a tour to the Pride Centre,Kenya Airways training facility,Mbithe Anyanza,Head of Learning

and Development ,gave an overview of the centres history and courses offered which include flight crew,technical ,flight operations,ground services and commercial courses.

Samuel Zewde,VP of Ethiopian Airlines academy ,spoke on preparing African aviation centres of excellence for the thriving aviation industry and noted that,since its establishment in 1957,977 pilots and 2 828 engineers had been trained with about 30-35% being foreigners .He outlined the airlines Vision 2025 which will diversify business and expand its fleet to 116 aircraft,19000 employees while carrying an expected 13-million passengers to 92 destinations in five continents.

Zewde stressed the need to develop partnership to enhance diversity,expand training facilities

,introduce innovative methods and the alignment of syllabuses.

Tobias Lorian,of Lufthansa Technical Training ,outlined the need to establish successful partnership between between international and African training organizations noting that a partnership criteria needed to be set ,as there should be a compatible strategy,financial stability,compatible strength and mutual trust.

Ehab Abd Elwareth,general manager,Egypt Air Training Centre, outlined the profile of the centre in which US$ 100-million had been invested in over 10 years with facilities including four flight simulators and three cabin simulators.

Captain Glen Warden,manager commercial operations and external training ,Comair ,outlined how the airline had successfully achieved continous years of performance without a loss by the operational effectiveness.Its competitive strategy was different by providing internal and external solutions to ensure retention of skills. This was achieved ,he added, by the assessment of motivational factors of effective human resource management software ,quality programming ,emotional intelligence and psychometric development.

Leonard Perkins,regional sales manager of CAE,spoke on enhancing safety and efficiency to

to future technology ,and said that there would be need for 25000 new aircraft in the next 20 years of which 10% would be delivered to Africa. Therefore ,there was a need to refine multi-crew license training by focusing on technological solutions on various computer-based training methods.

Boeing To Lead Trade Mission To Morocco

Boeing has announced it will conduct a trade summit in Casablanca later this year in partnership with the Moroccan Ministry of Industry ,Trade and New Technologies.

The October 12th trade mission will introduce Boeing suppliers to Moroccan companies and encourage partnerships with the country through the Moroccan Aerospace Industries Assocation.

Boeing is already a shareholder in MATIS,a Moroccan company specializing in aerospace wiring and harness products that will celebrate its 10th anniversary of operation later this year. Boeing has also developed strong relationships with many of the 100 other aerospace –related companies in Morocco.

With its location linking Europe and Africa,Morocco has made key investments in its aerospace industry over the past five years ,guided by the National Pact for Industrial Emergence,initiated in 2009 by the Ministry of Industry ,Trade and New technologies.Earlier this year King Mohamed V1,announced the formation of the Moroccan Aerospace Institute (IMA) and the Industrial Platform of Nouasseur (mid Parc).

Article Source: http://www.articlesbase.com/flights-articles/africa-aviation-manpower-shortage-and-brain-drain-challenges-spotlighted-5217510.html

Anthony Mmeri is the Editor and Tours Director at Wings Over Africa Safaris Limited.
This is an Air Charter Company that specializes on Kenya Holiday Safaris ,Hotel Accomodation & Bookings Manda|Pate|Kiwayu & Many Other Towns on Coastal Region of Kenya,East Africa. The website has guided thousands of travelers to achieve their dream holiday. For more information and guidance, visit the site at http:// / /www.wingsoverafrica-aviation.com/index.php/services/tourist-flights.html/a>

The ERA of lamenting over the African aviation "brain drain" especially to the Middle East region,was over and focus should instead be placed on increasing the capacity of the training facilities so as to meet local needs and export the rest to areas where it was needed.

This option was expressed by Dr Titus Naikuni,managing director of Kenya Airways,in his address to the recent African Aviation Training and Recruitment conference held in Nairobi,which was aimed at addressing the continents training needs and how it would affect industry growth.He also stated that there was a need for partnership between African carriers and that tangible action should be taken to address the continents airspace safety concerns.

Charles Wako,chairman of the Kenya Civil Aviation Authority (KCAA) pointed out that aviation was a key player in the tourism and agriculture industries and thus focus on training providers across the industry should be placed on enhancing their efficiency and capacity.

Richard Lubanga who represented the Director General of KCAA,noted that the need for pilots was growing and that by 2030 over 980000 pilots would be required worldwide .Thus initiatives for expansion of training facilities were required in addition to harmonization of regulatory standards.

James de Beer,training captain of A340 crews for South African Airways ,indicated how the airline had developed the national qualification framework which

set the unit standard on how to train an airline pilot from ab initio stage. He indicated how training levels and qualifications were derived,in addition to the airlines command unit standard.

The selection and recruitment of high level aviation management as undertaken in Europe ,Gulf and in Africa,was addressed by Thierry Lindanau,of Spenser Staurt Associates ,Singapore,who noted that expartiates staff should be placed on developing local expertise to yield the best results as was the case in SAA.

Aslam Khan,chairman of ALS Limited addressed theissue of the "brain drain" and capacity building by indicating how his company had lost pilots and engineers to Middle East carriers,reiterating Dr Naikunis remarks that there was need to develop capacity to train enough professionals to meet the growing demand. He also indicated that more government support was required for the planned establish –ment of an air university, a joint venture between ALS and the Kenya School of Flying.

During a tour to the Pride Centre,Kenya Airways training facility,Mbithe Anyanza,Head of Learning

and Development ,gave an overview of the centres history and courses offered which include flight crew,technical ,flight operations,ground services and commercial courses.

Samuel Zewde,VP of Ethiopian Airlines academy ,spoke on preparing African aviation centres of excellence for the thriving aviation industry and noted that,since its establishment in 1957,977 pilots and 2 828 engineers had been trained with about 30-35% being foreigners .He outlined the airlines Vision 2025 which will diversify business and expand its fleet to 116 aircraft,19000 employees while carrying an expected 13-million passengers to 92 destinations in five continents.

Zewde stressed the need to develop partnership to enhance diversity,expand training facilities

,introduce innovative methods and the alignment of syllabuses.

Tobias Lorian,of Lufthansa Technical Training ,outlined the need to establish successful partnership between between international and African training organizations noting that a partnership criteria needed to be set ,as there should be a compatible strategy,financial stability,compatible strength and mutual trust.

Ehab Abd Elwareth,general manager,Egypt Air Training Centre, outlined the profile of the centre in which US$ 100-million had been invested in over 10 years with facilities including four flight simulators and three cabin simulators.

Captain Glen Warden,manager commercial operations and external training ,Comair ,outlined how the airline had successfully achieved continous years of performance without a loss by the operational effectiveness.Its competitive strategy was different by providing internal and external solutions to ensure retention of skills. This was achieved ,he added, by the assessment of motivational factors of effective human resource management software ,quality programming ,emotional intelligence and psychometric development.

Leonard Perkins,regional sales manager of CAE,spoke on enhancing safety and efficiency to

to future technology ,and said that there would be need for 25000 new aircraft in the next 20 years of which 10% would be delivered to Africa. Therefore ,there was a need to refine multi-crew license training by focusing on technological solutions on various computer-based training methods.

Boeing To Lead Trade Mission To Morocco

Boeing has announced it will conduct a trade summit in Casablanca later this year in partnership with the Moroccan Ministry of Industry ,Trade and New Technologies.

The October 12th trade mission will introduce Boeing suppliers to Moroccan companies and encourage partnerships with the country through the Moroccan Aerospace Industries Assocation.

Boeing is already a shareholder in MATIS,a Moroccan company specializing in aerospace wiring and harness products that will celebrate its 10th anniversary of operation later this year. Boeing has also developed strong relationships with many of the 100 other aerospace –related companies in Morocco.

With its location linking Europe and Africa,Morocco has made key investments in its aerospace industry over the past five years ,guided by the National Pact for Industrial Emergence,initiated in 2009 by the Ministry of Industry ,Trade and New technologies.Earlier this year King Mohamed V1,announced the formation of the Moroccan Aerospace Institute (IMA) and the Industrial Platform of Nouasseur (mid Parc).

Article Source: http://www.articlesbase.com/flights-articles/africa-aviation-manpower-shortage-and-brain-drain-challenges-spotlighted-5217510.html

Anthony Mmeri is the Editor and Tours Director at Wings Over Africa Safaris Limited.
This is an Air Charter Company that specializes on Kenya Holiday Safaris ,Hotel Accomodation & Bookings Manda|Pate|Kiwayu & Many Other Towns on Coastal Region of Kenya,East Africa. The website has guided thousands of travelers to achieve their dream holiday. For more information and guidance, visit the site at http:// / /www.wingsoverafrica-aviation.com/index.php/services/tourist-flights.html/a>

India has been found to be fully compliant with the international safety standards by an audit done by the Federal Aviation Administration (FAA) of the United States of America. Before permitting a foreign airline to operate in the USA, FAA of US, backed by the US legislation conducts an audit of the concerned country’s Civil Aviation Authority (CAA)/ DGCA to ensure its capability for providing safety certification and continuing oversight on its international carriers. The audit is conducted under an ‘International Aviation Safety Assessment Programme’ (IASA) and focuses on the country's ability to adhere to standards and recommended practices of International Civil Aviation Organisation (ICAO) for aircraft operations and maintenance.

Under the IASA programme, FAA in the year 1997 had conducted an audit of DGCA India and had awarded Category 1 status to India. This year, in March 2009, FAA, based on the report of an audit conducted by ICAO in October 2006, conducted a reassessment of DGCA. While the FAA’s IASA team found India to be compliant in areas of aviation legislation, operating regulations, civil aviation structure and safety oversight functions, and licensing and certification obligations, it raised concerns in the areas of adequate technical guidance for DGCA inspectors, hiring and retaining technical personnel in DGCA, establishment of an on-going surveillance programme of air operators and the resolution of identified safety issues. DGCA was required to rectify the concerns in the identified areas in a short time frame of about five months. Repercussions of non-action could have resulted in India being downgraded to Category 2 status from the Category 1, which has been held by India since 1997.

Under Category 2, no expansion/ changes to the services of Indian air carriers would have been permitted by USA and the existing operations would have been subjected to ‘heightened FAA surveillance’. Such a downgrade would not only have resulted to an economic impact to the nation but would also have been a setback to India’s image worldwide in ICAO, EU, USA and in the international aviation community. The FAA IASA team revisited DGCA on 23rd September 2009, to confirm and validate the action taken on the concerns since the audit in March 2009. The visit was also made to ascertain the information which were provided to FAA by DGCA from time to time in the previous few months on the progress made to make good the deficiencies. During the discussions, the FAA team confirmed the action taken by DGCA to make good the identified concerns of the earlier March 2009 audit. The team confirmed DGCA meeting the international standards in the area of aviation law and regulations and confirmed that the powers of Director General were well laid down in the various parts of the Aircraft Act, 1934 and Aircraft Rules, 1937 and the regulations were available to all users. In the area of CAA Structure and safety oversight functions, the team acknowledged that lack of financial resources is not a constraint for DGCA and that there has been an eight-fold increase in the annual budget for DGCA this year.

In 2009-10, DGCA has 40 crores under Plan and Rs 22 crores under non-plan. FAA was informed by DGCA that a feasibility study for establishment of Civil Aviation Authority has been commissioned and will commence in October 2009. The FAA team was shown the technical guidance, which was prepared in areas of operations, airworthiness and enforcement for the guidance and use of safety inspectors of DGCA for day-to-day functioning including the training provided to the inspectors on their use.
The availability of an increased number of flight operations inspectors on board with DGCA which now includes 14 full time Government Flight Operations Inspectors (FOI) and 18 FOIs on secondment from industry was shown to the FAA team as against the previous of only four FOIs in March 2009. It was emphasized to the team that current increased salary levels based on the 6th Pay Commission has increased the attractiveness of Government positions and retention has improved. Government has approved and revised about 560 technical positions and 150 non-technical positions in addition to existing 160 technical and 177 non-technical positions. Aggressive action plan for recruitment is under way. 72 technical officers are being hired in September – October on short term contract. Higher level of financial delegation given to the DGCA by Government of India. DGCA has inturn delegated financial powers to regional offices. DGCA now has 13 directortes as against exiting 9. Four new directorates have been added. A DGCA wide internal and external training programme has been developed. Further, a big project of IT led solutions in DGCA is in advanced stage of action. DGCA India fulfils all international standards regarding Licensing and Certification Obligations. The DGCA-wide surveillance program was shared with the team and it was emphasized that all airlines including foreign airlines are included in the surveillance programme which is under aggressive implementation.

The programme of surveillance includes Indian registered as well as aircraft taken by Indian operators on wet lease. The current programme for 2009 includes 4,327 surveillance activities, of which 2545 have been conducted till August 2009. The system for addressing deficiencies arising out of the surveillance was discussed. The team was informed of setting up of Surveillance and Enforcement Division (SMED) and the Board for Aviation Safety (BFAS) in headquarters for monthly monitoring of identified Level I deficiencies and progress of other deficiencies. 87 enforcement actions have been taken against personnel and operators. In addition to the surveillance programme, DGCA has put in a System of Quality Check of foreign flying training facilities used by Indian students for obtaining pilot licenses. DGCA officers have recently conducted an inspection of foreign flying institute in Philippines in consultation with their civil aviation authority. A system of recently introduced financial surveillance of airlines was also discussed based on the current economic slowdown and consequent pressures on the airlines. The revised Schedule VI of the Aircraft Rules 1937on Penalties was shared with the team where substantial increase in financial penalty for non-adherence to regulations has been addressed. DGCA Enforcement Policy and Procedures Manual was provided to the team which was issued on 20 May, 2009 and effective from 15 June 2009. The Manual establishes and publicizes internal deadlines for taking action, appeal actions, and monitoring compliance with enforcement decisions throughout the regions, and implements an effective internal staff process to ensure timely action. The DGCA Officers at headquarters and in the regions have been trained on the manual. Stakeholders are aware that they are subject to enforcement, and the program constitutes an effective deterrent. FAA team was suitably impressed with the amount of work accomplished by DGCA India. FAA stated that complete action and correction of concerns raised by FAA was done in the available time space which is considered rare in the history of IASA. FAA also acknowledged the commitment and support of Ministry of Civil Aviation and Government of India.

Article Source: http://www.articlesbase.com/flights-articles/how-safe-indian-aviation-industry-is-report-by-faa-1268771.html

For more information on cheap airline tickets visit AirIndiaExpress

Airlines have proposed new fare bands that would raise the price of a Calcutta-Delhi ticket to Rs 40,000 unless bought at least two days in advance, but the government has allayed fears of any "exorbitant" hike.