African Aviation Jan-Feb 2013 Issue

p01 Cover Jan-Feb v4_print 20/02/2013 13:59 Page 1

AFRICAN AVIATION

®

AFRICA’S AVIATION INDUSTRY JOURNAL

JANUARY-FEBRUARY, 2013

AFRICAN UNION

Taking a stand on aviation Etihad lifts Air Seychelles

More turmoil at SAA

American merges with US Airways

HE Dr Elham Mahmoud Ahmed Ibrahim, Commissioner for Infrastructure & Energy, African Union, Ethiopia.

p02 EgyptAir M&E New Ad_print pdf 19/02/2013 09:28 Page 1

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p04 Jet Available new Ad_print pdf 19/02/2013 09:30 Page 1

p05 Contents Edit v4_07 Contents New 20/02/2013 21:22 Page 1

AFRICAN AVIATION AFRICA’S

AV I AT I O N

INDUSTRY

JOURNAL

CONTENTS NEWS BRIEF Can Kenya Airways cope?

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PUBLISHER’S NOTE

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AIRLINES Etihad investment lifts Air Seychelles Fastjet: Less haste, more caution More turmoil at South African Airways Turkish Airlines rapidly expands in Africa Ethiopian grounds its Boeing 787s American Airlines merges with US Airways

8 10 12 14 16 18

AIRCRAFT MAINTENANCE Maintenance capacity planning MRO data migration Emirates builds GE engine overhaul shop

20 20 20

EUROPEAN UNION EU adopts ambitious aviation strategy

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AFRICAN UNION AU: Taking a stand on aviation AU and AFRICAN AVIATION to co-operate

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AVIATION SAFETY The EU Air Safety List: Annex A African operators banned from Europe The EU Safety List: Annex B – African operators restricted within the EU

K

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FORUM MRO AFRICA: How to improve safety oversight in Africa

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DRUMBEAT

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AFRICAN AIR FORCES Airbus Military C295 gains ground in Africa Air safety is still an issue Uganda may order more Sukhoi jets

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AIRPORTS World’s first Airbus A380 airport facility Heathrow: Star Alliance members to share Terminal 2

Can Kenya Airways cope?

ENYA AIRWAYS is likely to face increased challenges this year which will test the resolve of its management, staff and shareholders alike.

Unlike several other major airlines in Africa, such as EgyptAir, Ethiopian Airlines and South African Airways, which are 100% Government-owned, Kenya Airways is a publicly-listed company in Kenya, with a minority Government shareholding. It is permanently answerable to the market and its often-fickle shareholders. This has kept the airline’s management constantly on their toes.

Key issues Kenya Airways needs to address this year include its multi-billion dollar aircraft fleet investment programme, its ambitious route network expansion, the long-running trench warfare between the management and some unions, a volatile share price, g rowing competition from other airlines, how it will respond to fastjet, the new low-cost carrier, whether and when to press ahead with Jambo Jet, its proposed low-cost carrier, and a possible top management transition.

By the end of 2012 it had become apparent that the airline was under severe pressure on several fronts.

In particular, the juxtaposition of a huge capital expenditure programme with falling revenues and profitability raised the pertinent question of whether Kenya Airways was ultimately biting off more than it could chew? On the plus side, the airline has benefitted from strong and dynamic leadership for the past decade and, whatever their differences, the management and staff are both united in their determination to ensure that Kenya Airways is a safe, reliable and profitable carrier.

The airline currently flies to over 59 destinations worldwide, of which 40 are in Africa. It carries over three million passengers annually and has a fleet of over 40 aircraft. It is the only Afr ican member of the SkyTeam global airline alliance and has benefitted from having KLM Royal Dutch Airlines as one of its major shareholders. Air France ef fectively became a shareholder of Kenya Airways when it acquired KLM a few years ago. ● © COPYRIGHT 2013 – AFRICAN AVIATION JOURNAL.

42 42

PUBLISHER AND EDITOR NICK FADUGBA.

Published by AVIATION BUSINESS PUBLICATIONS AFRICAN AVIATION SERVICES LIMITED, UK. All rights are reserved worldwide.

BUSINESS DIRECTOR JEFF LING.

ALL CORRESPONDENCE SHOULD BE SENT TO : THE PUBLISHER, AFRICAN AVIATION JOURNAL, AFRICAN AVIATION SERVICES LIMITED, LION HOUSE, 80 EGRET CRESCENT, COLCHESTER, ESSEX C04 3FP, UNITED KINGDOM. TELEPHONE: + 44 1206 844288 or FAX: + 44 1206 844299.

AFRICAN AVIATION, Africa’s Aviation Industry Journal (ISSN 0960-5614) - incorporating AFRICAN AIRLINES, Africa’s Airline Industry Journal (ISSN 0960-5606) and AFRICAN AIRPORTS, Africa’s Airports & ATC Journal (ISSN 0960-5622) - is published in the United Kingdom by AFRICAN AVIATION SERVICES LIMITED. NB: Only Paid-up Subscribers Are Guaranteed Regular Copies of AFRICAN AVIATION Journal .

SUBSCRIPTIONS : ADVERTISING :

AFRICAN AVIATION Journal is provided to African Airlines, Airports, Aviation Authorities, Government Organisations and African Aviation Companies at the Reduced Annual Subscription Rate of UK£95. It is also available to Readers outside Africa by Annual Subscription: UK£138 within the UK and US$265 outside the UK. AFRICAN AVIATION - THE JOURNAL FOR AFRICA’S AVIATION DECISION-MAKERS FOR ADVERTISING OPPORTUNITIES, PLEASE CONTACT AFRICAN AVIATION JOURNAL ON: E-mail: enquiries@africanaviation.com TELEPHONE: + 44 1206 844288. FAX: + 44 1206 844299.

AFRICAN AVIATION / JANUARY-FEBRUARY 2013

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p06 'Air Finance for Africa' Conference 19/02/2013 09:31 Page 1

22ND ANNUAL AFRICAN AVIATION FINANCE & LEASING CONFERENCE

AIR FINANCE FOR AFRICA CONFERENCE & EXHIBITION Date: 26th-28th June, 2013

®

Venue: Johannesburg, South Africa

WHO SHOULD ATTEND?

Supporters Include:

This Conference will be attended by African airline CEOs, Board Members and senior management, top Government officials, Director Generals, CEOs, and senior management of African Civil Aviation Authorities (CAAs), Airports and Air Navigation Service providers, leading African banks and financial institutions, the world’s premier international aerospace banks, export credit agencies, aircraft and engine leasing companies, aviation insurance brokers and underwriters, law firms, African and international aviation organisations, aircraft maintenance, repair and overhaul (MRO) organisations, aviation suppliers and stakeholders, and aviation consultants and aircraft traders, etc.

THEME

ARE SUFFICIENT FUNDS AVAILABLE FOR THE AFRICAN AVIATION INDUSTRY? The renowned Annual African Aviation Finance & Leasing Conference on ‘Air Finance for Africa’ organised by AFRICAN AVIATION, Africa’s Aviation Industry Journal, covers the breadth and depth of the Aviation Finance and Aircraft Leasing business and once again is being organised in close cooperation with the aviation finance industry, regulators, airports and members of the African Airlines Association (AFRAA) and the Airlines Association of Southern Africa (AASA), etc.

The key objectives of the Conference include addressing the growing funding needs of the African airline industry, as well as the huge capital requirements for airport and air traffic control infrastructure and other aviation-related development projects.

Leading aircraft manufacturers, Airbus, Boeing, ATR, Bombardier and Embraer, all forecast an upswing in the demand for new commercial aircraft in Africa worth billions of US dollars.

However, important factors such as the on-going international banking crisis, changes to the Aircraft Sector Understanding (ASU) rules, new Basel III bank capital adequacy requirements, and limited access to the capital markets, have combined to reduce funding options for the African aviation industry and increase the cost of financing and export credit guarantees.

Similarly, the cost of fuel and aviation insurance continues to mount. Meanwhile, the inexorable rise in aircraft operating leasing presents major challenges for African airlines. These and many more issues will be thoroughly examined at the next African Aviation Finance & Aircraft Leasing Conference.

FOR MORE INFORMATION PLEASE COMPLETE AND RETURN THIS FORM NAME (INCLUDING TITLE): POSITION: COMPANY: EMAIL: TEL:

MOBILE:

FAX:

Please Send Me More Details About This

Please Register Me For This

22ND ANNUAL AFRICAN AVIATION FINANCE & LEASING CONFERENCE - 2013

22ND ANNUAL AFRICAN AVIATION FINANCE & LEASING CONFERENCE - 2013

CONTACT: AFRICAN AVIATION CONFERENCES Telephone: +44 1206 844288

Fax: +44 1206 844299

Email: nickfadugba@africanaviation.com

MEETING AFRICA’S AVIATION FINANCE & AIRCRAFT LEASING REQUIREMENTS

p07 Publishers Note v4_print 20/02/2013 14:55 Page 7

AFRICAN AVIATION AFRICA’S

AV I AT I O N

INDUSTRY

JOURNAL

PUBLISHER’S NOTE

Saving South African Airways

A

CTION URGENTLY needs to be taken to rescue South African Airways (SAA) from its current plight before irreparable damage is done to Africa’s largest airline, which has a rich heritage of operational and technical excellence. As the sole shareholder of the airline, the Government of South Africa needs to face reality and take responsibility. To survive and prosper, SAA needs strong leadership, a clear vision, a sound business plan, a healthy balance sheet and zero political interference. On the other hand, it is unreasonable and unacceptable for an airline to willingly accept Government bailouts and then resist being held accountable.

Nico Bezuidenhout, SAA’s latest Acting Chief Executive Officer, says the airline is likely to make further losses this financial year. It made a loss of R1.3 billion (South African Rands) in the year up to 31 March, 2012.

Bezuidenhout says that for SAA to remain a going concern it needs more capital either in the form of another injection from the state or as loans. He adds that the airline cannot be turned around successfully before it acquires a new f leet of fuel-efficient aircraft which it cannot afford. A conundum, indeed. The executive team set up by the Government last October to devise a turnaround strategy is apparently drawing up a 20-year plan. A five-year plan would be more practical.

Malusi Gigaba, South Africa’s Minister of Public Enterprises, does not mince words in expressing the Government’s exasperation with SAA. “Given the difficult environment, a prudent shareholder is compelled to ask whether SAA, our national airline, responded adequately and timeously to these challenges. In truth, SAA performed below reasonable expectations. Its response to the deteriorating climate was both slow and inadequate. The airline’s liquidity position has declined significantly over the past two years.

The liquidity challenges resulting from the cash burn also undermined the status of SAA as a going concern. Significantly, in the year to 31 March, 2012, SAA achieved only 13 out of the 29 key performance indicators (KPI) previously agreed. It is disconcerting that of those targets not met, the majority of them related to the key performance area of financial value creation. In plain terms, it means that SAA not only failed to create value, but destroyed it.” The airline reportedly “destroyed” R12 billion in capital during the past decade – R9 billion from hedging losses and R3 billion from operational losses. However, it would be unjust for the Government of South Africa to place the blame entirely on SAA. What is crystal clear is that successive management teams and turnaround strategies have failed to yield positive results at SAA during the past couple of decades. It thus behoves the Government to think outside the box and put the issue of privatisation firmly on the table. A privatised SAA seems to be the most sensible way forward to safeguard the airline’s future. ●

NICK FADUGBA CEO, AFRICAN AVIATION & FORMER SECRETARY GENERAL AFRICAN AIRLINES ASSOCIATION (AFRAA)

nickfadugba@africanaviation.com ® AFRICAN AVIATION AFRICAN AVIATION / JANUARY-FEBRUARY 2013

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p08 Airlines Etihad Edit v4_16 Airlines Edit 20/02/2013 14:56 Page 8

AIRLINES

President James Michel of the Seychelles inspected Air Seychelles’ new A330 when it arrived.

Etihad investment lifts Air Seychelles

B

ARELY ONE year after Etihad Airways, the national carrier of the United Arab Emirates, bought a 40% equity stake in Air Seychelles for US$20 million, the national airline of the Indian Ocean island state has seen a dramatic improvement in its for tunes. Air Seychelles has just taken delivery of a second new Airbus A330-200 aircraft and embarked on a signif icant expansion of its international schedule which includes new services to Hong Kong and increased frequencies to Abu Dhabi, South Africa and Mauritius.

In addition, Air Seychelles has signed a code-share agreement with airberlin, Europe’s seventh largest airline, allowing customers from each of the two carriers to fly seamlessly between Germany and Seychelles via Abu Dhabi. The two airlines are both members of the Etihad strategic equity alliance, along with Aer Lingus, Ireland, and Virgin Australia.

The new code-share arrangement will give European travellers immediate access to a total of 38 flights a week to the Seychelles from four Ger man hubs – Berlin, Dusseldorf, Frankfurt and Munich – on the combined airberlin, Air Seychelles and Etihad Air ways network. The total number of flights between Germany and the Seychelles will increase to 54 a week when the new Etihad and Air Seychelles schedules take effect from 24 March this year.

Cramer Ball, who was appointed Chief Executive Of f icer of Air Seychelles following the investment

by Etihad explains: “The partnership with our shareholder Etihad is driving new growth as we capitalise not only on economies of scale, but 8

also on our relationships with other airlines. We can work together to identify par tners which will optimally expand our airline’s reach across the globe, airberlin being a prime example.”

He adds that in the early days of the airline’s restructuring programme, it had to take some difficult decisions, reducing headcount and operations to

Cramer Ball, CEO, Air Seychelles. more efficient and sustainable levels.

“Now that we have established a sound basis, we are committed to investing in our people so that we can build a truly world-class airline. We are now moving forward positively as a business.” He adds: “The scale of the task in turning around this company has been signif icant. There is a fantastic business here based on enthusiastic and committed people, but it needed a more effective commercial focus.

Working together, we have been able to bring that new focus to bear.”

The Air Seychelles management

team is confident that the airline achieved profitability for the financial year to 31 December, 2012, marking a major turnaround after several years of heavy losses. “We are not just seeing more passengers, but we are seeing higher yields on all our routes,” says Ball. “Our costs are falling quickly, as new efficiencies come into play, and we are now running ahead of our budget in our cost-cutting programme.”

Ball says that the positive impact of co-operation with Etihad and the Seychelles Government is really star ting to be felt. As par t of its investment in the airline, Etihad has a five-year management contract. Ball was seconded to Air Seychelles as CEO from Etihad where he was the airline’s Regional General Manager, Asia Pacific and Australasia.

“The Seychelles needs a national carrier which can support the growing number of travellers to the archipelago, not just from our historical markets in Europe, but also the powerful emerging ones,” says Ball. “ We see Hong Kong as a significant driver for future tourism in the Seychelles, so we are positioning Air Seychelles to seize the opportunity and support this vital market. Furthermore, Hong Kong is a potential gateway to expand the airline’s reach within the region, with convenient connections to more than 30 destinations across mainland China, Japan and Australasia.

Air Seychelles was established in 1978 and began long-haul services in 1983. In addition to its international services, the airline also provides more than 160 domestic scheduled f lights a week throughout the archipelago, as well as domestic charter services. ●

AFRICAN AVIATION / JANUARY-FEBRUARY 2013

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AFRICAN AVIATION / JANUARY-FEBRUARY 2013

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p10 Fastjet Edit v3_16 Airlines Edit 20/02/2013 15:01 Page 2

fastjet is in dispute with Fly540 and is now talking to Jetlink.

fastjet: Less haste, more caution

A

FTER MUCH pre-launch fanfare, fastjet, the new lowcost carrier in Africa backed by Stelios Haji-Ioannou, founder of easyJet airline, Europe, commenced services in Tanzania in November last year and promptly got embroiled in some unseemly legal and financial disputes. If the contractual problems are not sorted out soon then more damage could be done to the airline’s business plan and market credibility.

Realising the potential damage to its reputation, fastjet quickly hired a leading public relations company in the UK to help regain the initiative.

This may or may not yield the desired results.

Despite the airline’s teething problems, fastjet should benefit from the considerable experience of its top management team, from the expertise of its minority shareholder Stelios, and from the undeniable attraction of its pan-African airline business model. A cr itical factor which could determine the success of fastjet is the manner in which the airline handles the business, political and regulator y challenges it will encounter in Afr ica. The airline would do well to avoid the temptation of hubris, which will not go down well in the markets it wishes to enter in Africa. If anything, empathy should be its watchword.

Almost before the ink had time to dry on the contract, fastjet fell out with its erstwhile partner, Five Forty Aviation, Kenya, headed by Chief Executive, Don Smith. In a public statement, Five Forty Aviation said it had withdrawn with immediate effect the licences it had granted to Lonrho Aviation to use the Fly540 brand.

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But, according to fastjet, following its earlier agreement with Smith, it is the sole owner of the Fly540 brand.

It said: “David Lenigas, Chairman of fastjet and Chairman of Five Forty Aviation Limited, conf ir ms that fastjet is the sole owner of the 540 brand, including Fly540 Kenya, which it acquired through its acquisition of Lonrho Aviation in July, 2012.”

Ed Winter, CEO, fastjet.

In his response, Smith said: “As all the conditions of the acquisition were not met, fastjet did not gain a 99% economic interest in Five For ty Aviation and the latter remains majority owned by 530 Investments Ltd (the investment vehicle of Don Smith) based in Nairobi.” Smith insisted that fastjet must stop using the Fly540 brand.

Lenigas contends that London Stock Exchange’s AIM listed fastjet, which was for merly known as

Rubicon Diversified Investments Plc, acquired Lonrho Aviation in 2012, thus gaining control of assets and liabilities of the company in Tanzania, Angola, Kenya and Ghana.

It appears that the lawyers for both parties will have a field day sorting out this unnecessary situation. In hindsight, perhaps fastjet should have exercised less haste and more caution in enter ing the Afr ican airline market.

With the business contract between fastjet and Five For ty Aviation seemingly in tatters, fastjet has signed a Memorandum of Understanding with Kenyan airline, Jetlink, under which both parties are working together to create a joint venture which will provide a platform for the launch of the fastjet brand in Kenya. Jetlink, owned by Chief Executive Captain Elly Aluvale and Captain Kiren Patel, was set up in 2004 and has traff ic rights to all domestic destinations in Kenya. Its operations were temporar ily suspended in November last year whilst the company was restructured.

Meanwhile, fastjet said its passenger numbers in January this year, its second month of operations, were up considerably. “Having established our reputation for total reliability on Tanzanian domestic routes, we will soon be looking to of fer f lights to inter national destinations such as Johannesburg, South Africa, and Entebbe, Uganda,” said Chief Executive, Ed Winter. No decision has yet been taken by the South African regulatory authorities in respect of fastjet’s offer to buy the operating licence of the grounded lowcost carrier, 1time. ●

AFRICAN AVIATION / JANUARY-FEBRUARY 2013

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p12 SAA Airlines Edit v4_16 Nigeria Edit 19/02/2013 09:40 Page 12

AIRLINES

Vuyisile Kona, the suspended Acting CEO, SAA.

Siza Mzimela, former CEO, South African Airways.

Malusi Gigaba, Minister of Public Enterprises, South Africa.

More turmoil at SAA South African Airways, the continent’s largest carrier, has been plagued by financial and leadership problems for some time.

Meanwhile, it is losing market share to competitors.

T

HE BOARD of Directors of South African Airways (SAA) has announced that after careful consideration of recent developments it has decided to place the airline’s Acting CEO, Vuyisile Kona, who was appointed in October, 2012, on “precautionary suspension.” The Board said this action was based on certain allegations that have come to the attention of the Board, in respect of which the Board has a fiduciary duty to investigate. The suspension was effective from 11 February, 2013.

It must be stressed, said the Board, that it has not come to any conclusion as to the veracity or otherwise of these allegations. On his part, Kona said he would not resign until the Board’s allegations were proven.

Meanwhile, the Board has embarked on a process to recruit a permanent CEO. Applications have been received, and the Board is now in the process of evaluation. The Board said it is confident that this process will be completed by 31 March, 2013, at which time recommendations will be presented to the Minister of Public Enterprises, Malusi Gigaba. In the interim, the Board has requested the CEO of Mango, Nico Bezuidenhout, to oversee the SAA Group’s operations.

In another development, Acting SAA Chairperson, Dudu Myeni, met the airline's management teams and union representatives to share with them the progress that is being made by the Group as it works closely with the shareholder to deliver a winning long-term strategy for the airline.

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She was accompanied to the meetings

by Bezuidenhout.

In the meetings, Myeni thanked the staff for the good work that they were doing despite the difficult industry operating conditions, characterised by heightening competition and rising fuel prices. According to SAA, she infor med the staf f of the "solid progress" that is being made to come up with a viable long-term strategy for the Group, encompassing both operational and human resources imperatives.

Leadership "The Board’s decision to ask Nico to oversee the business in the interim was informed by the need to allow for business continuity and at the same time to ensure that there is optimal understanding and appreciation of SAA’s commercial challenges within the top leadership of the airline during this transitional period. Nico is a very experienced colleague and airline executive, having been appointed CEO of Mango in 2006. We are very pleased that he agreed to oversee operations and we have every confidence that he will, together with all stakeholders, provide the necessar y leadership dur ing this period," she said.

It will be recalled that SAA’s former CEO, Siza Mzimela, tendered her resignation to the newly-appointed Chairperson of the Board of Directors, Vuyisile Kona at the airline’s head office, Airways Park in Johannesburg

on 8 October, 2012. The resignation was accepted by the Board and the airline’s sole shareholder, the Government of South Africa, was duly informed. She had been with the airline for approximately three years as its CEO, prior to which she was CEO of sister company, SA Express.

The previous Board Chairperson, Cher yl Carolus, and other Board Members also resigned.

SAA accepted Siza’s resignation but indicated that it would only become effective after at least two weeks. This was intended to allow for a seamless hand-over process and business continuity. The Board said that its immediate focus would be on the completion of a new business approach which, amongst other elements, was intended to ensure that the airline is compliant with the conditions that attach to the guarantee issued to SAA by the Government. In the interim, all operational decisions relating to the day-to-day running of the airline were vested in the chairperson, Vuyisile Kona, who was simultaneously appointed Acting CEO. Two other General Managers, Theunis Potgieter and Sandra Coetzee also tendered their resignations.

SAA assured its customers that these developments would not affect the airline’s business as all of its operations remained intact. It said that the company has different layers of management with strategic and operational competencies and for that reason the airline has no doubt that (Continued on page 16)

AFRICAN AVIATION / JANUARY-FEBRUARY 2013

p13 Ethiopian Academy New Ad_print pdf 19/02/2013 09:33 Page 1

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p14 Turkish Airlines Edit v4_16 Airlines Edit 19/02/2013 09:40 Page 14

GEOGRAPHICAL ADVANTAGE

The vast majority of Turkish Airline’s destinations are within narrow-body aircraft range.

Turkish Airlines rapidly expands in Africa Turkish Airlines has embarked on a rapid expansion of its route network to Africa and is now investing in a new national carrier in Niger.

T

URKISH AIRLINES’ decision to target the African market is already yielding results. The airline now f lies to 34 Afr ican destinations, more than any other international carrier, and it is going a step fur ther by par tner ing the Government of Niger to create a new national carrier for the West African state based in Niamey. .

Niger Airways, 51% owned by the Gover nment and 49% owned by

Turkish Airlines, will replace Air Niger the former national carrier which was closed down in 1985 due to heavy debts. The Government is keen to have a national airline that will boost passenger and cargo traffic and stimulate the economy. Turkish will benefit from access to Niger Airways’ domestic and regional traffic rights which will feed traffic into its own route network.

Turkish Airlines commenced thrice-

A ceremony was held in Yaounde to officially launch the new service.

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weekly ser vices from Istanbul to Libreville, Gabon, via Douala, Cameroon, in January this year. This followed the addition of two cities in Cameroon, Yaounde and Doula in December last year.

In 2012, the airline’s number of passengers exceeded 39 million, which was the target for 2013.

Passenger load factor (seats occupied) grew to 75.9%, a 3.3% increase over the previous year. The airline has a f leet of over 185 aircraft, f lies to almost 200 scheduled destinations, has sales revenues in excess of US$7.7 billion and employs over 30,000 staff, including subsidiaries.

According to Turkish, it intends to further exploit the market potential that is inherent in Istanbul’s strategic location on the ‘Asia-EuropeAfrica corridor.’ The flag-carrier was founded in Ankara on 20 May, 1933, and today 50.9% of its shares are publicly held, while the rest are stateowned.

The airline began its cur rent expansion in 2003 and the investment is showing real retur ns with increasing passenger numbers, a large global route network and steady (Continued on page 16)

AFRICAN AVIATION / JANUARY-FEBRUARY 2013

p15 Air Algerie New Ad_print pdf 19/02/2013 09:38 Page 1

p16 Ethiopian Airlines Edit v3_16 Airlines Edit 19/02/2013 09:44 Page 1

AIRLINES

TURMOIL AT SAA (Continued from page 12)

Ethiopian grounds its 787s

F

OLLOWING THE directive of the United States Federal Aviation Administration (FAA), Ethiopian Airlines temporarily pulled its four Boeing 787 Dreamliners out of service for precautionary inspection on Thursday, 17 January, 2013. The US FAA issued a directive on 16 Januar y, 2013, that mandated operators to per for m special inspection requirements on the Dreamliner airplane battery system in accordance with a method approved by it. This directive was issued following recent incidents that occurred on Dreamliner airplanes operated by two other airlines.

Safety According to Ethiopian, its Dreamliners had not encountered the type of problems such as those experienced by the other operators.

However, as a precautionary measure and in line with its commitment of putting safety above all else, Ethiopian decided to g round its Dreamliners from operation and per for m the special inspection requirements mandated by the US FAA. The airline has been operating the Dreamliner since mid-August last year. In addition, the Ethiopian Dreamliners have been performing well in their f ive months ser vice logging a record length of non-stop flights. It has also had a record high daily aircraft utilization in the airline industry. Since it first received the Dreamliner, Ethiopian has logged 5,560 f light hours with an average daily aircraft utilization of 14 hours.

Ethiopian is working closely with US manufacturer Boeing to comply with the FAA-approved special inspection procedure on the battery system and perform the maintenance as per the directive. The airline aims to return the Dreamliners to service 16

as soon as possible, after full compliance with the new procedure.

Ethiopian Airlines recently announced that it had successfully integrated its four 787 Dreamliner aircraft into its fleet. It was the first African carrier and the third airline in the world to own and operate the Dreamliner. The Dreamliners were deployed on Ethiopian’s scheduled flights to Johannesburg, Washington, DC, Toronto, Frankfur t, Beijing, Lusaka and Harare, alternating with Ethiopian’s Boeing 777-200LR. In fact, Ethiopian Airlines is the only carrier in the world, which has reached the design range capabilities of the Dreamliner by f lying the aircraft from Washington DC to Addis Ababa (11,500 km), which is the longest non-stop commercial service in record for the fleet.

"We are pleased with the performance of our Dreamliners. It is a highly capable and safe aircraft, which has enabled Ethiopian to enhance its service. The feedback from our passengers has been overwhelmingly positive and in some instances contributed to higher than expected passenger load factors on routes it has been deployed," said Tewolde Gebremar iam, CEO of Ethiopian. "However, like any new technology aircraft enter ing into service, it is normal to encounter some minor bugs here and there, which are causing some technical delays in departures as extra time is needed to correct them," he added.

Ethiopian was due to receive its fifth Dreamliner in March, 2013, with the remaining five due to be phasedin in 2014. However, this schedule is likely to be changed.

Ethiopian Airlines, the fastest growing airline in Africa, made its maiden international flight to Cairo in 1946 and now provides services to 70 international destinations spanning four continents. ●

as a collective, those Executive Managers would continue to give SAA the necessary guidance and provide the required leadership.

The airline said it viewed these resignations as a turbulence of a temporary nature which must not be allowed to af fect its ability to discharge its core function in a responsible and prudent manner.

“SAA is a resilient company that has the ability to weather the storms,” it said.

SAA wished Mzimela well in her future endeavours and thanked her for all the hard work, dedication and commitment she had shown towards the airline.

“She has made a contribution which her successors will certainly build on,” it said.

SAA is the largest carrier in Africa, serving 26 destinations across the continent, as well as major destinations within South Africa and internationally from its Johannesburg hub. It is a member of the largest international airline network, Star Alliance.

SAA’s core business is the provision of passenger airline and cargo transpor t ser vices together with related services, which are provided through SAA and its four wholly owned subsidiaries: SAA Technical; Mango, its low cost-carrier; Air Chefs, the catering entity of SAA and South African Travel Centre (SATC). ●

TURKISH AIRLINES (Continued from page 14) prof itability. It joined the Star Alliance in 2008.

Turkish Airlines’ current route network and weekly frequencies to Africa are as follows: Abidjan (4), Accra (7), Addis Ababa (7), Alexandria (4), Algiers (7), Benghazi (10), Cairo (17), Cape Town (7), Casablanca (7), Dakar (3), Dar es Salaam (5), Djibouti (3), Douala (4), Entebbe (5), Hurghada (3), Johannesburg (7), Kigali (5), Kinshasa (5), Khartoum (7), Kilimanjaro (5), Lagos (7), Libreville (3), Misrata (7), Moghadishu (3), Mombasa (5), Nairobi (7), Niamey (3), Nouakchott (3), Ouagadougou (3), Sebha (3), Sharm el Sheilk (4), Tripoli (14), Tunis (10), and Yaounde (4). It also plans to add Abuja, Asmara, Aswan, Bamako, Juba, Kano, Luxor, Ndjamena, Luanda and Oran to its network. ●

AFRICAN AVIATION / JANUARY-FEBRUARY 2013

p17 Turkish Airlines New Ad_print pdf 19/02/2013 09:53 Page 1

p18-19 American Airlines Edit v5_16 Nigeria Edit 20/02/2013 15:03 Page 18

AIRLINES

US Airways is effectively taking over American which filed for bankruptcy in 2011.

Thomas Horton, out-going Chairman, President & CEO, American Airlines.

American Airlines merges with US Airways As African airlines dilly-dally over joint ventures, the world’s biggest players, such as American Airlines and US Airways, are busy improving their chances of long-term success through mergers.

A

MR CORPORATION, the parent company of American Airlines and US Airways Group have unanimously approved a definitive merger agreement under which the companies will combine to create a leading global carrier which will have an implied combined equity value of approximately US$11 billion based on the price of US Airways’ stock as of February 13, 2013.

The new entity will operate under the American Airlines name, one of the most recognized brands in the world. The two parties say that the merger will offer benefits to their customers, communities, employees, investors, and creditors. Customers will have access to more choices and increased service across the combined company’s larger worldwide network and through an enhanced oneworld Alliance, of which American Airlines is a founding member.

The transaction is expected to generate more than US$1 billion in annual net synergies in 2015, including US$900 million in network revenue synergies, resulting predominantly from increased passenger traffic, taking advantage of the combined car r ier ’s improved schedule and connectivity, an improved mix of high-yield business, and the redeployment of the combined f leet to better match capacity to customer demand.

Estimated cost synergies of US$150 million are net of the impact of the new labour combined contracts at American Airlines and US Airways.

The companies expect one-time 18

transition costs for the merger of approximately US$1.2 billion, spread over the next three years.

With firm orders for more than 600 new mainline aircraft, the combined airline will have one of the most modern and efficient f leets in the industry, and a solid foundation for

continued investment in technology, products, and services.

Thomas Hor ton, Chair man, President and Chief Executive Officer of American Airlines, will serve as Chairman of the combined airline’s Board of Directors through its first annual meeting of shareholders, and will also ser ve as the combined airline’s representative to the oneworld Alliance, of which he is currently chairman, and International Air Transport Association, for the same duration.

Doug Parker, Chairman and CEO of US Air ways, will ser ve as Chief Executive Officer and a member of the

Board of Directors. Parker will assume the additional position of Chairman of the Board following the conclusion of Horton’s service.

The Board of Directors will initially be made up of twelve members. The Board will be compr ised of three American Airlines representatives, including Horton, four US Airways representatives, including Parker, and five AMR creditor representatives.

Under the ter ms of the merger agreement, US Airways stockholders will receive one share of common stock of the combined airline for each share of US Airways common stock then held. The aggregate number of shares of common stock of the combined airline issuable to holders of US Air ways equity instr uments (including stockholders, holders of conver tible notes, optionees and holders of restricted stock units) will represent 28% of the diluted equity of the combined airline.

The remaining 72% diluted equity ownership of the combined airline will be issuable to stakeholders of AMR and its debtor subsidiaries that filed for relief under Chapter 11 (the “Debtors”), American’s labour unions, and current AMR employees.

The merger is to be effected in line with a plan of reorganization (the “Plan”) for the Debtors in their cur rently pending cases under Chapter 11 of the United States Bankruptcy Code in the United States Bankruptcy Court for the Southern District of New York. The Plan is subject to conf ir mation and consummation in accordance with the

AFRICAN AVIATION / JANUARY-FEBRUARY 2013

p18-19 American Airlines Edit v5_16 Nigeria Edit 20/02/2013 15:04 Page 19

AIRLINES

Doug Parker, American’s new boss and out-going Chairman & CEO, US Airways. requirements of the Bankruptcy Code.

In connection with the merger agreement, AMR has entered into a suppor t ag reement with cer tain unsecured creditors holding approximately US$1.2 billion of prepetition unsecured claims against the Debtors.

The combined airline will offer more than 6,700 daily f lights to 336 destinations in 56 countries and is expected to maintain all hubs currently served by American Airlines and US Airways, resulting in more travel options for customers.

Both airlines expect that the regional carriers they own – AMR Corporation’s Amer ican Eagle and US Airways’ Piedmont and PSA – will continue to operate as distinct entities, providing seamless service to the combined airline. The company will be headquartered in Dallas-Fort Worth and will maintain a signif icant corporate and operational presence in Phoenix.

“The combination of American and US Air ways br ings together two highly complementary networks with access to the best destinations around the globe and gives us a strong platform to provide our customers the most connected, comfortable travel experience available,” said Horton.

“After months of exhaustive analysis and a thorough review of all alternatives, we concluded that this merger is the best outcome for our company, deliver ing not only the g reatest value for our f inancial stakeholders, but also positioning us well for sustainable success over the long term. “ This merger provides enhanced potential for full recovery for our creditors. In addition, I am pleased

As part of American, US Airways will leave the Star Alliance for oneworld. that we were able to obtain the support of a sizable portion of our unsecured creditors. It is unusual in Chapter 11 cases – and unprecedented in recent airline restructurings – for shareholders to receive meaningful recoveries.”

Doug Parker said, “The combined airline will have the scale, breadth and capabilities to compete more effectively and profitably in the global marketplace.”

Among other things, the combined airline is expected to:

● Provide the most service across the East Coast and Central regions of the US, including the East Coast shuttle, enhancing the combined carrier’s competitive position ● Expand its presence and further strengthen the network in the Western US ● Bolster American’s industry-leading position in Latin America and the Caribbean ● Enhance connectivity within the oneworld Alliance – including joint businesses with British Airways and Iberia across the Atlantic and with Japan Airlines and Qantas across the Pacific – creating more options for travel and benefits both domestically and internationally ● Serve 21 destinations in Europe and the Middle East ● Maintain cur rent hubs of both American Airlines and US Airways, resulting in more choices for customers ● Improve traffic f lows through the

AFRICAN AVIATION / JANUARY-FEBRUARY 2013

existing hubs of both carriers ● Expand service from those hubs to offer increased service to existing markets and service to new cities In addition, American Airlines’ landmark agreements with Airbus and Boeing, designed to transform the American Airlines fleet over the next four years, will solidify the combined airline’s f leet plan into the next decade. The combined airline is planning to take delivery of more than 600 new aircraft, including 517 narrow-body aircraft and 90 widebody inter-national aircraft, most of which will be equipped with advanced inseat inf light entertainment systems.

American Airlines stakeholders and US Air ways shareholders are expected to benefit from the significant upside potential of the new combined airline, which is expected to have approximately US$40 billion in revenues based upon the combination of each company’s projected 2013 performance. oneworld, one of the three global airline alliances, welcomed the decision by American Airlines and US Airways to merge, especially as the combined airline will maintain the American Airlines name – and oneworld membership. oneworld CEO, Bruce Ashby said: "A bigger and stronger American Airlines will be good for oneworld. US Airways will add valuable coverage to the oneworld network, par ticularly within the USA , as well as strengthening customer choice and convenience for all our members worldwide.

"We look forward to welcoming our new customers from US Airways on board the world's premier alliance." ● 19

p20 Air Maintenance Edit v2_16 Airlines Edit 19/02/2013 09:55 Page 20

AIRCRAFT MAINTENANCE

Maintenance capacity planning

T

HE GOAL of aircraf t maintenance capacity planning is to provide the best possible combination of factors to deliver an acceptable ser vice level in a cost-effective manner, says Sofema Aviation Services based in Sof ia, Bulgar ia. Aircraf t maintenance capacity planning comprises all the functions related to the preparation of the engineer ing or work order together with the associated material or purchase requisition.

To deliver ef fective aircraf t maintenance capacity planning it is necessary to ensure that all technical information is available. Manpower planning considerations typically include standard times which are based on the organization factor. For example, Maintenance Planning Document (MPD) times 1.5 or 2.0.

All data needed should be available prior to scheduling and releasing the work order.

It should be clearly understood that good planning is a prerequisite for sound scheduling. Star t by determining the job content, then follow up with a detailed work plan.

This normally entails identifying and recording the sequence of all the activities contained within the job, together with establishing the best methods and procedures to accomplish the job.

Follow this step-by-step guide to deliver effective aircraft maintenance capacity planning: 11) Establish manpower requirement for the job or series of jobs which are being analyzed.

12) Plan and order all par ts and materials to ensure no bottlenecks are created.

13) As in item 2 above plan and order as required tooling and equipment again to ensure there are no bottle-necks introduced.

14) It is essential for an ef f icient to ensure the operation management of competency for the staff performing the tasks.

15) As a good practice it is worthwhile at this point to review any safety procedures involved in the process.

16) Now is the time to set or adjust any priorities applicable to the maintenance work.

17) This is the point to involve the accounting process and assign cost accounts, if in fact this is a valid consideration.

18) Now it is appropriate to complete the work order.

19) It is worthwhile to review any over-runs or backlog and develop plans for controlling it.

10) Whilst per for ming item 9 it is appropriate to manage oversight metr ics for any ongoing determinations. ●

MRO data migration

T

HE TASK of data migration to an MRO system may appear to be daunting, with data residing in different locations both as software data and in paper form, this alone being enough of a reason to delay and defer. However, this task is, like many, achievable in stages with exter nal suppor t available when needed, says Sofema Aviation Services.

Substantial improvement to organisation ef f iciencies can be achieved with the simplif ication achieved after moving MRO data from Access and Excel to an MRO system delivering an improved confidence in Planning, Configuration Management and Inventory holdings.

Without a modern maintenance repair organisation (MRO) software solution, the task of managing the aircraft maintenance programmes, components and all required service bulletins and directives, can become both labour intensive and costly.

Implementation of an ef fective 20

MRO software solution may also be the key to generating eff iciencies across the entire business, by facilitating a reduction in staffing costs, whilst at the same time delivering an improvement in the effectiveness of process and procedure within the maintenance environment.

A sur vey car r ied out in 2010 showed that a significant number of Easter n European and Commonwealth of Independent States (CIS) airlines and MROs are cur rently using in-house developed solutions to manage the aircraft maintenance environment. Data mig ration t o an MRO system may be the key to real benefits.

It is not uncommon to find that complex Excel and Access solutions have been developed to handle all the various tasks associated with the management of maintenance requirements. Moving MRO data from Access and Excel may become a significant challenge but this should not be a deterrent. ●

Emirates builds GE engine overhaul shop

E

MIRATES HAS selected Khansaheb Civil Engineering to build its engine overhaul shop, a 225,000 square foot engine maintenance facility for maintaining the General Electr ic GE90 and GP7200 engines. Slated to be the most technologically-advanced engine overhaul shop in the region, the facility will service the engines of the cur rent Emirates f leet of nearly 150 Boeing 777s and Airbus 380s, as well as the 138 of these aircraft types on order.

Presently under construction and scheduled to be operational in the second quarter of 2014, the engine overhaul shop will provide Emirates with the maintenance capabilities needed to assure continued safe operation of the engines powering the majority of the Emirates fleet.

Managed by General Electric International (GE), Inc. and designed by US-based Burns and McDonnell Corporation, the facility is valued at US$100 million and will support the maintenance of up to 300 engines per year.

Emirates partner, GE, will oversee the design and construction of the shop, utilising the most advanced technology, equipment and industr y best practices in managing engine repairs.

“Our new engine overhaul shop will expand our ability to maintain and repair the engines powering our Boeing 777 and Airbus A380 aircraft. With the rapid expansion of Emirates over the past few years and further rigorous expansion scheduled, Emirates needed a way to better control maintenance costs while assuring safe and efficient operation of our f leet,” said Ali Mubarak Al Sor r i, Emirates Executive Vice President, Chairman’s Of f ice, Facilities, Constr uction and Design, Procurement Management and Procurement and Logistics NonAircraft.

“With the selection of Khansaheb Civil Engineering, a professional organisation based in the UAE, plus the expected Emiratis hired for positions at the new facility, the Emirates Engine Overhaul Shop will benefit all parties involved.” ●

AFRICAN AVIATION / JANUARY-FEBRUARY 2013

p21 CFM Rpt Ad_print pdf 19/02/2013 10:09 Page 1

p22 European Union Edit v4_16 Nigeria Edit 21/02/2013 09:54 Page 22

EUROPEAN UNION

Siim Kallas, the European Commissioner for Transport. Europe wants greater access to other air transport markets.

EU adopts ambitious external aviation policy

E

UROPEAN UNION Transport Ministers adopted an ambitious Exter nal Aviation Policy in December, 2012, which seeks to achieve even stronger co-ordination, unity and solidarity at the EU level, as well as a more robust External Aviation Policy in order “to strengthen the competitiveness of the European aviation industry while supporting the interests of European consumers.” The EU’s new External Aviation Policy has major implications for other regions of the world closely associated with Europe, such as Africa.

According to the EU, global aviation is changing dramatically and Europe has been hit harder by the economic recession than many other regions. The actions proposed by the European Union Commission and endorsed by the European Council are thus intended to boost the international competitiveness of the EU’s aviation industry by opening negotiations with key partners to access new business opportunities in fast-growing markets, developing new tools to fight “unfair competition” and creating the “r ight regulator y conditions to stimulate investment.”

Explaining the new policy, Vice President Siim Kallas, the European Commissioner responsible for Transport, said that aviation plays a cr ucial and strategic role in the European economy in terms of jobs, growth and connectivity. “The new framework that the Council has adopted represents a major step forward towards a fully co-ordinated EU External Aviation Policy. The Commission, EU member states and industry have to work together in an 22

increasingly concerted manner to meet the serious challenges facing the EU aviation sector in the global market place. An effective and early implementation of the new EU External Aviation Policy will make a significant contribution to enhancing the competitiveness of the EU aviation industry and to the recovery of the European economy.”

Market access Over the past 30 years, the EU has worked assiduously to create the world’s largest and most successful example of regional market integration and liberalisation in air transport. The single EU aviation market has been developed through dramatic changes in the economic and regulator y landscape of air transpor t in Europe. The EU contends that all players in the air transport sector – customers, airlines, air por ts and employees – have benef itted from new routes and business opportunities, lower prices and a better overall quality of service.

“However, airlines still have limited market access when f lying to countr ies outside the EU, and passengers therefore have less choice,” says the EU. “International aviation has traditionally been governed by bilateral agreements between individual countries which have typically restricted the number of airlines and routes concerned, as well as the number of flights and the possible destinations.”

To overcome these limitations, since 2005, the EU has been extending its aviation policy beyond its borders. This policy is based on

three pillars. First, the bilateral agreements that are not in line with EU law, most impor tantly, the freedom of establishment which derives from the EU Treaties, need to be amended to ensure legal certainty and to put all EU airlines on an equal footing for flights to countries to the south, south-east and east of the EU. Second, the EU is working to develop a Common Aviation Area with neighbouring countries outside the EU. And third, the EU is negotiating comprehensive ag reements to integrate the EU aviation market with those of its key international partners.

The EU Council has now invited the Inter national Civil Aviation Organisation (ICAO) to play a leading role in moder nising the existing economic regulator y framework governing the global aviation market, including in relation to liberalising market access and airline ownership and control, while safe-guarding fair competition. The Council has also welcomed the European Commission’s intention to develop a template for a “fair competition” clause for inclusion in air service agreements with partner countries.

The EU recognises that air transport makes a key contribution to the European economy, with more than 150 scheduled airlines, a network of over 400 airports and 60 air navigation service providers. The aviation sector employs more than 3 million people in the EU and airlines and airports contribute more than €140 billion euros to European Gross Domestic Product (GDP). Over 800 million passengers depart and arrive at EU airports every year. ●

AFRICAN AVIATION / JANUARY-FEBRUARY 2013

p23-24 African Union Edit v4_16 Nigeria Edit 21/02/2013 17:49 Page 23

AFRICAN UNION

AU: Taking a stand on aviation

I

N TODAY’S global economy, air transport has the great potential to propel Africa into the fast-lane of socio-economic development, says Dr Elham Mahmoud Ahmed Ibrahim, Commissioner for Infrastructure and Energy at the African Union (AU) based in Addis Ababa, Ethiopia. “It is in recognition of this fact that air transpor t has been accorded the highest priority among all transport modes by the AU.” Key aviation initiatives supported by the AU include the Yamoussoukro Declaration of 1988, the Yamoussoukro Decision of 1999, the strengthening of civil aviation safety and security in Africa, the adoption of a common African Civil Aviation Policy, and the strengthening of inter-Africa and international co-operation.

The adoption of the common African Civil Aviation Policy (AFCAP) by African Ministers of Transport in

EU-Africa partnership in civil aviation taken by Dr Elham Ibrahim and Antonio Tajani, the Vice President of the European Commission in charge of Transport at that time. The aim was to foster a policy dialogue on civil aviation matters, notably aviation safety, as well as to define a roadmap for further co-operation in the aviation sector.

Despite the good intentions, the

Luanda, Angola, in November, 2011, was an important milestone for the African aviation industry. According to the AU, AFCAP is aimed at addressing issues of market liberalisation and commercial relations, aviation safety, security and the environment, co-operation with third parties, such as Europe, and manpower capacitybuilding. Similarly, the AU has adopted non-binding guidelines for the negotiation of air service agreements between AU states and European Community states.

The widespread controversy caused by the European Union’s banning of numerous African airlines from its airspace on safety grounds, as well as Europe’s insistence on negotiating air service agreements with third party countries as a block, has compelled Africa’s political and aviation leaders to address these and other key aviation issues.

The EU-Africa Aviation Conference held in Windhoek, Namibia, in April, 2009, was the direct result of a political initiative to launch a new

AFRICAN AVIATION / JANUARY-FEBRUARY 2013

meeting in Namibia did not achieve its full potential due to disagreement between the parties on several issues, in par ticular the EU’s so-called ‘blacklist’ of airlines banned from EU airspace, a large percentage of which are from Africa (see page 26 for the EU’s current list). But Dr Elham remains cautiously optimistic that the EU and Africa will eventually achieve (Continued on page 24)

HE Dr Elham Mahmoud Ahmed Ibrahim, Commissioner for Infrastructure & Energy, African Union, Ethiopia.

23

p23-24 African Union Edit v5_16 Nigeria Edit 02/04/2013 16:54 Page 24

AFRICAN UNION (Continued from page 23) a “win-win” agreement on aviation co-operation.

“As we all know, the European Union is a long-standing commercial partner of Africa. This fact is even more evident in the air transport business where the EU is the biggest external market of African airlines.

Likewise, European car r iers constitute the dominant segment of foreign carriers operating in Africa.

This means that there is a clearly vested interest for the two sides to work together to create an operational environment that is mutually conducive to their aviation industries.

“Furthermore, the EU is a major development par tner of Afr ica.

Co-operation between the EU and individual African states has a long histor y. Lately, this has been extended to the Regional Economic Communities (RECs) and, ver y recently, to the African Union. In this regard, the EU has undertaken

David Kajange, Head of Transport & Tourism Division, African Union. to suppor t Afr ica in its socioeconomic and political endeavours.

In par ticular, the EU-Afr ica Infrastructure Partnership launched in October, 2007, covers some activities in the AU Plan of Action on

Commissioner Dr Elham Ibrahim (left) welcomes Nick Fadugba to the AU.

AU and AFRICAN AVIATION to co-operate The African Union and AFRICAN AVIATION have agreed to work more closely in promoting the activities and achievements of the AU in the aviation sector.

This was agreed during a courtesy visit to the office of Dr Elham Ibrahim, Commissioner for Infrastructure and Energy, at the AU’s new headquarters in Addis Ababa, Ethiopia, by Nick Fadugba, Chief Executive Officer, AFRICAN AVIATION, in January, this year. Mr Fadugba commended Dr Elham for the increased importance the AU has attached to aviation in Africa since her appointment. He launched AFRICAN AVIATION over 20 years ago to promote aviation development in Africa. In December, 2003, he was presented with an Award for his “Outstanding Contribution to the African Aviation Industr y” by the African Airlines Association (AFRAA). In November, 2009, he was elected Secretary General of AFRAA and later returned to AFRICAN AVIATION. 24

Barakat F. A. Ahmed, Special Assistant, Infrastructure & Energy Department, African Union. air transport, whose beneficiaries include member AU states, RECs and specialised agencies.

“However, the EU is well aware that there is a significant difference in the levels of development between the two sides. Consequently, in the attempt to build an equal and fair co-operation, numerous challenges have to be addressed along the way.

This is the essence of the dialogue process that has been initiated

between our two sides in the field of aviation. I believe that with clear resolve, the process will yield the desired results and will strengthen our co-operation in this area.”

Dr Elham makes it very clear that in no way will the financial assistance rendered by the EU to the AU inf luence the AU’s position and decisions on aviation matters.

Referring to the EU’s list of banned African airlines, she says: “Many of these airlines don’t actually exist, while some others only operate domestically and will never f ly to Europe.” Notably, Dr Elham adds that it is important for African states to emulate the common stance adopted

by EU states on all the issues at stake. “Our counterparts in the EU are all working as one. We have to do likewise.” ●

AFRICAN AVIATION / JANUARY-FEBRUARY 2013

p25 Aviation Training Conference 19/02/2013 10:12 Page 1

AFRICAN AVIATION’S 3RD ANNUAL

AFRICAN AVIATION TRAINING CONFERENCE & EXHIBITION Date: 29th April - 1st May, 2013

®

Venue: Cairo, Egypt

MEETING THE TRAINING NEEDS OF AFRICAN CAAs, AIRLINES, AIRPORTS & ANS PROVIDERS

WHO SHOULD ATTEND? The Conference will be attended by top Government officials, Director Generals, CEOs, and Senior Management of African Civil Aviation Authorities (CAAs), international and African aviation regulatory bodies, African and international airlines, Airports, Air Navigation Service (ANS) providers, Aviation Training institutions, Safety organisations, Aircraft Maintenance, Repair & Overhaul (MRO) organisations, Aviation Recruitment companies, and Aviation industry stakeholders and suppliers, etc.

Host Carrier:

THEME

IMPLEMENTING ICAO’s MASTER PLAN FOR AVIATION TRAINING IN AFRICA Following on from the successful previous Conferences held in Nairobi, Kenya, and Johannesburg, South Africa, the 3rd Annual African Aviation Training Conference & Exhibition, which will be held in Cairo, Egypt, will focus on how best to effectively implement ICAO’s ambitious Master Plan for Aviation Training in the Africa-Indian Ocean (AFI) Region.

Key issues that will be addressed by the leading players in the business include: An update on the current status of the ICAO Master Plan; Assessing Africa’s existing and future training requirements; Identifying the barriers to aviation training harmonisation in Africa and the possible solutions; The critical role of aviation training in enhancing air safety in Africa; How to ensure that Civil Aviation Authorities in Africa have sufficient qualified airworthiness inspectors and safety experts; How best to share aviation training know-how and resources within the continent; and how to empower the African Civil Aviation Commission (AFCAC) by giving it the full resources it needs to effectively perform its increasingly important role in ensuring aviation safety in Africa; Plus Flight Crew and Technical Training.

In particular, the Conference will place emphasis on candidly assessing current constraints and will seek practical and ‘winwin’ solutions to the challenges facing aviation training in Africa.

These challenges include creating standardised requirements for aviation training programmes in Africa and agreeing on common criteria for the mutual recognition of credits, certificates, diplomas or degrees obtained from African aviation training centres.

FOR MORE INFORMATION PLEASE COMPLETE AND RETURN THIS FORM NAME (INCLUDING TITLE): POSITION: COMPANY: EMAIL: TEL:

MOBILE:

FAX:

Please Send Me More Details About This

Please Register Me For This

ANNUAL AFRICAN AVIATION TRAINING CONFERENCE & EXHIBITION - 2013

ANNUAL AFRICAN AVIATION TRAINING CONFERENCE & EXHIBITION - 2013

CONTACT: AFRICAN AVIATION CONFERENCES Telephone: +44 1206 844288 Fax: +44 1206 844299 Email: nickfadugba@africanaviation.com ACHIEVING CO-OPERATION, HARMONISATION & QUALITY IN AFRICAN AVIATION TRAINING

p26 EU Banned List Edit v3_Page 38 19/02/2013 22:04 Page 26

AVIATION SAFETY THE EU AIR SAFETY LIST – ANNEX A LIST OF AFRICAN CARRIERS BANNED FROM OPERATING TO THE EU Name of the legal entity of the air carrier as indicated on its AOC (and its trading name, if different)

Air Operator Certificate (AOC) Number or Operating Licence Number

ICAO airline designation number

State of the Operator

MERIDIAN AIRWAYS LTD

AOC 023

MAG

Republic of Ghana

All air carriers certified by the authorities with responsibility for regulatory oversight of Angola, with the exception of TAAG Angola Airlines put in Annex B, including:

Republic of Angola

MAEROJET

AO 008-01/11

Unknown

Republic of Angola

AIR26

AO 003-01/11-DCD

DCD

Republic of Angola

AIR GICANGO

009

Unknown

Republic of Angola

AIR JET

AO 006-01/11-MBC

MBC

Republic of Angola

AIR NAVE

017

Unknown

Republic of Angola

ANGOLA AIR SERVICES

006

Unknown

Republic of Angola

DIEXIM

007

Unknown

Republic of Angola

FLY540

AO 004-01FLYA

Unknown

Republic of Angola

GIRA GLOBO

008

GGL

Republic of Angola

HELIANG

010

Unknown

Republic of Angola

HELIMALONGO

AO 005-01/11

Unknown

Republic of Angola

MAVEWA

016

Unknown

Republic of Angola

SONAIR

AO 002-01/10-SOR

SOR

Republic of Angola

All air carriers certified by the authorities with responsibility for regulatory oversight of Benin, including:

Republic of Benin

AERO BENIN

PEA No 014/MDCTTTATPPR/ ANAC/DEA/SCS

AEB

Republic of Benin

AFRICA AIRWAYS

Unknown

AFF

Republic of Benin

ALAFIA JET

PEA No 014/ANAC/MDCTTT ATPPR/DEA/SCS

N/A

Republic of Benin

PEA No 012/MDCTTPPR/ ANAC/DEA/SCS.

BGL

Republic of Benin

PEA No 013/MDCTTTATPPR/ ANAC/DEA/SCS.

LTL

Republic of Benin

PEA No 015/MDCTTTATPPR/ ANAC/DEA/SCS.

COB

Republic of Benin

PEA No 11/ANAC/MDCTTPPR/ DEA/SCS

BNR

Republic of Benin

PEA No 016/MDCTTTATPPR/ ANAC/DEA/SCS

TNB

Republic of Benin

BENIN GOLF AIR BENIN LITTORAL AIRWAYS COTAIR ROYAL AIR TRANS AIR BENIN

All air carriers certified by the authorities with responsibility for regulatory oversight of the Republic of Congo, including:

Republic of Congo

AERO SERVICE

RAC06-002

RSR

Republic of Congo

CANADIAN AIRWAYS CONGO

RAC06-012

Unknown

Republic of Congo

EMERAUDE

RAC06-008

Unknown

Republic of Congo

EQUAFLIGHT SERVICES

RAC 06-003

EKA

Republic of Congo

EQUAJET

RAC06-007

Unknown

Republic of Congo

EQUATORIAL CONGO AIRLINES S.A.

RAC 06-014

Unknown

Republic of Congo

MISTRAL AVIATION

RAC06-011

Unknown

Republic of Congo

TRANS AIR CONGO

RAC 06-001

Unknown

Republic of Congo (Continued on page 28)

26

AFRICAN AVIATION / JANUARY-FEBRUARY 2013

p27 43 Air School New Ad_print pdf 19/02/2013 10:13 Page 1

p26 EU Banned List Edit v3_Page 38 19/02/2013 22:04 Page 28

AVIATION SAFETY THE EU AIR SAFETY LIST – ANNEX A (Continued from page 26) LIST OF AFRICAN CARRIERS BANNED FROM OPERATING TO THE EU Name of the legal entity of the air carrier as indicated on its AOC (and its trading name, if different)

Air Operator Certificate (AOC) Number or Operating Licence Number

ICAO airline designation number

State of the Operator

All air carriers certified by the authorities with responsibility for regulatory oversight of the Democratic Republic of Congo (DRC), including:

Democratic Republic of Congo (RDC)

AFRICAN AIR SERVICE COMMUTER

104/CAB/MIN/TVC/2012

Unknown

Democratic Republic of Congo (RDC)

AIR FAST CONGO

409/CAB/MIN/TVC/0039/2010

Unknown

Democratic Republic of Congo (RDC)

AIR KASAI

409/CAB/MIN/TVC/0053/2010

Unknown

Democratic Republic of Congo (RDC)

AIR KATANGA

409/CAB/MIN/TVC/0056/2010

Unknown

Democratic Republic of Congo (RDC)

AIR TROPIQUES

409/CAB/MIN/TVC/00625/2010

Unknown

Democratic Republic of Congo (RDC)

BLUE AIRLINES

106/CAB/MIN/TVC/2012

BUL

Democratic Republic of Congo (RDC)

BRAVO AIR CONGO

409/CAB/MIN/TC/0090/2006

BRV

Democratic Republic of Congo (RDC)

BUSINESS AVIATION

409/CAB/MIN/TVC/048/09

ABB

Democratic Republic of Congo (RDC)

BUSY BEE CONGO

409/CAB/MIN/TVC/0064/2010

Unknown

Democratic Republic of Congo (RDC)

CETRACA AVIATION SERVICE

105/CAB/MIN/TVC/2012

CER

Democratic Republic of Congo (RDC)

CHC STELLAVIA

409/CAB/MIN/TC/0050/2006

Unknown

Democratic Republic of Congo (RDC)

CONGO EXPRESS

409/CAB/MIN/TVC/083/2009

EXY

Democratic Republic of Congo (RDC)

COMPAGNIE AFRICAINE D’AVIATION (CAA)

409/CAB/MIN/TVC/0050/2010

CAA

Democratic Republic of Congo (RDC)

DOREN AIR CONGO

102/CAB/MIN/TVC/2012

Unknown

Democratic Republic of Congo (RDC)

ENTREPRISE WORLD AIRWAYS (EWA)

409/CAB/MIN/TVC/003/08

EWS

Democratic Republic of Congo (RDC)

FILAIR

409/CAB/MIN/TVC/037/08

FIL

Democratic Republic of Congo (RDC)

FLY CONGO

409/CAB/MIN/TVC/0126/2012

Unknown

Democratic Republic of Congo (RDC)

GALAXY KAVATSI

409/CAB/MIN/TVC/027/08

Unknown

Democratic Republic of Congo (RDC)

GILEMBE AIR SOUTENANCE (GISAIR)

409/CAB/MIN/TVC/053/09

Unknown

Democratic Republic of Congo

GOMA EXPRESS

409/CAB/MIN/TC/0051/2011

Unknown

Democratic Republic of Congo (RDC)

GOMAIR

409/CAB/MIN/TVC/011/2011

Unknown

Democratic Republic of Congo (RDC)

HEWA BORA AIRWAYS (HBA)

409/CAB/MIN/TVC/038/08

ALX

Democratic Republic of Congo (RDC) (Continued on page 29)

28

AFRICAN AVIATION / JANUARY-FEBRUARY 2013

p26 EU Banned List Edit v3_Page 38 19/02/2013 22:05 Page 29

AVIATION SAFETY THE EU AIR SAFETY LIST – ANNEX A (Continued from page 28) LIST OF AFRICAN CARRIERS BANNED FROM OPERATING TO THE EU Name of the legal entity of the air carrier as indicated on its AOC (and its trading name, if different)

Air Operator Certificate (AOC) Number or Operating Licence Number

ICAO airline designation number

State of the Operator

All air carriers certified by the authorities with responsibility for regulatory oversight of the Democratic Republic of Congo (DRC), including:

Democratic Republic of Congo (RDC)

INTERNATIONAL TRANS AIR BUSINESS (ITAB)

409/CAB/MIN/TVC/0065/2010

Unknown

Democratic Republic of Congo (RDC)

JET CONGO AIRWAYS

Unknown

Unknown

Democratic Republic of Congo (RDC)

KATANGA EXPRESS

409/CAB/MIN/TVC/0083/2010

Unknown

Democratic Republic of Congo (RDC)

KATANGA WINGS

409/CAB/MIN/TVC/0092/2011

Unknown

Democratic Republic of Congo (RDC)

KIN AVIA

409/CAB/MIN/TVC/0059/2010

Unknown

Democratic Republic of Congo (RDC)

KORONGO AIRLINES

409/CAB/MIN/TVC/001/2011

Unknown

Democratic Republic of Congo (RDC)

LIGNES AERIENNES CONGOLAISES (LAC)

Ministerial signature (ordonnance No. 78/205)

LCG

Democratic Republic of Congo (RDC)

MALU AVIATION

098/CAB/MIN/TVC/2012

Unknown

Democratic Republic of Congo (RDC)

MANGO AIRLINES

409/CAB/MIN/TVC/009/2011

Unknown

Democratic Republic of Congo (RDC)

MANGO AVIATION

409/CAB/MIN/TVC/034/08

Unknown

Democratic Republic of Congo (RDC)

SAFE AIR COMPANY

409/CAB/MIN/TVC/025/08

Unknown

Democratic Republic of Congo (RDC)

SERVICES AIR

103/CAB/MIN/TVC/2012

Unknown

Democratic Republic of Congo (RDC)

STELLAR AIRWAYS

AAC/DG/DTA/TM/787/2011

Unknown

Democratic Republic of Congo (RDC)

SWALA AVIATION

409/CAB/MIN/TVC/0084/2010

Unknown

Democratic Republic of Congo (RDC)

TMK AIR COMMUTER

409/CAB/MIN/TVC/044/09

Unknown

Democratic Republic of Congo (RDC)

TRACEP CONGO / TRACEP CONGO AVIATION

409/CAB/MIN/TVC/0085/2010

Unknown

Democratic Republic of Congo (RDC)

TRANS AIR CARGO SERVICES

409/CAB/MIN/TVC/073/2011

Unknown

Democratic Republic of Congo (RDC)

WILL AIRLIFT

409/CAB/MIN/TVC/0247/2011

Unknown

Democratic Republic of Congo (RDC)

WIMBI DIRA AIRWAYS

409/CAB/MIN/TVC/039/08

WDA

Democratic Republic of Congo

ZAABU INTERNATIONAL

409/CAB/MIN/TVC/049/09

Unknown

Democratic Republic of Congo (RDC)

All air carriers certified by the authorities with responsibility for regulatory oversight of Djibouti, including

Djibouti

DAALLO AIRLINES

Djibouti

Unknown

DAO

(Continued on page 30)

AFRICAN AVIATION / JANUARY-FEBRUARY 2013

29

p26 EU Banned List Edit v3_Page 38 19/02/2013 22:05 Page 30

AVIATION SAFETY THE EU AIR SAFETY LIST – ANNEX A (Continued from page 29) LIST OF AFRICAN CARRIERS BANNED FROM OPERATING TO THE EU Name of the legal entity of the air carrier as indicated on its AOC (and its trading name, if different)

Air Operator Certificate (AOC) Number or Operating Licence Number

ICAO airline designation number

State of the Operator

All air carriers certified by the authorities with responsibility for regulatory oversight of Equatorial Guinea, including:

Equatorial Guinea

CRONOS AIRLINES

2011/0004/MTTCT/DGAC/SOPS

Unknown

Equatorial Guinea

CEIBA INTERCONTINENTAL

2011/0001/MTTCT/DGAC/SOPS

CEL

Equatorial Guinea

PUNTO AZUL

2012/0006/MTTCT/DGAC/SOPS

Unknown

Equatorial Guinea

TANGO AIRWAYS

Unknown

Unknown

Equatorial Guinea

All air carriers certified by the authorities with responsibility for regulatory oversight of Eritrea, including:

Eritrea

ERITREAN AIRLINES

AOC No 004

ERT

Eritrea

NASAIR ERITREA

AOC No 005

NAS

Eritrea

All air carriers certified by the authorities with responsibility for regulatory oversight of Liberia, including:

Liberia

All air carriers certified by the authorities with responsibility for regulatory oversight of the Republic of Gabon, with the exception of Gabon Airlines, Afrijet and SN2AG put in Annex B, including:

Republic of Gabon

AFRIC AVIATION

010/MTAC/ANAC-G/DSA

Unknown

Republic of Gabon

AIR SERVICES

SA 004/MTAC/ANAC-G/DSA

RVS

Republic of Gabon

AIR TOURIST (ALLEGIANCE)

007/MTAC/ANAC-G/DSA

LGE

Republic of Gabon

NATIONALE ET REGIONALE TRANSPORT (NATIONALE)

008/MTAC/ANAC-G/DSA

NRG

Republic of Gabon

SCD AVIATION

005/MTAC/ANAC-G/DSA

SCY

Republic of Gabon

SKY GABON

009/MTAC/ANAC-G/DSA

SKG

Republic of Gabon

SOLENTA AVIATION GABON

006/MTAC/ANAC-G/DSA

Unknown

Republic of Gabon

All air carriers certified by the authorities with responsibility for regulatory oversight of the Republic of Mozambique, including:

Republic of Mozambique

AERO-SERVICOS

SARL MOZ-08

Unknown

Republic of Mozambique

AEROVISAO DE MOZAMBIQUE

Unknown

Unknown

Republic of Mozambique

CFA MOZAMBIQUE

MOZ-10

Unknown

Republic of Mozambique

CFM-TRANSPORTES E TRABALHO AEREO SA

MOZ-07

Unknown

Republic of Mozambique

EMILIO AIR CHARTER LDA

MOZ-05

Unknown

Republic of Mozambique

ETA AIR CHARTER LDA

MOZ-04

Unknown

Republic of Mozambique

HELICOPTEROS CAPITAL

MOZ-11

Unknown

Republic of Mozambique

KAYA AIRLINES

MOZ-09

Unknown

Republic of Mozambique

MOZAMBIQUE AIRLINES (LINHAS AEREAS DE MOÇAMBIQUE)

MOZ-01

LAM

Republic of Mozambique

MOZAMBIQUE EXPRESS/MEX

MOZ-02

MXE

Republic of Mozambique

UNIQUE AIR CHARTER

MOZ-13

Unknown

Republic of Mozambique

SAFARI AIR

MOZ-12

Unknown

Republic of Mozambique

VR CROPSPRAYERS LDA

MOZ-06

Unknown

Republic of Mozambique (Continued on page 32)

30

AFRICAN AVIATION / JANUARY-FEBRUARY 2013

p31 EgyptAir Training New Ad_print pdf 19/02/2013 10:18 Page 1

p26 EU Banned List Edit v3_Page 38 19/02/2013 22:05 Page 32

AVIATION SAFETY THE EU AIR SAFETY LIST – ANNEX A (Continued from page 30) LIST OF AFRICAN CARRIERS BANNED FROM OPERATING TO THE EU Name of the legal entity of the air carrier as indicated on its AOC (and its trading name, if different)

Air Operator Certificate (AOC) Number or Operating Licence Number

ICAO airline designation number

State of the Operator

All air carriers certified by the authorities with responsibility for regulatory oversight of Sao Tome and Principe, including:

Sao Tome and Principe

AFRICA CONNECTION

0/AOC/2008

Unknown

Sao Tome and Principe

BRITISH GULF INTERNATIONAL COMPANY LTD

01/AOC/2007

BGI

Sao Tome and Principe

EXECUTIVE JET SERVICES

03/AOC/2006

EJZ

Sao Tome and Principe

GLOBAL AVIATION OPERATION

04/AOC/2006

Unknown

Sao Tome and Principe

GOLIAF AIR

05/AOC/2001

GLE

Sao Tome and Principe

ISLAND OIL EXPLORATION

01/AOC/2008

Unknown

Sao Tome and Principe

STP AIRWAYS

03/AOC/2006

STP

Sao Tome and Principe

TRANSAFRIK INTERNATIONAL LTD

02/AOC/2002

TFK

Sao Tome and Principe

TRANSCARG

01/AOC/2009

Unknown

Sao Tome and Principe

TRANSLIZ AVIATION (TMS)

02/AOC/2007

TMS

Sao Tome and Principe

All air carriers certified by the authorities with responsibility for regulatory oversight of Sierra Leone, including:

Sierra Leone

AIR RUM, LTD

Unknown

RUM

Sierra Leone

DESTINY AIR SERVICES, LTD

Unknown

DTY

Sierra Leone

HEAVYLIFT CARGO

Unknown

Unknown

Sierra Leone

ORANGE AIR SIERRA LEONE LTD

Unknown

ORJ

Sierra Leone

PARAMOUNT AIRLINES, LTD

Unknown

PRR

Sierra Leone

SEVEN FOUR EIGHT AIR SERVICES LTD

Unknown

SVT

Sierra Leone

TEEBAH AIRWAYS

Unknown

Unknown

Sierra Leone

All air carriers certified by the authorities with responsibility for regulatory oversight of Sudan, including:

Republic of the Sudan

ALFA AIRLINES

054

AAJ

Republic of the Sudan

ALMAJAL AVIATION SERVICE

015

MGG

Republic of the Sudan

ALMAJARA AVIATION

Unknown

MJA

Republic of the Sudan

ATTICO AIRLINES (TRANS ATTICO)

023

ETC

Republic of the Sudan

AZZA TRANSPORT COMPANY

012

AZZ

Republic of the Sudan

BADER AIRLINES

035

BDR

Republic of the Sudan

FOURTY EIGHT AVIATION

054

WHB

Republic of the Sudan

GREEN FLAG AVIATION

017

Unknown

Republic of the Sudan

MARSLAND COMPANY

040

MSL

Republic of the Sudan

NOVA AIRLINES

001

NOV

Republic of the Sudan

SUDAN AIRWAYS

Unknown

SUD

Republic of the Sudan

SUDANESE STATES AVIATION COMPANY

010

SNV

Republic of the Sudan

SUN AIR COMPANY

051

SNR

Republic of the Sudan

TARCO AIRLINES

056

Unknown

Republic of the Sudan (Continued on page 33)

32

AFRICAN AVIATION / JANUARY-FEBRUARY 2013

p26 EU Banned List Edit v3_Page 38 19/02/2013 20:21 Page 33

AVIATION SAFETY THE EU AIR SAFETY LIST – ANNEX A (Continued from page 32) LIST OF AFRICAN CARRIERS BANNED FROM OPERATING TO THE EU Name of the legal entity of the air carrier as indicated on its AOC (and its trading name, if different)

Air Operator Certificate (AOC) Number or Operating Licence Number

ICAO airline designation number

State of the Operator

All air carriers certified by the authorities with responsibility for regulatory oversight of Swaziland, including:

Swaziland

SWAZILAND AIRLINK

Swaziland

Unknown

SZL

All air carriers certified by the authorities with responsibility for regulatory oversight of Zambia, including:

Zambia

ZAMBEZI AIRLINES

Zambia

Z/AOC/001/2009

ZMA

Air carriers listed in Annex A could be permitted to exercise traffic rights by using wet-leased aircraft of an air carrier which is not subject to an operating ban, provided that the relevant safety standards are complied with.

Source: Official Journal of the European Union.

AFRICAN AVIATION / JANUARY-FEBRUARY 2013

33

p26 EU Banned List Edit v4_Page 38 20/02/2013 09:39 Page 34

AVIATION SAFETY THE EU AIR SAFETY LIST – ANNEX B LIST OF AFRICAN CARRIERS WHICH ARE SUBJECT TO OPERATIONAL RESTRICTIONS WITHIN THE EU 1 Name of the legal entity of the air carrier as indicated on its AOC (and its trading name, if different)

Air Operator Certificate (AOC) Number

ICAO airline designation number

State of the Operator

State of registry

AFRIJET 2

002/MTAC/ANACG/DSA

ABS

Republic of Gabon

Republic of Gabon

Aircraft type restricted All fleet with the exception of: 2 aircraft of type Falcon 50, 2 aircraft of type Falcon 900

Registration mark(s) and, when available, construction serial number(s) registry All fleet with the exception of: TR-LGV; TR-LGY; TR-AFJ; TR-AFR

AIRLIFT INTERNATIONAL (GH) LTD

ALE

AOC 017

Republic of Ghana

Republic of Ghana

Aircraft type restricted All fleet with the exception of: 2 aircraft of type DC8-63F

Registration mark(s) and, when available. construction serial number(s) registry All fleet with the exception of: 9G-TOP and 9G-RAC)

AIR MADAGASCAR

MDG

5RM01/2009

Madagascar

Republic of Madagascar

Aircraft type restricted All fleet with the exception of: 2 aircraft of type Boeing B-737-300, 2 aircraft of type ATR 72-500, 1 aircraft of type ATR 42-500, 1 aircraft of type ATR 42-320 and 3 aircraft of type DHC 6-300

Registration mark(s) and, when available, construction serial number(s) registry All fleet with the exception of: 5R-MFH, 5R-MFI, 5R-MJE, 5R-MJF, 5R-MJG, 5R-MVT, 5R-MGC, 5R-MGD, 5R-MGF

AIR SERVICE COMORES

KMD

06-819/TA-15/DGACM

Comoros

Comoros

Aircraft type restricted All fleet with the exception of: LET 410 UVP

Registration mark(s) and, when available, construction serial number(s) registry All fleet with the exception of: D6-CAM (851336

GABON AIRLINES 3

GBK

001/MTAC/ANAC

Republic of Gabon

Republic of Gabon

Aircraft type restricted All fleet with the exception of: 1 aircraft of type Boeing B-767-200

Registration mark(s) and, when available, construction serial number(s) registry All fleet with the exception of: TR-LHP

NOUVELLE AIR AFFAIRES GABON (SN2AG)

NVS

003/MTAC/ ANACG/DSA

Republic of Gabon

Republic of Gabon; Republic of South Africa

Aircraft type restricted All fleet with the exception of: 1 aircraft of type Challenger CL-601, 1 aircraft of type HS-125-800

Registration mark(s) and, when available, construction serial number(s) registry All fleet with the exception of: TR-AAG, ZS-AFG

TAAG ANGOLA AIRLINES

DTA

001

Aircraft type restricted All fleet with the exception of: 5 aircraft of type Boeing B-777 and 4 aircraft of type Boeing B-737-700

Republic of Angola

Republic of Angola

Registration mark(s) and, when available, construction serial number(s) registry All fleet with the exception of: D2-TED, D2-TEE, D2-TEF, D2-TEG, D2-TEH, D2-TBF, D2-TBG, D2-TBH, D2-TBJ

1) Air carriers listed in Annex B could be permitted to exercise traffic rights by using wet-leased aircraft of an air carrier which is not subject to an operating ban, provided that the relevant safety standards are complied with.

2) Afrijet is only allowed to use the specific aircraft mentioned for its current operations within the European Union.

3) Gabon Airlines is only allowed to use the specific aircraft mentioned for its current operations within the European Community.

The EU says that every effort has been made to verify the exact identity of all the airlines on the list.

Source: Official Journal of the European Union.

34

AFRICAN AVIATION / JANUARY-FEBRUARY 2013

p35 NAMA New Ad_print pdf 19/02/2013 10:19 Page 1

p36-37 Kioko Forum Edit v2_print 19/02/2013 10:25 Page 36

FO R U M

MRO AFRICA

T

How to improve safety oversight in Africa AFRICAN AVIATION’s Annual ‘MRO Africa’ Conference and Exhibition provides an opportunity to address the many challenges facing air safety in Africa, says Colonel (rtd) HILARY KILINGI KIOKO, Director General of the Kenya Civil Aviation Authority (KCAA), Kenya. He contends that the lack of skilled human resources, especially Flight Safety Inspectors, needs to be urgently addressed.

HE ANNUAL ‘MRO Africa’ Conference and Exhibition organised by AFRICAN AVIATION provides us with yet another opportunity to address the common destiny of aviation not only here in Africa but across the world. More importantly, the Conference gives us a rare window to discuss and address some of the myriad of challenges that continue to hinder air safety especially in Africa. Topmost among the issues of safety is the worrying trail of aircraft accidents that has continued to dog our continent. Indeed, Africa has been classified as the most unsafe continent in aviation.

Despite the fact that Africa constitutes only about 4% of the world aircraft departures, from ICAO records of all the fatal accidents recorded in the year 2005, 13 of these, or 37% were in Africa. In the same year, 2005, IATA records Africa had nearly 10 hull losses per million flights. By 2008 that had been reduced to two, that is 2.5 times above the global average but a significant step forward. In 2009, the rate jumped back to 9.94 and in 2010 it was 7.41. With two hull losses in 2011 it put the rate at 4.33 against a global average of 0.37.

To make a bad situation worse, over 100 African airlines have been subject to the European Union (EU) banned list where they were declared unsafe according to international standards and were not permitted to operate into European airports. In addition, 14 out of the 54 countries in Africa have been blacklisted by the EU. The impact of such bans on our f ledgling economies and struggling airlines in particular has been great.

We could of course take some solace in the fact that the accident rates are declining, thus the trend is improving, albeit modestly. However, there is no doubt that our Civil Aviation Authorities (CAAs) who have been charged with the immense task of regulating and safeguarding the safety of aviation operations in Africa must of necessity do much more than we are currently doing to ensure that we raise the bar of air safety across the continent. This is where the role of the CAAs is key.

We are all aware that the most cardinal objective of CAAs is to plan, develop, manage, regulate and operate a safe, economical, and efficient civil aviation system. The mandate is to oversee safety of the airspace in order to guarantee safe passage of passengers and goods and other related air operations.

Safe skies in return guarantee return on investments within the industry thus contributing to the overall growth of the economies. An efficiently and effectively managed CAA is therefore a key pillar in the development of any country’s aviation sector, and by extension, its economy. In Kenya, for example, air transport has been recognized as one of the major drivers of the Government’s

36

Vision 2030 which is expected to catapult our country into a middle income nation by the year 2030.

To effectively and efficiently execute this mandate, CAAs must of necessity put in place systems, structures and procedures – essentially, the ICAO 8 critical elements for a safety oversight system - that sufficiently facilitate a conducive environment that not only encourages investment and the running of successful aviation businesses within the industry but that this is done in a safe manner.

A functional CAA contributes significantly to the socialeconomic well-being of a country by providing the much needed employment and social connectivity e.g. moving people quickly, efficiently, and safely to new opportunities, business, leisure, and well-being (evacuation, medical, etc).

African CAAs just like others worldwide must therefore focus on the eight critical elements for safety oversight as identified by the ICAO Convention (Article 37), to bring them to standard. These I summarize here below for our ease of reference: ● Primary Aviation legislation ● Specific operating regulations ● State civil aviation system and safety oversight systems ● Technical Personnel qualifications and training ● Technical guidance, tools and provision of safety-critical information ● Licensing, certification, authorization and approval obligations ● Surveillance obligation, and ● Resolution of safety concerns

I

T IS MY conviction that if all CAAs, individually and collectively, are operated within the confines of these obligations, our global airspace would become a lot safer and the industry would be more vibrant. Besides, operators and passengers would have greater confidence and trust in our oversight capacities, thereby creating a ‘win win’ situation.

To fulfill this mandate, CAAs must of necessity invest in building strong institutions with adequate and competent staff as well as the requisite tools and equipment to enable us execute this very important and humongous mandate.

That, naturally leads me to address what I see as some of the factors that militate against the execution of this mandate and therefore result in a compromised airspace.

The greatest challenge has been an inadequate staff compliment especially of Flight Safety Inspectors. I am not sure of any CAA in Africa that can boast of having met the full complement of inspectors as required by ICAO. I know

AFRICAN AVIATION / JANUARY-FEBRUARY 2013

p36-37 Kioko Forum Edit v2_print 19/02/2013 10:26 Page 37

FORUM

Colonel (rtd) Hilary K. Kioko, Director General, Kenya Civil Aviation Authority. we are all trying to meet this threshold but often face limitations due to inadequate financing to allow us attract and retain competent personnel, who are equally needed by the aviation industry players.

To alleviate this challenge I suggest we enhance our capacities to collect regulatory fees on a cost recovery basis so that CAAs have the financial muscle to compete with industry when it comes to hiring of personnel. In addition, we must continually lobby our respective Governments to scale up funding of this important sector of the economy to compliment the revenue collected from the aviation industry. Finally, bilateral support from such partners as other CAAs and financial institutions will continue to be needed to bridge funding gaps for this fast expanding industry.

Over the last decade or so, the world has witnessed massive expansion and g rowth of the industr y characterized by newer and more modern aircraft with levels of competition among the manufacturers becoming steeper by the day. Our CAAs are therefore constantly being called upon to keep up with the challenges of training and re-training our staff to keep abreast with this ever changing and competitive environment. In this regard, I wish to urge aircraft manufacturers to work with CAAs of their clients to ensure that the CAAs are adequately prepared to oversight new aircraft being released into service.

Another challenge confronting our industry revolves around the inadequate number of competent and efficiently managed Maintenance, Repair and Overhaul organizations (MROs) to service this fast expanding industry. I note with a level of satisfaction that the number of Maintenance, Repair and Overhaul organizations (MROs) has steadily been on the increase in the last decade or so. However, there is still a need for more of such service providers within the industry to meet the growing demands of the industry across the continent. However, I must emphasize that CAAs will need to facilitate MROs within our countr ies of jurisdiction to maintain the requisite ICAO minimum standards as they seek to meet industry needs.

The continued operation of ageing aircraft remains a challenge as well as that of new and emerging technologies. The CAAs should enhance the safety oversight of MROs handling ageing aircraft fleet. Many operators outsource maintenance outside the continent due to inadequate facilities and limited qualif ied maintenance personnel. Africa has competitive advantage

AFRICAN AVIATION / JANUARY-FEBRUARY 2013

in terms of cheaper labour and other resources and I appeal to various manufacturers to take advantage of the growing aviation market and partner with local MROs to bring manufacturing and maintenance support to various stations in the continent. This would go a long way in bringing services to the people and greatly enhancing safety.

I wish to appreciate the role of the regional safety oversight organizations, starting with AFCAC and the EAC Civil Aviation Safety and Security Oversight Agency (CASSOA) for the commendable work of facilitating member states to meet ICAO Standards and Recommended Practices (SARPs). The Co-operative Inspector Scheme (CIS) and the projected pooling of inspectors under CASSOA are impor tant RSOO initiatives.

No doubt much more needs to be done in regard to information sharing, capacity building, and networking.

To bring these services closer to the CAAs, I suggest that efforts be made to establish regional safety agencies in line with the cur rent trends which have seen neighbouring nations establish regional trading blocks such as the Southern African Development Community (SADC) and ECOWAS, COMESA, EAC, among others.

In conclusion, I wish to commend all CAAs for the tremendous efforts and investments made towards making our skies safer and therefore choice investment destinations which guarantee returns and sustainability of the industr y. I am aware that there are many challenges but I must hasten to add that we are able to cope with these and others that may emerge. The task is enormous but not altogether insurmountable.

I urge all of us, as well as our partners wherever we may be stationed, to be determined to play our rightful roles as best as we can, to share information, update our knowledge and skills and seek to stay at the cutting edge in order that we may secure safe sky zones not only in Africa but across the globe. We owe it to ourselves and to posterity. History will judge us harshly if we don’t. ●

Colonel (rtd) Hilary K. Kioko

B

EFORE HIS current appointment, Hilary K. Kioko served in the Kenya Air Force for 29 years, retiring in January, 2009. His last appointment was at the East African Community (EAC) Secretariat as the Defense Liaison Officer for Kenya. During his service career he served in various professional and command appointments, including Officer Commanding Aircraft Maintenance Squadron, Commanding Officer of an Air Force Technical Unit, and Base Commander of an operational Air Base. Col (rtd) Kioko holds a Bachelor of Science degree in Mechanical Engineering and worked briefly with Kenya Railways as an Assistant Mechanical Engineer before joining the Kenya Air Force in 1980.

Besides various skills and career development courses typical to the armed forces, he trained and qualified in Aircraft Maintenance (Aero-Systems Engineering course) at the Royal Air Force College, Cranwell, UK. He also attended National Security Studies at the National Defense College, Kenya, graduating with a Masters in International Studies from the Institute of Diplomacy and International Studies, University of Kenya. Col Kioko is a registered Professional Engineer (REng) with the Engineers Registration Board of Kenya, a Member of the Institution of Engineers of Kenya (MIEK), as well as a Member of the Kenya Institute of Management. ●

37

p38 Business Aviation Conference 19/02/2013 10:28 Page 1

THE AFRICAN BUSINESS & GENERAL AVIATION LEADERS CONFERENCE

AFRICAN BUSINESS AVIATION CONFERENCE & EXHIBITION Date: 27th-29th May, 2013

®

Venue: Nairobi, Kenya

WHO SHOULD ATTEND?

ABACE – AFRICA

Business Aircraft Owners & Operators; General Aviation Aircraft Owners & Operators; Private Jet & Charter Aircraft companies; Helicopter Charter Operators; Air Taxis; Air Ambulance Operators; Fixed Base Operators (FBOs) & Ground Handlers; Aircraft Manufacturers; Government Officials; Aviation Regulators; Airport Authorities; Customs & Immigration Officials; Flight Crews; Aircraft Maintenance, Repair & Overhaul (MRO) organisations; Aircraft Interior companies; Training organisations; Aviation Fuel companies; Aviation Suppliers & Service Providers; etc.

Incorporating:

PLUS THE AFRICAN BUSINESS AVIATION AWARDS 2013

BUSINESS AVIATION

THEME

CHALLENGES & OPPORTUNITIES FACING BUSINESS & GENERAL AVIATION IN AFRICA The African Business and General Aviation Industry has grown significantly in recent years and is expected to play an increasingly important role as the continent’s economy continues to expand at a faster rate than the world average. The African business jet fleet alone currently consists of approximately 230 aircraft and is predicted to rise to 500 aircraft by 2019. AFRICAN AVIATION’s Annual African Business Aviation Conference & Exhibition (ABACE-Africa) will address the key challenges and opportunities facing the African Business and General Aviation Industry, including operational and regulatory issues; safety, security, funding, maintenance, insurance, and the potential for cross-border co-operation; plus a special training course on Complying with IS-BAO (see below).

TRAINING COURSE ON 27TH MAY, 2013

AFRICAN AVIATION TRAINING SCHOOL

®

SUBJECT

COMPLYING WITH IS-BAO THE INTERNATIONAL STANDARD FOR BUSINESS AIRCRAFT OPERATIONS

FOR MORE INFORMATION PLEASE COMPLETE AND RETURN THIS FORM NAME (INCLUDING TITLE): POSITION: COMPANY: EMAIL: TEL:

MOBILE:

FAX:

Please Send Me More Details About This

Please Register Me For This

ANNUAL AFRICAN BUSINESS & GENERAL AVIATION LEADERS CONFERENCE - 2013

ANNUAL AFRICAN BUSINESS & GENERAL AVIATION LEADERS CONFERENCE - 2013

CONTACT: AFRICAN AVIATION CONFERENCES Telephone: +44 1206 844288

Fax: +44 1206 844299

Email: nickfadugba@africanaviation.com

ANNUAL AFRICAN BUSINESS & GENERAL AVIATION LEADERS CONVENTION

p39 Drumbeat Edit v5_Layout 20/02/2013 15:04 Page 1

DRUMBEAT

James Hogan, CEO, Etihad Airways. ● ETIHAD AIRWAYS has increased its ser vices from Abu Dhabi to Khartoum, Sudan, from five flights per week to a daily schedule. It first commenced services to Sudan in July, 2006, with an initial three f lights per week. “Khartoum has been performing strongly since we launched the route in 2006 and the increase in ser vice will provide further benefits and travel options for our customers,” says Kevin Knight, Etihad’s Chief Planning and Strategy Officer. Etihad uses an Airbus A320 on this route. Sudan Airways still operates skeletal domestic and international services but has been hampered in its attempts to re-equip its f leet by economic sanctions against the Government.

Meanwhile, Etihad plans to increase its ser vices to Lagos, Nigeria, to a daily f light from 31 March this year. It launched services to Lagos on 1 July, 2012, initially with six f lights per week using an Airbus A330-200 aircraft. The national airline of the United Arab Emirates currently f lies to eight destinations in Africa and the Indian Ocean, including Johannesburg, Khartoum, Casablanca, Cairo, Nairobi, Lagos, Tripoli and Mahe in the Seychelles. ● DEVELOPING TRADE links between Africa and Asia have supported premium air travel on the Africa-Far East market which grew by 10.5% in 2012, while route and capacity expansion contributed to demand growth of 15.7% between Africa and the Middle East, says the International Air Transport Association (IATA).

IT IS STILL too early to predict the future of Air Côte d’Ivoire, the new national carrier of Côte d’Ivoire. The Government-backed airline was established in early 2012 with a modest fleet of two Airbus A319 aircraft. Its initial focus has been providing services within West and Central Africa. Air France has a 35% equity stake in the West African airline, while the Government has a 51% stake and private investors hold the balance of the shares. ● IATA says that global passenger demand g rew strongly in 2012 – showing a 5.3% year-on-year increase - despite the economic bad news that dominated much of the year. In contrast, international air cargo traffic fell by 1.5% last year, the second consecutive year of decline.

The freight load factor for the year was just 45.2%. “The only bright spot was the development of trade between Africa and Asia,” says IATA Director General, Tony Tyler. ● KENYA AIRWAYS took delivery of another new Embraer E190 in January this year bringing the total number of this aircraft type in service with the airline to 11, the second largest in Afr ica after EgyptAir Express. It still has four more on firm order which are due to be delivered by mid-year. By then it will own 10 of the E190s, the rest having been acquired on operating leases. The aircraft is tailor-made for short regional routes within the Afr ican continent, where Kenya Air ways wishes to increase its footprint. Typically, the E190 seats 96 passengers (12 in Business and 84 in Economy). ● JEFFREY N SHANE, a lawyer and former United States UnderSecretary of Transportation, has been appointed as General Counsel of IATA with effect from 2 April,

AFRICAN AVIATION / JANUARY-FEBRUARY 2013

2013. He will be based in IATA’s head office in Montreal, Canada. His tenure at the US Department of Transportation encompassed the signing of the landmark Europe-USA Open Skies agreement. ● EMIRATES HAS added three more frequencies to its previous 11 flights per week to the Indian Ocean island state of Maur itius. The Middle East airline now flies from its Dubai hub to the ‘paradise island’ twice daily with a Boeing 777300 aircraft in a three-class conf iguration. “ The increase in frequencies will undoubtedly create more opportunities for the Mauritian tour ism sector and the local economy,” says Ahmed Khoor y, Emirates’ Senior Vice President for West Asia and the Indian Ocean. “ This island destination is ver y popular throughout our network and double daily f lights will offer even more flexibility to travellers.” ● A total of 964,642 tourists visited Mauritius in 2011, representing an increase of 3.2% over the previous year. European tourists accounted for 63.2% of total tourist arrivals, with France being the leading market for the island. Emirates and the Government of Mauritius have signed an agreement aimed at jointly promoting the island across the airline’s global network.

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AFRICAN AIR FORCES

The Airbus Military C295 is in service with Air Forces in Algeria, Egypt and Ghana.

Airbus Military C295 gains ground in Africa

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HE AIRBUS Militar y C295 transport aircraft continues to increase its footprint on the African continent with a repeat order for six additional aircraft from the Egyptian Air Force. The aircraft type is already in service in Egypt, Algeria and Ghana, and Airbus Military is proposing the twin turboprop engine C295 to South Africa for the South African Air Force’s modern, medium transpor t and mar itime patrol aircraft requirements.

The Egyptian Air Force order was announced in Januar y this year bringing the Air Force’s C295 fleet to a total of 12 aircraft. This third batch of aircraft plus the associated spares and support equipment, training and field support are to be delivered from the end of this year onwards.

According to Airbus Military, the Egyptian Air Force selected the C295 because of its proven versatility, robustness and efficiency for its daily transport missions combined with the ease of maintenance and low cost of operations.

This order reinforces the C295’s position as the best-selling airlifter in this categor y, with a total of 121 C295s sold to 17 operators, says Airbus Militar y. Seven of these customers have placed repeat orders for the C295 aircraft. With more than 90 aircraft in service today in five countries, the C295 has accumulated more than 120,000 f lying hours in the most demanding conditions, from extreme cold weather to hot desert areas.

“The C295 is exactly the kind of workhorse required for current and future airlift missions, and the most cost-efficient complement to heavy transpor t aircraft,” says Antonio Rodríguez Barberán, Airbus Military Senior Vice President, Commercial.

The Ghana Air Force took delivery of its second C295 in mid-2012. It said that the short take-off and landing (stol) and rough-field capabilities of the aircraft will help the Air Force to enter previously inaccessible areas in West Africa. The aircraft is powered by two Pratt & Whitney PW127G turboprop engines. It is a stretched der ivative of the Casa CN-235 transporter, with a high-wing and rear-loader design which allows for the easy loading of mission pallets. ●

Air safety still an issue

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HE SPATE of recent accidents involving military aircraft in Africa has been a source of concern in many quarters. The accidents range from the fatal crash of a Navy Agusta A-109E helicopter near Yenagoa, Bayelsa State, Nigeria; the loss of a South African Air Force C-47 Dakota in the Drakensberg mountain range in KwaZulu-Natal Province; and the collision of two Algerian Air Force MiG fighter jets to the west of Algiers. All three accidents occurred in December, 2012. Three Uganda People’s Defence Force Mi-24 Hinds also crashed on Mount Kenya in August, 2012. ●

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Uganda may order more Sukhoi jets

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HE UGANDA People’s Defence Force (UPDF) Air Wing is considering ordering another six Sukhoi Su-32MK2 fighter jets from Russia. It signed an order for six of these aircraft in April, 2010, and they were delivered in three batches of two each. The last two

were delivered to Entebbe Airport in October last year. The jet fighters were procured for national security reasons, especially relating to events in the Congo and South Sudan.

The contract was signed with Rosoboronexport, the state-owned export agency of Russia. ●

AFRICAN AVIATION / JANUARY-FEBRUARY 2013

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AIRPORTS

Star Alliance members will share Heathrow Terminal 2 (left), and the A380 Terminal in Dubai (right).

World’s first Airbus A380 airport facility

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MIRATES AND Dubai Airports have successfully completed the phased launch of Concourse A at Dubai International Airport - the world’s first purpose-built facility for the Airbus A380 aircraft. All 20 A380capable contact gates and Emirates First Class and Business Class lounges, which compr ise 29,000 square metres of the facility, are now fully operational after a five-weeklong phase-in period.

During its first month of operations following Emirates inaugural flight on 2 January, 2013, Concourse A handled 461,972 pieces of luggage carried on

over 2,450 f lights serving 589,234 passengers.

“The full opening of Concourse A is a signif icant milestone and achievement in suppor ting and enabling the continued growth of Emirates, and our focus and commitment to being a leader in offering our customers innovative products and services that provides them with an unsurpassed travel experience said Tim Clark, President, Emirates Airline. “With a current fleet of 31 A380s and a further 59 on order, Emirates is the largest operator of this aircraft in the world, and it is

HEATHROW

Star Alliance members to share Terminal 2

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HE STAR Alliance has commended the decision by Heathrow Airport, London, to designate Terminal 2 as the new home for members of the airline group. “This gives the green light for creating a new travel experience for our customers and allows our member airlines to operate an efficient hub in London,” said Star Alliance Chief Executive Officer, Mark Schwab.

Star Alliance is the second largest alliance grouping at the UK’s most important trade and tourism gateway, of fer ing more than 21% of all available seat capacity from the airport. It says the way is now clear for the creation of a true alliance ter minal, which will of fer many innovative features.

The latest technology as well as integ rated facilities and aligned processes among the member carriers will contr ibute signif icantly to 42

improve the traveller’s experience.

Moreover, having all Star Alliance members co-located in Terminal 2 will allow the minimum connecting time between flights to be halved to just 45 minutes, thereby increasing the number of possible flight connections by 31%. Once the new Terminal 2 opens in 2014, the 23 Star Alliance member car r iers operating at Heathrow will move in various stages from their current locations.

African airlines The Star Alliance network was established in 1997 as the first “truly global airline alliance.” It currently has three African member airlines, namely, EgyptAir, Ethiopian Airlines and South African Airways. Overall, the Star Alliance network offers more than 21,900 daily f lights to 1,329 airports in 194 countries. ●

only fitting that we have a world-class facility that meets this need and represents our leadership in this regard.”

“Much like the opening of Terminal 3 in 2008, the phase in of Concourse A has resulted in the seamless introduction of world-class infrastructure that responds to the rapid growth of Emirates and caters to the needs of its discerning and truly global customer base,” said Paul Griffiths, CEO of Dubai Airports.

“Concourse A is a vital element of our US$7.8 billion investment in the continued expansion of Dubai International which will see it become the world’s busiest airpor t for international passenger traffic by the end of 2015.”

Concourse A is part of the Terminal 3 complex built for the use of Emirates, from where its passengers can travel to its network of 21 A380 destinations across Europe, North America, Australia, Asia and Africa.

With 11 floors and a total built-up area of 528,000 square metres, Concourse A is connected to Concourse B and Terminal 3 via an underground train. Unlike any other airport facility in the world, the First Class and Business Class lounges have dedicated floors that offer direct and convenient access to aircraft boarding gates. The lounges, which extend the entire length of the concourse, are the largest in the world and offer customers’ fine dining with showcase kitchens, conference rooms, business centres, a Timeless Spa and entertainment zones.

Concourse A boosts capacity at Dubai International from 60 million to 75 million passengers per year. It is a vital par t of Dubai Airpor ts’ Strategic Plan 2020 which will increase airport capacity to 90 million passengers by 2018. ●

AFRICAN AVIATION / JANUARY-FEBRUARY 2013

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