existing commercially developed EC-145 STC for WAAS implementation modified an aircraft with dual Garmin GNS-430 VOR/LOC/COM/GPS units, a DM 451 Distance Measuring Equipment (DME) system, and dual FCDM/SMD-45 systems. The final configuration for this aircraft allows Single Pilot/Dual Pilot Instrument Flight Rules (SP/DPIFR) with NMS1-2 switching capable of GPS display on either FCDM/SMD-45 system. The specific aircraft that was used for the initial STC work had several items of equipment that were
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ANNUAL REPORT 2014 1. HIGHLIGHTS The financial and operating highlights for Air Canada for the periods indicated are as follows. FOURTH QUARTER CANADIAN DOLLARS IN MILLIONS, EXCEPT WHERE INDICATED 2014 2013 FULL YEAR $ Change 2014 2013 $ Change FINANCIAL PERFORMANCE METRICS Operating revenues 3,104 2,894 210 13,272 12,382 890 106 135 (29) 815 619 196 (206) (141) (65) (710) (617) (93) (100) (6) (94)
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Equipment which is compose of freehold land, buildings, leasehold improvements and aircraft and engines. Aircraft and engines represent 70% of the total account balance of Property Plant & Equipment that is $12,341M (Annual Report 2008, p.75). The accumulated depreciation which accounts for 60% of total aircraft cost suggests the possibility that some aircraft are already obsolete as in the case of Dash 8 100 series aircraft which will retire by August 2008 (Commonwealth Securities Ltd 2008). In addition
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Week 2: Solve a Problem Exercise PHL/458 May 8, 2013 University of Phoenix Challenges sometimes present themselves in ways that require no in depth thought to determine they are present. Often times they will materialize in the shape of an obvious issue or problem. Challenges are not always presented in this way; they may offer a chance to improve a current situation. Thinking creatively is planning for the best and preparing for the worst; to constantly seek out new solutions. Determine
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Canada, a dozen in the Caribbean, and 10 in the United States. Jetsgo was a private company owned by Michel Leblanc. Leblanc had lived his life around airplanes. His father owned a flight school; he learnt to fly at 16. In his twenties he was an aircraft salesman; in 1978 he co-owned an eleven airplane forest-spraying business. From 1985 to 1990 he was a partner in Intair a regional airline in Quebec. In 1991, he and a new partner started Royal Aviation Inc., which he sold in 2001 for $84 million
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Tiger Airway Holdings Limited | Strategic Management Assignment | | Name | Student ID: | | | | | | Contents 1. Executive Summary 3 2. Current Situation 3 2.1. External Environment Analysis 3 2.2. Internal Environment Analysis 5 2.2.1. The Market 5 2.3. Industry Analysis 5 3. SWOT Analysis 9 3.1. Implication of Analysis 10 4. Competitor Analysis 10 4.1. Brand Competitors 10 4.2. Strategic Group Matrix 10 5. Objectives 10 5.1. Short-Term
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is defined by events associated with an aircraft that has the risk of affecting the safety of operations which takes place between the time any person boards the aircraft with the intention of flight until such time as the passengers have disembarked, in which a person is fatally or seriously injured, the aircraft sustains damage or structural failure or the aircraft is missing or is completely inaccessible. An accident in which the damage to the aircraft is such that it must be written off, or
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Aircraft Solutions: Security Assessments And Recommendations Session: March 2012 Security in Computing Professor: Randy Strauber BACKGROUND Aircraft Solutions (AS) located in beautiful southern California has become a recognized leader in the electronics, commercial, defense and aerospace industries. This is due their design and fabrication of component products and services available to their customers in the various industries. What set Aircraft Solutions apart
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Table of Contents 1. Executive Summary 2 2. Reasons Boeing cancelled its development of the SuperJumbo 3 2.1. Boeing had an alternative to developing a new aircraft 3 2.2. Boeing already had market share 3 2.3. Boeings market analysis did not show sufficient demand 3 3. Strategic weaknesses in Airbus’s customer strategy 4 3.1. Strategic Analysis of Airbus 4 3.2. Analysing resources and capabilities of the organisation 5 3.3. Shaping the organisation through vision, mission and
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launch dates), with Luton, Liverpool, Geneva, Amsterdam as base airports and is operating 72 aircrafts (November 2003). November 1995: easyJet starts flights from Luton to Glasgow and Edinburgh with to leased Boeing 737-300 with a capacity of 148 seats at a price of £29 one way. Seats are being sold over telephone reservation system only. In 1996 easyJet takes delivery of its first wholly owned aircraft and goes international with first services to Amsterdam from Luton. One year later easyJet
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