OLATHE, Kan./Jan. 21, 2020/ – Garmin® International Inc., a unit of Garmin Ltd., today announced it has received Federal Aviation Administration (FAA) Supplemental Type Certificate (STC) approval for the GFC™ 600 digital autopilot in select Beechcraft King Air C90 aircraft and E90 aircraft1. The GFC 600 digital autopilot is optimized for turbine aircraft, delivering superior in-flight characteristics and new operational capabilities such as Vertical Navigation (VNAV), automatic Course Deviation Indicator (CDI) switching when paired with a GTN Series navigator, enhanced go-around capability and much more.
The GFC 600 certification for the Beechcraft King Air C90 and E90 provides owners and operators an autopilot upgrade that boasts superior integration potential with G600 and G600 TXi™ flight displays, the GI 275 electronic flight instrument, as well as the GTN™ and GTN Xi Series of navigators. The self-contained autopilot controller incorporates backlit keys and a bright, sunlight readable display that depicts autopilot status and mode selection. An intuitive built-in control wheel also provides convenient adjustment of aircraft pitch, airspeed and vertical speed modes. When the level button is selected, the aircraft automatically returns to straight-and-level flight.
Environmentally hardened autopilot servos designed for harsh operating conditions contain brushless DC motors offering improved performance and reducing maintenance requirements when compared to decades-old servo designs on the market today. In addition, these servos are optimized for turbine aircraft by offering more torque to help better command and respond to control demands required of turbine aircraft.
Standard mark-width (6.25-inch) design of the GFC 600 mode controller ensures the autopilot controller allows for routine installation into the aircraft’s avionics stack. Autopilot mode annunciation is available on the G600 TXi touchscreen glass flight display, as well as the G600 flight display. The addition of an optional autopilot annunciator panel also displays the selected autopilot mode in the pilot’s primary field of view and retains an identical footprint of third-party autopilot annunciators on the market.
The U.S. Federal Aviation Administration (FAA) today rescinded the order that halted commercial operations of Boeing (NYSE: BA) 737-8’s and 737-9’s. The move will allow airlines that are under the FAA’s jurisdiction, including those in the U.S., to take the steps necessary to resume service and Boeing to begin making deliveries.
“We will never forget the lives lost in the two tragic accidents that led to the decision to suspend operations,” said David Calhoun, chief executive officer of The Boeing Company. “These events and the lessons we have learned as a result have reshaped our company and further focused our attention on our core values of safety, quality and integrity.”
Throughout the past 20 months, Boeing has worked closely with airlines, providing them with detailed recommendations regarding long-term storage and ensuring their input was part of the effort to safely return the airplanes to service.
An Airworthiness Directive issued by the FAA spells out the requirements that must be met before U.S. carriers can resume service, including installing software enhancements, completing wire separation modifications, conducting pilot training and accomplishing thorough de-preservation activities that will ensure the airplanes are ready for service.
“The FAA’s directive is an important milestone,” said Stan Deal, president and chief executive officer of Boeing Commercial Airplanes. “We will continue to work with regulators around the world and our customers to return the airplane back into service worldwide.”
In addition to changes made to the airplane and pilot training, Boeing has taken three important steps to strengthen its focus on safety and quality.
Organizational Alignment: More than 50,000 engineers have been brought together in a single organization that includes a new Product & Services Safety unit, unifying safety responsibilities across the company.
Cultural Focus: Engineers have been further empowered to improve safety and quality. The company is identifying, diagnosing and resolving issues with a higher level of transparency and immediacy.
Process Enhancements: By adopting next-generation design processes, the company is enabling greater levels of first-time quality.
Elbe Flugzeugwerke (EFW), the joint venture created by Airbus and ST Engineering has achieved key milestones in the A321 passenger-to-freighter (P2F) conversion programme with the delivery and entry-into-service on 2th October of the first converted aircraft to Qantas. This new P2F version is being leased by aircraft asset manager Vallair to Qantas, to operate services on behalf of Australia Post. Last month, following its flight tests, the newly completed aircraft had been delivered by EFW to Vallair.
These milestones mark the completion and ‘birth’ of the world’s first A321 converted freighter. EFW had received the Supplemental Type Certificate (STC) for the A321P2F from the European Union Aviation Safety Agency (EASA) in February this year, and the Validation STC from the US Federal Aviation Administration (FAA) in July. Operator-specific enhancements were subsequently incorporated into the freighter and certified prior to its delivery from EFW to Vallair.
The A321P2F is the first in its size category to offer containerised loading in both the main (up to 14 full container positions) and lower deck (up to 10 container positions). With a generous payload-range capability that can carry 28 metric tonnes over 2,300 nautical miles, the A321P2F is the ideal Single-Aisle freighter aircraft for express domestic and regional operations. The conversion features a large main cargo door which is hydraulically actuated and electrically locked, a ‘Class-E’ main-deck cargo compartment with full rigid 9g barrier for optimal protection between crew and cargo, and a redefined flight deck that includes supernumerary seats.
The collaboration between ST Engineering, Airbus and EFW is the OEM-supported conversion for A321P2F in the market. There has been a keen interest from customers in the solution, which is expected to further grow with the first A321P2F unit entering the market. Looking further ahead, next year the story is set to take another stride when the first A320P2F will take shape.
– Financial results continue to be significantly impacted by COVID-19 and the 737 MAX grounding
– Proactively managing liquidity and transforming for the future
– Revenue of $14.1 billion, GAAP loss per share of ($0.79) and core (non-GAAP)* loss per share of ($1.39)
– Operating cash flow of ($4.8) billion; cash and marketable securities of $27.1 billion
– Total backlog of $393 billion, including more than 4,300 commercial airplanes
Table 1. Summary Financial Results
Third Quarter
Nine Months
(Dollars in Millions, except per share data)
2020
2019
Change
2020
2019
Change
Revenues
$14,139
$19,980
(29)%
$42,854
$58,648
(27)%
GAAP
(Loss)/Earnings From Operations
($401)
$1,259
NM
($4,718)
$229
NM
Operating Margin
(2.8)%
6.3%
NM
(11.0)%
0.4%
NM
Net (Loss)/Earnings
($466)
$1,167
NM
($3,502)
$374
NM
(Loss)/Earnings Per Share
($0.79)
$2.05
NM
($6.10)
$0.66
NM
Operating Cash Flow
($4,819)
($2,424)
NM
($14,401)
($226)
NM
Non-GAAP*
Core Operating (Loss)/Earnings
($754)
$895
NM
($5,773)
($864)
NM
Core Operating Margin
(5.3)%
4.5%
NM
(13.5)%
(1.5)%
NM
Core (Loss)/Earnings Per Share
($1.39)
$1.45
NM
($7.88)
($1.13)
NM
*Non-GAAP measure; complete definitions of Boeing’s non-GAAP measures are on page 5, “Non-GAAP Measures Disclosures.”
The Boeing Company [NYSE: BA] reported third-quarter revenue of $14.1 billion, GAAP loss per share of ($0.79) and core loss per share (non-GAAP)* of ($1.39), reflecting lower commercial deliveries and services volume primarily due to COVID-19 (Table 1). Boeing recorded operating cash flow of ($4.8) billion.
“The global pandemic continued to add pressure to our business this quarter, and we’re aligning to this new reality by closely managing our liquidity and transforming our enterprise to be sharper, more resilient and more sustainable for the long term,” said Boeing President and Chief Executive Officer Dave Calhoun. “Our diverse portfolio, including our government services, defense and space programs, continues to provide some stability for us as we adapt and rebuild for the other side of the pandemic. We remain focused on the health and safety of our employees and their communities. I’m proud of the dedication and commitment our teams have demonstrated as they continued to deliver for our customers in this challenging environment. Despite the near-term headwinds, we remain confident in our long term future and are focused on sustaining critical investments in our business and the meaningful actions we are taking to strengthen our safety culture, improve transparency and rebuild trust.”
Following the lead of global regulators, Boeing made steady progress toward the safe return to service of the 737 MAX, including rigorous certification and validation flights conducted by the U.S. Federal Aviation Administration, Transport Canada and the European Union Aviation Safety Agency. The Joint Operational Evaluation Board, featuring civil aviation authorities from the United States, Canada, Brazil, and the European Union, also conducted its evaluations of updated crew training. The 737 MAX has now completed around 1,400 test and check flights and more than 3,000 flight hours as it progresses through the robust and comprehensive certification process.
To adapt to the market impacts of COVID-19 and position the company for the future, Boeing continued its business transformation across five key areas including its infrastructure footprint, overhead and organizational structure, portfolio and investment mix, supply chain health and operational excellence. As the company resizes its operations to align with market realities, Boeing expects to continue lowering overall staffing levels through natural attrition as well as voluntary and involuntary workforce reductions, and recorded additional severance costs in the third quarter.
Table 2. Cash Flow
Third Quarter
Nine Months
(Millions)
2020
2019
2020
2019
Operating Cash Flow
($4,819)
($2,424)
($14,401)
($226)
Less Additions to Property, Plant & Equipment
($262)
($465)
($1,038)
($1,387)
Free Cash Flow*
($5,081)
($2,889)
($15,439)
($1,613)
*Non-GAAP measure; complete definitions of Boeing’s non-GAAP measures are on page 5, “Non-GAAP Measures Disclosures.”
Operating cash flow was ($4.8) billion in the quarter, reflecting lower commercial deliveries and services volume primarily due to COVID-19, as well as timing of receipts and expenditures (Table 2).
Table 3. Cash, Marketable Securities and Debt Balances
Quarter-End
(Billions)
Q3 20
Q2 20
Cash
$10.6
$20.0
Marketable Securities1
$16.5
$12.4
Total
$27.1
$32.4
Debt Balances:
The Boeing Company, net of intercompany loans to BCC
$59.1
$59.5
Boeing Capital, including intercompany loans
$1.9
$1.9
Total Consolidated Debt
$61.0
$61.4
1Marketable securities consists primarily of time deposits due within one year classified as “short-term investments.”
Cash and investments in marketable securities decreased to $27.1 billion, compared to $32.4 billion at the beginning of the quarter, primarily driven by operating cash outflows (Table 3). Debt was $61.0 billion, down from $61.4 billion at the beginning of the quarter due to the repayment of maturing debt.
Total company backlog at quarter-end was $393 billion.
Segment Results
Commercial Airplanes
Table 4. Commercial Airplanes
Third Quarter
Nine Months
(Dollars in Millions)
2020
2019
Change
2020
2019
Change
Commercial Airplanes Deliveries
28
62
(55)%
98
301
(67)%
Revenues
$3,596
$8,249
(56)%
$11,434
$24,793
(54)%
Loss from Operations
($1,369)
($40)
NM
($6,199)
($3,813)
NM
Operating Margin
(38.1)%
(0.5)%
NM
(54.2)%
(15.4)%
NM
Commercial Airplanes third-quarter revenue decreased to $3.6 billion, reflecting lower delivery volume primarily due to COVID-19 impacts as well as 787 quality issues and associated rework. Third-quarter operating margin decreased to (38.1) percent, primarily driven by lower delivery volume, as well as $590 million of abnormal production costs related to the 737 program.
Commercial Airplanes added the final 777X flight test airplane to the test program and the GE9X engine received FAA certification. In October, the company decided it will consolidate 787 production in South Carolina in mid-2021, which did not have a significant financial impact on the program in the third quarter. Commercial Airplanes delivered 28 airplanes during the quarter, and backlog included over 4,300 airplanes valued at $313 billion.
Defense, Space & Security
Table 5. Defense, Space & Security
Third Quarter
Nine Months
(Dollars in Millions)
2020
2019
Change
2020
2019
Change
Revenues
$6,848
$7,002
(2)%
$19,478
$20,168
(3)%
Earnings from Operations
$628
$754
(17)%
$1,037
$2,581
(60)%
Operating Margin
9.2%
10.8%
(1.6) Pts
5.3%
12.8%
(7.5) Pts
Defense, Space & Security third-quarter revenue decreased to $6.8 billion, primarily due to derivative aircraft award timing, partially offset by higher fighter volume (Table 5). Third-quarter operating margin decreased to 9.2 percent reflecting less favorable performance, including a $67 million KC-46A Tanker charge.
During the quarter, Defense, Space & Security received an award for eight F-15EX advanced fighter aircraft for the U.S. Air Force and a contract extension for the International Space Station for NASA, as well as contracts for nine additional MH-47G Block II Chinook helicopters for the U.S. Army Special Operations and four additional 702X satellites. Also in the quarter, the U.S. Air Force and Boeing team was awarded the Collier Trophy for aerospace excellence for the X-37B autonomous spaceplane. Significant milestones included inducting the 20th U.S. Navy F/A-18 into the Service Life Modification program as well as delivering the firstBell Boeing V-22 Osprey to Japan and the first MH-47G Block II Chinook to the U.S. Army Special Operations.
Backlog at Defense, Space & Security was $62 billion, of which 30 percent represents orders from customers outside the U.S.
Global Services
Table 6. Global Services
Third Quarter
Nine Months
(Dollars in Millions)
2020
2019
Change
2020
2019
Change
Revenues
$3,694
$4,658
(21)%
$11,810
$13,820
(15)%
Earnings from Operations
$271
$673
(60)%
$307
$2,013
(85%)
Operating Margin
7.3%
14.4%
(7.1) Pts
2.6%
14.6%
(12.0) Pts
Global Services third-quarter revenue decreased to $3.7 billion, driven by lower commercial services volume due to COVID-19, partially offset by higher government services volume (Table 6). Third-quarter operating margin decreased to 7.3 percent primarily due to lower commercial services volume and additional severance costs.
During the quarter, Global Services signed an agreement with GECAS for 11 737-800 Boeing Converted Freighters, secured a six-year P-8A support contract for the Royal Australian Air Force, and was awarded F-15EX training and services support contracts by the U.S. Air Force. Global Services also delivered the first P-8A Operational Flight Trainer for the United Kingdom Royal Air Force.
Additional Financial Information
Table 7. Additional Financial Information
Third Quarter
Nine Months
(Dollars in Millions)
2020
2019
2020
2019
Revenues
Boeing Capital
$71
$66
$205
$207
Unallocated items, eliminations and other
($70)
$5
($73)
($340)
Earnings from Operations
Boeing Capital
$30
$29
$47
$86
FAS/CAS service cost adjustment
$353
$364
$1,055
$1,093
Other unallocated items and eliminations
($314)
($521)
($965)
($1,731)
Other income, net
$119
$121
$325
$334
Interest and debt expense
($643)
($203)
($1,458)
($480)
Effective tax rate
49.6%
0.8%
40.1%
(350.6)%
At quarter-end, Boeing Capital’s net portfolio balance was $2.0 billion. The change in revenue and earnings from other unallocated items and eliminations was primarily due to the timing of cost allocations. Earnings from other unallocated items and eliminations was also impacted by lower enterprise research and development expense. Interest and debt expense increased due to higher debt balances. The third quarter effective tax rate reflects tax benefits related to the five year net operating loss carryback provision in the Coronavirus Aid, Relief, and Economic Security (CARES) Act as well as the impact of pre-tax losses.
Non-GAAP Measures Disclosures
We supplement the reporting of our financial information determined under Generally Accepted Accounting Principles in the United States of America (GAAP) with certain non-GAAP financial information. The non-GAAP financial information presented excludes certain significant items that may not be indicative of, or are unrelated to, results from our ongoing business operations. We believe that these non-GAAP measures provide investors with additional insight into the company’s ongoing business performance. These non-GAAP measures should not be considered in isolation or as a substitute for the related GAAP measures, and other companies may define such measures differently. We encourage investors to review our financial statements and publicly-filed reports in their entirety and not to rely on any single financial measure. The following definitions are provided:
Core Operating Earnings, Core Operating Margin and Core Earnings Per Share
Core operating earnings is defined as GAAP earnings from operations excluding the FAS/CAS service cost adjustment. The FAS/CAS service cost adjustment represents the difference between the FAS pension and postretirement service costs calculated under GAAP and costs allocated to the business segments. Core operating margin is defined as core operating earnings expressed as a percentage of revenue. Core earnings per share is defined as GAAP diluted earnings per share excluding the net earnings per share impact of the FAS/CAS service cost adjustment and Non-operating pension and postretirement expenses. Non-operating pension and postretirement expenses represent the components of net periodic benefit costs other than service cost. Pension costs, comprising service and prior service costs computed in accordance with GAAP are allocated to Commercial Airplanes and BGS businesses supporting commercial customers. Pension costs allocated to BDS and BGS businesses supporting government customers are computed in accordance with U.S. Government Cost Accounting Standards (CAS), which employ different actuarial assumptions and accounting conventions than GAAP. CAS costs are allocable to government contracts. Other postretirement benefit costs are allocated to all business segments based on CAS, which is generally based on benefits paid. Management uses core operating earnings, core operating margin and core earnings per share for purposes of evaluating and forecasting underlying business performance. Management believes these core earnings measures provide investors additional insights into operational performance as they exclude non-service pension and post-retirement costs, which primarily represent costs driven by market factors and costs not allocable to government contracts. A reconciliation between the GAAP and non-GAAP measures is provided on pages 12-13.
Free Cash Flow
Free cash flow is GAAP operating cash flow reduced by capital expenditures for property, plant and equipment. Management believes free cash flow provides investors with an important perspective on the cash available for shareholders, debt repayment, and acquisitions after making the capital investments required to support ongoing business operations and long term value creation. Free cash flow does not represent the residual cash flow available for discretionary expenditures as it excludes certain mandatory expenditures such as repayment of maturing debt. Management uses free cash flow as a measure to assess both business performance and overall liquidity. Table 2 provides a reconciliation of free cash flow to GAAP operating cash flow.
Caution Concerning Forward-Looking Statements
This press release contains “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995. Words such as “may,” “should,” “expects,” “intends,” “projects,” “plans,” “believes,” “estimates,” “targets,” “anticipates,” and similar expressions generally identify these forward-looking statements. Examples of forward-looking statements include statements relating to our future financial condition and operating results, as well as any other statement that does not directly relate to any historical or current fact. Forward-looking statements are based on expectations and assumptions that we believe to be reasonable when made, but that may not prove to be accurate. These statements are not guarantees and are subject to risks, uncertainties, and changes in circumstances that are difficult to predict. Many factors could cause actual results to differ materially and adversely from these forward-looking statements. Among these factors are risks related to: (1) the COVID-19 pandemic and related government actions, including with respect to our operations, our liquidity, the health of our customers and suppliers, and future demand for our products and services; (2) the 737 MAX, including the timing and conditions of 737 MAX regulatory approvals, lower than planned production rates and/or delivery rates, and increased considerations to customers and suppliers, (3) general conditions in the economy and our industry, including those due to regulatory changes; (4) our reliance on our commercial airline customers; (5) the overall health of our aircraft production system, planned commercial aircraft production rate changes, our commercial development and derivative aircraft programs, and our aircraft being subject to stringent performance and reliability standards; (6) changing budget and appropriation levels and acquisition priorities of the U.S. government; (7) our dependence on U.S. government contracts; (8) our reliance on fixed-price contracts; (9) our reliance on cost-type contracts; (10) uncertainties concerning contracts that include in-orbit incentive payments; (11) our dependence on our subcontractors and suppliers, as well as the availability of raw materials; (12) changes in accounting estimates; (13) changes in the competitive landscape in our markets; (14) our non-U.S. operations, including sales to non-U.S. customers; (15) threats to the security of our or our customers’ information; (16) potential adverse developments in new or pending litigation and/or government investigations; (17) customer and aircraft concentration in our customer financing portfolio; (18) changes in our ability to obtain debt financing on commercially reasonable terms and at competitive rates; (19) realizing the anticipated benefits of mergers, acquisitions, joint ventures/strategic alliances or divestitures; (20) the adequacy of our insurance coverage to cover significant risk exposures; (21) potential business disruptions, including those related to physical security threats, information technology or cyber-attacks, epidemics, sanctions or natural disasters; (22) work stoppages or other labor disruptions; (23) substantial pension and other postretirement benefit obligations; and (24) potential environmental liabilities.
Additional information concerning these and other factors can be found in our filings with the Securities and Exchange Commission, including our most recent Annual Report on Form 10-K, Quarterly Reports on Form 10-Q and Current Reports on Form 8-K. Any forward-looking statement speaks only as of the date on which it is made, and we assume no obligation to update or revise any forward-looking statement, whether as a result of new information, future events, or otherwise, except as required by law.
Following regular discussion with Congress about our federal funding needs for Fiscal Year 2021, Amtrak submitted a letter to Congress formalizing our ongoing request for up to $4.857 billion this fiscal year for Amtrak and our partners.
From the letter, Amtrak President and CEO Bill Flynn notes “we have seen that our ridership is not returning as quickly or at the levels that we had hoped for, and we updated our forecast for FY 21. We now anticipate needing up to $4.857 billion in FY21 to support the company and our employees through this unprecedented situation.”
Additionally, as Congress considers programs for stimulating the economy, Amtrak has identified $5.193 billion in additional investments as part of an economic recovery proposal to help the nation recover from the impacts of the pandemic, for a total federal investment of $10.050 billion. This includes critical projects, such as replacing bridges and tunnels on the Northeast Corridor, new fleet, infrastructure improvements throughout our national network, and major station improvements. If this additional $5.193 billion investment is made, Amtrak anticipates that, based on various transportation studies, more than 75,000 jobs could be created, while building for the future needs of America’s traveling public.
Business remains at about 25% of pre-COVID levels. Based on our current forecast, our FY 2021 ridership and revenue are forecasted to improve to about 40% of pre-COVID levels, which is weaker than anticipated.
If we do not get additional funding, potential impacts on customers, employees and projects include the reduction of corridor trains as state partners are forced to suspend service, and the deferment of numerous capital projects and procurement critical to the railroad, both of which could result in a corresponding loss of an additional 2,400 in total jobs.
“To manage this situation, Amtrak will work to adjust its operating and capital spending plans during this short term CR, with the aim of minimizing further impacts on our customers and employees. However, if the FY 20 funding level is extended beyond December 11, 2020 and supplemental funding has not yet been provided, we will be unable to avoid more drastic impacts that could have long lasting effects on our Northeast Corridor infrastructure and the national rail system,” said Flynn in the letter.
Textron Aviation today announced it has achieved Type Certification by the Federal Aviation Administration (FAA) for its newest flagship twin turboprop Beechcraft King Air 360/360ER aircraft, paving the way for customer deliveries to commence in the coming weeks. Announced in August 2020, the Beechcraft King Air 360 demonstrates the company’s commitment to ongoing product development, bringing the latest innovations to the legendary aircraft and providing added value for customers.
The Beechcraft King Air 360/360ER is designed and manufactured by Textron Aviation Inc., a Textron Inc. (NYSE: TXT) company.
“The new era of the industry-leading Beechcraft King Air begins today,” said Chris Hearne, senior vice president, Engineering and Programs. “The King Air 360 is a perfect combination of customer input, innovative technology and next-generation capabilities. By incorporating superior features and engineering advancements into an aircraft that is renowned for its versatility and reliability, we have elevated the King Air to the next level. With certification now in hand, we are thrilled to soon get these aircraft into the hands of our eager customers.”
The King Air 360 ushers in the next generation of the legendary King Air turboprop family, building on its reputation of versatility and reliability. The newly upgraded aircraft offers the latest technological advancements in the cockpit, a redesigned cabin and enhancements to passenger comfort.
Cockpit upgrades
Among the key features of the King Air 360 cockpit is the addition of the Innovative Solutions & Support (IS&S)ThrustSense Autothrottle. The autothrottle supports pilots in their critical mission of delivering people or cargo safely by automatically managing engine power from the takeoff roll through the climb, cruise, descent, and go-around phases of flight. This enhancement reduces pilot workload and supports them in their continuous vigilance to prevent over-speed or under-speed, over-temp and over-torque conditions.
Another important update in the cockpit is the new digital pressurization controller, which automatically schedules cabin pressurization during both climb and descent, reducing pilot workload and increasing overall passenger comfort. The pressurization gauges have been integrated with the powerful Collins Aerospace Pro Line Fusion flight deck.
Cabin upgrades
With standard seating for nine passengers, the latest King Air offers an even greater passenger experience than its predecessor. The aircraft features a cabin altitude of 5,960 feet at a typical cruising altitude of 27,000 feet – more than 10 percent lower when compared to the King Air 350i. The improved cabin altitude level provides greater comfort for passengers, especially during longer flights.
A redesigned cabin features a stunning new look with custom-built cabinetry, partitions and side ledges, upgraded materials and finishes, along with all new interior schemes. Other amenities that come standard on the entire King Air lineup include pull-out work tables, standard power outlets, USB charging stations and a private aft lavatory.
King Air leadership
Nearly 7,600 Beechcraft King Air turboprops have been delivered to customers around the world since 1964, making it the best-selling business turboprop family in the world. The worldwide fleet has surpassed 62 million flight hours in its 56 years, serving roles in all branches of the U.S. military and flying both commercial and special mission roles around the world.
Airbus Helicopters has delivered the first five-bladed H145 to the Norwegian Air Ambulance Foundation. This new version of its best-selling H145 light twin-engine helicopter brings a new, innovative five-bladed rotor to the multi-mission helicopter, increasing the useful load by 150 kg while delivering new levels of comfort, simplicity, and connectivity. It received certification from the European Union Aviation Safety Agency in June and is now ready to take on a wide variety of missions.
The Norwegian Air Ambulance Foundation, founded by Norwegian doctor Jens Moe in 1978, is the mother company and owner of the Norwegian Air Ambulance. It brought HEMS to Norway by opening a first base near Oslo, using a BO105 helicopter rented from Germany. Today, Norwegian Air Ambulance operates all 13 HEMS bases in Norway and all 4 bases in Denmark using a 100% Helionix-equipped fleet of H135s and H145s. This helicopter is dedicated to support the Foundations important work to improve the HEMS operations.
The new version of Airbus’ best-selling H145 light twin-engine helicopter was unveiled at Heli-Expo 2019 in Atlanta with launch customers announced for all civil and parapublic mission segments.
Certification by the Federal Aviation Administration is under review and expected soon. The certification for the military version of the five-bladed H145 will be granted in 2021. The H145 is developed jointly with Kawasaki Heavy Industries. The first delivery by the Japanese cooperation partner is scheduled for early next year.
Powered by two Safran Arriel 2E engines, the H145 is equipped with full authority digital engine control (FADEC) and the Helionix digital avionics suite. It includes a high performance 4-axis autopilot, increasing safety and reducing pilot workload. Its particularly low acoustic footprint makes the H145 the quietest helicopter in its class.
Embraer today announced that the Synthetic Vision Guidance System (SVGS) for the midsize Praetor 500 and super-midsize Praetor 600 business jets was awarded certification by both the civil aviation authority of Brazil, Agência Nacional de Aviação Civil (ANAC), and the civil aviation authority of the United States, the Federal Aviation Administration (FAA). Embraer is the first OEM to receive SVGS certification approval.
The SVGS provides pilots with a dynamic perception of position, trend, and motion, facilitating the transition to utilizing visual references and enabling the safe completion of more missions during inclement weather and lower ceiling approaches. The system allows pilots to operate the aircraft to a decision height of 150 feet (SA-CAT I), as opposed to the regular decision height of 200 feet, increasing operational efficiency and allowing access to several airports during inclement weather and lower ceiling approaches. The SVGS can be used with or without the Head-Up Display (HUD) and is now available for new aircraft and fully retrofittable on all Legacy 450, Legacy 500, Praetor 500, and Praetor 600 aircraft at any Embraer Owned or Authorized Service Center.
“At Embraer, we are committed to continuously improving our already industry-leading products to deliver the ultimate experience in business aviation. Just two months after certifying the electric pocket door and making the HEPA filter standard, we are proud to certify another Praetor 500 and Praetor 600 innovation,” said Michael Amalfitano, President & CEO, Embraer Executive Jets. “Thanks to our unparalleled engineering team and world-class partnership with Collins Aerospace, Embraer is proud to offer business aviation’s first Synthetic Vision Guidance System on the Praetor 500 and Praetor 600, further solidifying their position as the most disruptive and technologically advanced midsize business jets in the market.”
Independent of the Embraer Enhanced Vision System (E2VS), the SVGS is an optional addition to the acclaimed Collins Aerospace Pro Line Fusion flight deck on the Praetor 500 and Praetor 600. The SVGS can be installed either with or without E2VS, delivering even greater flexibility and safety options. When installed alone, SVGS allows for enviable situational awareness, without the investment required for E2VS. When installed together, the aircraft’s operational efficiency is further improved, allowing for even better utilization of the Praetor’s unparalleled short runway performance.
– $11.5 million will stabilize and improve Colorado – New Mexico segment
WASHINGTON – Amtrak, committed to the national network of long-distance, interregional trains, is thanking the Federal Railroad Administration for a $5.6 million Consolidated Rail Infrastructure and Safety Improvements (CRISI) grant to stabilize and rehabilitate the route of the Amtrak Southwest Chief in Colorado and New Mexico. Combined with $4.9 million in Amtrak federal funds set aside for this service and $1 million from the New Mexico Department of Transportation (NMDOT), a total of $11.5 million will be invested from Trinidad, Colo., to south of Lamy, N.M.
This is the fifth federal grant for the route segment in these two states and Kansas. There is still a significant need for component renewal and restoration of the line to bring it to a more robust condition. When these improvements and others are complete, it will remain a productive route for decades to come.
Between 2016 and 2020, Amtrak has committed $15.8 million in direct funding for the route of the Southwest Chief, and an additional $12.8 million in matching funds to previously awarded federal grants. Amtrak has also invested between $4 and $8 million annually in this segment, outside of any grant programs, including selective installation of ties, replacing bolted rail in curves, and bridge or culvert repair.
“Starting in 2014, a team of elected and private officials formed a coalition with Amtrak that has been successful as shown by matching funds from the states and Amtrak, the political backing for the train by the region’s Congressional delegation, and the continued support by the cities, counties, and communities alongside the railway,” said Bill Flynn, Amtrak President & Chief Executive Officer. “Our past and current investments, from Kansas through Colorado and New Mexico, demonstrate our commitment to the Chief route and also preserve this segment for eventual inclusion in a north-south connection along the Front Range between Denver and Albuquerque, via Colorado Springs and Pueblo.”
Most of the trackage is owned by Burlington Northern Santa Fe Railway, which has been moving its traffic to less mountainous routes. The arid weather conditions and low freight tonnage since 2008 have allowed the right-of-way to remain in stable condition despite its advancing age. Amtrak, NMDOT and BNSF have identified critical areas where investment in the route infrastructure will improve its condition and enhance safety such that more efficient and productive maintenance dollars can be applied to it annually. Additional federal grant applications are expected to be sought.
Project engineering and construction under this CRISI grant will be carried out by the BNSF Railway Engineering Department and the Rio Metro Regional Transportation District, the latter which manages the NMDOT infrastructure. Work is expected to begin in 2021 and carry into 2022.
New ties will be installed on a 31-mile section south of Raton Pass and another six-mile segment in New Mexico, more than 12 miles of bolted rail will be converted to welded rail between Lamy and where Rio Metro’s Rail Runner commuter traffic diverges to Santa Fe, and the decks of two bridges will be rebuilt, along with three grade crossings.
BNSF commissioned a geotechnical assessment to provide recommendations for the reduction of rockfall hazards at Raton Pass, Glorieta Pass and Shoemaker Canyon. The grant will fund additional stabilization and protection measures. BNSF’s 3.3 percent Raton Pass grade is only used by Amtrak trains and is the steepest rail route in regular U.S. use. It is has been a National Historic Landmark since 1960 and is at an elevation of 7,834 feet.
The Southwest Chief (Trains 3 & 4) operates 2,265 miles between Chicago and Los Angeles, via Kansas City and Albuquerque, and also provides access to the Philmont Scout Ranch (northeast New Mexico’s largest employer), the Grand Canyon and Las Vegas.
SBB and ÖBB are stepping up their long-standing cooperation in international passenger services. The two railway companies are seeking to scale up the existing night train services from six to ten lines. Planning is underway for new night trains from Switzerland to Amsterdam, Rome and Barcelona. Last week, SBB and ÖBB signed a corresponding Letter of Intent. The planned expansion of services can only be guaranteed with financial support from the Swiss climate fund.
Demand for international night train services significantly increased in 2019 and at the start of 2020 until the coronavirus crisis struck. The number of passengers using night train services from Switzerland grew by over 25 per cent with respect to the previous year. The two partner railways consider this a sustainable trend given the significant rise in customer demand for environmentally friendly and resource-efficient travel. There is clear evidence to show that night trains have a positive effect on overall emissions, as they generate modal shift from other modes of transport to rail. ÖBB and SBB share the goal of shifting more travel to rail and thus contributing to a reduction in CO2 emissions from the travel sector. This commitment reflects the aims of the Paris Agreement on climate change and the political and public will to develop an attractive night train network as an important component of environmentally friendly and sustainable mobility in Europe.
With its 19 Nightjet lines and eight further services provided in cooperation with partner railways, ÖBB already runs Europe’s largest night train network. This includes the network from Switzerland run in cooperation with SBB, comprising six lines and one additional service. SBB and ÖBB want to build on this success and expand night train services in Europe together. Over the last few months, the companies have thoroughly tested and evaluated various options for expanding the service. By cooperating, the railway companies will be able to make use of synergies in production and marketing of the service offer and save on costs. In the Letter of Intent signed last week, the two railway companies presented their strategy for expanding services as outlined in “2024 Nightjet Network for Switzerland”. The plans involve expanding the Nightjet network from Switzerland to incorporate a total of ten lines and 25 destinations.
Cornerstones of the expansion plan:
– From 2022 timetable onwards: new Nightjet connection to Amsterdam. As a first step in the expansion process, the two railway companies want to launch a new daily Nightjet service running Zurich–Basel–Frankfurt–Cologne–Amsterdam in December 2021. However, the very limited availability of rolling stock suitable for night train services restricts short-term service expansion. SBB therefore intends to lease suitable rolling stock from German leasing company RDC Asset GmbH.
– Increasing capacity on services to Berlin, Hamburg and Prague and new connection to Leipzig and Dresden. The services currently provided from Zurich via Basel to Berlin and Hamburg are increasingly popular. Capacity on this route will therefore be expanded significantly. SBB and ÖBB wish to serve both destinations with two separate trains covering the whole route, if possible from the 2023 timetable change. This will enable a significant capacity increase. They also plan to run the service to Prague via Germany as a portion of the Berlin Nightjet with sleeping cars and couchettes. The new route would also provide a direct connection to Leipzig and Dresden.
– Plans for new connections to Rome and Barcelona. There are plans for a new line connecting Zurich via Bern, Brig, Domodossola to Rome. A daily connection from Zurich via Bern, Lausanne, Geneva to Barcelona is also planned. This would also integrate French-speaking Switzerland directly into the night train network. It is not yet clear whether it will be possible to run these two lines, as agreements with other partner railways are yet to be reached.
To ensure that night train services can be expanded in the medium to long term, ÖBB is also investing in new rolling stock. The new night train sets are to come into service gradually over a period of time.
SBB and ÖBB are campaigning for greater political support for night trains.
Alongside the planned service expansion, SBB, ÖBB and other partner railways are campaigning for transport policies which facilitate night train operations in Europe. In Switzerland, the total revision of the CO2 Act after 2020 is being debated in the autumn session of the Federal Parliament. The Act provides for support for cross-border rail services from the climate fund. Last week, the Swiss Parliament voted in favour of supporting international passenger services, including night trains. While subject to a final vote and a possible referendum, financial support from the climate fund would compensate for the losses SBB would sustain given the high operating costs night train services involve.
ÖBB is the largest provider of night train services in Europe and has contributed significantly to maintaining night trains services from Switzerland in its existing partnership with SBB. Andreas Matthä, ÖBB CEO, said: “We have no doubts about the Nightjet’s success. With SBB as a committed and effective partner, we can continue to expand the Nightjet network even further. We are investing in new trains: 13 latest generation Nightjet sets will be in operation from the end of 2022. With additional services and modern rolling stock, taking the night train will become an even more attractive option.”
SBB CEO Vincent Ducrot has no doubt that demand for fast daytime services and night trains will continue to grow. “This is a sustainable trend and the demand for environmentally friendly and resource-efficient mobility will continue to increase.”
SBB and ÖBB consider night train services as an important element of the overall service offer and see great potential for creating synergies with daytime services. An attractive rail offer helps to achieve the goal of modal shift from short-haul flights to rail.
