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Eva Air Addresses COVID-19 Infected Pilot Dismissed for Cause

On behalf of EVA Air, we offer our sincere apology to frontline epidemic prevention teams, health-care workers and the general public for the impact on public epidemic prevention efforts our dismissed pilot’s regulation violations have caused.

We treat all our employees equally and apply the same standard to each and everyone who works at EVA, no matter what rank or title. If anyone is found to have violated epidemic prevention rules, we will immediately investigate and take disciplinary action if it’s warranted.

On December 23, 2020, after a thorough evaluation of facts and evidence, EVA’s Disciplinary Committee dismissed a Captain for violating epidemic prevention rules and filing an untruthful report. He disregarded Taiwan Civil Aeronautics Administration and Ministry of Transportation and Communications (MOTC) Operational Principles, requiring Air Crew Members of Taiwan-based airlines to comply with health controls in addition to Article 43, Paragraph 2 of the Communicable Disease Control Act, stating “relevant personnel shall not refuse, evade or obstruct the laboratory testing, diagnosis, investigation…, jeopardizing the good name and reputation of the company.”

The dismissed pilot’s irresponsible disregard for the well-being of First Officers in the cockpit with him, ground crew and others he came in contact with also meets criteria for disciplinary termination under Article 12, Paragraph 1, Subparagraph 4 of Taiwan’s Labor Standards Law. Following Articles 13.3.6 and 14.3 of its Pilot Administration Manual, EVA’s Disciplinary Committee made a unanimous decision to terminate the pilot, effective immediately.

The dismissed pilot failed to mention his own noncompliance or epidemic prevention rule violations by any other crew member in reports he submitted for the cargo flights he commanded. On the evening of December 17, a female First Officer who had flown with the dismissed pilot notified EVA that she had been diagnosed with COVID-19 and mentioned that the dismissed pilot had not worn a mask when they were on duty in the cabin. Following Central Epidemic Command Center guidelines, we began investigating the dismissed pilot on December 18. Another First Officer who had flown with the dismissed pilot tested positive for COVID-19 on December 19. EVA contacted both First Officers to ensure their wellbeing and verify details of the situation. The First Officers confirmed that the dismissed pilot had not worn masks when he was on duty in the cockpit with them though he was asked to do so. The EVA Disciplinary Committee considered this information within the evidence they reviewed.

The dismissed pilot is from New Zealand, the female First Officer is Taiwanese and the other First Officer, Japanese.

We also immediately began improving our epidemic prevention practices and management procedures. For example, we established more rigorous rules for crew members when they collect food during overseas layovers in hotels. We now require everyone to wear masks, goggles and gloves when they receive food. During flights, only one pilot at a time can remove his or her mask to eat or drink. We equipped our dormitories with new door locks that record all entries and exits. We also created a new reporting mechanism to make it easy for employees to report violations they may witness, regardless of the offender’s position in the company. EVA will investigate all reports of violations and take disciplinary action whenever it is warranted.

EVA strictly complies with all government epidemic prevention policies and requires all crew members and staff to follow applicable rules. Unfortunately, one irresponsible employee’s thoughtless behavior spoiled the hard-earned success that other EVA pilots, crew members and staff have worked so hard to achieve. While EVA does not ever cut corners in practices or procedures, this situation exposed vulnerabilities in our epidemic prevention efforts. We met with Taiwan’s Central Epidemic Command Center and Civil Aeronautics Administration to discuss additional measures we can take to make our operations more secure. And we will use what we learned from this situation as we continue to do our best to strengthen and improve our epidemic prevention practices and management procedures.

Amtrak-Led Coalition Wins Another Southwest Chief Grant

$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 MexicoCombined 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.

Upgraded Mustang Shelby GT350R Gets New Chassis Technology From GT500

DEARBORN, Mich., Aug. 12, 2019 – As the greatest-ever Mustang performance lineup hits the streets, the 2020 Mustang Shelby GT350R picks up new performance tech and colors from its stablemates to make it more fun to drive on the track and off.

Enhancing handling and steering responsiveness, Shelby GT350R refinements for 2020 include redesigned front suspension geometry with a redesigned high-trail steering knuckle leveraged from the all-new Shelby GT500. To elevate driver confidence and steering precision, a new steering rack and recalibrated electric power steering control is also added.

“It’s always been our plan to take the latest innovations from the GT500 program and strategically apply them across the Mustang lineup,” said Ed Krenz, Ford Performance chief program engineer. “These latest updates to the GT350R keep its performance competitive and on the top if its game, whether that’s on the track or on the street.”

GT350R continues to also deliver against aggressive targets for weight reduction with a rear seat delete and carbon fiber wheels. Exhaust resonators also have been removed for weight savings with the benefit of creating a sharper exhaust tone.

For customers seeking more comfort in their Shelby GT350R, Ford offers an available Technology Package with a 12-speaker B&O premium sound system, Blind Spot Information System with Cross-Traffic Alert, Cobra Puddle Lamps and voice-activated navigation.

Also standard are carbon fiber wheels, larger front splitter and rear wing.

Standing apart from GT350, GT350R features distinct design details. Exterior touches include red painted brake calipers, red pin striping at the edges of the optional over-the-top racing stripes and Shelby GT350R badging. Inside is high-contrast red stitching, Shelby GT350R badging and the D-shaped steering wheel fitted with a red center mark at the top.

Shelby GT350
2020 Shelby GT350 carries over previous updates, including the latest advances in tire, aerodynamics and chassis technology. GT350 shares some new Mustang colors and new driver technologies. Grabber Lime and Twister Orange are two bright, new heritage feature colors that trace back to the 1970s, while new Iconic Silver and Red Hot Metallic provide some classic hues to the lineup.

FordPass Connect, now standard on Mustang for 2020, allows owners to interact with their vehicles via a smartphone. Using FordPass Connect’s phone application, GT350 owners can locate their parked car, lock and unlock it, and check vehicle status, such as fuel, oil levels and maintenance alerts. The availability of these features varies by market.

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GT350, GT500 and Shelby are registered trademarks of Carroll Hall Shelby Trust. Horsepower and torque ratings are based on using fuel as per SAE J1349 standard; actual performance may vary.

Wynn Ends Acquisition Talks with Australia’s Crown Resorts

FILE PHOTO – The logo of Australian casino giant Crown Resorts Ltd adorns the hotel and casino complex in Melbourne, Australia, June 13, 2017. REUTERS/Jason Reed/File Picture

(Reuters) – Wynn Resorts Ltd, the world’s No. 2 casino operator, said on Tuesday it scrapped preliminary talks to acquire Crown Resorts Ltd for A$10 billion ($7.1 billion), after the Australian Financial Review broke news of the negotiations.

Wynn’s backtracking illustrates how media leaks of deal talks can test the resolve of potential acquirers. Crown shares jumped as much as 22 percent on the news to A$14.37, close to the $A14.75 per share level that Crown said Wynn’s latest cash-and-stock offer valued the company.

This can make deal negotiations more difficult by emboldening acquisition targets to drive a hard bargain, analysts said. In this case, Wynn’s inexperience with pursuing big deals also likely played a factor, some analysts added.

“(Wynn) management’s experience with acquisitions is limited, so when you target synergies it’ll be nice to have more of a track record for such a large transaction,” said Roth Capital Partners analyst David Bain, calling the termination of the deal talks a positive development for Wynn.

After the Australian Financial Review revealed Wynn’s takeover approach, Crown not only confirmed the confidential talks on Tuesday, but also disclosed the price that Wynn was offering. It added that Crown’s board had not yet considered Wynn’s latest offer.

Wynn then issued two statements, first confirming the talks, and, a few hours later, stating that they had ended.

“Following the premature disclosure of preliminary discussions, Wynn Resorts has terminated all discussions with Crown Resorts concerning any transaction,” the company said in a statement.

Wynn’s shares were down 3.2 percent at $140.21 in New York at mid-afternoon.

Examples of companies confirming acquisition talks only to back out hours later are few and far between, because they reflect a lack of conviction on the part of the aspiring acquirers.

Last year, drug maker Allergan Plc confirmed it was in the early stages of making an offer for peer Shire Plc, after Reuters broke news of the deliberations, only to issue a second statement a few hours later stating it would not make an offer.

Insurer Aon Plc said last month it would not pursue a merger with rival insurance brokerage Willis Towers Watson Plc, a day after it confirmed it was in early stages of considering an all-stock offer for the Irish company following a Bloomberg News report revealing the deliberations.

HEDGE AGAINST MACAU

Wynn was founded in 2002 by Steve Wynn, who started his casino business in Las Vegas in the 1960s and created some of the city’s most iconic landmarks – the Mirage, Bellagio and Treasure Island – before selling them. Beset by sexual misconduct allegations, Wynn left the company and sold his entire 11.8 percent stake in Wynn Resorts for $2.1 billion last month.

Wynn operates large resort-and-casino complexes in Las Vegas and Chinese gambling hub Macau, with another under construction in Massachusetts. The deal would have offered a hedge against Macau, where its licences are up for renewal, by giving it two lavishly revamped Australian casinos and a third being built on the prized Sydney harbour front.

Buying Crown would also fit in with Wynn’s strategy to diversify geographically to protect its growth prospects if its Macau licences are not renewed.

The company’s efforts so far have included ramping up promotion of a resort in Japan, a market seen as the next potential goldmine to Macau and a former expansion target for Crown.

“Wynn has typically grown through building their own facilities, not through acquisition,” said Bain, the Roth Capital Partners analyst.

For Crown’s 47 percent owner James Packer, who re-badged his father’s media empire as a gambling concern in 2007 only to withdraw from business engagements last year due to mental illness, the deal would have ended his career as a casino mogul with a A$4.7 billion payout.

He would have ended up as Wynn’s biggest shareholder with 9.8 percent of its shares, based on its current number of shares on issue.

“We think Wynn’s strategy was mostly defensive, but if they have a strong strategic rationale for wanting to acquire Crown, they would likely come back to the table when things settle down,” said John DeCree, Union Gaming Securities’ director of North America research.

(Reporting by Byron Kaye, Tom Westbrook and Paulina Duran in SYDNEY, Devika Syamnath and Nivedita Balu in BENGALURU, and Greg Roumeliotis in NEW YORK; Editing by Sriraj Kalluvila, Shounak Dasgupta and Richard Chang)

(Nattee Chalermtiragool/Shutterstock) stock-Wynn-Macau-01-shutter Macao, China – March 12, 2016: View of Macao city at night in Macao, China