Airservices did not follow its own policies and procedures in contracting an external company, the International Centre for Complex Project Management (ICCPM), to provide services related to the OneSky project, the Australian National Audit Office (ANAO) has found.
At the request of the Senate Rural Affairs and Transport Legislation Committee and Minister for Infrastructure and Regional Development, the ANAO conducted an audit into Airservices’ oversight and implementation of OneSky, which aims to combine both the civil and military air traffic management systems into one program.
The move to have ANAO look into the matter came after a parliamentary committee in August and September 2015 raised questions surrounding the OneSky tender process, particularly after Airservices contracted ICCPM in 2012 to establish the request for tender.
Specifically, the committee heard examples that could give rise to perceptions of conflict of interest.
The ANAO report, published on Wednesday, examined whether Airservices had effective procurement arrangements in place, with a particular emphasis on whether consultancy contracts entered into with ICCPM in association with the OneSky Australia program were effectively administered.
It said Airservices did not prepare a business case for its strategic partnership with ICCMP.
Moreover, the ANAO said “no performance indicators were established to enable monitoring and evaluation of whether the partnership was delivering the expected benefits”.
“A key shortcoming in Airservices’ procurement policies and procedures is that they do not give appropriate emphasis to the use of competitive processes,” the ANAO report said.
“In addition, Airservices routinely failed to adhere to its policies and procedures in procuring services from ICCPM. As a result, Airservices’ procurement of services from ICCPM, on an exclusively sole-sourced basis, did not deliver value for money.”
In September 2015, the Senate Committee heard Steve Hein, who was for a period of time Airservices’ executive general manager of future service delivery, worked previously at ICCPM. His wife Deborah Hein is chief executive of ICCPM. In one instance, the Senate committee heard Steve Hein signed a quotation from Deborah Hein for the cost of contracting two people from ICCPM that was being forwarded to the Airservices chief executive for consideration.
Also, the then chairman of ICCPM Chris Jenkins, was at the time was the managing director of the company that won the tender as the successful supplier to commence work on the Onesky project, Thales.
The report said Airservices had agreed to pay ICCPM total fees of more than $9 million under various contractual arrangements. Daily rates for individual contractors were between $1,500 and $5,000 for an eight-hour day.
The ANAO said Airservices “demonstrated a lack of organisational commitment to the effective implementation of probity principles in respect to the ICCPM arrangements”.
It was also “common” for Airservices to depart from its documented procurement policies and procedures for the various ICCPM procurements, with internal controls “regularly bypassed”.
“Where they were applied, the controls were often ineffective,” the ANAO said.
“In addition, the records made by Airservices of each procurement decision were often perfunctory. This approach to recording decisions to spend money, together with internal controls being bypassed, contributed to a lack of transparency over the decisions to procure services from, or through, ICCPM.”
The ANAO report included six recommendations, including that Airservices “address systemic failures in the adherence to the organisation’s procurement policies and procedures and the cultural underpinnings of those failures”, improve its procurement framework and enhance its procedures for managing probity in procurement processes.
Airservices said in a statement in response to the report it had accepted all the recommendations, noting actions to address each of the recommendations were near completion.
“Airservices acknowledges it can improve its procurement processes and better manage perceived conflicts of interest,” it said.
“While Airservices recognises improvements can be made with respect to procurement, we have full confidence in the tender evaluation process established for the OneSKY Australia program and are satisfied that the governance arrangements surrounding the tender evaluation were extremely robust.”
“We look forward to progressing the implementation of Australia’s next generation civil-military air traffic management system, which is critical for the continued growth of Australia’s aviation sector.”
The full report can be read on the ANAO website.
The ANAO would also examine in a second performance audit the conduct of the OneSky tender process “from initiation to finalisation of the election and contracting process, with a focus on the achievement of value with public resources in accordance with appropriate probity protocols”.
“The consideration of any probity impacts on the tender process will be examined within the scope of the second audit,” the ANAO said.
Joe Sutter, the chief engineer of the legendary Boeing 747, died on Tuesday, August 30, aged 95.
The Seattle native spent four decades at Boeing where his work in bringing what is unarguably the most distinctive sight in all of aviation – the four-engine jet with its hump – led to him being known around the world as the ‘Father of the 747’.
Boeing Commercial Airplanes chief executive Ray Connor said Sutter was a “beloved member of the Boeing family”.
“This morning we lost one of the giants of aerospace,” Connor said in a statement on the Boeing website.
“Joe lived an amazing life and was an inspiration – not just to those of us at Boeing, but to the entire aerospace industry.
“He personified the ingenuity and passion for excellence that made Boeing airplanes synonymous with quality the world over.”
Connor noted Sutter also worked on a number of different commercial aircraft projects, such as the Dash 80, the 707 and the 737.
However it was the 747 where Sutter “secured his place in history”, given the aircraft – which could carry up to 350 passengers or almost twice the number on the 707 – ushered in an era where air travel was made more accessible to millions of people around the world.
“His team, along with thousands of other Boeing employees involved in the project, became known as the Incredibles for producing what was then the world’s largest airplane in record time – 29 months from conception to rollout,” Connor said.
“It remains a staggering achievement and a testament to Joe’s ‘incredible’ determination.”
One of Sutter’s last public appearances was at Boeing’s Founders Day weekend, held on July 15, where he joined in celebrations for the company’s 100th birthday.
Aerospace analyst Richard Aboulafia told Bloomberg: “The aircraft was iconic and so was he. It was a time of moonshots.”
Sutter graduated from the University of Washington with a bachelor’s degree in aeronautical engineering.
He served in the US Navy on the destroyer escort Edward H Allen during World War 2 and had a short stint at Douglas Aircraft Co before joining Boeing.
President Ronald Reagan awarded Sutter the National Medal of Technology in 1985.
“Joe was loved. He made a difference in the world. He made a difference to us. We will miss him and cherish our time with him,” Connor said.
Locally, Qantas has operated most major 747 variants, including the 747-200, 747SP, 747-300 and 747-400, with the -400 and its -400ER sub-variant still in service today.
Air New Zealand, meanwhile, retired its last 747-400 in September 2014, having operated the 747 since 1980 when it took delivery of its first 747-200. Both Ansett International (747-300 and 747-400) and Air Pacific (747-200 and -400) also flew the type.
The latest iteration of the ‘Queen of the Skies’, the 747-8, faces an uncertain future amid weak demand and the growing preference for big twins such as the 777 and Airbus A350.
While Airbus claimed the title of the world’s largest commercial passenger jet when the A380 entered service in 2007, Sutter told Seattle PI in a 2006 interview at the Farnborough Airshow: “Maybe I’m biased, but I think our solution is more elegant than theirs.”
Sutter’s wife died in 1997. He is survived by three children.
AUDIÊNCIAS DE 30/8/2016
Joaquim Lopes e Otaviano Costa no Vídeo Show de ontem, que perdeu para a Record
REDAÇÃO – Publicado em 31/08/2016, às 11h49
Por causa do horário eleitoral gratuito, a Globo antecipou o início do Vídeo Show. O programa, que antes começava por volta das 14h10, agora vai ao ar 20 minutos mais cedo. Desde sexta-feira, quando a mudança ocorreu, o Vídeo Show perdeu todos os dias para a Record no Ibope da Grande São Paulo. Ontem (30), marcou 8,8 pontos, contra 10,6 da rival no horário. Até a semana passada, o Vídeo Show perdia para o quadro Hora da Venenosa, mas vencia a Record na média final. Agora, o programa é vice do começo ao fim
|Média do dia (7h/0h): 16,4|
|Bom Dia São Paulo||10,6|
|Bom Dia Brasil||10,7|
|SP TV 1ª Edição||14,3|
|Sessão da Tarde – Correio do Amor||10,2|
|SP TV 2ª Edição||26,8|
|Por Toda Minha Vida – Renato Russo||14,4|
|Jornal da Globo||8,7|
|Programa do Jô||5,8|
|Corujão – Meu Nome Não É Johnny||3,9|
|Média do dia (7h/0h): 7,4|
|Balanço Geral Manhã||3,2|
|SP no Ar||5,6|
|Hoje em Dia||5,3|
|Balanço Geral SP||9,0|
|Amor e Intrigas||6,9|
|Chamas da Vida||5,3|
|A Terra Prometida||13,1|
|Jornal da Record||9,0|
|Batalha dos Cozinheiros||6,0|
|Programa do Porchat||4,3|
|Fala que Eu te Escuto||2,0|
|Igreja Universal do Reino de Deus||1,0|
|Média do dia (7h/0h): 7,1|
|Bom Dia e Cia.||5,6|
|Casos de Família||7,5|
|Mar de Amor||8,8|
|Abismo de Paixão||9,6|
|Cúmplices de um Resgate||12,6|
|Programa do Ratinho||9,0|
|Cine Espetacular – Jet Li Contra o Tempo||9,6|
|Jornal do SBT||2,9|
|Dois Homens e Meio||2,1|
|Jornal do SBT Manhã||2,2|
|Jornal do SBT Manhã (reprise)||2,4|
|Média do dia (7h/0h): 2,4|
|Café com Jornal||1,4|
|Dia a Dia||0,8|
|Os Donos da Bola||2,8|
|Qual É o Desafio?||0,7|
|Jornal da Band||4,8|
|Sila – A Priosioneira do Amor||2,3|
|Polícia 24H – Melhores Momentos||2,0|
|Sessão Especial – Possuídos||1,7|
|Jornal da Noite||0,8|
|Média do dia (7h/0h): 0,8|
|Melhor pra Você||0,6|
|A Tarde É Sua||2,8|
|Luciana By Night||1,9|
Cada ponto equivale a 69,4 mil domicílios na Grande SP
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BOC Aviation, the Singapore-based global aircraft leasing company has placed a firm order for five more A321 aircraft in addition to an order announced in January for 30 A320 Family aircraft which included 15 A321s (eight A321neo and seven A321ceo).
“We have increased our order for the A321 in response to the market trend and appetite for larger capacity single-aisle aircraft,” said Robert Martin, Managing Director and Chief Executive Officer of BOC Aviation. “Our incremental order reflects the continued popularity, confidence and reliability of the A320 Family among our customers.”
“The A320 Family aircraft is a sound financial asset as confirmed by leading lessor BOC Aviation, based in the world’s fastest growing aviation market,” said John Leahy, Airbus Chief Operating Officer Customers. “This order also confirms the trend by customers to increase capacity by upsizing to larger aircraft models.”
BOC Aviation is one of Airbus’ top 10 customers. Including this latest purchase agreement, BOC Aviation’s cumulative orders to date for new Airbus aircraft have reached a total of 311 aircraft, comprising of 12 A330s of which five are freighters, and 299 A320 Family including 67 A321s (16 A321neo and 51 A321ceo).
With more than 12,700 aircraft ordered, and more than 7,150 aircraft delivered to more than 400 customers and operators worldwide, Airbus’ A320 Family is the world’s best-selling single-aisle aircraft family.
Source : Airbus Website
A320neo now operating in three continents
LATAM Airlines Group (LATAM), Latin America’s leading airline group, took delivery of its first A320neo – showcasing its white, indigo and coral livery and powered by Pratt & Whitney Pure Power PW1100-JM engines – on Monday, August 29, at Airbus headquarters in Toulouse. LATAM Airlines Brasil will become the first airline in North and South America, and the fifth operator in the world, to operate the ultra-fuel efficient aircraft type.
Executives from LATAM and Airbus attended a delivery ceremony, which also marked the delivery of LATAM’s fourth A350 XWB — the first with the airline group’s new brand livery. LATAM was also the Americas’ first A350 XWB operator.
The aircraft is configured in a 174-seat layout with 18” wide seats and equipped with the innovative Space-Flex cabin configuration. LATAM was the first in Latin America to order the A320neo in 2011, shortly after the program was launched. The airline group has a total of 67 A320neo Family aircraft on order.
Initially, LATAM plans to fly its first A320neo on Brazilian domestic routes to Brasília, Belo Horizonte, Campo Grande, Curitiba, Florianópolis, Porto Alegre, Recife, Rio de Janeiro (Galeão) and São Paulo (Guarulhos). In November, LATAM will begin to fly regional routes throughout South America. The second LATAM A320neo, to be delivered later this year, is also expected to operate regional flights. The airline group has more than 250 Airbus aircraft in operation.
“We are pleased to offer our passengers the opportunity to fly the first A320neo in the Americas,” said Enrique Cueto, CEO of LATAM Airlines Group. “The A320 aircraft family has long served an important role in our fleet, supporting the operation of our unrivalled domestic and regional network in Latin America. With the latest in technology, efficiency and passenger comfort, the A320neo is a welcome addition and will help us to continue to offer one of the most modern and efficient fleets in the industry.”
“Over the years, Airbus and LATAM have grown together to become partners in building today’s dynamic aviation market in Latin America, which is why we are especially proud that the first A320neo in the Americas will be flying in LATAM livery,” said Fabrice Brégier, Airbus President and CEO. “We are certain that this aircraft will complement their existing fleet and further their success in the region.”
The A320neo Family incorporates latest technologies including new generation engines and Sharklet wing tip devices, which together deliver more than 15 percent in fuel savings from day one and 20 percent by 2020
The A320neo Family is the world’s best-selling single aisle product line with over 4,600 orders from 85 customers since its launch in 2010 capturing almost 60 percent share of the market. Thanks to their widest cabin, all members of the A320neo Family offer unmatched comfort in all classes and Airbus’ 18” wide seats in economy as standard. Including LATAM’s A320neo delivered today, 16 A320neo aircraft have been delivered to five customers.
Source : Airbus Website