Atterraggio di emergenza East African
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Atterraggio di emergenza East African
28/07/2004 - 09:18
Atterraggio di emergenza a Fiumicino per un aereo della East African
Atterraggio di emergenza a Roma Fiumicino per un Boeing 767 della East African diretto a Zanzibar via Malpensa. La causa è l’incendio a uno dei motori. Sull'aereo viaggiavano 150 passeggeri, rimasti illesi. Il pilota ha spento le fiamme azionando i dispositivi di emergenza di bordo
Atterraggio di emergenza a Fiumicino per un aereo della East African
Atterraggio di emergenza a Roma Fiumicino per un Boeing 767 della East African diretto a Zanzibar via Malpensa. La causa è l’incendio a uno dei motori. Sull'aereo viaggiavano 150 passeggeri, rimasti illesi. Il pilota ha spento le fiamme azionando i dispositivi di emergenza di bordo
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28/07/2004 - 15:02
East African chiarisce la dinamica di quanto avvenuto al B767 riatterrato a Roma; passeggeri alloggiati in hotel
"La situazione di emergenza che si è presentata per il volo East African S9 1458 del 27 luglio in partenza da Fiumicino con Boeing 767-300er è stata gestita come da manuale": è quanto riferisce la compagnia aerea in un comunicato ufficiale, che precisa, inoltre, che i passeggeri, in partenza per Zanzibar, sono alloggiati in un hotel di Roma e partiranno con un altro aeromobile. "La scorsa notte – riporta la nota - una vibrazione anomala a un motore, quando i passeggeri si trovavano già a bordo, ha reso necessario un controllo. Sbarcati i passeggeri, sono intervenuti i tecnici, che, dopo i dovuti accertamenti e prove di decollo, hanno dato l'ok per la partenza. Subito dopo il decollo un motore si è incendiato e, nonostante l'utilizzo del sistema di estinzione incendi, non si è spento. Dopo aver allertato la torre di controllo il comandante è riuscito a spegnere il fuoco utilizzando il sistema ausiliario, ha scaricato il carburante ed è riatterrato a Fiumicino. La situazione di emergenza è stata poi gestita dall'equipaggio italiano". Il Boeing 767-300, in linea con le certificazioni richieste, aveva effettuato i controlli periodici previsti dalle normative nel maggio scorso ed erano state effettuate le manutenzioni di routine. In merito all’atterraggio di emergenza verificatosi questa notte presso l’aeroporto di Roma Fiumicino, l’Ente nazionale per l'aviazione civile rende noto di aver avviato le verifiche di propria competenza sull’accaduto. Un velivolo della East African, un Boeing 767, decollato da Fiumicino e diretto a Zanzibar con 165 passeggeri e 10 membri di equipaggio, è stato costretto a rientrare poco dopo il decollo per problemi ad un motore. In merito alla vicenda si è espresso anche l'Enac: "All’aeroporto di Fiumicino - spiega l'Ente - sono state attivate in via precauzionale le procedure per l’atterraggio di emergenza, e una volta fatti scendere i passeggeri e l’equipaggio e fatto sostare il velivolo in una piazzola di sosta, la procedura di emergenza è stata dichiarata chiusa"
East African chiarisce la dinamica di quanto avvenuto al B767 riatterrato a Roma; passeggeri alloggiati in hotel
"La situazione di emergenza che si è presentata per il volo East African S9 1458 del 27 luglio in partenza da Fiumicino con Boeing 767-300er è stata gestita come da manuale": è quanto riferisce la compagnia aerea in un comunicato ufficiale, che precisa, inoltre, che i passeggeri, in partenza per Zanzibar, sono alloggiati in un hotel di Roma e partiranno con un altro aeromobile. "La scorsa notte – riporta la nota - una vibrazione anomala a un motore, quando i passeggeri si trovavano già a bordo, ha reso necessario un controllo. Sbarcati i passeggeri, sono intervenuti i tecnici, che, dopo i dovuti accertamenti e prove di decollo, hanno dato l'ok per la partenza. Subito dopo il decollo un motore si è incendiato e, nonostante l'utilizzo del sistema di estinzione incendi, non si è spento. Dopo aver allertato la torre di controllo il comandante è riuscito a spegnere il fuoco utilizzando il sistema ausiliario, ha scaricato il carburante ed è riatterrato a Fiumicino. La situazione di emergenza è stata poi gestita dall'equipaggio italiano". Il Boeing 767-300, in linea con le certificazioni richieste, aveva effettuato i controlli periodici previsti dalle normative nel maggio scorso ed erano state effettuate le manutenzioni di routine. In merito all’atterraggio di emergenza verificatosi questa notte presso l’aeroporto di Roma Fiumicino, l’Ente nazionale per l'aviazione civile rende noto di aver avviato le verifiche di propria competenza sull’accaduto. Un velivolo della East African, un Boeing 767, decollato da Fiumicino e diretto a Zanzibar con 165 passeggeri e 10 membri di equipaggio, è stato costretto a rientrare poco dopo il decollo per problemi ad un motore. In merito alla vicenda si è espresso anche l'Enac: "All’aeroporto di Fiumicino - spiega l'Ente - sono state attivate in via precauzionale le procedure per l’atterraggio di emergenza, e una volta fatti scendere i passeggeri e l’equipaggio e fatto sostare il velivolo in una piazzola di sosta, la procedura di emergenza è stata dichiarata chiusa"
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Subito dopo il decollo un motore si è incendiato e, nonostante l'utilizzo del sistema di estinzione incendi, non si è spento. Dopo aver allertato la torre di controllo il comandante è riuscito a spegnere il fuoco utilizzando il sistema ausiliario
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enac sospende voli east african
Roma,29 lug 2004 -19:34
Aereo in fiamme, Enac sospende i voli della East African
Sospesi i voli della East African Safari. Dopo l'inconveniente aereo verificatosi ieri all'aeroporto di Fiumicino ad un Boeing 767 della compagnia aerea keniota, l'Enac (Ente Nazionale per l'Aviazione Civile) ha deciso per la sospensione dei voli da e per l'Italia. Una decisione - fa sapere l'Enac - che è stata disposta in attesa di riscontri tecnici sull'inconveniente e sull'assetto organizzativo della compagnia aerea.
fonte: http://www.espressonline.it/eol/free...3&item=2&m1s=n
Aereo in fiamme, Enac sospende i voli della East African
Sospesi i voli della East African Safari. Dopo l'inconveniente aereo verificatosi ieri all'aeroporto di Fiumicino ad un Boeing 767 della compagnia aerea keniota, l'Enac (Ente Nazionale per l'Aviazione Civile) ha deciso per la sospensione dei voli da e per l'Italia. Una decisione - fa sapere l'Enac - che è stata disposta in attesa di riscontri tecnici sull'inconveniente e sull'assetto organizzativo della compagnia aerea.
fonte: http://www.espressonline.it/eol/free...3&item=2&m1s=n
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Dai che forse l'ENAC ha trovato qualcuno messo peggio e su cui infierire
Forse sarebbe piu' appropriato se fosse l'East African a richiedere riscontri sull'assetto organizzativo dell'ENAC prima di farsi mettere a terra
Happy landings, Mad
P.s. Qualcuno e' a Monaco domani?
Forse sarebbe piu' appropriato se fosse l'East African a richiedere riscontri sull'assetto organizzativo dell'ENAC prima di farsi mettere a terra
Happy landings, Mad
P.s. Qualcuno e' a Monaco domani?
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appunto...
invece a blue panorama hanno fermato solo il 767 a fco ma continuano a volare...mah....
mi dispiace tanto che ora i dipendenti east african siano col fiato sospeso
mah....mah....mah....
many happy landings
invece a blue panorama hanno fermato solo il 767 a fco ma continuano a volare...mah....
mi dispiace tanto che ora i dipendenti east african siano col fiato sospeso
mah....mah....mah....
many happy landings
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e intanto ci godono swiss che ha riprotetto i pax in club class ieri e Air Europe e Lauda che si sono presi gli altri voli East African a terra.... a Malpensa stamattina c'era una baraonda!!!!! meno male che li hanno convocati alle 12:30 quando io finivo il turno......sembra che gli abbiano revocato licenza fino a data da destinarsi!!!!
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Spero che l'ENAC vada a sbattere violentemente su qs. faccenda e se qs capiterà sarò pronto a consigliare ad Esat African - qualora fosse necessario, ma credo abbiano i giusti contatti - i migliori legali presenti sul mercato per richiedere qualche decina di milioni di euro di danni all'ENAC, ivi compresi quelli morali, quelli da stress per i dipendenti e per gli equipaggi in particolare, ecc.
Quasi, quasi, scrivo a qualche associazione consumatori affamata di visibiltà per segnalare come invece nei confronti di BPA nessuna iniziativa simile sia stata attuata (per un inconveniente simile) e come neanche nei confronti di Meridiana il cui I-SMEV perdeva l'olio del circuito idraulico un paio di mesi orsono (avranno dimenticato di rimettere il tappo come successe al L-1011 della Eastern su tutti e tre i motori più di 20 anni orsono?)
Quasi, quasi, scrivo a qualche associazione consumatori affamata di visibiltà per segnalare come invece nei confronti di BPA nessuna iniziativa simile sia stata attuata (per un inconveniente simile) e come neanche nei confronti di Meridiana il cui I-SMEV perdeva l'olio del circuito idraulico un paio di mesi orsono (avranno dimenticato di rimettere il tappo come successe al L-1011 della Eastern su tutti e tre i motori più di 20 anni orsono?)
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Bugs Bunny,
Si, ma per arrivare fino ai motori devi essere almeno dell'East African......noi al massimo fino all'APU......
Sara' per caso lo stesso che si usa per attivare un Water Atcivated ELT quando non c'e' water?...
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Sembra che il problema di East African abbia due aspetti :
1- Enac ha verificato la mancanza di alcuni documenti a bordo, da qui il blocco.
2- Non sembra che abbiano grossa affidabilita' per il pagamento dei subcharter necessari in questo momento.
Sperem ben
Henry
1- Enac ha verificato la mancanza di alcuni documenti a bordo, da qui il blocco.
2- Non sembra che abbiano grossa affidabilita' per il pagamento dei subcharter necessari in questo momento.
Sperem ben
Henry
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... Beh ... è indubbiamente interessante (e anche un pò buffo) vedere che le persone su PPRuNe sono più al corrente della situazione S9 di noi che ci siamo dentro ....
Non ci sono ancora notizie ufficiali
Questo è quanto
Non ci sono ancora notizie ufficiali
Questo è quanto
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east african standard
Kegode versus Ogden
By Nick Wachira
A look at the events that led to a bitter legal battle after the sale of the East African Safari Air
Things were not supposed to end this way. At least for the families of Anthony Ambaka Kegode, 41 and Adam Craig Ogden, 41.
For three years, the Kegodes and the Ogdens had lived with each as happy neighbours at Hardy Estate, in Langata, Nairobi. They had known each other on and off for a decade and had gotten closer in the last three years when the Kegode allowed the Ogdens to let their house.
Kegode’s American wife Elizabeth and Ogden’s wife Karen were best friends. They all went to the same clubs, gym, and played polo together. Since they share the same plot, their kids still play together. Among their friends in Kenya’s jet-set socialite, the friendship between the Kegodes and the Ogdens was widely respected.
"Kegode is a great guy who has time for everyone and I have all along considered him as my mate," said Ogden in an interview at the Aero Club of East Africa last week.
Today, both families are entangled in a vicious legal battle in which Ogden is demanding that the Kegodes return Sh136 million that they took from East African Safari Air before they sold it to him. The Kegodes have counter-sued and denied the allegations raised in the lawsuit. In addition, Kegode is even questioning Ogden’s employment status under Kenya’s immigration laws.
In the Africa aviation industry, both men were making serious waves. In less than two years, and at a time when the global aviation industry had undergone its most painful downturn in the wake of the September 11, 2001 terrorist attacks in the US and the scars of the Sars virus, Kegode had bucked conventional wisdom by launching an international airline, East African Safari Air.
In a matter of months, he had transformed a scrappy charter operator grossing Sh1.28 billion (US$16 million, according to recent audited accounts) into a respected international airline with estimated Sh4.8 billion (US$60 million) in revenues by December 2004. Kegode suddenly was not only playing in a fast and furious world of high stake games, but could not resist a few vanities that usually come with being an international airline business mogul. He named one of his Boeing 767-300 ER, Mary Rosamond, after his mother-in-law and the other one, Elizabeth, after his mum.
He speaks passionately of Rosamond’s maiden flight to London’s Heathrow Airport and the sense of pride and achievement he felt.
"We had reached the highest level of achievement," says Kegode. "When I bought the 767-300 ER, the guys at Boeing formally acknowledged. I was the first individual and private airline in Africa to dry lease two 767-300s. These are US$150 million dollar planes a piece."
Then things started tumbling down and his newly acquired status was in jeopardy. Kegode knew that his airline was facing very serious financial problems and he believed that things were going to work out. However, he claims that he did not know that the rescue plan would take a new twist. In the course of the following week, Ogden would buy East African Safari Air for what Kegode calls "a song" and he would be edged out of the company.
This, he claims to have discovered on the Sunday morning of May 30, 2004, when the full extent of the bad blood between him and Ogden came clearly in the open. On that day, Ogden was in the Safari Air’s office at Wilson Airport together with Captain Kirin Patel. Apparently, Kirin had unknowingly pressed the call button on his cellphone and had continued engaging in a conversation that went like this: Kegode was responsible for bringing down Safari Air and Ogden is the good and aggrieved neighbour who had been brought in to package a rescue deal to save Safari Air from going bankrupt. If the Ogdens managed to bring in the Sh320 million (US$4 million) package that was needed to save the airline, Kegode would be required to move aside. Kegode would be edged out of the company and the company would refuse to remove personal guarantees that he held with the banks to discipline him and keep him in line. On the other end, Kegode says that he put the conversation on speakerphone and listened together with his wife as the plot unraveled with shock. Ogden confirmed that this conversation did in fact happen.
"There is nothing to hide," said Ogden, "It was very clear that Kegode had made a series of bad decisions that had threatened to bring the company down and he had to get out of the way to save the airline." From interviews between the Kegode and Ogden camps and from documents filed with the Commercial Courts, the Financial Standard has established that the events behind this lawsuit happened in the two weeks between May 19, 2004 at 2.50 pm and June 4, 2004 at 2.00 pm.
The bad blood was however sown by an agreement and a debenture that Kegode is alleged to have signed on December 5, 2003 with Chase Bank. Documents show that on that day, Kegode raised a debenture (under a sole signatory) against all the planes owned by Safari Air and East African Air Safari Express for a loan guarantee of Sh76 million and Sh16 million (US$200,000). If the debenture had only been for Safari Air’s assets, there would not have been any problems at all, says Ogden. Using the assets of Express was another matter because Ogden claims that these were his planes. He only discovered that this had happened on May 19, 2004, and he was not amused.
"This day was a turning point," says someone familiar with the matter. "The fight began on that day. When Adam confronted Kegode, he asked him how he could mortgage the assets of Express without seeking his approval."
Since Ogden already knew the extent of Safari Air’s insolvency and was already involved in crafting a financing package, he feared that since the end was very near, Express would go down as well.
"We called a crisis meeting of Express shareholders attended by [Ogden, Elly Aluvale and Kirin Shah] and after deliberations we realised that for Express Air to be salvaged, Safari Air had to be saved."
Things were nearing the end, but then, Kegode had started from a humble beginning.
"If there is anything like a Kenyan dream as the Americans say, I have lived it," says Kegode, "I come from the post-Independence generation."
Who is this Kegode?
Born to Joshua and Elizabeth Kegode on March 12, 1964, Kegode was raised in Nairobi Eastlands Jericho estate.
"This was Kenya after independence," says Kegode. And Jericho is where they allowed Africans to live." He says that his parents were hard working civil servants. His father initially worked as the personnel manager of Old East Africa Trading Company. Soon, he was climbing the corporate ladder, and the Kegodes were moving up the social ladder. They moved to Kariakor and then to Ngei Estate. Then, his father who worked for Gailey & Roberts, became the deputy-managing director of Kenya Railways and eventually the managing director of Kenya Cargo Handling Services in the late 1980s. He was the second born of four children. The young Kegode attended Nairobi Primary School, and the up-market Hillcrest School before going to college in Canada.
His mother on the other hand was among the first secretaries to be appointed into the civil service after independence. She initially worked for minister Jeremiah Nyagah before she was taken under the wings of former President Daniel Arap Moi who was then the Minister of Home Affairs. From then on her star kept rising as President Moi’s career shone. She left public service in 2003, after Moi left office, and retired to her farm in Kitale.
The death of Kegode’s dad in 1987, however, marked a turning point in his life. "When my father died, I took over the financial responsibility of the family," says Kegode. Suddenly, there were mortgages and other loans that his father had left that had to be cleared.
"My father had a petrol station on Lower Kabete Road which I was running," says Kegode. In two years however, through his family business Kegode bought a 50 per cent stake in Car Hire Services, a company owned by Bill Parkinson and Vic Preston Senior that operated from a petrol station on Waiyaki Way.
Renting cars in the 80s was lucrative, he says. "It was easier to get things. The economy was strong and you could get loans easily. It was good business," he says. Besides, renting cars was a good valued service to a petrol station.
Two years later, Kegode and Parkinson formed a company, Car Hire Services Aviation Limited and moved offices to Wilson Airport, in Langata. The company was running charter services for tourists.
In the early 1990s, the car hire business started performing badly because of recession and high interest rates. The car leases became unaffordable and the company folded. At the same time, the first Gulf War was a boon to the Car Hire Services Aviation. At this time, an international airline had abandoned tourists in Malindi and Kegode took advantage of this by hiring a plane and helping the stranded passengers get to their destinations. "I went and salvaged them and took them to Italy," he says.
Two of Italy’s leading tour operators were so impressed to the point where they forged a relationship that to date continues to pay big for Safari Air (which has a 60 per cent market share on the Nairobi—Italy route).
After that, Kegode got bold and started booking chartered flights full of tourists from Europe. He says that he single-handedly built the business out of a briefcase. He would lease aircraft and organise scheduled flights all over Kenya. In 1996, he married the former Ms Elizabeth Anne Heckett, a nutritionist. Elizabeth today is a dedicated philanthropist and has been a director of Safari Air.
The guy next door
During this period, Kegode met Ogden, first at Gilgil. The two were acquainted as friends especially owing to the closeness between Elizabeth and Karen Ogden.
Soon, they learnt that the Ogdens were looking for a house in Nairobi and since the Kegodes had built two houses on a single plot, they happily took them in as their next-door neighbours.
The Ogdens’ move to Nairobi was however because of the wife’s persistence that she was tired of living in the middle of nowhere in Laikipia.
Ogden, who was then running his chartered tour company outside Wilson, had been in Kenya for 10 years flying the plane himself. He says he was attracted by the country’s scenic beauty.
"My father used to supply reconditioned caterpillar equipment to Kenya before independence which were in great demand," he says. As a young boy, he says he was attracted to the country and when he joined the British Army, he was always looking for an opportunity to be transferred to Kenya.
Born to Sir Robert Ogden, a property and mining millionaire in the United Kingdom, young Adam and his brother grew up in wealth. Sir Robert Ogden was in 2003 listed as number 264 of UK’s richest 1,000 people. He is worth Sh17 billion (£120 million) in Times of London annual Rich List.
However, like most boys, young Adam did not get along with his father and for ten years — which he has been in Kenya — they did not talk. "Then I get this call from the UK two years ago and my father says he is coming to see me and he wanted me to charter flights for him," says Ogden. When he came, they buried their differences and had a very good holiday with his family.
Over the ten years he had already spent in Kenya, the young Ogden had never thought of owning a big airline — though he says, he owns a property business in the UK with his brother. He enjoyed the easy life.
What may have triggered this was moving to Nairobi. Laikipia was proving to be a major inconvenience. Still they were talking with Kegode about his airline business.
Kegode versus Ogden
with Kegode about his airline business.
Safari is born
In 1998, Kegode bought Parkinson out of CHS Aviation for Sh15 million and Pritam Singh for another Sh15 million. He acquired 100 per cent of the company through a family investment vehicle, Uhai Limited and personally holding a minority stake on February 26, 1998. Together with his wife, they became the only directors of the company.
At the time, Safari air was suing the Kenya Government for Sh3.2 billion (US$40 million) over breach of contract for designation as a Kenyan carrier and over routes. Kegode is still pursuing this matter.
Then the company started offering international flights by renting fully equipped, maintained aircraft with crew (wet leases). The wet leases were cheaper, less risky, but made money nonetheless. Nevertheless, Kegode wanted more. As his airline started dominating the Italy-Malindi market, he also started doing dry leases—renting empty aircraft. This was risky, but it had huge profit potential and the business prospered. This grew to what Safari now operates: two Boeing 767-300ER, four DC 9s, two Fokker F28, a Gulf Stream 1 and two De-Haviland DH Twin Otter. It is during this time that Kegode and Ogden started talking about the aviation business, both local and International. Kegode approached Lufthansa Consulting Services to carry out a feasibility study for starting an International Airline. The study was not encouraging because he had no serious aviation experience and no distribution network for passenger services. However, the terrorist attack in the US on September 2001 opened major opportunities.
"Suddenly, we had all these carriers packed on the desert," says Kegode. "The cost of acquiring aircraft on dry leases had gone down significantly. But the insurance costs for US owned aircraft was too high," he said. He prepared his business plan and presented it to International Lease Finance Corporation and he was in business.
This also marked the beginning of Kenya Airway’s domestic flight business.
In 2001, a company owned by Tony Pettinger and his wife, Jetpet, which did scheduled flights to Lokkichoggio in Turkana got into trouble. This was after the gate fell on its only aircraft at Wilson Airport. The Pettingers took the insurance money and moved to South Africa. Kegode acquired Jetpet and renamed it East Africa Safari Air Express (Express) with an intention of making it a domestic and regional carrier.
"The reasoning for Express was to enable the parent carrier East Africa Safari Air to feed (Express) and be fed by (Express) through the supply and distribution of passenger and cargo traffic," says Kegode. "We felt that that this regime was essential to the success of the carrier’s survival in the air transportation market.’ It is at this time that Eagle Aviation went into bankruptcy and Express acquired their routes to Kisumu and Lokichoggio as well as new leases on their aircraft.
Starting January 2003, Express grew significantly and at first captured a 50 per cent market share in the domestic aviation market and eventually leadership from Flamingo Airline, a Kenya Airways subsidiary in the Kisumu and Lokichoggio market. The company made in-roads in the regional market as well. The reason behind their success is that Express was offering a jet with enough legroom — as opposed to Flamingo’s tiny aircraft. Using Flamingo, the journey to Kisumu took 40 minutes, by Express, it took 20 minutes, and it was cheaper. This made many customers happy.
In the international market, Safari Air was successful in the Italian, German, Spanish, and French markets, which they had gotten important routes under Bilateral Air Services Agreement (BASA rights) as a Kenyan carrier. The company soon attained 23 per cent in the UK market, 60 per cent of the French market, 52 per cent of the Spanish market and over 65 per cent of the Italian market to Kenya.
"Financial projections showed that the company was to realise revenues of Sh5.6 billion (US$70 million) and Sh6.4 billion (US$80 million) in 2004, transporting between 20,000 and 26,000 passengers (mostly tourists) to and from Kenya every month," says Kegode. "East African Safari Air had by 2002 become the largest international East African operator, in terms of traffic after Kenya Airways and Ethiopian Airlines. The company is said to be undoubtedly the largest family run and operated carrier in East Africa."
The Kegodes claim that to build the airline, they re-invested Sh56 million (US$700,000) annually for five years. They also got bank loans worth Sh5.6 billion (US$70 million) and placed personal guarantees and properties worth over Sh48 million (US$600,000). They placed deposits worth Sh160 million (US$2 million) and Sh120 million (US$1.5 million) for aircraft and fuel respectively. They also placed bonds worth Sh80 million (US$1 million) with European airports.
For services that the family had rendered to the business, the Kegodes allege that they passed various company board resolutions that they would be repaid amounts worth (Sh240 million) US$3 million. This was allegedly between 1998 and 2004.
Meanwhile, in February 2003, Ogden claims that Kegode sold 60 per cent of Express to him. After this a long relationship — in which Kegode borrowed from Ogden business loans.
Trouble in the Kingdom
The rapid expansion of Safari Air brought about cashflow problems. The UK route was most troublesome because it did not generate enough traffic. Ogden claims that he advised Kegode not to launch this route. However, on December 1, 2003, Mary Rosamond, a Boeing 737-300ER aircraft, landed at the Jomo Kenyatta International Airport (JKIA) on her maiden flight from London, Heathrow. Four days later, Kegode would allegedly sign that controversial debenture that Ogden claims involved his Express planes with Chase Bank.
Then trouble started emerging. Kegode claims that developing the southern European routes cost Sh1.1 billion (US$14 million) by June 2004, most of which he owed banks and other creditors. The UK route alone saw him burning cashflow worth Sh80 million (US$1 million) a month. Most of the time, the plane could fly with less than 50 passengers on a 250-seat capacity.
In February, he says that Express Air had an incident in Lokichoggio which saw one of its planes written off and he was paid Sh80 million (US$1 million) for insurance. Kegode wrote a letter to Ogden on March 29, 2004 seeking an Sh80 million (US$1 million) bridging loan payable in 18 days. A day later, he was given the money. This loan was supposed to be paid back on April 15 and this did not happen and Ogden started pressing for his cash because he was facing his own troubles with creditors for Express.
"By the end of April," says a source, "we realised that the company was going through serious financial crisis." Cashflow projections lodged with the Court shows that Safari Air was in the hole to the tune of Sh280 million (US$3.5 million). His colleagues started getting concerned and during this period, Ogden was helping Kegode find a financier who would bring in Sh320 million (US$4 million). Projections show that if this cash was put in, the company would be cashflow positive by August 2004 and it would eventually trade itself out of debt. In the full year, it was expected to be cashflow positive to the tune of Sh208 million (US$2.6 million).
However, by May, a more pressing problem was emerging. Shell, which had been providing fuel to Safari Air was putting pressure for payment of their debt of Sh120 million (US$1.5 million). If the debt was not repaid by noon of June 4, 2004, Safari Air would only get fuel by paying cash in advance. This would have effectively grounded the airline because it meant that the pilots would have to be carrying US$70,000 in briefcases for the fuel bill to London in the plane. The cash was not even there in the first place. The company was saddled with debts amounting to US$14 million.
Sources say that Safari Air risked going down by end of May 2004. The consultants were brought in to look at the numbers.
It is during this period that Ogden says he discovered what Kegode had done with the debenture when the consultant went to the bank. Meanwhile, the new group of investors are said to have taken an instant dislike of Kegode (which surprised Ogden who had a soft spot for him) and wanted him out if they were to bring the cash.
A deal is hammered
Though Kegode claims that he had agreed with Adam that he would sell 40 per cent of the company for US$4 million, e-mail communications detail negotiations for shareholding between him, Ogden and his lawyer, Michael Kontos and Caroline Cummins (of the Ogden Group) between June 1 and June 3, 2004 tell a difference story. The Ogdens on June 2 offered to pump in cash in exchange of a 90 per shareholding. Kegode was offering 40 per cent.
Meanwhile, even as they were negotiating for the sale, Kegode and his wife transferred nearly US$1.5 million to their private bank accounts between the Monday (May 31, 2004) after they eavesdropped on the telephone conversation between Ogden and Kirin and Friday (June 4, 2004) the day of the sale. This is what is being fought over in court. The Kegodes claim that these were valid and legal payments made by the company as instructed by board resolutions.
On June 4, 2004, Shell’s 12.00 pm deadline was looming large in Kegode’s mind. He claims to have been under too much pressure to save his airline. At 2.00 pm, Kegode in the presence of his lawyer, Dr Albert Mumma, Ogden, Kontos and his wife signed the contract to transfer 90 per cent of his (and family) business to four ninety Investment Limited (a company owned 49 per cent by Adam Ogden Craig and 51 per cent by a Kenyan white lawyer, Antony Fredrick Gross). The sale price was Sh5.
Kegode got a cheque of Sh1 for 58,334 of the 83,334 shares he owned in Safari Air and Uhai Limited (his family) got Sh4 for all the 166,666 shares it owned. Kegode retained a 10 per cent stake and was immediately kicked out of the managing directors position and retained as powerless chairman. This dispute has brought a lot of stress to the two neighbours — especially the wives. On July 13, 2004, Elizabeth Kegode wrote through a mutual friend by the name, Alastair, offering to give back US$1.5 million unilaterally as an investment in the company provided they got more shares back and the guarantees that are still stuck on Kegode are removed. She also wanted their minority rights respected, to be treated as an equal partner and her husband be given a decent salary. Ogden did not like the idea of removing the guarantees and the two families are said to be too polarized on this issue. In the meantime, the Italian government is said to have cancelled the route licence to their market.
Looking back in anger, Kegode and Ogden say they want their company to succeed. Still memories of that afternoon are still fresh.
"I looked at Adam and asked him whether he was serious that he was buying my company for Sh5," says Kegode. "You cannot even buy a loaf of bread for this amount."
Then he went to his house with his wife.
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By Nick Wachira
A look at the events that led to a bitter legal battle after the sale of the East African Safari Air
Things were not supposed to end this way. At least for the families of Anthony Ambaka Kegode, 41 and Adam Craig Ogden, 41.
For three years, the Kegodes and the Ogdens had lived with each as happy neighbours at Hardy Estate, in Langata, Nairobi. They had known each other on and off for a decade and had gotten closer in the last three years when the Kegode allowed the Ogdens to let their house.
Kegode’s American wife Elizabeth and Ogden’s wife Karen were best friends. They all went to the same clubs, gym, and played polo together. Since they share the same plot, their kids still play together. Among their friends in Kenya’s jet-set socialite, the friendship between the Kegodes and the Ogdens was widely respected.
"Kegode is a great guy who has time for everyone and I have all along considered him as my mate," said Ogden in an interview at the Aero Club of East Africa last week.
Today, both families are entangled in a vicious legal battle in which Ogden is demanding that the Kegodes return Sh136 million that they took from East African Safari Air before they sold it to him. The Kegodes have counter-sued and denied the allegations raised in the lawsuit. In addition, Kegode is even questioning Ogden’s employment status under Kenya’s immigration laws.
In the Africa aviation industry, both men were making serious waves. In less than two years, and at a time when the global aviation industry had undergone its most painful downturn in the wake of the September 11, 2001 terrorist attacks in the US and the scars of the Sars virus, Kegode had bucked conventional wisdom by launching an international airline, East African Safari Air.
In a matter of months, he had transformed a scrappy charter operator grossing Sh1.28 billion (US$16 million, according to recent audited accounts) into a respected international airline with estimated Sh4.8 billion (US$60 million) in revenues by December 2004. Kegode suddenly was not only playing in a fast and furious world of high stake games, but could not resist a few vanities that usually come with being an international airline business mogul. He named one of his Boeing 767-300 ER, Mary Rosamond, after his mother-in-law and the other one, Elizabeth, after his mum.
He speaks passionately of Rosamond’s maiden flight to London’s Heathrow Airport and the sense of pride and achievement he felt.
"We had reached the highest level of achievement," says Kegode. "When I bought the 767-300 ER, the guys at Boeing formally acknowledged. I was the first individual and private airline in Africa to dry lease two 767-300s. These are US$150 million dollar planes a piece."
Then things started tumbling down and his newly acquired status was in jeopardy. Kegode knew that his airline was facing very serious financial problems and he believed that things were going to work out. However, he claims that he did not know that the rescue plan would take a new twist. In the course of the following week, Ogden would buy East African Safari Air for what Kegode calls "a song" and he would be edged out of the company.
This, he claims to have discovered on the Sunday morning of May 30, 2004, when the full extent of the bad blood between him and Ogden came clearly in the open. On that day, Ogden was in the Safari Air’s office at Wilson Airport together with Captain Kirin Patel. Apparently, Kirin had unknowingly pressed the call button on his cellphone and had continued engaging in a conversation that went like this: Kegode was responsible for bringing down Safari Air and Ogden is the good and aggrieved neighbour who had been brought in to package a rescue deal to save Safari Air from going bankrupt. If the Ogdens managed to bring in the Sh320 million (US$4 million) package that was needed to save the airline, Kegode would be required to move aside. Kegode would be edged out of the company and the company would refuse to remove personal guarantees that he held with the banks to discipline him and keep him in line. On the other end, Kegode says that he put the conversation on speakerphone and listened together with his wife as the plot unraveled with shock. Ogden confirmed that this conversation did in fact happen.
"There is nothing to hide," said Ogden, "It was very clear that Kegode had made a series of bad decisions that had threatened to bring the company down and he had to get out of the way to save the airline." From interviews between the Kegode and Ogden camps and from documents filed with the Commercial Courts, the Financial Standard has established that the events behind this lawsuit happened in the two weeks between May 19, 2004 at 2.50 pm and June 4, 2004 at 2.00 pm.
The bad blood was however sown by an agreement and a debenture that Kegode is alleged to have signed on December 5, 2003 with Chase Bank. Documents show that on that day, Kegode raised a debenture (under a sole signatory) against all the planes owned by Safari Air and East African Air Safari Express for a loan guarantee of Sh76 million and Sh16 million (US$200,000). If the debenture had only been for Safari Air’s assets, there would not have been any problems at all, says Ogden. Using the assets of Express was another matter because Ogden claims that these were his planes. He only discovered that this had happened on May 19, 2004, and he was not amused.
"This day was a turning point," says someone familiar with the matter. "The fight began on that day. When Adam confronted Kegode, he asked him how he could mortgage the assets of Express without seeking his approval."
Since Ogden already knew the extent of Safari Air’s insolvency and was already involved in crafting a financing package, he feared that since the end was very near, Express would go down as well.
"We called a crisis meeting of Express shareholders attended by [Ogden, Elly Aluvale and Kirin Shah] and after deliberations we realised that for Express Air to be salvaged, Safari Air had to be saved."
Things were nearing the end, but then, Kegode had started from a humble beginning.
"If there is anything like a Kenyan dream as the Americans say, I have lived it," says Kegode, "I come from the post-Independence generation."
Who is this Kegode?
Born to Joshua and Elizabeth Kegode on March 12, 1964, Kegode was raised in Nairobi Eastlands Jericho estate.
"This was Kenya after independence," says Kegode. And Jericho is where they allowed Africans to live." He says that his parents were hard working civil servants. His father initially worked as the personnel manager of Old East Africa Trading Company. Soon, he was climbing the corporate ladder, and the Kegodes were moving up the social ladder. They moved to Kariakor and then to Ngei Estate. Then, his father who worked for Gailey & Roberts, became the deputy-managing director of Kenya Railways and eventually the managing director of Kenya Cargo Handling Services in the late 1980s. He was the second born of four children. The young Kegode attended Nairobi Primary School, and the up-market Hillcrest School before going to college in Canada.
His mother on the other hand was among the first secretaries to be appointed into the civil service after independence. She initially worked for minister Jeremiah Nyagah before she was taken under the wings of former President Daniel Arap Moi who was then the Minister of Home Affairs. From then on her star kept rising as President Moi’s career shone. She left public service in 2003, after Moi left office, and retired to her farm in Kitale.
The death of Kegode’s dad in 1987, however, marked a turning point in his life. "When my father died, I took over the financial responsibility of the family," says Kegode. Suddenly, there were mortgages and other loans that his father had left that had to be cleared.
"My father had a petrol station on Lower Kabete Road which I was running," says Kegode. In two years however, through his family business Kegode bought a 50 per cent stake in Car Hire Services, a company owned by Bill Parkinson and Vic Preston Senior that operated from a petrol station on Waiyaki Way.
Renting cars in the 80s was lucrative, he says. "It was easier to get things. The economy was strong and you could get loans easily. It was good business," he says. Besides, renting cars was a good valued service to a petrol station.
Two years later, Kegode and Parkinson formed a company, Car Hire Services Aviation Limited and moved offices to Wilson Airport, in Langata. The company was running charter services for tourists.
In the early 1990s, the car hire business started performing badly because of recession and high interest rates. The car leases became unaffordable and the company folded. At the same time, the first Gulf War was a boon to the Car Hire Services Aviation. At this time, an international airline had abandoned tourists in Malindi and Kegode took advantage of this by hiring a plane and helping the stranded passengers get to their destinations. "I went and salvaged them and took them to Italy," he says.
Two of Italy’s leading tour operators were so impressed to the point where they forged a relationship that to date continues to pay big for Safari Air (which has a 60 per cent market share on the Nairobi—Italy route).
After that, Kegode got bold and started booking chartered flights full of tourists from Europe. He says that he single-handedly built the business out of a briefcase. He would lease aircraft and organise scheduled flights all over Kenya. In 1996, he married the former Ms Elizabeth Anne Heckett, a nutritionist. Elizabeth today is a dedicated philanthropist and has been a director of Safari Air.
The guy next door
During this period, Kegode met Ogden, first at Gilgil. The two were acquainted as friends especially owing to the closeness between Elizabeth and Karen Ogden.
Soon, they learnt that the Ogdens were looking for a house in Nairobi and since the Kegodes had built two houses on a single plot, they happily took them in as their next-door neighbours.
The Ogdens’ move to Nairobi was however because of the wife’s persistence that she was tired of living in the middle of nowhere in Laikipia.
Ogden, who was then running his chartered tour company outside Wilson, had been in Kenya for 10 years flying the plane himself. He says he was attracted by the country’s scenic beauty.
"My father used to supply reconditioned caterpillar equipment to Kenya before independence which were in great demand," he says. As a young boy, he says he was attracted to the country and when he joined the British Army, he was always looking for an opportunity to be transferred to Kenya.
Born to Sir Robert Ogden, a property and mining millionaire in the United Kingdom, young Adam and his brother grew up in wealth. Sir Robert Ogden was in 2003 listed as number 264 of UK’s richest 1,000 people. He is worth Sh17 billion (£120 million) in Times of London annual Rich List.
However, like most boys, young Adam did not get along with his father and for ten years — which he has been in Kenya — they did not talk. "Then I get this call from the UK two years ago and my father says he is coming to see me and he wanted me to charter flights for him," says Ogden. When he came, they buried their differences and had a very good holiday with his family.
Over the ten years he had already spent in Kenya, the young Ogden had never thought of owning a big airline — though he says, he owns a property business in the UK with his brother. He enjoyed the easy life.
What may have triggered this was moving to Nairobi. Laikipia was proving to be a major inconvenience. Still they were talking with Kegode about his airline business.
Kegode versus Ogden
with Kegode about his airline business.
Safari is born
In 1998, Kegode bought Parkinson out of CHS Aviation for Sh15 million and Pritam Singh for another Sh15 million. He acquired 100 per cent of the company through a family investment vehicle, Uhai Limited and personally holding a minority stake on February 26, 1998. Together with his wife, they became the only directors of the company.
At the time, Safari air was suing the Kenya Government for Sh3.2 billion (US$40 million) over breach of contract for designation as a Kenyan carrier and over routes. Kegode is still pursuing this matter.
Then the company started offering international flights by renting fully equipped, maintained aircraft with crew (wet leases). The wet leases were cheaper, less risky, but made money nonetheless. Nevertheless, Kegode wanted more. As his airline started dominating the Italy-Malindi market, he also started doing dry leases—renting empty aircraft. This was risky, but it had huge profit potential and the business prospered. This grew to what Safari now operates: two Boeing 767-300ER, four DC 9s, two Fokker F28, a Gulf Stream 1 and two De-Haviland DH Twin Otter. It is during this time that Kegode and Ogden started talking about the aviation business, both local and International. Kegode approached Lufthansa Consulting Services to carry out a feasibility study for starting an International Airline. The study was not encouraging because he had no serious aviation experience and no distribution network for passenger services. However, the terrorist attack in the US on September 2001 opened major opportunities.
"Suddenly, we had all these carriers packed on the desert," says Kegode. "The cost of acquiring aircraft on dry leases had gone down significantly. But the insurance costs for US owned aircraft was too high," he said. He prepared his business plan and presented it to International Lease Finance Corporation and he was in business.
This also marked the beginning of Kenya Airway’s domestic flight business.
In 2001, a company owned by Tony Pettinger and his wife, Jetpet, which did scheduled flights to Lokkichoggio in Turkana got into trouble. This was after the gate fell on its only aircraft at Wilson Airport. The Pettingers took the insurance money and moved to South Africa. Kegode acquired Jetpet and renamed it East Africa Safari Air Express (Express) with an intention of making it a domestic and regional carrier.
"The reasoning for Express was to enable the parent carrier East Africa Safari Air to feed (Express) and be fed by (Express) through the supply and distribution of passenger and cargo traffic," says Kegode. "We felt that that this regime was essential to the success of the carrier’s survival in the air transportation market.’ It is at this time that Eagle Aviation went into bankruptcy and Express acquired their routes to Kisumu and Lokichoggio as well as new leases on their aircraft.
Starting January 2003, Express grew significantly and at first captured a 50 per cent market share in the domestic aviation market and eventually leadership from Flamingo Airline, a Kenya Airways subsidiary in the Kisumu and Lokichoggio market. The company made in-roads in the regional market as well. The reason behind their success is that Express was offering a jet with enough legroom — as opposed to Flamingo’s tiny aircraft. Using Flamingo, the journey to Kisumu took 40 minutes, by Express, it took 20 minutes, and it was cheaper. This made many customers happy.
In the international market, Safari Air was successful in the Italian, German, Spanish, and French markets, which they had gotten important routes under Bilateral Air Services Agreement (BASA rights) as a Kenyan carrier. The company soon attained 23 per cent in the UK market, 60 per cent of the French market, 52 per cent of the Spanish market and over 65 per cent of the Italian market to Kenya.
"Financial projections showed that the company was to realise revenues of Sh5.6 billion (US$70 million) and Sh6.4 billion (US$80 million) in 2004, transporting between 20,000 and 26,000 passengers (mostly tourists) to and from Kenya every month," says Kegode. "East African Safari Air had by 2002 become the largest international East African operator, in terms of traffic after Kenya Airways and Ethiopian Airlines. The company is said to be undoubtedly the largest family run and operated carrier in East Africa."
The Kegodes claim that to build the airline, they re-invested Sh56 million (US$700,000) annually for five years. They also got bank loans worth Sh5.6 billion (US$70 million) and placed personal guarantees and properties worth over Sh48 million (US$600,000). They placed deposits worth Sh160 million (US$2 million) and Sh120 million (US$1.5 million) for aircraft and fuel respectively. They also placed bonds worth Sh80 million (US$1 million) with European airports.
For services that the family had rendered to the business, the Kegodes allege that they passed various company board resolutions that they would be repaid amounts worth (Sh240 million) US$3 million. This was allegedly between 1998 and 2004.
Meanwhile, in February 2003, Ogden claims that Kegode sold 60 per cent of Express to him. After this a long relationship — in which Kegode borrowed from Ogden business loans.
Trouble in the Kingdom
The rapid expansion of Safari Air brought about cashflow problems. The UK route was most troublesome because it did not generate enough traffic. Ogden claims that he advised Kegode not to launch this route. However, on December 1, 2003, Mary Rosamond, a Boeing 737-300ER aircraft, landed at the Jomo Kenyatta International Airport (JKIA) on her maiden flight from London, Heathrow. Four days later, Kegode would allegedly sign that controversial debenture that Ogden claims involved his Express planes with Chase Bank.
Then trouble started emerging. Kegode claims that developing the southern European routes cost Sh1.1 billion (US$14 million) by June 2004, most of which he owed banks and other creditors. The UK route alone saw him burning cashflow worth Sh80 million (US$1 million) a month. Most of the time, the plane could fly with less than 50 passengers on a 250-seat capacity.
In February, he says that Express Air had an incident in Lokichoggio which saw one of its planes written off and he was paid Sh80 million (US$1 million) for insurance. Kegode wrote a letter to Ogden on March 29, 2004 seeking an Sh80 million (US$1 million) bridging loan payable in 18 days. A day later, he was given the money. This loan was supposed to be paid back on April 15 and this did not happen and Ogden started pressing for his cash because he was facing his own troubles with creditors for Express.
"By the end of April," says a source, "we realised that the company was going through serious financial crisis." Cashflow projections lodged with the Court shows that Safari Air was in the hole to the tune of Sh280 million (US$3.5 million). His colleagues started getting concerned and during this period, Ogden was helping Kegode find a financier who would bring in Sh320 million (US$4 million). Projections show that if this cash was put in, the company would be cashflow positive by August 2004 and it would eventually trade itself out of debt. In the full year, it was expected to be cashflow positive to the tune of Sh208 million (US$2.6 million).
However, by May, a more pressing problem was emerging. Shell, which had been providing fuel to Safari Air was putting pressure for payment of their debt of Sh120 million (US$1.5 million). If the debt was not repaid by noon of June 4, 2004, Safari Air would only get fuel by paying cash in advance. This would have effectively grounded the airline because it meant that the pilots would have to be carrying US$70,000 in briefcases for the fuel bill to London in the plane. The cash was not even there in the first place. The company was saddled with debts amounting to US$14 million.
Sources say that Safari Air risked going down by end of May 2004. The consultants were brought in to look at the numbers.
It is during this period that Ogden says he discovered what Kegode had done with the debenture when the consultant went to the bank. Meanwhile, the new group of investors are said to have taken an instant dislike of Kegode (which surprised Ogden who had a soft spot for him) and wanted him out if they were to bring the cash.
A deal is hammered
Though Kegode claims that he had agreed with Adam that he would sell 40 per cent of the company for US$4 million, e-mail communications detail negotiations for shareholding between him, Ogden and his lawyer, Michael Kontos and Caroline Cummins (of the Ogden Group) between June 1 and June 3, 2004 tell a difference story. The Ogdens on June 2 offered to pump in cash in exchange of a 90 per shareholding. Kegode was offering 40 per cent.
Meanwhile, even as they were negotiating for the sale, Kegode and his wife transferred nearly US$1.5 million to their private bank accounts between the Monday (May 31, 2004) after they eavesdropped on the telephone conversation between Ogden and Kirin and Friday (June 4, 2004) the day of the sale. This is what is being fought over in court. The Kegodes claim that these were valid and legal payments made by the company as instructed by board resolutions.
On June 4, 2004, Shell’s 12.00 pm deadline was looming large in Kegode’s mind. He claims to have been under too much pressure to save his airline. At 2.00 pm, Kegode in the presence of his lawyer, Dr Albert Mumma, Ogden, Kontos and his wife signed the contract to transfer 90 per cent of his (and family) business to four ninety Investment Limited (a company owned 49 per cent by Adam Ogden Craig and 51 per cent by a Kenyan white lawyer, Antony Fredrick Gross). The sale price was Sh5.
Kegode got a cheque of Sh1 for 58,334 of the 83,334 shares he owned in Safari Air and Uhai Limited (his family) got Sh4 for all the 166,666 shares it owned. Kegode retained a 10 per cent stake and was immediately kicked out of the managing directors position and retained as powerless chairman. This dispute has brought a lot of stress to the two neighbours — especially the wives. On July 13, 2004, Elizabeth Kegode wrote through a mutual friend by the name, Alastair, offering to give back US$1.5 million unilaterally as an investment in the company provided they got more shares back and the guarantees that are still stuck on Kegode are removed. She also wanted their minority rights respected, to be treated as an equal partner and her husband be given a decent salary. Ogden did not like the idea of removing the guarantees and the two families are said to be too polarized on this issue. In the meantime, the Italian government is said to have cancelled the route licence to their market.
Looking back in anger, Kegode and Ogden say they want their company to succeed. Still memories of that afternoon are still fresh.
"I looked at Adam and asked him whether he was serious that he was buying my company for Sh5," says Kegode. "You cannot even buy a loaf of bread for this amount."
Then he went to his house with his wife.
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il precedente articolo si puo' trovare al seguente link:
http://www.eastandard.net/financials...ws09080408.htm
http://www.eastandard.net/financials...ws09080408.htm
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Caro Bugs Bunny,
a proposito di"SISTEMA AUSILIARIO DI SPEGNIMENTO" , penso che si tratti dll'estintore previsto per l'altro motore: sui B737 classics (300,400...) in caso di fuoco motore, prima si "taglia" il carburante al motore in questione, poi si isolano gli altri sistemi, ed in fine se c'é ancora indicazione di fuoco, si scarica l'estintore previsto per quel motore, se dopo 30 secondi esiste ancora indicazione di fuoco, si scarica quello previsto per l'altro motore,e si spera che basti...
Penso che sui B767 il sistema sia lo stesso, a parte la massa gli aerei Boeing Classics sono molto simili.
Sarebbe bello avere l'opinione di un pilota di B767 che potrebbe confermare o smentire.
A presto. Fungojet
a proposito di"SISTEMA AUSILIARIO DI SPEGNIMENTO" , penso che si tratti dll'estintore previsto per l'altro motore: sui B737 classics (300,400...) in caso di fuoco motore, prima si "taglia" il carburante al motore in questione, poi si isolano gli altri sistemi, ed in fine se c'é ancora indicazione di fuoco, si scarica l'estintore previsto per quel motore, se dopo 30 secondi esiste ancora indicazione di fuoco, si scarica quello previsto per l'altro motore,e si spera che basti...
Penso che sui B767 il sistema sia lo stesso, a parte la massa gli aerei Boeing Classics sono molto simili.
Sarebbe bello avere l'opinione di un pilota di B767 che potrebbe confermare o smentire.
A presto. Fungojet
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è indubbiamente interessante (e anche un pò buffo) vedere che le persone su PPRuNe sono più al corrente della situazione S9 di noi che ci siamo dentro ....
sono le voci di corridoio, di uffici, di galley o di cockpit che girano.
Accade sempre e per tutto, anche io a volte ho avuto delle news sulla mia compagnia in anticipo da colleghi che lavorano altrove... che farci ???
Spero solo che ripartano le attivita' in Italia.
Per/da l'estero i voli sono ancora effettuati ???
Henry
ENAC revoca sospensione
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Corretto
RIPRISTINATA L’AUTORIZZAZIONE ALL’EAST AFRICAN
anche se c'è ancora una piccola riserva.
Bene per la "sicurezza", bene per East African, per i suoi pax, per i suoi clienti T.O., ecc.
Certo che sarebbe interessante saperne di più su quali sono stati e sulla reale consistenza dei motivi che a suo tempo hanno fornito lo spunto all'ENAC per revocare l'autorizzazione ad East African e che - fortunatamente - non si sono poi dimostrati tali da rendere permanente la revoca.
Mi domando anche, se l'ENAC ha preso una bufala: chi paga?
x Xenia, se è "dentro" come ha scritto: forza Edo!
.
RIPRISTINATA L’AUTORIZZAZIONE ALL’EAST AFRICAN
anche se c'è ancora una piccola riserva.
Bene per la "sicurezza", bene per East African, per i suoi pax, per i suoi clienti T.O., ecc.
Certo che sarebbe interessante saperne di più su quali sono stati e sulla reale consistenza dei motivi che a suo tempo hanno fornito lo spunto all'ENAC per revocare l'autorizzazione ad East African e che - fortunatamente - non si sono poi dimostrati tali da rendere permanente la revoca.
Mi domando anche, se l'ENAC ha preso una bufala: chi paga?
x Xenia, se è "dentro" come ha scritto: forza Edo!
.