Korean almost ditched
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Korean almost ditched
KIX is not a safe place. Ying and Yang are not well balanced there. Another "low" approach outside 3 miles.
400 ft about 5 miles on Base.... 15 violations of SOP`s and limitations. What comes next? Watch that place.
400 ft about 5 miles on Base.... 15 violations of SOP`s and limitations. What comes next? Watch that place.
like Bas 
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This issue cropped up a few weeks back; KE again.
Are these SOP and limitation violations reported by anyone other than KE.
Also, I recall, from the last thread (?), that KE was required to fly automatic, rather than visual approaches to KIX. Is it still doing so? (Was this imposed by the airline or the Japanese CAB?)
So, when you say KIX is unsafe, is it unsafe for anyone other than KE? Does KE have problems with any other airports in Japan, or elsewhere?
Are these SOP and limitation violations reported by anyone other than KE.
Also, I recall, from the last thread (?), that KE was required to fly automatic, rather than visual approaches to KIX. Is it still doing so? (Was this imposed by the airline or the Japanese CAB?)
So, when you say KIX is unsafe, is it unsafe for anyone other than KE? Does KE have problems with any other airports in Japan, or elsewhere?
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As a KAL pilot. The company request that all available equipment is used for this approach, so as to avoid this situation occurring again. Not a bad idea to have everything going for you that you possibly can. Visual approaches can still be carried out at other airports. There are old pilots and ............
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They didn't "almost ditch" they almost if anything had a CFIT...as mentioned above, a ditching is a planned offshore "landing" hope they didn't PLAN on being rather flat on the approach....
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At KIX they will often clear you for a visual approach while on a tight downwind for runway 24. The wind usually shifts as you descend and I've misjudged the turn to final myself, especially at night. You are surrounded by a bowl of hills as you descend into Osaka Bay. The OM hits the glideslope at only 1200 feet and it is tempting to try to turn inside it on a visual. I'll now either request a vector to final or intercept the ILS outside the marker, life is too short for a night visual approach in a widebody with hills all around in my opinion.
Last edited by Airbubba; 17th Jan 2005 at 12:53.
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The Real Problem - KAL's Foreign Management!
The Real Problem
Believe it or not but these fins are not attached to whales or sharks, but the hulls of Korean Air Airbuses and Boeings!
Once again, Korean Air as mentioned in the above posts, almost landed a B777 off the shores of Osaka (Kansai - KIX). Unlike the recent Airbus incident, the B777 came within 400 feet of a major disaster!
Perhaps it was the wake turbulence of this (or other) low flying "big blue birds" and not the famed Tsunami which caused this devastation around the Far East recently?
And whilst this was yet another "normal?" line operations flight to a scheduled destination, the root cause of such events must rest with the Training and Standards Departments, both of which who have "round eyed" advisors who clearly don't give much advice.
Their "window dressing" roles are wearing extremely thin and very soon there will be "blue fins" surrounding the waters of not only Kansai but many other airports requiring visual approaches -a very basic and simple maneuver which the Korean's obviously find impossible to handle!
And the solution - to ban all visual approaches (day or night)! In this day and age with the equipment and technology available to the aviation world they can only think of banning such approaches instead of addressing the root cause!
Not one of the above "advisors" should be in their current positions, and the one and only AVP who did attempt to make a change was recently removed and replaced. He was more than "window dressing" and KAL's management obviously did not appreciate or take kindly to his highly efficient and professional German ways of managing.
KAL takes no disciplinary action against any local pilot as they are all 'untouchable" They're all mainly ex-Military and rule the roost! No one questions their unorthodox actions in or out of the flight deck and the poor Korean F/O's are too afraid to speak out -remember Stansted? There is no dismissal or demotion policy within the airline!
KAL Management needs to act positively and first sack (without hesitation or delay) the above foreign advisors and appoint professional and experienced managers who are prepared to be more than just "window dressing" to the outside world! It's not manikins the airline needs!
Government agencies, SkyTeam alliance members and members of the public, be warned - KAL's management needs a complete overhaul! Local and foreign! Heads need to roll before bodies start rolling!
This posting wouldn't be complete without mentioning simulator training and checking. If an instructor fails too many local pilots, they are simply terminated and the failed pilot goes on and lives another day! The dollar can be a powerful tool but when safety is compromised then the traveling public need to show an interest!
The FOQA events are on the increase and instead of addressing the root cause of all these problems, foreign pilots are cautioned by the AVP at his informal crew meetings to refrain from going public! It's the old ostrich with its head in the ground tactic!
Many foreign pilots are seeking greener pastures and KAL may start to recruit again later this year. For anyone interested, be warned that unless your prepared to sell your soul to the devil, don't apply!
What KAL Management needs to do is sack all the advisors who clearly don't advise; remove all local LCP's and DLCP's; disband the FCU; ground ALL the ex-Military pilots and recruit more qualified and experienced foreign pilots regardless of the cost as the costs of paying foreign salaries far outweighs a hull loss.
There's an IATA/IOSA audit scheduled sometime in January 2005 and let's hope this posting is viewed by the auditors attending this audit! Perhaps they will be able to address the problems within KAL? Or will the mighty dollar smooth things over again?
Finally, having mentioned 'Auditors", despite the AVP (Line Operations) and KAL management being advised of the deficiencies of some of the auditors, nothing has been done and these auditors continue to perform their highly responsible audit duties! No wonder line operations is in the state it's presently in! There is no FLIGHT OPERATIONS QUALITY CONTROL!
And why did Greenberg finally leave - to start his own airline in the U.S. with Chairman Cho as his partner utilizing KAL's Classic fleet which are being phased out over the next 6 month period! All these aircraft will then be leased back to KAL and airlines such as Atlas, Southern Air and others presently being wet leased by KAL will no longer be needed!
Welcome to the "Land of The Morning Calm"
Believe it or not but these fins are not attached to whales or sharks, but the hulls of Korean Air Airbuses and Boeings!
Once again, Korean Air as mentioned in the above posts, almost landed a B777 off the shores of Osaka (Kansai - KIX). Unlike the recent Airbus incident, the B777 came within 400 feet of a major disaster!
Perhaps it was the wake turbulence of this (or other) low flying "big blue birds" and not the famed Tsunami which caused this devastation around the Far East recently?
And whilst this was yet another "normal?" line operations flight to a scheduled destination, the root cause of such events must rest with the Training and Standards Departments, both of which who have "round eyed" advisors who clearly don't give much advice.
Their "window dressing" roles are wearing extremely thin and very soon there will be "blue fins" surrounding the waters of not only Kansai but many other airports requiring visual approaches -a very basic and simple maneuver which the Korean's obviously find impossible to handle!
And the solution - to ban all visual approaches (day or night)! In this day and age with the equipment and technology available to the aviation world they can only think of banning such approaches instead of addressing the root cause!
Not one of the above "advisors" should be in their current positions, and the one and only AVP who did attempt to make a change was recently removed and replaced. He was more than "window dressing" and KAL's management obviously did not appreciate or take kindly to his highly efficient and professional German ways of managing.
KAL takes no disciplinary action against any local pilot as they are all 'untouchable" They're all mainly ex-Military and rule the roost! No one questions their unorthodox actions in or out of the flight deck and the poor Korean F/O's are too afraid to speak out -remember Stansted? There is no dismissal or demotion policy within the airline!
KAL Management needs to act positively and first sack (without hesitation or delay) the above foreign advisors and appoint professional and experienced managers who are prepared to be more than just "window dressing" to the outside world! It's not manikins the airline needs!
Government agencies, SkyTeam alliance members and members of the public, be warned - KAL's management needs a complete overhaul! Local and foreign! Heads need to roll before bodies start rolling!
This posting wouldn't be complete without mentioning simulator training and checking. If an instructor fails too many local pilots, they are simply terminated and the failed pilot goes on and lives another day! The dollar can be a powerful tool but when safety is compromised then the traveling public need to show an interest!
The FOQA events are on the increase and instead of addressing the root cause of all these problems, foreign pilots are cautioned by the AVP at his informal crew meetings to refrain from going public! It's the old ostrich with its head in the ground tactic!
Many foreign pilots are seeking greener pastures and KAL may start to recruit again later this year. For anyone interested, be warned that unless your prepared to sell your soul to the devil, don't apply!
What KAL Management needs to do is sack all the advisors who clearly don't advise; remove all local LCP's and DLCP's; disband the FCU; ground ALL the ex-Military pilots and recruit more qualified and experienced foreign pilots regardless of the cost as the costs of paying foreign salaries far outweighs a hull loss.
There's an IATA/IOSA audit scheduled sometime in January 2005 and let's hope this posting is viewed by the auditors attending this audit! Perhaps they will be able to address the problems within KAL? Or will the mighty dollar smooth things over again?
Finally, having mentioned 'Auditors", despite the AVP (Line Operations) and KAL management being advised of the deficiencies of some of the auditors, nothing has been done and these auditors continue to perform their highly responsible audit duties! No wonder line operations is in the state it's presently in! There is no FLIGHT OPERATIONS QUALITY CONTROL!
And why did Greenberg finally leave - to start his own airline in the U.S. with Chairman Cho as his partner utilizing KAL's Classic fleet which are being phased out over the next 6 month period! All these aircraft will then be leased back to KAL and airlines such as Atlas, Southern Air and others presently being wet leased by KAL will no longer be needed!
Welcome to the "Land of The Morning Calm"
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That was really good Bulgogi. Do you ever stop and wonder what it means that every one in the world is wrong except you? Does that ring a bell somewhere?
Under other names that you’ve used I have made this offer before so here it is again….if you would PM me I can try to arrange for your skills to be put to good use to help those who are trying to solve problems. You seem to have unique skills and insight that are being wasted. Or if you wish, actually take personal responsibility for doing things. I mean actually doing things not just spiteful carping from the side……Asking KAL management to:
“…..sack all the advisors who clearly don't advise; remove all local LCP's and DLCP's; disband the FCU; ground ALL the ex-Military pilots and recruit more qualified and experienced foreign pilots regardless of the cost as the costs of paying foreign salaries far outweighs a hull loss”
……..doesn’t really count. You forgot to ask for world peace, and to global warming, a cure for cancer and a chicken in every pot.
When you bucket your own employer in this manner but hide from that same management your own expertise….nasty loutish behaviour my friend. Aim higher. If you are a true professional you would post under your own name with your solutions and step forward to do what every pilot in the world wants, build a safer environment for us all.
Those who know you, show their professionalism by simply treating you as a colleague, your past and mistakes are just that, past. If you want to aim for professionalism rather than vindictiveness, then come in out of the cold, you’ll be welcomed by your colleagues. Staying out there brooding over your own past and keeping your suggestions to yourself will make you sick, not just in heart but in body.
Oh, I called one of the people you mentioned, and he said to pass on that while he has not had a "Principal" since high school, his "Principles" are just fine thank you. How are yours?
Safe flying
Under other names that you’ve used I have made this offer before so here it is again….if you would PM me I can try to arrange for your skills to be put to good use to help those who are trying to solve problems. You seem to have unique skills and insight that are being wasted. Or if you wish, actually take personal responsibility for doing things. I mean actually doing things not just spiteful carping from the side……Asking KAL management to:
“…..sack all the advisors who clearly don't advise; remove all local LCP's and DLCP's; disband the FCU; ground ALL the ex-Military pilots and recruit more qualified and experienced foreign pilots regardless of the cost as the costs of paying foreign salaries far outweighs a hull loss”
……..doesn’t really count. You forgot to ask for world peace, and to global warming, a cure for cancer and a chicken in every pot.
When you bucket your own employer in this manner but hide from that same management your own expertise….nasty loutish behaviour my friend. Aim higher. If you are a true professional you would post under your own name with your solutions and step forward to do what every pilot in the world wants, build a safer environment for us all.
Those who know you, show their professionalism by simply treating you as a colleague, your past and mistakes are just that, past. If you want to aim for professionalism rather than vindictiveness, then come in out of the cold, you’ll be welcomed by your colleagues. Staying out there brooding over your own past and keeping your suggestions to yourself will make you sick, not just in heart but in body.
Oh, I called one of the people you mentioned, and he said to pass on that while he has not had a "Principal" since high school, his "Principles" are just fine thank you. How are yours?
Safe flying
Not forgetting of course that at night a visual approach from downwind or base onto 24 leg is KIX ATC's preference for noise reasons. There are plenty of places that endager lives for environmental considerations - the Carnasie approaches onto the 13s at JFK are another example.
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Ditching implies a pre-determined and controlled landing on water.
If this incidient happened as described, then it would not have been a ditch but a crash, with a far more serious and unpleasent outcome.
If this incidient happened as described, then it would not have been a ditch but a crash, with a far more serious and unpleasent outcome.
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Surely Kansai can't be the only one they're having trouble with? Are there others which are subject to special procedures?
http://www.myaviation.net/search/pho...hp?id=00121050
With regard to the 777 incident, was it a factor that the route is mostly flown by A330s and the 777 crew might not have been used to the airport. Even still, it does seem strange that this is the only one attracting attention; there must be quite a few others with approaches over water. It just seems strange that Kansai - a modern airport with good navaids - is identified as a problem airport, when there must be quite a few others on the airline's network which would seem to offer more concerns?
http://www.myaviation.net/search/pho...hp?id=00121050
With regard to the 777 incident, was it a factor that the route is mostly flown by A330s and the 777 crew might not have been used to the airport. Even still, it does seem strange that this is the only one attracting attention; there must be quite a few others with approaches over water. It just seems strange that Kansai - a modern airport with good navaids - is identified as a problem airport, when there must be quite a few others on the airline's network which would seem to offer more concerns?
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Having recently discussed this very incident with the powers that be in a very well known flight safety organization (who was in Korea at the time and received a full briefing on the particular incident), it would seem that it is only a matter of time until there is another smoking hole...with a Korean (either airline) fin protruding therefrom.
Ban news indeed, and no end in sight.
Ban news indeed, and no end in sight.
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Foreign Managers (AVP's, Advisors, Auditors) are not the root cause of Korean Air's safety problems. A background as to the Airline's Management practices may enlighten "Morning Calm", "Bulgogi Flyer" and any other sceptics out there as to the real problems within the Airline.
Korean Air Management is currently “reactive” with many situations and problems. A “proactive” approach will avoid problems by anticipating them and making the appropriate policy decisions to ensure they are correctly managed. It is not appropriate to apportion blame to an individual immediately, as there may be other causes of the problem. All problems must be evaluated. It may indeed have been as a result of a management or training problem that manifests itself in an incident/accident. An “open door policy” by management is the path to take for a free flow of information and flight crews must know that management will not “shoot the messenger”.
In general, all Korean Aircrew (Foreign and National) have the company's best interest at heart and wish to see Korean Air as a quality, International Airline.
Although Korean Air has been giving people negative consideration when choosing an airline to fly with, due to its not-too-good accident record in the past, the company is now striving to do their best in each area including emphasis on the safety standard. In the two most recent years, Korean Air has consecutive years of accident-free operations.
Korea is known as an authoritarian Confucian country. Under the authoritarian style of management, a parent-child of relationship can be seen in the company, top management gives out orders to the lower level which in turn expects its subordinates to carry out orders without questions asked. Decisions are made at the top with the similarity of a military type of organization which features such terminology as “Line and staff” and “Chain of command.” Top management does not expect, nor encourage participation of employees. Management presumes that employees hate work, and have to force them to carry out their jobs to achieve company’s objectives. Management uses fear to motivate employees. Feedback and opinions from employees are not welcomed and not encouraged. This type of management culture can easily be found in many Korean companies, as well as in Korean Air.
As Korean Air’s restructuring is an on-going event, the airline is beginning to be infused with a more open style of management (participatory style of management) where employees at all levels are allowed to raise their voices and share opinions. Korean Air has started to acquire skilled management to handle daily operations rather than nepotism, hiring friends and family members who were related to top management.
Korean Air has been through many changes since 1999. Its changes are reflected by the changing of management personnel to ensure safety is the number one priority for the company. Many senior managers have resigned from the company; and many younger professionals are invited into the company.
The communication style is a sub-set under management style. With the authoritarian mentality set in place in this company for many years, communication among employees within the company mainly flowed from management in top level to lower levels, where participation and discussion from lower level employees were not encouraged.
However, as mentioned earlier, Korean Air is going through many changes on the corporate structure and personnel levels. It is expected that the communication style is also changing to allow communications to flow easier to and from employees in a different level of corporate structure. As to communication to and from outside the company, Korean Air will become more accessible to outsiders and will have more communication with outsiders. However, as of today, Korean Air still has some distance to become a company where participation of all employees is valued and voices of outsiders is listened to.
The changing of corporate culture, management style, and corporate structure are three major internal challenges for Korean Air. These internal challenges are very common to businesses in both large and small scale.
For Korean Air, the company has been focusing on these challenges intensively in recent years.
Unfortunately, the ex-military pilot issue is likely to continue to vex Korean Air. Korean Air may want to change its pilot’s culture. Except for the foreign pilots, 95% of Korean Air captains are ex-military fliers.
There are three major issues that current ex-military pilots bring:
- Creating undesirable cockpit culture directly related to safety concerns
- Lack of communication skills
- Continual protesting for pay rises
The culture found inside the cockpit of Korean Air is basically rooted from the Military. The real problem is that the Military mentality plays a role in flying civil air carriers. These Military pilots are fearless and they often are criticized for their lack of concerns for passengers’ safety.
Based on the FOQA data gathered from most incidents and accidents within Korean Air over the years, these ex-Military pilots are usually the culprits of tarnishing the safe image of Korean Air as well as the pilot’s pay-raise disputes and continual threat of strike action.
Under the “obey or else” code at Korean Air, teamwork can be hard to be expected. First Officers (especially the Cheju trained pilots) are not able to express themselves even if they find something wrong with a Captain’s piloting skills. For a civilian First Officer to challenge a military-trained Captain would mean loss of face for the Captain.
A major issue and concern raised by the Cheju trained pilots is the fact that the Military pilots are given a 3 year seniority over their Civilian counterparts. This results in the Military pilots gaining their commands earlier than the Cheju graduates.
This seniority issue which is of great concern to the Cheju pilots can jeopardize safety, which is directly related to communication inside the cockpit. Despite Korean Air management’s tremendous efforts to improve its pilot’s communication skills, there are still some serious problems which can be detected in Korean Air’s pilots.
Korean Air needs to consider restructuring its pilot teams by gradually recruiting Korean Nationals who are trained at accredited professional aviation schools in the US, Canada, Europe or Australia.
Operationally, Korean Air needs to address the Civilian Vs Military pilot issues and consider the re-structuring of its policies regarding the seniority level the Military pilots are given over the Civilian pilots which breeds resentment, animosity, contempt and a general ill-feeling between flight crews in the same cockpit which ultimately effects flight safety.
Military pilots are not necessarily poor pilots, but they are trained to achieve their mission by taking risks, whereas Civilian airline pilots are required by law to achieve their mission by taking none. For this reason, Military pilots need to be completely retrained on joining an airline, a process most Western airlines perform successfully. However, many Asian airlines are predominately staffed by ex-Military pilots who bring to the airline an ethos of risk taking and an over-confidence in their abilities and this ethos infects the whole airline.
Korean Air's expansion over the past few years has been extraordinary and has resulted in crew promotion well beyond safe experience levels.
Military flying experience holds NO credit in airline operations as they are so totally different. Military and Civil aviators bring flying skills to the airline only. The actual airline job experience of both is zero. In airline operations, “there is no substitute for experience”. The airline normally pays a big price for any short cuts here.
Instructor pilot’s (LCP’s and DLCP’s in Korean Air) selection does not seem to have any bearing in instructional back round, qualification or ability. Instructors must be carefully selected and should be trained to International Airline standards. LCP training in Korean Air compared to International Airlines standards and practices appears to be inadequate compared to the other Major Airlines.
To solve this, management must select candidates for the post of LCP’s and DLCP’s and send them overseas for training at internationally recognized training establishments. They will be trained correctly to international standards and must return with the correct information to set up courses here. This is the core of the training department. (These courses should be attended every year so the company does not fall behind). This can then be taught to the Korean crews.
Negative or derogatory remarks on one’s Employer or its Managers are not the way forward and will produce a negative and highly damaging result to the entire Foreign Pilot workforce at Korean Air.
Korean Air Management is currently “reactive” with many situations and problems. A “proactive” approach will avoid problems by anticipating them and making the appropriate policy decisions to ensure they are correctly managed. It is not appropriate to apportion blame to an individual immediately, as there may be other causes of the problem. All problems must be evaluated. It may indeed have been as a result of a management or training problem that manifests itself in an incident/accident. An “open door policy” by management is the path to take for a free flow of information and flight crews must know that management will not “shoot the messenger”.
In general, all Korean Aircrew (Foreign and National) have the company's best interest at heart and wish to see Korean Air as a quality, International Airline.
Although Korean Air has been giving people negative consideration when choosing an airline to fly with, due to its not-too-good accident record in the past, the company is now striving to do their best in each area including emphasis on the safety standard. In the two most recent years, Korean Air has consecutive years of accident-free operations.
Korea is known as an authoritarian Confucian country. Under the authoritarian style of management, a parent-child of relationship can be seen in the company, top management gives out orders to the lower level which in turn expects its subordinates to carry out orders without questions asked. Decisions are made at the top with the similarity of a military type of organization which features such terminology as “Line and staff” and “Chain of command.” Top management does not expect, nor encourage participation of employees. Management presumes that employees hate work, and have to force them to carry out their jobs to achieve company’s objectives. Management uses fear to motivate employees. Feedback and opinions from employees are not welcomed and not encouraged. This type of management culture can easily be found in many Korean companies, as well as in Korean Air.
As Korean Air’s restructuring is an on-going event, the airline is beginning to be infused with a more open style of management (participatory style of management) where employees at all levels are allowed to raise their voices and share opinions. Korean Air has started to acquire skilled management to handle daily operations rather than nepotism, hiring friends and family members who were related to top management.
Korean Air has been through many changes since 1999. Its changes are reflected by the changing of management personnel to ensure safety is the number one priority for the company. Many senior managers have resigned from the company; and many younger professionals are invited into the company.
The communication style is a sub-set under management style. With the authoritarian mentality set in place in this company for many years, communication among employees within the company mainly flowed from management in top level to lower levels, where participation and discussion from lower level employees were not encouraged.
However, as mentioned earlier, Korean Air is going through many changes on the corporate structure and personnel levels. It is expected that the communication style is also changing to allow communications to flow easier to and from employees in a different level of corporate structure. As to communication to and from outside the company, Korean Air will become more accessible to outsiders and will have more communication with outsiders. However, as of today, Korean Air still has some distance to become a company where participation of all employees is valued and voices of outsiders is listened to.
The changing of corporate culture, management style, and corporate structure are three major internal challenges for Korean Air. These internal challenges are very common to businesses in both large and small scale.
For Korean Air, the company has been focusing on these challenges intensively in recent years.
Unfortunately, the ex-military pilot issue is likely to continue to vex Korean Air. Korean Air may want to change its pilot’s culture. Except for the foreign pilots, 95% of Korean Air captains are ex-military fliers.
There are three major issues that current ex-military pilots bring:
- Creating undesirable cockpit culture directly related to safety concerns
- Lack of communication skills
- Continual protesting for pay rises
The culture found inside the cockpit of Korean Air is basically rooted from the Military. The real problem is that the Military mentality plays a role in flying civil air carriers. These Military pilots are fearless and they often are criticized for their lack of concerns for passengers’ safety.
Based on the FOQA data gathered from most incidents and accidents within Korean Air over the years, these ex-Military pilots are usually the culprits of tarnishing the safe image of Korean Air as well as the pilot’s pay-raise disputes and continual threat of strike action.
Under the “obey or else” code at Korean Air, teamwork can be hard to be expected. First Officers (especially the Cheju trained pilots) are not able to express themselves even if they find something wrong with a Captain’s piloting skills. For a civilian First Officer to challenge a military-trained Captain would mean loss of face for the Captain.
A major issue and concern raised by the Cheju trained pilots is the fact that the Military pilots are given a 3 year seniority over their Civilian counterparts. This results in the Military pilots gaining their commands earlier than the Cheju graduates.
This seniority issue which is of great concern to the Cheju pilots can jeopardize safety, which is directly related to communication inside the cockpit. Despite Korean Air management’s tremendous efforts to improve its pilot’s communication skills, there are still some serious problems which can be detected in Korean Air’s pilots.
Korean Air needs to consider restructuring its pilot teams by gradually recruiting Korean Nationals who are trained at accredited professional aviation schools in the US, Canada, Europe or Australia.
Operationally, Korean Air needs to address the Civilian Vs Military pilot issues and consider the re-structuring of its policies regarding the seniority level the Military pilots are given over the Civilian pilots which breeds resentment, animosity, contempt and a general ill-feeling between flight crews in the same cockpit which ultimately effects flight safety.
Military pilots are not necessarily poor pilots, but they are trained to achieve their mission by taking risks, whereas Civilian airline pilots are required by law to achieve their mission by taking none. For this reason, Military pilots need to be completely retrained on joining an airline, a process most Western airlines perform successfully. However, many Asian airlines are predominately staffed by ex-Military pilots who bring to the airline an ethos of risk taking and an over-confidence in their abilities and this ethos infects the whole airline.
Korean Air's expansion over the past few years has been extraordinary and has resulted in crew promotion well beyond safe experience levels.
Military flying experience holds NO credit in airline operations as they are so totally different. Military and Civil aviators bring flying skills to the airline only. The actual airline job experience of both is zero. In airline operations, “there is no substitute for experience”. The airline normally pays a big price for any short cuts here.
Instructor pilot’s (LCP’s and DLCP’s in Korean Air) selection does not seem to have any bearing in instructional back round, qualification or ability. Instructors must be carefully selected and should be trained to International Airline standards. LCP training in Korean Air compared to International Airlines standards and practices appears to be inadequate compared to the other Major Airlines.
To solve this, management must select candidates for the post of LCP’s and DLCP’s and send them overseas for training at internationally recognized training establishments. They will be trained correctly to international standards and must return with the correct information to set up courses here. This is the core of the training department. (These courses should be attended every year so the company does not fall behind). This can then be taught to the Korean crews.
Negative or derogatory remarks on one’s Employer or its Managers are not the way forward and will produce a negative and highly damaging result to the entire Foreign Pilot workforce at Korean Air.
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Vote of no confidence
At the Hyatt crew lounge on Sunday evening, a group of FP's decided that the present AVP (AH) is not suitable and a petition may be signed by the FP's to have the former AVP (PChM)reinststed as AVP.
A wise move!
A wise move!