Flight Levels

But when the tide does turn, it is not easy for the industry to pivot. It is akin to turning a super-tanker around – the process is slow and takes up a lot of water. And all the while cracks can begin to show in the form of cancellations and airport queues.

At a deeper level, it is a time when airlines need to be wary and stand strong on their standards. In times of great change, training takes place in great numbers and at all stages. There are new recruits to train, possibly in their first multi-crew role, there are internal courses as pilots change aircraft types, and there are upgrades as first officers take up their first command role. And with each trainee, there is a knock-on effect somewhere else along the line.

Across the industry, no-one is immune. General aviation ranks are depleted as pilots crack their first airline job and regionals lose experienced pilots to the majors. Even the most coveted airlines lose pilots to overseas competitors offering very lucrative contracts. And let’s not forget that cabin crew and managers are also on the move in this game of musical chairs.

It is a time of excitement for many, but there is a need for caution as well. When the industry has spent time in hibernation, pilots can become very comfortable in their role and complacency and routine is their greatest foe. They are familiar with the aircraft, the network and even the unusual aspects of the operation that can crop up from time to time. There is very little that they haven’t seen and their experience is a high value asset. And when a new captain has been cleared to fly the line, the chances are that they will have an experienced first officer in the seat beside them.

But when training and recruitment rise, these scenarios do not necessarily play out. It is possible that a new captain and a new first officer can be paired together to fly to a relatively unfamiliar port. This is not unusual, nor necessarily brings with it any inherent risk, but it is a consideration for the crew to take into account.

‘There are operational flow-ons that can crop up in times of great pilot movement.’

Fortunately, in the modern world of airlines, threat and error management is part of the training syllabus and crews are well versed in considering the lurking demons before they ever take flight. Some airlines have a policy to restrict captains from flying with junior first officers. Many years ago, British European Airways issued pilots with brown epaulettes until they had a certain level of experience on type and no two pilots wearing that colour on their shoulder could fly together.

However, there are operational flow-ons that can crop up in times of great pilot movement within airlines. During line training of a new pilot, or even a crew member changing aircraft types, transit times become a lower priority. The 30 or 40 minute turnaround cannot necessarily be achieved without rushing, and as we all know, rushing has no place on a flightdeck.

Furthermore, there may be a need to discuss or debrief an aspect of the previous sector while it is still fresh in the mind. Navigating and reviewing the manuals and logs, considering items from the minimum equipment list, briefing a departure, running checklists and even setting up frequencies are all tasks that take more time until a certain level of experience is gained. And even with hours on type, they are tasks that must be methodically approached.

A lack of familiarity with the aircraft type or the port may also translate into the carriage of additional fuel. There may be an increased chance of flying an instrument approach or executing a go-around when in training and pilots quite frequently will slow down a little earlier in the descent and approach phase as they come to know their new mount. Assessing the terrain, traffic, prevailing winds and weather for an arrival at an unfamiliar port are all considerations that come more quickly with experience. In the interim, and always for that matter, extra fuel is the best available insurance policy.

These tasks and the time they take are generally conducted behind the flightdeck door and beyond the prying eyes of the public. To the latter, they simply manifest as a delay, and provide a source of frustration. Further, the flight training food chain can leave fleets under-crewed and cancellations result, leading to even greater frustration.

It is not an ideal situation for the travelling public, but it is a necessary one. Whether they know or appreciate the fact, that delay or cancellation will ultimately contribute to their safe passage.

In these times of great change, it is also a time for great caution. Rushing the process, shaving corners or accepting second-best is not how we do business in aviation. And may that situation never change.