Crashed 767’s crew appeared to be trying to avoid weather

Preliminary analysis of air traffic control communications with the crashed Atlas Air Boeing 767-300ER freighter near Houston indicates that the crew was trying to avoid a weather system during the approach. Meteorological data for the airport around the time of the accident, 12:40 on 23 February, points to good visibility but winds from the north-west […]

source http://www.ncairways.co/aviation/crashed-767s-crew-appeared-to-be-trying-to-avoid-weather/

UAE’s first waste-to-energy project recognised at PFI Awards 2018

Masdar, in partnership with Bee’ah, the Middle East’s leading and award-winning environmental management company, is developing a cutting-edge waste-to-energy plant in Emirates of Sharjah. Diverting more than 300,000 tonnes of solid municipal waste from landfill each year, it will contribute to Sharjah’s effort to reach “zero waste-to-landfill” target 2020 and the UAE to deliver its 2021 goal of diverting 75% of solid waste from landfills.

Bee’ah, the Middle East’s sustainability pioneer, and Masdar, the Abu Dhabi Future Energy Company, have announced that their joint project, the Sharjah Waste to Energy Facility, was recognised as the Clean Energy Deal of the Year, for the Middle East and Africa region, at the Project Finance International Awards 2018.

The award, which is considered to be the most prestigious in global capital markets, was presented during a ceremony held at the London Hilton on Park Lane, on 6th February, 2019.

The project was named in recognition of the precedent it has set in project-financed waste-to-energy projects in the GCC. It brought together a consortium of five banks to provide financing on a non-recourse basis, via a soft mini-perm structure. Through a robust implementation plan, coordination between government entities, and a well-aligned approach to risk allocation, the project succeeded in securing external investment, in a traditionally risk-averse lender market, spurring private sector participation towards the UAE’s renewable energy ambitions.

Khaled Al Huraimel, Chairman of the Emirates Waste to Energy Company and Group CEO of Bee’ah, said, “We are honoured to receive this award which recognises the cumulative efforts of our finance teams and investors towards establishing the region’s first waste-to-energy project. While the Sharjah Waste to Energy Facility aims to help the UAE set new milestones towards zero-waste and renewable energy generation, the financing of this project sets new precedents in private sector participation in the nation’s sustainability drive. This landmark transaction is an example of how environmental advocacy can be promoted in the banking and finance sector, while simultaneously addressing the economic challenges faced by many innovative sustainability projects.”

The facility, which is the UAE’s first waste-to-energy facility, is being managed by the Emirates Waste to Energy Company, EWEC, a joint venture formed by Bee’ah and Masdar. Located within Bee’ah’s Waste Management Centre in Sharjah, the 30MW plant will process more than 37.5 tonnes of municipal solid waste per hour to generate electricity sustainably; and divert more than 300,000 tonnes of municipal waste away from landfills every year. Operating at full capacity, it will contribute significantly to reaching the UAE’s target of diverting 75 per cent of its solid waste from landfills by 2021, as well as Sharjah’s zero-waste-to-landfill goal.

“We are thrilled to see the financing of this landmark project for Sharjah and the UAE receive yet further praise and recognition around the world as a result of winning this prestigious industry award,” said Mohamed Jameel Al Ramahi, Chief Executive Officer of Masdar. “The first transaction of its kind in the Middle East and North Africa, it illustrates the growing confidence of the financial sector in clean technology, as well as the attractiveness of Sharjah as an investment destination.”

The waste supply agreement with Bee’ah and power purchase agreement with the Sharjah Electricity and Water Authority also enhanced the bankability of the project, initiating a first-of-its-kind deal in the region’s project financing market.

The 20-year term loan of US$162 million was procured from a consortium including the Abu Dhabi Fund for Development, Abu Dhabi Commercial Bank, Siemens Financial Services, Sumitomo Mitsui Banking Corporation, and the Standard Chartered Bank. Last year, the financing of the project was also recognised as the Structured Loan Deal of the Year at the Bonds, Loans and Sukuk Middle East Awards.

All allies from 2014 will stay with BJP for 2019 polls: Keshav Prasad Maurya

Barely a week after the BJP placated its ally, Om Prakash Rajbhar of the Suheldev Bharatiya Samaj Party, political circles are abuzz about Anupriya Patel of Apna Dal (S) meeting Congress’ Priyanka Gandhi. But Keshav Prasad Maurya, deputy chief minister of Uttar Pradesh, told ET in New Delhi that the BJP will soon sort out differences with its partners. Edited excerpts:

Now that Samajwadi Party and Bahujan Samaj Party have come together, how big is the challenge for the BJP in Uttar Pradesh?
The lotus will bloom in all the places where the SP or the BSP will field candidates. We will win more than 73 seats in UP.

But the BJP does not seem to be able to take along smaller allies. Om Prakash Rajbhar relinquished one of his ministries citing displeasure with Chief Minister Yogi Adityanath.
We are confident that all our allies who were with us in 2014 will stay with us in 2019 and 2022 (assembly polls). There may be some differences with allies but they will be heard and the differences will be sorted out soon.

But Anupriya Patel is said to be in talks with Priyanka Gandhi.
Those who were with us will remain with us. As a politician, any leader can meet anyone else. Even if there are differences — be it on the number of seats or anything else — they can be sorted out. I’m confident Apna Dal and other allies will stay with us.

Now that Priyanka Gandhi has come in as general secretary, there are talks that the Congress may eat into the BJP’s core votes.
In the 2014 Lok Sabha elections, Priyanka campaigned in more than 40 constituencies (out of 80 in UP). But the Congress was restricted to two pocket boroughs where the SP didn’t field candidates. The BJP’s wave is still there because of the popularity of Modiji.

But what about anti-incumbency against sitting BJP MLAs & MPs?
These Lok Sabha elections are not about making someone an MP but about making Modiji the prime minister.

2014 Lok Sabha elections and the 2017 assembly polls were fought keeping Other Backward Classes in the front. But OBCs now feel they have been let down.
Our PM himself comes from an OBC community. He hasn’t taken a holiday, has worked 18 hours, has celebrated Holi-Diwali with the armed forces. No other party has such a leader. Baki parties ke paas dulhe hai, baraati nahi hai (Other parties only have bridegrooms, no followers). OBCs are determined to make Modiji the PM again.

Centre’s 10% reservation for the poor in general category seems to have angered the backward classes. What steps has the government taken for them?
OBCs have found place in most posts in organisations and ministries. Apart from this, giving constitutional status to the OBC Commission is not a small move by Modiji. The demand was there since Independence but the BJP took the step. How large the OBC population is needs to be ascertained. To get the right figure, a decision was taken for a caste-based census and the next census will have the actual figures. Reservation for the economically poor in the general category is a good step. As far as OBCs are concerned, based on the figures we get from the next census, necessary steps will be taken for their uplift.

What about the allegations that Thakurs are getting most of the plum posts in UP?
Yogiji is our chief minister and a sanyasi as well. A sanyasi has no caste. The Opposition has no issue. They rake up this issue for political gains but they will not be successful.

What about law & order in the state?
There has been a remarkable improvement in law & order. Bringing down crime rate is one thing and bringing in a feeling of security among common people is another.

But even police officers do not seem safe after an inspector was killed while controlling protests against cow slaughter in Bulandshahr.
It is sad that a cow was slaughtered and it is equally sad that a policeman was killed while trying to control the mob. For bringing back rule of law, we have come to power. Good governance is another name for the BJP. Having said that, if there is any discrepancy or wrongdoing, we will take action as and when required.

Talking about the UP economy, despite the much-publicised investor summit, the conversion rate into actual investment remains low.
It’s not like that. After the last investor summit, we have got actual investments to the tune of Rs 1 lakh crore. Based on those MoUs, all investors are in touch with the government. The process takes time. We have rolled out a red carpet for the industry. An enabling environment has been created for willing investors.

What steps is the state taking for families of jawans killed in the Pulwama terrorist attack?
Twelve jawans who lost their lives in Pulwama were from UP. The government, the party and the society are all standing together with their families. We have announced compensation of Rs 25 lakh and a government job for the kin of each martyr.

Politics in UP invariably revolves around caste. How does the BJP plan to maintain the right balance between caste and vikas (development)?
Either during Vidhan Sabha elections or gram sabha polls, there is no denying the fact that caste is the main factor. But gradually, especially after Gujarat saw development under Narendra Modi, the trend has changed. Polls are being fought based on development. People assess parties on the basis of their capability to bring development and security. Other parties have a history of corruption and have come together to join this contest to stop Modi from returning to power.

American Airlines Adds Private Aviation Touches

American Airlines has boosted its Five Star service options on both sides of the U.S. through partnerships with two private aviation companies. Customers traveling through Los Angeles International and New York JFK Airports can now book private helicopter transfers through the airline as part of the American’s agreement with rotorcraft operator Blade. The helicopters will pick passengers up at destinations of their choice in both cities and fly them to the airports, where they will be met by an American Airlines team member and escorted via luxury car to Flagship First check-in.

“The number-one pain point of traveling from NYC and LA to the airports is traffic,” explained Blade founder and CEO Rob Wiesenthal, adding that helicopter transfers can reduce a potential hour-and-a-half drive to just under seven minutes. “Blade and American Airlines will now provide customers with a seamless experience from the door of the helicopter to their seat on their American flight.”

The airline also has inked a deal with The Private Suite, a new exclusive terminal at LAX designed for first- and business-class travelers that features its own private airport entrance and in-house TSA screening and customs processing. Passengers are then driven across the tarmac directly to their gate.

Both services are available as individual add-ons to customers purchasing Five Star or Five Star Select services from American.

Jet Airways India Ltd grounds additional two aircrafts

Jet Airways India Ltd has announced that an additional two aircraft have been grounded due to non-payment of amounts outstanding to lessors under their respective lease agreements. As mentioned earlier, the Company is actively engaged with all its aircraft lessors and regularly provides them with updates on the efforts undertaken by the Company to improve its liquidity. Aircraft lessors have been supportive of the Company’s efforts in this regard.

The Company is also making all efforts to minimize disruption to its network due to the above and is proactively informing and re-accommodating its affected guests. The Company also continues to provide required and periodic updates to the Directorate General of Civil Aviation in this regard.

Shares of JET AIRWAYS (INDIA) LTD. was last trading in BSE at Rs.236.7 as compared to the previous close of Rs. 234.85. The total number of shares traded during the day was 535512 in over 6332 trades.

The stock hit an intraday high of Rs. 242.45 and intraday low of 235.4. The net turnover during the day was Rs. 127422672.

PM In Gorakhpur: 1.2 Million Farmers to Get Rs 2000 each Directly in Their Accounts

During this, he released the first installment of this fund in the account of the farmers. With this, he also distributed the credit card to the farmers.

source http://www.ncairways.co/india-news/%e0%a4%aa%e0%a5%80%e0%a4%8f%e0%a4%ae-%e0%a4%ae%e0%a5%8b%e0%a4%a6%e0%a5%80-%e0%a4%a8%e0%a5%87-%e0%a4%9c%e0%a4%be%e0%a4%b0%e0%a5%80-%e0%a4%95%e0%a5%80-%e0%a4%95%e0%a4%bf%e0%a4%b8%e0%a4%be%e0%a4%a8/

AT&T: sustainability on a massive scale

Aligning the notion and practice of sustainability within the biggest companies on the planet is no small undertaking and AT&T – founded by Alexander Graham Bell – is no exception. The world’s largest telecommunications company and ranked number nine on the Fortune 500, this giant multinational conglomerate has just under over 270,000 employees and posted a 2017 revenue of $190.5bn. This is a holding company whose operations spread out over numerous sectors and territories and to seek a sustainable road map at such a business is as complex as it is integral.

Shannon Thomas Carroll is Director of Global Environmental Sustainability at AT&T and possesses a rich knowledge of both the company’s operations and its sustainable practices as he works to reduce the environmental impact of the telco’s operations. His key accomplishments include “being the internal driver for large scale renewable energy, zero-waste, and supply chain human rights audits”.

Carroll has been with the company for almost 20 years, having served in several different capacities across the 133-year-old conglomerate. “I’ve worked on a consumer side, the business side of the house and on the network side,” he explains. “So I’ve had lots of different roles. I spent a lot of time in project management, as well as with a couple different business units. I did project management and compliance for our supply chain; that’s one of the things that transitioned me into my current role. On the compliance side, you have things like environmental health and safety and that was one of the transitional topics that really got me interested in this work. Then I just started asking for more work around environmental sustainability while I was still in supply chain and was lucky enough to transition that into a full-time role over on the corporate side. I took that supply chain focus and expanded it to a corporate view. Now my responsibilities are specific to environmental sustainability within our operations. So, anything that has an environmental impact within our four walls is, generally speaking, something I would look at.”

AT&T has had a long history of corporate social responsibility, even if it wasn’t always labelled as CSR. “We have an extensive history of strong energy management and corporate real estate management,” Carrol explains. “We looked at things like waste water, and obviously there are natural financial incentives to use those resources, but you also want to look at being a good corporate citizen. What are the positive environmental impacts of doing that? I see my role, first and foremost, as looking into what’s going to be best for the company, while also seeing how we can have the most sustainable business practices possible.”

One of the first things Carroll explored when he stepped into his current role was AT&T’s greenhouse gas footprint. Carroll monitored all the different aspects of scope 1, scope 2 and scope 3 through an inventory to gather the required information. “Once we had that information, we had it verified by an independent third party,” he explains. “That was a great introduction to the job because I got to touch all parts of the business when undertaking a corporate greenhouse gas footprint. From there you then start looking at some of the larger responsibilities, such as waste and how you dematerialise. What projects have been done? What was successful? What wasn’t successful? What maybe didn’t happen in terms of timing and can you pick up the ball again and start trying to work with what hasn’t been done? You have to be strategic in your thinking. You’ve got to read the tea leaves and see how the wind’s blowing externally as well. There’s obviously an importance to the business and what our stakeholders are asking of us is important. You’re looking internally, but you’re also looking externally. You’re trying to think strategically while you still have the practical responsibilities to get the job done.”

As the scale of operations at AT&T is so vast, Carroll liaises with Chief Sustainability Officer, Charlene Lake. They operate at what Carroll describes as the ‘ink level’ or the corporate side of operations. “The advantage that gives us is we can go into all parts of the business, essentially representing the company. What’s really important though is that we don’t just walk into the different business units and say, ‘This is what you’re gonna do!’ We have to be good business partners, whether it’s internal or external. We’re very lucky that sustainability really is at the core of a lot of our work. So, as we go in to talk to our network folks or our corporate real-estate folks, or our supply chain folks, they’re already doing a lot of this work. What we try to do is help frame that work and see what we can amplify; see what we can do better. We just try to partner with them.”

SEE ALSO: The Kiwi company taking on the wind with a small scale, single blade turbine

With support from AT&T’s corporate level, Carroll and his team launched 10X Goals. A 2025 goal, the program is aiming to enable 10 times the carbon savings for AT&T’s customers as well as for its our own footprint. “We have somebody who works full-time on that making sure the methodology is sound,” says Carroll. “We have somebody who’s working on the numerator part of that, making sure that our products and services can deliver that. You have me, I’m on more the denominator side. I’m trying to shrink our own operational footprint so it makes it easier to achieve it. We’re very lucky. We are a large company, but we have the right amount of resources addressing sustainability here.”

One of the challenges Carrol cites as specific to large-scale renewable energy is that first time you put the practice into action. Thus, off-site research is essential in getting these methods right. “We’ve obviously been looking at renewable energy options for years and years and years. We did have some onsite solar and we just knew, because of our scale, that if we’re going to have a significant impact we needed to look offsite at the large-scale renewable energies. We look at what others are doing and then try to figure out if that’s something that could potentially work for us. You do a lot of research and then bring that research and those findings home. We would then start stakeholdering those. I’d say the biggest challenge is because you’ve never done it before, you have to educate a lot of folks on what it is and how it works and how the mechanics of it work. What does it mean for AT&T to go from a relatively small renewable energy concern to one of the largest corporate buyers in the United States? A lot of education has to be done, in getting people familiar with new terminology. I’d say that’s the biggest challenge; the newness of it all.”

In reference to large scale renewable energy, AT&T is one of the top five corporate renewable energy buyers in the US. “The fact that we were able to scale up so quickly is a credit to the professionalism we have on our energy management team. I would say the thing I’m most proud of is just the scale ’cause what you’re really looking for is impact. We’re proud of the 820 megawatts we’ve done so far. We’re the evangelists. We’re going around talking about all the benefits. The interesting thing is when you go into the different business units, my experience is that even if people don’t know it by name, they’re doing the work. These are folks who do sustainability for a living. We already have folks who are trying to save as much water as they can. They’re already trying to remove as many kilowatts as they can from the business. They’re already trying to be as efficient as they can.”

AT&T has an energy intensity goal, relative to its network, to be 60% more efficient. Carroll wants to push more data through the network using the same, or less energy. “We have a public goal around that. We have a public goal to reduce our fleet emissions by 30%. We have lots of public goals that are already tagged at this work and within the business units. They just have their heads down and are doing the really hard work to achieve this.  When we come into departments and explain it’s really about the work that they’re already doing, the light bulbs go off and they become really good business partners. We’re constantly looking at the landscape in terms of the environment. A few years ago, we worked with EDF on our water footprint for example. We’re always looking at every aspect of our operations.”

Technology is driving sustainability and AT&T is largely a technology company thus possessing a read edge when it comes to finding solutions. “I would say just about everything we do has a technology component,” Carroll explains. “For example, we’ve got a project called Icon. It’s basically our internal IoT solution, where we’ve put sensors on all types of internal equipment, including network equipment, HVACS, water towers, everything you can think of. We then actively monitor that through our Icon dashboard and are able to look at predictive and preventative maintenance. Are things running as efficiently as they should? If they aren’t, how can we maximise their efficiency? There’s a lot of data out there, so the key is not just having accessibility to data, but being able to do something smart and good with it. We need to make good, smart decisions around that data.”

“I think it’s important when you’re a company our size that you’re comprehensive. You need to have a short-term plan, a mid-term plan and a long-term plan. You have to think strategically, you have to look far down the line. You just can’t say you’re going to do this and that. You have to be transparent in the way that you do it. And you have actually have to do it.”