Rafiki

JP,

I only had to do the 2-engine deal once (not for my PC since I only got a SIC type ride) and by the time you run the lengthy checklist and fly a huge pattern, it's a pretty stabilized approach. The go around was a little more exciting...don't forget the rudder!

l8fr82hub

As previously mentioned study the COM and AOM. There should be study guides provided in class that are more in-depth than the AOM. By the time you get to the CPT you should know the memory items (there aren't many), the profiles, and the CA and FO checklist responses. I also find it helpful to read all emergency and abnormal checklists so you are familiar with them.

As for two-engine work; unless they are giving PIC types they'll probably only do these so you'll be familiar with the procedure. The two engine approach is usually VMC and the DH is usually 500' AGL. The two-engine go around isn't too bad either. I find the three-engine go around more challenging.

erichartmann

The short version. DHL, a wholly owned subsidiary of Deutsch Post, purchased Airborne Inc. in 2003. Airborne Inc. was a holding company. Airborne Inc. had two major subsidiaries. The first was Airborne Express, the former Airborne Freight dba Airborne Express. The second was ABX Air, which had been a subsidiary of Airborne Freight. DHL, as a foreign owned company, could not own, control, or operate a U.S. airline. ABX Air was thus spun off and became a separate publicly traded company. DHL entered into an ACMI with ABX to carry freight. In other words, DHL bought all of the old Airborne Freight less ABX, including ILN.

DHL, which started life as a U.S. company, had previously sold off 75% of DHL Airways for the same reason. At or about the same time DHL was acquiring Airborne, they sold off their remaining interest in Airways to a new investor group headed by John Dasburg. Dasburg & Co. also bought the 75% DHL no longer owned, and changed the name of Airways to Astar Air Cargo. This appears to have been done for several reasons. The first was a possible challenge to the "citizenship" of Astar by Fedex and UPS and its suitability to hold a US Air Carrier operating certificate. In other words, Fedex and UPS accused Astar of being controlled by DHL in violation of US law. The challange was made, Astar won. Astar was also given an ACMI to haul freight for DHL. The second had to do with the Astar pilot's labor contact. They had a letter of agreement binding DHL to their scope clause which in turn said they would fly all the DHL freight. They filed a grievance alleging a violation of their scope clause over DHL's granting ABX an ACMI. DHL declined to participate in the grievance process on the basis they were no longer bound by the labor agreement as they no longer owned or controlled any portion of Astar. The Astar pilot's went to federal court in an attempt to compel DHL to participate. At this point ABX Air's management intervened and filed a complaint under the National Labor Relations Act. The federal court deferred to the complaint and shuffled the case of to the NLRB. This is all moot as a result of the Astar pilots newly ratified labor contact (they have dropped the complaint) except that it has created a great deal of animosity between the ABX and Astar pilot groups. Each has felt threatened by the other. It also appears from developments that Astar may be DHL's "favored son" (last year they purchased 49% of the equity and 24.9% of the voting rights in Astar, the max allowed under US law) while ABX is the "red headed illegitimate step child" of the "family".

Last year Astar made an unsolicited offer of interest in buying out ABX, which ABX turned down. At the time, as is now clear, ABX was in negotiations to purchase Cargo Holdings International (CHI). That deal has been consummated, a new holding company (ABX Holdings) formed, and ABX Holdings now owns CHI and it's subsidiaries as well as ABX Air. CHI's subsidiaries consist of Air Transport International (ATI), Capitol Cargo International (CCI) Cargo Aircraft Management (CAM) and one other, a logistics company whose name I don't recall. CAM owns all of the CHI aircraft operated by ATI and CCI. CHI's labor costs are considerably lower than those of ABX Air. ABX Air's labor contract has language that makes ABX Holding a successor to ABX Air and binds it the contract. It also contains language that requires all of the freight flown by ABX to be flown by pilots on the ABX seniority list. ABX Holding management has declined to consolidate the lists or merge the companies. This, combined with DHL's apparent dislike of ABX could result in a very messy situation. Further, all three subsidiary’s are currently in contract negotiations.


I was.

You might want to do your own due diligence. It's just a bit unusual for someone who left ABX to come back. Of course, you're not really coming back to ABX by going to ATI, but you'll ultimately be under the same management.

LJ31

Thanks! I haven't gotten anything except PRIA records, and my class was supposed to be this week. Guess the AIM will do for now!

130drvr

I am heading up to Dayton on Monday for an interview Tuesday, any advice on the current interviewing process. I submitted an online app a few weeks back on a Sat and got a call from Matt here in LR on Monday. I have a buddy who got on in Dec and seems to really like it there. I think the company traslates well to the world I am coming from, AF C-130's.

How many more folks are they looking to hire? Am I still on the bow wave of interviewing or are they going to taper off in the summer?

One thing I have not seen on this site is mention of their vacation benefit, how many days do you accrue and how often, ie 2 weeks a year after completion of 1st year?

130drvr

Just got the call for a job today, class starts on the 19th of May. 767s are coming this summer. Hiring 30-40 more this year.

SaltyDog

Congrats!!

130drvr

I am pretty excited, I did a lot of research on many companies and ATI seems to have a great business model with both domestic and int'l business, both military and DHL type contracts. Not to mention the flexibility to do the shorter trip lines or longer, as opposed to other companies, where 3 weeks or more on the road is the norm. I hope upgrades in the 8 will speed up a touch as the 76s arrive. Can I assume that the senior 8 folks will move into the 76, or are there folks who are too comfortable with their 8 lifestyle? Hmmmm.....

Wonder also if the 76 will be home based, told yes at interview, but saw bid sheet that said non-homebased....