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British Airways plane caught FIRE after pilot ‘mixed up left & right' – shutting Gatwick & sparking chaos for 1,000s

British Airways plane caught FIRE after pilot ‘mixed up left & right' – shutting Gatwick & sparking chaos for 1,000s

The Irish Sun09-05-2025

A BRITISH Airways caught fire after a pilot "mixed up left and right" - shutting Gatwick and sparking chaos for 1,000s.
The Boeing 777 was about to leave Gatwick for
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Planes piled up on the runway following the incident on June 28 last year
Credit: X
3
Twenty-three outbound flights were cancelled
Credit: X
He was then forced to abort the take-off - despite the plane already travelling at 186mph - by performing a "high-speed emergency stop".
The incident on June 28 last year wreaked havoc for holidaymakers - as the airport was temporarily closed, 23 outbound flights cancelled and 16 inbound flights diverted.
Thankfully, however, none of the 347 people on-board the flight in question, BA2279, were injured.
A report into the events this week found that the co-pilot had just come back from annual leave and was "well rested and feeling fine".
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He had last flown two weeks prior to the incident, the Air Accident Investigation Branch (AAIB) added.
The man, who had over 6,000 hours of flying time, "could not identify a reason" why he got confused.
Co-pilots use their left hands to pull the "thrust" levers, which control the engines, and their right hands on the control column.
While the pilot had meant to pull the control column, lifting the plane's nose into the
sky
as it took off, he instead reduce the thrust - right when maximum power was needed to take off.
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The mishap was described in the report as an "action slip" - something that "occurs when an action is not performed as intended, arising in routine or highly learnt motor action sequences".
"There was no obvious reason for him being primed to do that - for example, he had not recently changed aircraft seat or type, or practised landings or RTOs in a simulator - and he could not identify a reason for it on the day," investigators added.
World War II Spitfire crash-lands in farmer's crop field as pilot miraculously walks away unharmed
The report also stated: "The co-pilot reported being well-rested and feeling fine. He expressed surprise in himself over the inadvertent thrust reduction and could not identify a reason for it."
Following the mishap, the pilot "momentarily" pushed the levers forward again - before enacting an emergency stop.
Momentum caused the aircraft to keep accelerating to a terrifying 192mph before it eventually began to slow.
"The airport rescue and firefighting service attended the aircraft," the report said, "and extinguished a fire from hot brakes on the right main landing gear."
The airport was shut for nearly an hour in the wake of the incident.
A spokesperson for Gatwick Airport said at the time: "The main runway was closed for 50 minutes today (June 28) due to a departing aircraft having hot brakes.
"Safety is our top priority and London Gatwick's dedicated airport fire service swiftly attended to support the aircraft.
"Sixteen inbound flights were diverted during the closure. The runway is now open and operating as normal.
"Twenty-three flights were cancelled and there are a number of delays due to the knock-on impact."
A BA spokesperson said: "Our pilots took the precautionary decision to cancel take-off due to a technical issue.
"Safety is always our top priority and we apologise to customers for the inconvenience caused."
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The fire was extinguished by the airport rescue and firefighting service
Credit: Justene Miller

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Stolen World War II landing gear returned to memorial after campaign
Stolen World War II landing gear returned to memorial after campaign

RTÉ News​

time24-05-2025

  • RTÉ News​

Stolen World War II landing gear returned to memorial after campaign

Landing gear from a World War II bomber stolen from a memorial to 15 RAF airmen killed in a crash in the Cooley Mountains in Co Louth in 1942 has been returned after a social media campaign by a local community group. The heavy steel parts were removed from the site earlier this month and are believed to have been dragged down a mountain trail by a quad. They were part of a memorial marking the site where a US Consolidated Liberator bomber crashed in dense fog with 19 crew onboard on 16 March 1942. The plane had been en route from Egypt to England but got lost because of bad weather. According to Sligo-based historian Dennis Burke, 13 of those on board were experienced pilots, navigators and wireless operators who were to crew other liberators to be flown back to North Africa for use in bombing missions. Those on board were a mix of English, Scottish, American, Canadian and a lone New Zealander. The plane circled Dublin several times and was then along the Irish coastline and over Dundalk, before banking left in dense fog towards the Cooley Mountains en route to an RAF base in Warrenpoint in Co Down. The right wing of the huge aircraft hit a mound and crashed on Sliabh na gCloch, the mountain of stone, with 15 killed. A letter from one of the four survivors to the family of one of those killed described the conditions as the worst he had experienced in three years of flying, saying "it was almost impossible to see our own wing tips." Local people erected a small memorial plaque at the site in 1992 to mark the 50th anniversary of the crash. Three years ago, a more substantial memorial was erected to mark the 80th anniversary. It is mounted on a crankshaft from one of the four engines that powered the plane. The memorial contains a model of the Consolidated Liberator bomber, items found at the site of the crash, and the names of those who were killed. It was erected close to the landing gear that bore the three wheels of the aircraft which had laid for the past 83 years near where it exploded on impact. The site was not widely known but over the years by word of mouth the wreckage had become a popular stopping point for walking groups and was regarded as part of the memorial. However, earlier this month the three steel parts were removed. It is presumed the intention was to sell the high-grade steel for scrap. Members of a local group that erected the memorial were alerted around 5pm on Thursday when one of them, Derek Roddy, took a friend for a walk up the mountain to visit the site. Local Garda sergeant John Brady advised the group to take to social media to highlight the theft. "We were told this local monument had been desecrated and removed from the mountain so the first thing we did was try and spread the word to get it back where it belongs," explains Michael Muckian of Cooley Peninsula Community Alert. "People were angry because this is something that is so special to so many people and was removed from the mountain and to some people it's just scrap, but to us it's history. We had to let people know that if they saw this it had been stolen." The tactic worked. A Facebook post stating "Sacred Memorial Now At Risk" and containing the story of the crash, with an appeal for help in recovering the wreckage, was viewed by more than 420,000 people. Within hours the group was able to establish that the landing gear had been stolen on either 13 or 14 August At 7am on Friday morning, just 14 hours after the alert had been issued, Garda Sergeant John Brady phoned Derek Roddy and told him it had been found dumped at the bottom of the trail. They believe it was dragged down when stolen. "It just shows you what social media and community spirit can do," said Michael Muckian. "We were even contacted by people in America because there is a huge interest in the history of the Liberator aircraft and it is Memorial Weekend there; people were really shocked and angry. "But it has ended well and there is a lot of relief." Derek Roddy summoned family members and friends to remove the heavy parts yesterday afternoon. They included his father Noel, a retired engineer who erected the first memorial with two friends and helped with the second. "They wanted to set up a memorial so it would be remembered as a place where 15 young men passed away," he explains. "Over many years every single piece of that plane disappeared from the mountain, except the landing gear which for some reason was left and it became a local go-to place and the most common question people in the area would get asked by walkers was how to get to the crash site. "When the new memorial was erected three years ago the number of people visiting increased." Derek is in regular contact with the 98-year-old sister of one of wireless operator Thomas Pattison, the crew member who wrote the letter describing what happened. His words are included inscribed on the memorial. Derek has also helped relatives of two of the crew visit the site in recent years. The plan is to return the landing gear to the crash site and to anchor it in a way that will mean it can never be removed again. "You sort of got the sense like people see this as a sacred area now and a memorial to fifteen men, young men, who lost their lives and it was just lovely to see it being left at peace and being respected," Derek said. Derek added that "it was really, really disheartening to see that someone was seeing these pieces as maybe just scrap to be sold." "It is part of the history of this place. It's great to have the landing gear back and we have to make sure this can't happen again." The group last night posted another message, this time thanking gardaí and everyone who shared information about the search. "This was never about blame," the message states.

What's the point of meetings anyway?
What's the point of meetings anyway?

Irish Times

time15-05-2025

  • Irish Times

What's the point of meetings anyway?

The eyeroll says it all. You're in another meeting with that manager who loves meetings about meetings. She's waffling on again and your colleagues are failing to contain their disdain; it's all nail-biting, clock-watching, side-eye glancing and leg jiggling. As usual this meeting is nothing more than a time suck. Janice, the manager who called the meeting, is a notorious bore, and the rumour is that she only calls meeting because that's all she gets done in a day. During these weekly trials her workmates dominate the conversation and there's no opportunity to debate ideas or engage in critical thinking and problem solving. You know, the stuff you're paid to do. Meetings can be a form of torture. In fact during the second World War the American Office of Strategic Services (OSS), a precursor to the CIA, recognised that bad meetings were a poison pill that could be used to frustrate and undermine the enemy. The OSS Simple Sabotage Field Manual contained tips and advice for ordinary people who wanted to aid the Allied war effort by sabotaging their workplace. It was distributed through enemy countries and reminded readers how easily productivity and order could be disrupted. READ MORE Middle managers, who had the greatest potential to disrupt things, were advised to gum up or slow down the works as much as possible in meetings. This included talking endlessly and bringing up irrelevant issues, digging in on an issue or position to waste time, referring decisions to committees (kicking the can down the road), haggling over wordings, minutes and resolutions, referring back to matters that were already decided upon and reopening them, promoting bad workers and holding unnecessary conferences. Does any of this sound familiar? Some workers spend up to 85 per cent of their time in meetings, according to MIT's Sloan Management Review. Organisational psychologist Dr Steven Rogelberg's book, The Surprising Science of Meetings, found that at least one in three meetings is entirely unnecessary. Eliminating these unneeded gatherings could save millions annually for larger organisations. How would you feel if someone told you that all meetings were erased from calendars and scheduling new meetings was banned? Elated? You're not the only one. In 2023 Shopify cancelled all team meetings for a two-week period. They realised that too many meetings were reducing productivity and costing them money. The company's shift to a 'less is more' meeting culture took time but it had immediate impact on productivity and worker satisfaction. Before scheduling any new meetings managers now had to be more thoughtful in their approach and justify the reason for the meetings and the people who needed to attend. Wordpress and Automattic also changed their workflows to emphasise collaboration tools instead of meeting invitations. Of the more than 1,900 employees across 93 countries working in these companies virtually none of them have standing meetings in their calendar. How do you feel reading that? Jealous? Badly planned, structured and run meetings are time tyranny. In business we need to fundamentally reassess what meetings are for and why they're necessary. Are meetings for communication, collaboration, connection or all three? How does collaboration and problem-solving really happen? Is it in meetings, during one-to-ones or when working on projects and problems together? What is the best way for the team to genuinely connect personally? Meetings seems to be our default for everything, but often the most productive collaboration happens before anyone even enters the room. Team get-togethers should not be wasted discussing lists of what was accomplished that week. Avoid what I call the 'good girl/good boy' meeting where team members report in to their work mam and dad and seek approval or praise for outpacing their colleagues. This inevitably leads to conflict and competition instead of collaboration. Progress on the team's day-to-day work is best tracked in project management software or a spreadsheet that's available to everyone working on that job. Instead of thinking of meetings first, start thinking strategically and intentionally about your purpose. What are you trying to achieve (problem-solving, decision-making, planning, retrospective reflection, onboarding, one-to-one discussion, all hands, feedback, stats updates)? Can it be done in a different way: using emails, shared documents, project management software, an Excel spreadsheet or an interactive team workshop? How many people really need to be there? What's the shortest length of time needed? Can it be a stand-up, walking or 15-minute daily meeting? What's your job in the meeting? The chairperson's job? Is everyone clear on their role and responsibility? Has everyone read the material? The best meetings are short, well planned and prepared, focused on the agenda, time-bound and facilitated properly by the chairperson. In addition to time keeping and getting though the agenda, the chairperson's job is the make sure everyone is heard, records are kept, decisions are recorded and that any actions to be taken are noted with a deadline and the name of the person responsible for it. For a more strategic approach consider embracing what's called the collaboration stack and design it deliberatively to achieve your objectives. This is a combination of tools, technologies and platforms that help teams work together more effectively regardless of their location or preferred working style. Your collaboration stack processes and ecosystem should support project management, enhanced communication and knowledge sharing within the team. Typically there are four layers: asynchronous, remote, hybrid and in person. Asynchronous is when everyone is collaborating on shared goals in their own time using collaborative technologies (messaging, emails, project management apps, digital whiteboards) and shared documents instead of meeting in person. For remote collaboration video calls and instant messaging can be good tactical decision-making and email for communicating externally. Some tools and approaches work best for quick decisions, others for deeper independent thinking but, most importantly, these tools should help free up collaborative team time where they gather together in person to problem-solve, brainstorm and connect with each other. That's where the real magic happens. It's time to say goodbye to most of your meetings. Just because you've always done it doesn't mean you need to do it now. Thanks to technology and new ways of working teams can choose how to work and when to work based on their individual needs. To assist in this companies need to have rules of engagement for each tool or technique. For example, a Slack or WhatsApp message is probably inappropriate to send to the CEO but ideal to use when you have a quick query for a colleague. In addition, team leads need to be trained in how to design, plan and chair effective meetings. Facilitation and coaching skills are essential for this task as they will help them get the most out of all the team members during the meeting. These skill sets should be part of manager's personal development plans, feedback and performance evaluations. Time together is a privilege and it can be a wonderful means of personal and professional discovery. It can help you find out interesting new things about the business, strategy, market, your team-mates and yourself. Your new less is more meeting strategy should be designed with this intention in mind. Margaret E. Ward is chief executive of Clear Eye, a leadership consultancy. margaret@

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