Minister of Transport – Photography, aviation and flight simulation

Du haut des airs: la vérité sur Air Canada

Robert A. Milton managed Air Canada during the most tempestuous period of the history of air transport.

I translated the quotes from the French version of the book.

“It is all right to say to a Crown corporation to operate, starting tomorrow, like a private enterprise, but it’s like saying to a dog to walk on its hind legs from now on. The dog can succeed, but it will need time to adjust to this new idea”.

“Rod Eddington, the British Airways CEO, made everybody laugh when talking about the resistance to change of middle managers. He said: “As it is said for staff reductions, turkeys have never voted in favor of Christmas”.

“The most efficient system in the world can only work properly if the people who apply it want it to work”.

“No air transport society has ever succeeded in reducing its activities, except in the context of a restructuration under judiciary supervision”.

“One day, as I was walking through the department of technical operations, I looked around and noticed that some people were working in a cubicle fitted out along an outside wall. There were many windows in the wall, but they were all covered with brown paper. I was curious to know why. Was the outside view so terrible that nobody wanted to look through the windows? Or was it so beautiful that it could distract the employees? I checked and the view had nothing really special. It was not more beautiful nor uglier than the other views from the building.

When I asked for explanations, I was told that the employees working along that wall belonged to a group where the salary level did not allow access to a window. But, for different reasons, it had been necessary to position them near a wall with windows. A bureaucrat of the organization had been afraid, I suppose, that making an exception to the rule would lead to anarchy, and he ordered that the windows be covered to correct this unacceptable situation. Useless to say that the brown paper disappeared a few minutes after I received the explanation”.

“Quite often, people who progress slowly in their career without having to take decisions inevitably end up by having to take one. At that moment, they freeze like a deer being blinded by a car headlights, and they get knocked out”.

“If someone puts one finger in my eye, I react by putting two fingers in both of his eyes”

“The VISA Aerogold card is nothing else than a money making machine for the CIBC. It represents 20 to 25 % of the market capitalization of the bank”.

“It is necessary to respect the rules of the game, but to play in all seriousness by using all the tools that are available to you”

Here, Robert Milton quotes a former Minister of Transport of Canada: “He raised the governance problems and the airports inability to control costs, to show interest in customers and to build only the needed infrastructure, instead of the luxurious installations that are now appearing all across the country”.

“In the future, I see Air Canada recognized as one of the six best airline companies of the world, with connections in all regions of the globe and with an interior service representing a smaller, but all the same important part of its total income”.

Title: Du haut des airs: la vérité sur Air Canada
Authors: Robert A. Milton and John Lawrence Reynolds
Édition: Libre Expression
©2005
ISBN: 2-7648-0128-9

For other quotes from airline managers, click here: Quotes from airline managers

Medical evacuation aircraft HS-125 C-FSEN Valentine Lupien of the Quebec Government, around 1986.

During the eighties, while I was working as a flight service specialist (FSS) at the Transport Canada flight service station in Rouyn-Noranda (CYUY), I received a phone call from a Val-d’Or air traffic controller. He told me that there was a problem with the type K ARCAL. The ARCAL allows a pilot to remotely activate the runway lights.

Normally, the pilot can choose between three intensities: low, medium and high. But it now seemed that for an extended period, the ARCAL’s low intensity would not be serviceable. The controller told me to issue a NOTAM stating that nobody could use the ARCAL for an indefinite period.

I did not agree with that request. An ARCAL system that was left available would facilitate a pilot’s life by allowing him to choose between the remaining intensities during the approach, or on takeoff. The pilots of the Quebec Government HS125 in charge of medical evacuations during night time would certainly appreciate.

I told the controller that I did not know of any approved procedures relating to an ARCAL type K system failure and that I did not see why I would consider totally unserviceable a system in which only one intensity out of three was posing a problem.

He replied that those were the written procedures that could be found in the control tower and that I had to call his manager if I wanted to see them. How was it possible that official procedures pertinent to a system installed on many airports across Canada, with or without a control tower, could only be found in selected control towers? This was unthinkable.

Through my manager, I asked to receive a copy of those procedures. But it now seemed that those procedures were not in the Val-d’Or control tower but in the Montreal regional office. I tried to get them from that office, but nobody could find anything on the subject.

It was now obvious that those procedures never existed. The funny thing is that all the stakeholders were defending, one level at a time, the existence of those fictive procedures, for all kinds of reasons.

During those years, there was a program called “Incentive Award”, encouraging an employee to present new ideas that would improve the efficiency of the public service. If a proposition was accepted by the highest management levels, a certificate accompanied with a small amount of money would be sent to the employee by the Deputy Minister at Transport Canada. Realizing I would not obtain satisfaction from the regional management, I used the “Incentive Award” program to present my proposition.

One year later, I received a call from somebody who told me he was working at the national level, in Ottawa. He implied that my suggestion would not be accepted.

I told him that I paid, like other Canadians, to get the ARCAL system installed and that, as long as one intensity would remain serviceable, the ARCAL would have to be available to pilots. I made sure he understood that I could not care if he felt comfortable with the idea or not. He was advised that if he maintained his view on the subject, he would have to justify his action to the Canadian public and to the Minister of Transport, who, at the time, was Benoît Bouchard.

Two months later, I received a check and a letter from the Deputy Minister of Transport Canada thanking me for my suggestion that was improving the efficiency of public service. Fourteen months were needed to make the transition from fictive to official procedures that now apply to all Canadian airports equipped with this type of remote control of runway lights.

For more real life stories on the Rouyn-Noranda flight service station and flight service specialists, click here:

Real life stories as a FSS in Rouyn-Noranda