inTeRnsHiP PRoGRAm FAQs
The following are frequently asked questions (FAQs) about business aviation internship programs.
1. Are undergraduate student interns “employees” of the host organization?
Undergraduate students are generally not considered em- ployees of the host organization, and are generally not eli- gible for direct compensation or benefits regularly extended to employees. No lasting or commercial benefit is sought or expected by the parties, other than the intrinsic lasting benefit of the work and study experience intended.
2. Are undergraduate student interns paid during the internship? Some host organizations provide undergraduate students interns with remuneration in some form while others do not – and it is strictly at the discretion of the host organiza- tion. It is generally believed that a meaningful work-learning experience is the primary and essential benefit.When remu- neration is offered, it is generally in the form of a stipend or scholarship to support the intern’s work-learning experience or to defray expenses related to the experience.
3. What is expected of the host organization during the intern- ship?
The host organizations is expected to assign the under- graduate student intern to duties and work schedules that are both reasonable and consistent with that position for others holding similar positions of responsibility. The host will provide direct effective supervision to the intern to ensure prompt high-quality feedback and opportunity for the intern to resolve any questions and or concerns related to assigned duties and professional growth through the internship. The host will provide a final evaluation to the intern and the intern’s home institution documenting the host organization’s assessment of the intern’s performance during the internship.
4. What can the host organization expect of the intern? Undergraduate student internships are rich experiences and students are screened and selected by the faculty of the home institution for participation in these experiences. The host organization can expect consistently high-quality work and professional work habits from the intern, and a strong commitment to the host organization’s success in its mis- sion and operations. Undergraduate student interns under- stand the importance of maintaining the confidentiality of proprietary information and practices and commit to keep- ing such business information (contracts, projects ideas, work decisions, etc.) strictly private and confidential.
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ship 5. What liability is incurred by the host organization during
the internship?
The host organization does not incur legal liability for the safety and well-being of the intern beyond that which would be reasonably expected by a visitor or guest. The host orga- nization is obliged to exercise due care for the safety of its operations, crews and passengers and adhere to relevant state and federal safety and other workplace regulations, and it agrees to provide written notification to the intern and the intern’s home institution of any special risks to which the intern may be exposed. The student accepts the intern- ship with advance knowledge of such risks.
6. What happens if the host organization is unable to fulfill its obligations?
The host organization is expected to exercise reasonable care in planning for the internship opportunity and to make a good faith effort to fulfill its obligations to provide a mean- ingful work-learning experience for the scheduled term. Still, unforeseen circumstances or substantial changes to the host organization’s operations may preclude completion of the internship experience. The host organization does not incur legal or contractual liability to the intern or the home institution for the completion of the experience beyond a good faith effort.
7. What is the expected work schedule? How much flexibil- ity is there in this schedule?
Undergraduate student internships are generally planned for a minimum of 15 hours/week on average to a maximum of a full-time commitment arranged in advance by mutual agreement between the host organization and the student. The basic work schedule is usually set by agreement and with regard to the intern’s other school commitments (if not serving full time in the internship). Flexibility by both parties is very useful in response to variations in the operational tempo of the host organization or especially busy times in the intern’s school calendar. Undergraduate student intern- ships are scheduled for a period of about 12 to 14 weeks. 8. How can host organizations identify potential school partners and interns?
Host organizations can identify potential school partners among colleges and universities offering undergraduate degrees in aviation flight operations, aviation management and related disciplines through two key sources:
• The University Aviation Association (UAA) is the profes- sional association of collegiate aviation and home to col- leges/universities, individuals and organizations involved in this work. Information on member schools can be found at www.uaa.aero or at the home offices of the UAA. • The Aviation Accreditation Board International (AABI) is
the accrediting organization for collegiate aviation pro- grams. Schools that have earned recognition by this body
have demonstrated that their programs meet high stan- dards for program and instruction. Information on accred- ited programs can be found at www.aabi.aero/programs. html. Potential intern candidates can be identified by contacting a potential school partner directly. Internship programs often are coordinated by the school’s office of career services, which can put host organizations in con- tact with potential candidates or supervising faculty.
1.22. Security
NBAA recommends that each corporate aviation department have a specific aviation security program. Aviation depart- ments can obtain professional help to determine the best protection methods from local law enforcement, contracted companies, aviation consultants and aviation service providers. The security program should include plans of avoidance and plans of action. For example, a company might possess an elaborate security system but still might need a plan of what to do if an aircraft is suspected of being sabotaged.
PLAns To Avoid A BReAcH oF secuRiTy
The following steps should be taken in developing any secu- rity plan.
• Review all sources of media information; newspaper, radio and television coverage of actual events can be very instructive
• Circulate memos, articles and newsletters throughout the company that discuss security
• Review available catastrophe avoidance literature • Maintain frequent contact with the company’s security
department. Information gathered on aircraft and flightcrew security should be shared with the security department • Require that the security and aviation departments attend
security seminars
• Consider removal of company identification, logos and the American flag insignia
• Do not publicize the aircraft itinerary
• Have hangar personnel accompany all visitors to hangar facilities
• Avoid having company signs and logos at the company’s hangar facility
• Do not make any controversial statements, either in public or in private, since these statements could lead to violence • Cancel trips or specific stops if there is any reason to
suspect trouble
• Be most sensitive to security information received just before flight time
• Use the aircraft’s security system at every stop, no mat- ter how brief
• Be very cautious when hiring local guards; local contacts can assist in making arrangements for theft
• Know or require positive identification from passengers • Require a passenger manifest
• Require all passengers who are not employees to be authorized by an employee
• Check fencing, lighting, security patrols, gates and limited access areas at all airports
• Encourage flightcrews to develop a security awareness attitude
• List any security concerns and actions regarding specific threats
• Request guard services at security-sensitive locations through FBOs or ground handling agents
• Use only reputable catering services and monitor catering carefully
• Advise passengers to maintain positive control of their luggage
• Check all unmarked or unrecognized baggage for content and ownership
• Consider enrolling aircraft in the Block Aircraft Registra- tion Request (BARR) program (www.nbaa.org/barr)
PLAns To ResPond To A BReAcH
oF secuRiTy
NBAA recommends that aviation departments consider the following steps in developing a company security program. • Establish an emergency control committee to handle
disaster-type emergencies
• Develop a contingency plan for advance response to hijackings, bomb threats, executive abductions, terrorist activities and extortion demands
• Schedule simulated emergencies at least once a year to test the contingency plan
• Establish an emergency communication system with a telephone list of key personnel
• Audit security at hangar facilities and operational areas The risk of an incident involving hijacking (air piracy) or other terrorist acts exists and is increasing both within the United States and overseas. The following precautions should be taken if a company suspects it may be a target of terrorism. • Assume that one terrorist act signals the presence of
another; if the aircraft is violated in one area, verify that other areas have not been violated
• Ask for help from local authorities, even if terrorist activ- ity is suspected without solid evidence
• Receive professional training on the use of any weapon carried on the aircraft
• Use any weapon with caution
• Consider alternative means of transportation if sabotage is suspected
• Verify that no stowaways are aboard, especially in the lavatories or the baggage compartments
• Share any terrorist activity only with company officials, the Federal Bureau of Investigation (FBI) and other ap- propriate government agencies
• Use security tape on all access panels and doors when parking overnight
In case hijacking or air piracy does occur, the flightcrew must be familiar with published emergency procedures. These procedures are listed in detail in the Aeronautical information Manual (AiM). Some elements are provided below. They should be followed, providing they do not jeop- ardize the safety of the flight.
• Execute a distress radio call on 121.5 Mhz or 243.0 Mhz • Set the transponder to 7500
• Maintain a true airspeed of no more than 400 knots • Maintain an altitude between 10,000 feet mean sea level
(MSL) and 25,000 MSL (providing range requirements are met) • Fly a course toward the destination that the hijacker has
announced
• Comply with any procedures that direct the flightcrew to a safe landing
1.23. Group Executive Travel
The group executive travel policy should derive from corporate philosophy, legal and risk management review, prudence, and a careful assessment of the risks involved should an accident occur that could jeopardize the continu- ity of executive management. Because of the critical and sensitive nature of this policy, it should be developed by senior management. Corporate risk and insurance special- ists also should be consulted.
A policy often begins as a company administrative proce- dure and eventually becomes part of the company opera- tions manual. However, actual risk and effect of potential losses should be considered rather than allowing protocol or custom to dictate the policy.
The policy should specify executives by title or groups of executives who are prohibited from traveling together. Each policy should include procedures for deviations from the basic policy in extraordinary circumstances. Codes may be used to identify executives for security purposes. Enforce- ment of this policy should be left to corporate headquarters personnel and not to the aviation department; however
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ship schedulers should point out apparent violation of the policy
when trips are being scheduled.
1.24. FAA Violation and Enforcement
Procedures
An airman (which includes maintenance technicians, for the purposes of this section) charged with any violation should make a complete report to the aviation department man- ager as soon as possible. This information should be shared with the company’s legal department or counsel.
If the airman desires, a report could be made under the Avi- ation Safety Reporting System (ASRS). This program, which is described in FAA Advisory Circular 00-46D, utilizes the National Aeronautics and Space Administration (NASA) as a third party to receive and analyze Aviation Safety Reports. FAR Section 91.25 prohibits the FAA from using any report submitted under this program in any disciplinary action, with the exception of criminal offenses and accidents. The company may intercede for any employee charged with a violation if the aviation department manager, or person in charge of a company investigation, determines that the employee acted in good faith and in the best interests of the company. If the employee is found not to have acted in good faith and in the best interests of the company, legal and technical aid may be offered, consistent with company policy. A violation charge could be the result of an FAA investiga- tion that results from an accident or an incident, a report to the FAA, a report from air traffic control (ATC), or other means. On March 5, 1990, the FAA administrator an- nounced the FAA’s action plan to strengthen the FAA/Gen- eral Aviation Partnership for Safety. In this announcement, the Administrator stated that enforcement would be the last tool used by the FAA to make flying as safe as possible. The other tools addressed by the administrator were good communication, training, education and counseling. The resulting modifications to the FAA’s enforcement poli- cies were issued in FAA Compliance/Enforcement Bulletins Numbers 90-6 and 90-8. These bulletins permit participa- tion in a remedial training program or in voluntary disclosure procedures. The continuing policies of FAA enforcement are administrative action, reexamination, certificate ac- tion, civil penalty and criminal action. All seven policies are discussed in this section.