World Airways, Inc., a wholly owned subsidiary of Global Aero Logistics Inc. and is a U.S. certificated air carrier, established in 1948.
World Airways is a global provider of long-range passenger and cargo air transportation services to the U.S. Air Force, major international airlines and freight forwarders, international leisure tour operators and cruise ship companies.
World Airways was founded in 1948 by Benjamin Pepper with the introduction of ex-Pan American World Airways Boeing 314 flying boats. Edward Daly, however is thought of as World's founder. He bought the airline in 1950 for $50,000 and proceeded to acquire DC-4s.
World got its first government contract in 1951 and has had a substantial amount of government business since then.
Later, World acquired DC-6s and Lockheed Constellations. World entered the jet era in the late 1960s with Boeing 707s and 727s. In the early 1970s World acquired Douglas DC-8s.
World became a key military contractor during the Vietnam War, flying troops and equipment between the war zone and World's base at Oakland International Airport. On March 29, 1975, World operated the last airlift flight out of Da Nang, Vietnam. Two 727s were flown to Da Nang, one of which landed with Daly aboard. Thousands rushed the airplane and it took off on a taxiway under heavy fire. The aircraft with Daly aboard started its takeoff roll with the 727's back airstairs still down with Daly fending off additional people trying to leave due to over capacity (The film of this was later broadcast on the CBS Evening News on March 30, 1975). When the airplane landed at Saigon, there were 268 people in the cabin and possibly 60 or more in the cargo holds. World did not return to Da Nang until April 17, 2002, then with an MD-11 aircraft to pick up a team of people resolving Missing-In-Action cases from the Vietnam War.
Also, in the early 1970s, World operated three Boeing 747 aircraft and was the launch customer for the "flip nose" front-loading variant of the 747. Later, World acquired DC-10s some of which it still operates today. World experienced heavy losses in the 1980s as a result of an attempt at scheduled service. In the late 1980s, the company moved its headquarters from Oakland to Washington Dulles International Airport, acquired Key Airlines and established ties to Malaysia Airlines. World was burdened financially as its cash was siphoned off by parent WorldCorp to support a telecommunications venture in which the parent had invested. During the first Persian Gulf War, World did a substantial amount of profitable business for the military, enabling the addition of the MD-11 to the fleet. During the mid 1990s, World operated the military passenger trunk route from Osan Air Base, Korea and Kadena Air Base, Okinawa to Los Angeles, using MD-11 aircraft. World has been headquartered near Atlanta Hartsfield International Airport.
World Airways is a U.S.-certificated air carrier providing customized
transportation services for major international passenger and cargo
carriers, international freight forwarders, the United States military and
international leisure tour operators. Founded in 1948, World Airways
operates a fleet of 17 wide-body aircraft to meet the specialized needs of
its customers. For information, visit www.worldairways.com.
North American is a U.S.-certificated air carrier offering air
transportation services throughout the world for the U.S. military and
commercial customers. Founded in 1989, North American operates its fleet of
10 Boeing 767-300ER and Boeing 757-200ER passenger aircraft in charter and
scheduled service. For information, visit www.flynaa.com. Global Aero
Logistics Inc. is the parent company of ATA Airlines, Inc. Now in its 34th
year of operations, ATA offers affordable scheduled service travel from
destinations like Guadalajara, Cancun, Hawaii, Oakland, Chicago, New York,
Dallas/Ft. Worth and Washington, D.C. Through connecting Southwest Airlines
codeshare flights, ATA now serves customers in more than 60 markets. ATA
also is a leading passenger charter airline serving the U.S. military and
many other government and commercial customers. ATA operates a fleet of 29
aircraft and has approximately 2,500 employees. For more information, visit
www.ata.com.
"Safe Harbor" statement under the Private Securities Litigation Reform
Act of 1995: This news release contains forward-looking statements that are
subject to risks and uncertainties including, but not limited to, the
occurrence of any event, change or other circumstances that could give rise
to the termination of the acquisition agreement; the inability to complete
the acquisition due to the failure to obtain shareholder approval or the
failure to satisfy other conditions to the completion of the acquisition,
including the expiration of the waiting period under the Hart-Scott Rodino
Antitrust Improvements Act of 1976 and the receipt of other required
regulatory approvals; risks that the proposed transaction disrupts current
plans and operations and the potential difficulties in employee retention
as a result of the acquisition; the ability to recognize the benefits of
the acquisition; the amount of the costs, fees and charges related to the
acquisition and the actual terms of certain financings that will be
obtained for the acquisition; the impact of the substantial indebtedness
incurred to finance the consummation of the acquisition; the impact of
competition in the market for air transportation services; the cyclical
nature of the air carrier business; reliance on key customer relationships;
fluctuations in operating results and other risks detailed from time to
time in the company's periodic reports filed with the Securities and
Exchange Commission. (Reports are available from the company upon request.)
These various risks and uncertainties may cause the company's actual
results to differ materially from those expressed in any of the
forward-looking statements made by, or on behalf of, the company in the
release.
Flexible Scheduling
Hospitals have found that healthcare workers shop for a schedule that fits their needs. A department that offers a variety of schedules increases its appeal to a wide spectrum of staff.
Both flexible and self-scheduling are significant ways to increase worker satisfaction. These methods go beyond simply letting an employee pick the schedule that is best for him from existing options; they allow employees to self-determine their schedule by providing the latitude to individually tailor their work hours. Generation X employees want jobs that accommodate their family needs and personal activities.
The American Hospital Association urges its members to "minimize, if not eliminate, shift rotation and allow creative and flexible staffing arrangements that are tailored to meet staff needs."5 These innovative scheduling methods allow employees to adjust their work schedules to the rest of their lives, resulting in improved job satisfaction and job retention.
Money Motivates
The importance of pay to retention in paid services has been debated. Some argue that salary isn't an issue; however, a study found that nurses ranked pay second in importance as reasons to stay with an employer.6 Because of this, pay is an important retention strategy for hospitals.
With downsizing and reengineering in today's workplaces, Generation X employees feel less loyalty to an employer than employees of previous generations. An employer who fails to offer competitive wages will find it increasingly difficult to attract new employees, who are more often than not applying with the highest payer. Sherwood Hospital went from a 3% turnover rate to 18% in just two months when competing hospitals increased nursing salaries. When Sherwood Hospital finally increased its wages, the turnover rate for nurses decreased to 1% in four months.5 Obviously, keeping EMS pay competitive is an effective retention strategy. Healthcare workers have shown they will follow the dollars. Conversely, if they are paid well by their current employer, it's one less reason to look elsewhere for employment.
Retention Efforts
Retention efforts should begin from Day #1 with new hires, who often feel alone in their new work environment. Hospitals found that healthcare workers begin to think about leaving 180 days into their job, and half of them leave after the first year.4
Assign each new employee a mentor to help them through the early processes of learning a job. This mentor should keep a watchful eye on the new EMT to ensure he is not overwhelmed with the new procedures and has time to gain experience. Managers should listen carefully to their mentors and not schedule new workers on independent assignments until they have demonstrated documented competence handling the variables of a call.
Hospital studies recommend meeting with new employees every two to three months to make sure they're receiving adequate support and guidance.4 These meetings also open lines of communication with the manager to discuss any areas of concern that arise. Hopefully, this would head off any problems before the new employee starts looking elsewhere.
Besides retention meetings, managers could hold social events to encourage friendship between the new employees and existing staff. Friendship helps retention by increasing the new employee's bond to the department and by creating an environment where the new employee feels comfortable and accepted. Good-natured ribbing of "newbies" is an old tradition that encourages bonding, acceptance and adaptation to the department. Mentors, meetings and friendships all work together to make new employees feel part of their new environment and reduce their intent to leave by reinforcing their importance and position in the workplace.
World Airways is a global provider of long-range passenger and cargo air transportation services to the U.S. Air Force, major international airlines and freight forwarders, international leisure tour operators and cruise ship companies.
World Airways was founded in 1948 by Benjamin Pepper with the introduction of ex-Pan American World Airways Boeing 314 flying boats. Edward Daly, however is thought of as World's founder. He bought the airline in 1950 for $50,000 and proceeded to acquire DC-4s.
World got its first government contract in 1951 and has had a substantial amount of government business since then.
Later, World acquired DC-6s and Lockheed Constellations. World entered the jet era in the late 1960s with Boeing 707s and 727s. In the early 1970s World acquired Douglas DC-8s.
World became a key military contractor during the Vietnam War, flying troops and equipment between the war zone and World's base at Oakland International Airport. On March 29, 1975, World operated the last airlift flight out of Da Nang, Vietnam. Two 727s were flown to Da Nang, one of which landed with Daly aboard. Thousands rushed the airplane and it took off on a taxiway under heavy fire. The aircraft with Daly aboard started its takeoff roll with the 727's back airstairs still down with Daly fending off additional people trying to leave due to over capacity (The film of this was later broadcast on the CBS Evening News on March 30, 1975). When the airplane landed at Saigon, there were 268 people in the cabin and possibly 60 or more in the cargo holds. World did not return to Da Nang until April 17, 2002, then with an MD-11 aircraft to pick up a team of people resolving Missing-In-Action cases from the Vietnam War.
Also, in the early 1970s, World operated three Boeing 747 aircraft and was the launch customer for the "flip nose" front-loading variant of the 747. Later, World acquired DC-10s some of which it still operates today. World experienced heavy losses in the 1980s as a result of an attempt at scheduled service. In the late 1980s, the company moved its headquarters from Oakland to Washington Dulles International Airport, acquired Key Airlines and established ties to Malaysia Airlines. World was burdened financially as its cash was siphoned off by parent WorldCorp to support a telecommunications venture in which the parent had invested. During the first Persian Gulf War, World did a substantial amount of profitable business for the military, enabling the addition of the MD-11 to the fleet. During the mid 1990s, World operated the military passenger trunk route from Osan Air Base, Korea and Kadena Air Base, Okinawa to Los Angeles, using MD-11 aircraft. World has been headquartered near Atlanta Hartsfield International Airport.
World Airways is a U.S.-certificated air carrier providing customized
transportation services for major international passenger and cargo
carriers, international freight forwarders, the United States military and
international leisure tour operators. Founded in 1948, World Airways
operates a fleet of 17 wide-body aircraft to meet the specialized needs of
its customers. For information, visit www.worldairways.com.
North American is a U.S.-certificated air carrier offering air
transportation services throughout the world for the U.S. military and
commercial customers. Founded in 1989, North American operates its fleet of
10 Boeing 767-300ER and Boeing 757-200ER passenger aircraft in charter and
scheduled service. For information, visit www.flynaa.com. Global Aero
Logistics Inc. is the parent company of ATA Airlines, Inc. Now in its 34th
year of operations, ATA offers affordable scheduled service travel from
destinations like Guadalajara, Cancun, Hawaii, Oakland, Chicago, New York,
Dallas/Ft. Worth and Washington, D.C. Through connecting Southwest Airlines
codeshare flights, ATA now serves customers in more than 60 markets. ATA
also is a leading passenger charter airline serving the U.S. military and
many other government and commercial customers. ATA operates a fleet of 29
aircraft and has approximately 2,500 employees. For more information, visit
www.ata.com.
"Safe Harbor" statement under the Private Securities Litigation Reform
Act of 1995: This news release contains forward-looking statements that are
subject to risks and uncertainties including, but not limited to, the
occurrence of any event, change or other circumstances that could give rise
to the termination of the acquisition agreement; the inability to complete
the acquisition due to the failure to obtain shareholder approval or the
failure to satisfy other conditions to the completion of the acquisition,
including the expiration of the waiting period under the Hart-Scott Rodino
Antitrust Improvements Act of 1976 and the receipt of other required
regulatory approvals; risks that the proposed transaction disrupts current
plans and operations and the potential difficulties in employee retention
as a result of the acquisition; the ability to recognize the benefits of
the acquisition; the amount of the costs, fees and charges related to the
acquisition and the actual terms of certain financings that will be
obtained for the acquisition; the impact of the substantial indebtedness
incurred to finance the consummation of the acquisition; the impact of
competition in the market for air transportation services; the cyclical
nature of the air carrier business; reliance on key customer relationships;
fluctuations in operating results and other risks detailed from time to
time in the company's periodic reports filed with the Securities and
Exchange Commission. (Reports are available from the company upon request.)
These various risks and uncertainties may cause the company's actual
results to differ materially from those expressed in any of the
forward-looking statements made by, or on behalf of, the company in the
release.
Flexible Scheduling
Hospitals have found that healthcare workers shop for a schedule that fits their needs. A department that offers a variety of schedules increases its appeal to a wide spectrum of staff.
Both flexible and self-scheduling are significant ways to increase worker satisfaction. These methods go beyond simply letting an employee pick the schedule that is best for him from existing options; they allow employees to self-determine their schedule by providing the latitude to individually tailor their work hours. Generation X employees want jobs that accommodate their family needs and personal activities.
The American Hospital Association urges its members to "minimize, if not eliminate, shift rotation and allow creative and flexible staffing arrangements that are tailored to meet staff needs."5 These innovative scheduling methods allow employees to adjust their work schedules to the rest of their lives, resulting in improved job satisfaction and job retention.
Money Motivates
The importance of pay to retention in paid services has been debated. Some argue that salary isn't an issue; however, a study found that nurses ranked pay second in importance as reasons to stay with an employer.6 Because of this, pay is an important retention strategy for hospitals.
With downsizing and reengineering in today's workplaces, Generation X employees feel less loyalty to an employer than employees of previous generations. An employer who fails to offer competitive wages will find it increasingly difficult to attract new employees, who are more often than not applying with the highest payer. Sherwood Hospital went from a 3% turnover rate to 18% in just two months when competing hospitals increased nursing salaries. When Sherwood Hospital finally increased its wages, the turnover rate for nurses decreased to 1% in four months.5 Obviously, keeping EMS pay competitive is an effective retention strategy. Healthcare workers have shown they will follow the dollars. Conversely, if they are paid well by their current employer, it's one less reason to look elsewhere for employment.
Retention Efforts
Retention efforts should begin from Day #1 with new hires, who often feel alone in their new work environment. Hospitals found that healthcare workers begin to think about leaving 180 days into their job, and half of them leave after the first year.4
Assign each new employee a mentor to help them through the early processes of learning a job. This mentor should keep a watchful eye on the new EMT to ensure he is not overwhelmed with the new procedures and has time to gain experience. Managers should listen carefully to their mentors and not schedule new workers on independent assignments until they have demonstrated documented competence handling the variables of a call.
Hospital studies recommend meeting with new employees every two to three months to make sure they're receiving adequate support and guidance.4 These meetings also open lines of communication with the manager to discuss any areas of concern that arise. Hopefully, this would head off any problems before the new employee starts looking elsewhere.
Besides retention meetings, managers could hold social events to encourage friendship between the new employees and existing staff. Friendship helps retention by increasing the new employee's bond to the department and by creating an environment where the new employee feels comfortable and accepted. Good-natured ribbing of "newbies" is an old tradition that encourages bonding, acceptance and adaptation to the department. Mentors, meetings and friendships all work together to make new employees feel part of their new environment and reduce their intent to leave by reinforcing their importance and position in the workplace.
Last edited: