Embracing change in the fight against wildfire
The aerial firefighting industry needs to keep adapting in order to stay on top of the wildfire threat, says Neptune Aviation Services President Jennifer Draughon. She talks to AirMed&Rescue about leading the US airtanker operator in this uniquely challenging and ever-changing environment
First of all, please could you share some key pieces of information about Neptune Aviation Services – number of employees, aircraft, and scope of operations?
Neptune Aviation Services is located in Missoula, Montana, and started in aerial firefighting in 1994. We are celebrating our 30th anniversary this year, and currently have more than 220 employees, which includes 37 airtanker pilots.
Our fleet is composed of nine BAe 146s, which can be loaded with up to 3,000gal of fire retardant in as little as six minutes. The BAe 146 offers a combination of slow flight characteristics, high cruising speed, and outstanding maneuverability, making it ideal for all terrain types.
Neptune has contracts with federal and state agencies as well as international organizations to support wildfire suppression efforts, including US Forest Service, CAL FIRE, State of Colorado, State of Montana, Bureau of Land Management, and New South Wales, Australia.
The air attack business is only in its second year of operating now; how is it going, and what difference is it making to the company?
Entering air attack was a natural business diversification for Neptune. With the contracts we have in place with the US Forest Service, along with a five-year contract with the Bureau of Land Management, air attack provides an additional income stream. More importantly, however, it gives us the opportunity to build pilots with experience in the fire traffic area (FTA). It helps enhance pilots’ skills and knowledge, providing them with a foundation before stepping into the airtanker realm.
As an air attack pilot, they learn the complexities of ground operations, helicopter operations, single-engine airtankers and large airtankers, and they start to gain an understanding of the tactical side of firefighting. As our pilots advance from air attack to the airtanker side of the house, we see a much quicker progression moving to the left seat of the airtanker because they already understand the mobile lifestyle, the environment, the mission, the tactics and the specific language of aerial firefighting.
Buying the air attack business was part of a wider effort by the company to attract and retain talent. By developing internal skills, the company can make itself an employer of choice, and enhance its services. What more should companies be doing in the aerial firefighting industry to overcome problems with recruitment and talent retention?
At Neptune, we strive to grow our people from within. We are keenly aware of the opportunities we are able to provide for our people to follow their aspirations in aviation. We are also focused on fostering an environment where our people know they are a member of the Neptune family. There is a higher purpose when they come to work every day because they know we care deeply for each other, our mission, and the company.
Within the aerial firefighting industry, it is important to continually raise awareness of the critical function aerial firefighting plays in handling the ever-increasing threat and intensity of wildland fire. The role of the airtanker pilot and their unique skill set is a diverse niche for pilots. From a recruiting standpoint, this is a draw in and of itself.
As an industry, we have to provide a work–life balance to entice more pilots to join this rewarding and challenging environment. At Neptune, we have worked hard to establish our pilots’ schedule to provide for quality home life as well as a rewarding career. In the early years of aerial firefighting, the same crew would take a plane out for 180 consecutive days, and that had to change. We now employ 37 pilots to fly our fleet of nine airtankers, providing pilots and crews with better work–life balance.
We have purchased our own simulator, which allows us much more flexibility, additional time available for our crews, and enhanced safety, raising the bar to the next level with training
When it comes to training pilots, how long is the process for a Neptune Aviation member of staff to reach captain status? How does the company balance simulation training and real-life training hours? Are you investing in simulation products?
It is dependent on the level of experience the pilot has when they join the Neptune team. The average length of time is five years for a new hire to obtain an Initial Attack Captain qualification. We utilize sim training for initial standard and emergency procedures. The rest of our training is in the aircraft itself and ‘hands-on’ in the field through on-the-job experience.
We have purchased our own simulator, which allows us much more flexibility, additional time available for our crews, and enhanced safety, raising the bar to the next level with training. We are currently exploring upgrades to the software which will enable us to provide aerial firefighting mission-specific-based training.
Technology has, without a doubt, made aerial firefighting operations safer; what upgrades have you made to the fleet to enhance safety?
We have recently upgraded the navigation communication systems with advanced avionics developed by Garmin to better align with the firefighting mission. The upgraded system improves the GPS and terrain data, and enhances collision avoidance capabilities. It is a sophisticated system and elevates the situational awareness of our pilots.
The upgraded system improves the GPS and terrain data, and enhances collision avoidance capabilities. It is a sophisticated system and elevates the situational awareness of our pilots
We are the only operator to have implemented a Flight Operational Quality Assurance (FOQA) program. This is something the commercial industry has done for years to evaluate data on the flying characteristics of their pilots. We utilize the real-time data that we acquire through monitoring systems to determine trends. This is translated into valuable training information for our pilots and provides valuable maintenance information. We started this program four years ago and we have seen continued progress each year.
We are currently developing an engine condition trend monitoring (ECTM) system. The ECTM will be implemented fleet-wide, and this system will improve our understanding of engine performance and enhance our preventative engine maintenance. It will also provide real-time data to improve our existing safety programs, such as FOQA.
Working with older aircraft inevitably poses challenges when it comes to maintenance, repair and overhaul (MRO); how do you overcome these issues, and what are your plans for the future of the Neptune fleet?
Our BAe 146 airtanker represented a leap forward in aerial firefighting when we introduced it, making us the first in the industry to bring next-gen airtankers to serve our customers and country.
We are continuing to optimize and sustain our platform for the future, but it is getting increasingly difficult to find certain parts. We are proactively addressing this challenge by increasing inventory and collaborating with other operators of the BAe 146 and BAe Avro RJ.
Our current fleet continues to be an excellent tool in the aerial firefighting toolbox, but we are working on our next platform. Leveraging three decades of experience, our new platform will serve the growing needs to successfully combat wildfires, both domestically and internationally. As always, we are committed to providing industry-leading airtanker capabilities.
There is little doubt that the aerial firefighting community is expanding as climate change is increasing the length of fire seasons in both the northern and southern hemispheres. What are your thoughts on how to manage this challenge and ensure that Neptune can make the most of the opportunities available?
It’s true that we are facing a relentless wildfire threat across the northern and southern hemispheres. Once-in-a-generation wildfires are becoming an annual occurrence, scorching communities, displacing residents, and leaving behind a trail of devastation. While wildfires are a natural part of the ecosystem, their frequency, intensity, and destructive power are undeniable. The current government systems for responding to these blazes are simply not keeping pace, leaving communities vulnerable and firefighters facing insurmountable odds.
My thoughts are aligned with most of industry, in that we need to update our strategy for combating wildfire as climate and wildfire are changing before our eyes. In order to tackle this seemingly overwhelming challenge, we have to embrace the change and determine how to best combat it effectively, while learning from our history.
The increasing severity and length of the wildfire season has led us to expand our firefighting strategy from a seasonal to year-round effort. While not in the air, we conduct maintenance and upgrades to our aircraft. Our team is constantly planning to ensure that we have a minimum of three airtankers available whenever we are needed.
Globally, the strategy for stationing and deploying aerial firefighting assets needs to be modeled after the response time necessary to combat wildfires safely and effectively
Globally, the strategy for stationing and deploying aerial firefighting assets needs to be modeled after the response time necessary to combat wildfires safely and effectively. When a wildfire strikes, rapid response is crucial and readiness protocols are of the utmost importance.
Contractually and operationally, governments need to look at how they strategically place airtankers so the response time to the location can be timely. It gives the government the choice to decide if the wildfire is necessary to burn for ecological reasons or if it needs to be put out ASAP.
On a more personal level, what keeps you engaged in this uniquely challenging and ever-changing industry?
I love what I do! The fact that it is uniquely challenging and ever-changing makes it a dynamic career that is never boring and challenges me to bring my best every day. It also has helped us attract and build an amazing team that I am honored to lead. They have tremendous pride in what we do and in return bring their best every day.
How do your personal values translate to the corporate culture you foster at Neptune?
Truth and transparency guide my leadership. Within Neptune, we have a culture built on trust, respect, and unwavering accountability. Prioritizing our core values of Embracing Family, Firm Handshake, and Resilient Spirit is demonstrated every day in how we treat each other, how we show up each day and how we conduct business. As a leader at Neptune, I focus on bringing my personal values and strengths together with my team’s strengths to transform something strong into something superb.