Charter operator Jet Linx recently grounded all flight operations for a full day to hold its ninth annual Safety Summit, bringing together more than 500 employees for a day of scenario-based training and discussions focused on safety culture and decision-making.
“Safety: Beyond the Checklist,” this year’s theme, encouraged team members to reflect on communication, leadership, and personal accountability in operational contexts. Sessions included topics such as fatigue management, airspace awareness, and real-time decision making. Employees also renewed safety pledges and recognized peer contributions to safety leadership over the past year.
Jet Linx estimated that the annual standdown represents more than $850,000 in lost revenue but emphasized that the investment aligns with its long-term safety priorities.
The Omaha-based company has voluntarily paused all operations for the event each year since 2017. This year’s summit, on June 10, featured keynote speakers including former NASA chief astronaut Charlie Precourt, human factors expert Rich Loudon, and Major Tyler Hicks of the U.S. Air Force.
"A healthy safety culture is when every single team member is engaged in the safety thought process every day," said Jamie Walker, executive chairman of Jet Linx. "And while this is just one day out of 365, the fact that we continue to commit this kind of time and resources year after year shows just how meaningful it's become to every member of our team."
During the event, director of safety Patrick McGuire raised some interesting questions for the three safety roundtable panelists. Asked about whether the current flight training environment is meeting the needs of the industry, Precourt cited a need for more in-depth scenario-based training and academic understanding. “Regulations haven’t kept up, and many type ratings are treated as a ‘license to learn,’” he said, not a final product.
“We get what we regulate,” said Loudon. “There’s still too much repetition of outdated maneuvers like rejected takeoffs. Meanwhile, key areas like pilot monitoring, one of the most common factors in incidents, aren’t required in practical training.”
Military training is different, explained Hicks. “In the military, training must be mission-specific and push pilots into challenging, uncomfortable situations. At least in the military, the goal is to make training harder than real life to prepare crews for worst-case scenarios, but not all pilots and sectors have the resources that the military does.”
Raising the issue of how management can avoid unintentionally pressuring crews to push the safety envelope, McGuire asked the panelists how to prevent this.
“Define who holds operational control,” Loudon said. “Too many decision-makers create confusion. Everyone contributes expertise, but the pilot must be free to make safety calls without pressure.”
Precourt agreed: “Pressure often hides in good intentions. Leaders must ensure that incentives don’t conflict with safety. One voice saying ‘this isn’t safe’ should outweigh schedule demands.”
Professional aviators should always be learning, but sometimes they need to unlearn practices that are no longer applicable.
Hicks explained that people need to “Unlearn the mindset of ‘we’ve always done it this way.’ We often say that procedures are written in blood. But that doesn’t mean procedures can’t evolve. Know the rules, understand their origins, and be willing to question them when they no longer serve safety.”
“Leadership must create an environment where it’s safe to speak up,” Loudon added. “Junior captains often hesitate. Not because they lack skill, but because they doubt themselves in high-pressure situations. That hesitation can be costly. Leaders must develop trust and communication quickly, even with unfamiliar crews.”
McGuire asked the panelists what “beyond the checklist” means to you, and each one had their own take on the topic.
Hicks: “Know the checklist, but be able to operate when it doesn’t apply. Adapt and speak up. Leaders must expect and support this behavior.”
Precourt: “‘Beyond the checklist’ is about interpersonal dynamics. Checklists won’t save you if people don’t communicate effectively.
Loudon: “It means lifelong learning. Even seasoned professionals need to keep growing.”