Policy on equal employment opportunity
The company is pledged to provide equal
employment opportunities to all persons with
out regard to race, color, creed, sex, age, or
national origin. All personnel actions — recruit
ment, compensation, and fringe benefits — will
conform to this basic premise.
The President has issued the following state
ment of policy to reaffirm and reinforce Pied
mont Aviation’s commitment to the practice
of equal employment opportunity. Details of
the Affirmative Action Program and mecha
nisms to ensure implementation of this policy
can be found in the Corporate Affirmative Ac
tion Plan, in the materials displayed on em
ployee bulletin boards, and in the progress
reports that will be issued periodically.
To ensure that corporate and individual op
portunities and obligations for achieving equal
employment opportunity are properly delineated
and clearly understood, the Piedmont EEO
Affirmative Action Program is being imple
mented. Assignment of overall responsibility
for coordinating affirmative equal employment
opportunity action is given to the Vice-
President — Employee Relations as Piedmont
EEO Officer, who in this function serves as
deputy to the President. Procedures are estab
lished for reporting and monitoring such ac
tions, including specific innovations in our prac
tices addressed to problems in recruiting and
utilizing female and minority employees, in
cluding hiring, promotion, and termination, as
well as the selection and utilization of sub
contractors. It also includes our external in
volvement in community action programs to
help achieve equal employment opportunity be
yond the company’s own operations. The objec
tives of this plan are:
To formalize and reaffirm past Piedmont
practices and policy in procedures for hir
ing, promotion, transfer, training, and all
other equal employment opportunities to
which each individual is entitled.
To identify areas in which minority groups
and women are underutilized and any
existing deficiencies and problem areas in
Piedmont equal employment practices.
To establish realistic hiring goals to correct
To develop affirmative actions to be taken
to meet the hiring and goals and overcome
deficiences and problem areas.
To establish internal audit procedures to
monitor all aspects of the affirmative ac
This plan will be audited quarterly by senior
management and reviewed by the President at
All employees are encouraged to avail them
selves of the opportunities for individual initia
tive provided by the EEO Affirmative Action
Program. Supervisory personnel are reminded
that they bear a special responsibility for
achievement of the equal employment oppor
tunity objective with the same high priority
as they have for attainment of our business
Training center customers come from all over
A Mississippi grocery chain, a North Carolina
bank, a Nashville music group, several steel
companies and more than a dozen airlines — all
of those seemingly different organizations share
a common bond in their association with Pied
They are customers of the Company’s Train
ing Center. Contract pilot and maintenance
courses are the primary offerings.
Contract training is not a new endeavor for
Piedmont, but the amount of it has increased a
lot recently. During the Second World War,
long before Piedmont Airlines was formed.
Piedmont Aviation, Inc. conducted government
contracted flight training schools.
Over the years as the airline was started and
the fixed base operations were growing training
was mainly for employees. But in 1969 Pied
mont opened its Training Center to share with
others, including other airlines, its professional
staff and the finest and most advanced training
And the customers have come from literally
all over the world. The “little UN”, as the
Center folks describe their operation, has had
students from Air Afrique and Libyan Arab
Airlines to Pacific Southwest Airlines, Reeve
Aleutian Airways and Windward Island Air
Though most of the training is for pilots,
maintenance instruction is also offered. Con
tinental Airlines sent a maintenance class of 21
students earlier this year. The types of equip
ment covered by the Training Center courses
include the Martin 404, F-27, FH-227B, YS-11
and Boeing 737, for both pilot and maintenance
The roster of students has not only an inter
national touch but also a wide variety of domes
tic participants. Back in 1972 Beckett Aviation
of Ohio sent students as did the Landmark
Baptist Temple and the Nashville Brass. World
Citizens International, a travel club, also had
trainees at Piedmont that year.
The number of classes continued to increase
and in 1973 the roll call of other airline students
included pilots from Out Island Airways in
Nassau, Windward Island Airways in the
Dutch West Indies and Carribean United Air
Among the corporate training customers last
year were the Youngstown Cartridge, Essex
Wire and Reynolds Metals Companies and the
Texaco and Tenneco Corporations.
During this first half of this year more stu
dents have been through the Center’s training
programs than during all of 1973. Just through
June there were 125 graduates.
Among this year’s students there have been
airline pilot classes from Lambair Limited of
Canada, Reeve Aleutian, TAN, Wien Air,
Windward Island, Air Afrique and World Avia
tion Services. The corporate classes held at
Piedmont since January include Northwestern
Bank, Champion Spark Plug, Lewis Grocery
Company, Mountain States Development Com
pany, Quebec North Shore and Labrador Rail
way Company, Westinghouse, Youngstown Car
tridge and Quebec Cartier Mining Company.
In running the “little UN” Director of Train
ing William D. Hall has an experienced staff.
There are six ground school instructors and
13 flight and simulator instructors.
The building that used to house all the
Company’s general offices is the Training Cen
ter’s home. There are eight modern classrooms,
which have a 24 student capacity, equipped with
slide and movie projectors and training panels.
These back lighted panels display various sys
tems and have actual aircraft controls and in
dicators. There is also a variety of cutaways
and components available for students to in
spect and study. Colored 35mm slides are the
primary teaching aid. There are over 5000 in
the Boeing 737 program and more than 3000 in
the YS-11 course.
In addition to the Boeing 737 Flight simulator
and computers there is an FH-227 procedural
trainer and a dehmel instrument trainer. Each
simulator program offered is a complete course
from engine start up to engine shutdown.
And there is no sign of a let up in the need
for training. At least nine classes are already
scheduled at the Training Center to be com
pleted before the end of the year, including a
contract for FAA inspectors.
Adding to the atmosphere of a "little UN" at the training center was this group of
pilots for TAN Airlines. They are, from left, Captain Oscar Castro, First Officer Oscar
Martinez, First Officer Santiago Chiuz, Captain Calos Gamundi and instructor L. L.
Hubbard. Their airline, Transportes Aeros Nacionales of South America, has a ten year
contract with Piedmont for Boeing 737 pilot training.
From the opposite hemisphere this class of Wien Air Alaska pilots was at Piedmont
recently. Director of Training Bill Hall, at far left, is shown with First Officers Tony
Diederichs, Dave Flora, Tom Zundel, Larry Blagrove, Captain Ed Steger and Ted England.
Captain Steger is Wien Air Alaska's chief pilot. This was the second class of Wien Air
trainees. They came for FH-227B instruction.