Flight Safety Information - September 7, 2026 No. 175 In This Issue : Accident: 21 Air B763 at Miami on Sep 6th 2026, overran runway : Incident: United A21N near Denver on Sep 4th 2026, three flight attendants become sick in flight : Incident: Qantas B738 at Queenstown on Sep 5th 2026, engine compressor stalls : Incident: Norse B789 at London on Sep 4th 2026, rejected takeoff due to nose gear problem : New CEO Gebremariam, chairman Chandrasekaran list safety as key priority for Air India : IATA identifies five recurring aviation safety culture trends : Disruptive passenger duct-taped to first-class seat as plane makes emergency landing : Calendar of Events Accident: 21 Air B763 at Miami on Sep 6th 2026, overran runway A 21 Air Boeing 767-300 freighter on behalf of Amazon Prime, registration N1997A performing flight 2I-7598 from San Juan (Puerto Rico) to Miami,FL (USA), landed on Miami's runway 30 at 13:53L (17:53Z) but overran the end of the runway, crossed a highway hitting multiple vehicles and came to a stop about 460 meters/1500 feet past the end of the runway in a parking lot, a fire erupted. Emergency services were able to put the fire out. There were 5 fatalities and 5 injured people, thereof 3 with critical injuries. The aircraft sustained substantial damage, including the fracture of the right hand wing. The airport reported a ground stop has been issued. Miami Dade Fire services reported they arrived at the scene to find an aircraft that had caught fire with heavy flames and smoke as result of the crash. The aircraft had struck multiple vehicles as it crossed the road. Miami Dade Sheriffs Office told in a press conference, that 5 people were killed, 5 people received injuries, three of them critical injuries. ATC Recordings show routine communication on tower frequency for landing clearance, the aircraft is not heard thereafter until tower stated "Runway 30 is closed". The FAA reported: "21 Air Flight 7598 overran the runway after landing at Miami International Airport around 2 p.m. local time on Sunday, Sept. 6. The Boeing 767-300 cargo aircraft departed from Luis Muñoz Marín International Airport in San Juan, Puerto Rico. The FAA will investigate." The NTSB launched a go-team to investigate the accident. A media briefing is expected in the evening of Sep 7th 2026. According to ADS-B data the aircraft touched down 4000 feet (1130 meters) past the (displaced) runway threshold with about 4500 feet (1380 meters) of runway remaining at 160 knots over ground. The aircraft crossed the runway end at about 112 knots over ground. https://avherald.com/h?article=540409db&opt=0 *************** Date: Sunday 6 September 2026 Time: c. 13:53 LT Type: Boeing 767-33AER (BDSF) Owner/operator: Amazon Air, opb 21 Air Registration: N1997A MSN: 27310/545 Year of manufacture: 1994 Engine model: GE CF6-80C2B6F Fatalities: Fatalities: 0 / Occupants: 2 Other fatalities: 5 Aircraft damage: Substantial Category: Accident Location: Miami International Airport, FL (MIA/KMIA) - United States of America Phase: Landing Nature: Cargo Departure airport: San Juan-Luis Muñoz Marín International Airport (SJU/TJSJ) Destination airport: Miami International Airport, FL (MIA/KMIA) Investigating agency: NTSB Confidence Rating: Information is only available from news, social media or unofficial sources Narrative: A 21 Air Boeing 767-300AER (BDSF) N1997A, flight CSB7598, overshot runway 30 after landing at Miami International Airport (MIA/KMIA), Miami, Florida. The aircraft crossed a road (NW 67th Avenue) and came to a stop in the grass at the side of a parking lot. Five people were killed on the ground and five were injured; of those injured, three are in critical condition and the other two have been taken to a local hospital. The aircraft received substantial damage At the time of the accident a thunderstorm was in the area. Winds were from 190 at 17 knots, gusting 26 knots. https://www.aviation-safety.net/wikibase/579604 Incident: United A21N near Denver on Sep 4th 2026, three flight attendants become sick in flight A United Airbus A321-200N, registration N54561 performing flight UA-2803 from Chicago O'Hare,IL to Denver,CO (USA), was descending towards Denver when the crew reported three of their flight attendants had become sick and had been replaced by "deadheaders" and requested medical personnel to attend to the aircraft after landing, they did not know what caused this. The aircraft landed on Denver's runway 16L and taxied to the apron. The aircraft continued for its next sector on time. https://avherald.com/h?article=5402885f&opt=0 Incident: Qantas B738 at Queenstown on Sep 5th 2026, engine compressor stalls A Qantas Boeing 737-800, registration VH-VZQ performing flight QF-122 from Queenstown (New Zealand) to Sydney,NS (Australia), was climbing out of Queenstown's runway 23 when the left hand engine (CFM56) emitted bangs and streaks of flames. The crew stopped the climb at FL150 and diverted to Christchurch (New Zealand) where the aircraft landed on runway 02 without further incident about 50 minutes later. The remainder of the flight was cancelled. The airline reported an engine issue. The aircraft is still on the ground in Christchurch about 8.5 hours after landing. https://avherald.com/h?article=54028311&opt=0 Incident: Norse B789 at London on Sep 4th 2026, rejected takeoff due to nose gear problem A Norse Atlantic Airways UK Boeing 787-9, registration G-CKOF performing flight Z0-701 from London Gatwick,EN (UK) to New York JFK,NY (USA), was accelerating for takeoff from Gatwick's runway 26L when the crew rejected takeoff at about 120 knots over ground due to a problem with the nose gear. The aircraft stopped on the runway and became disabled. The aircraft was towed off the runway about 30 minutes later. According to preliminary information The Aviation Herald received, the nose wheels turned 90 degrees. https://avherald.com/h?article=54015348&opt=0 New CEO Gebremariam, chairman Chandrasekaran list safety as key priority for Air India Incoming Air India CEO Tewolde Gebremariam has made safety the airline’s top priority as he prepares to take charge. Incoming Air India CEO Tewolde Gebremariam and Tata Sons Chairman N Chandrasekaran have identified safety as top priority, urging employees to raise concerns and help build a stronger safety culture.Incoming Air India CEO Tewolde Gebremariam and Tata Sons Chairman N Chandrasekaran have identified safety as top priority, urging employees to raise concerns and help build a stronger safety culture. Incoming Air India chief executive Tewolde Gebremariam and Tata Sons Chairman N Chandrasekaran on Monday identified safety as a key priority for the airline going forward, with Gebremariam seeking support of the airline staff to “make Air India great again”, borrowing from US President Donald Trump’s ‘MAGA’ or ‘Make America Great Again’ slogan. The comments were made at an Air India townhall meeting addressed by Gebremariam, Chandrasekaran, and outgoing CEO and MD Campbell Wilson. “I am coming from the US so allow me to borrow a phrase, MAGA. We will Make Air India Great Again…A safety-first culture has to be our number one priority. It is not enough to say it. We must live it every day,” Gebremariam said, calling on all Air India employees to actively contribute to a stronger safety culture. A former group CEO of Ethiopian Airlines, Gebremariam will assume the role of the airline’s CEO and MD after his security clearance from the government comes through, which is expected in a few weeks. “If something is not right, stop. Every employee should feel empowered to raise concerns, and I will support that culture,” Gebremariam said in his first address to the airline’s staff. “I need your support and cooperation. We cannot bring about meaningful change without the commitment of our people…Together, we can build a safer, stronger and truly world-class Air India,” he added. Gebremariam oversaw one of aviation’s most successful long-term transformations, turning Ethiopian Airlines into a global airline and the largest carrier in Africa, and turned Addis Ababa into a major aviation hub. He also has a track record of driving sustained profitability while navigating complex economic cycles and dynamic and challenging global markets. He is taking over the reins at Air India at a crucial juncture for the airline — in the aftermath of the deadly AI 171 crash in June last year and intensified scrutiny of the carrier’s operational safety, and amid external headwinds like the Pakistani airspace closure and surging jet fuel prices due to geopolitical conflict in West Asia. Gebremariam will be steering the loss-laden airline through the next phase of its ambitious transformation programme to become a world-class carrier. Chnadrasekaran, who is the chairman of Tata Sons as well as Air India, acknowledged that the past 18 months had been particularly challenging for the airline, and looking ahead, the next phase of its growth must focus on safety, customer trust, operational execution, and cost discipline. “The most important thing Air India should aspire to have is trust in the minds of people…Air India must be known for caring about safety above everything else. Our safety record should not just match the best airlines in the world, it should be better than the best…Safety is not about what we say. It is about what we do every day,” said Chandrasekaran, who is slated to step down as Tata Sons and Air India chairman once his term ends in February. The airline returned to the Tata fold from government control in January 2022 under his leadership. “For me, bringing Air India back to the Tata Group is one of the most important milestones of my career, a very very significant event. Air India belongs to a billion people. It is not just another business. It is probably the only business that a billion people talk about, have views on, criticise fiercely and appreciate at times. But one thing we should always remember is that all these one billion people are rooting for Air India. That is our biggest strength,” Chandrasekaran told employees. Various aspects of Air India’s transformation — from pilot training to maintenance practices and operational decision-making — will also be judged through the lens of safety as the shadow of the AI 171 crash still looms. Passengers, regulators and investors will all expect evidence that safety systems, operational oversight, and organisational culture are improving continuously. Chandrasekaran emphasised to Air India staff that achieving this would require world-class processes, rigorous compliance, and personal accountability across the organisation. He also called for a stronger focus on consistency in customer experience and greater agility in responding to a rapidly changing operating environment. Emphasising the importance of financial sustainability, he urged employees to help build a stronger culture of cost consciousness. Gebremariam also highlighted the importance of operational excellence, noting that customer experience is ultimately determined by reliable and consistent delivery. “Operational excellence is about getting the basics right every day: on-time departures, on-time arrivals, baggage delivery and clean aircraft…Customer experience is a function of operational excellence. We need to minimise disruptions and when they do occur, handle them professionally and take care of our customers,” the incoming CEO said. Gebremariam served in Ethiopian Airlines for over 36 years, 11 of which were as group CEO. He took an early retirement from the airline in March 2022 due to health issues, and was a senior strategic advisor to Delta Air Lines of the US until recently. For Air India, which is attempting a highly ambitious airline turnaround, Gebremariam’s experience would be particularly relevant, according to industry watchers. Under outgoing CEO Campbell Wilson — Air India’s first post-privatisation chief executive — the carrier embarked upon an ambitious transformation programme to shrug off its legacy image of a rundown government-owned airline. Despite the challenges that the airline has been grappling with, the foundational parts of its transformation plan have been executed under Wilson’s watch. A new brand identity is in place, group airlines have been consolidated into two from four, synergies in their networks and operations has gone up considerably, massive aircraft orders are in place to ensure a steady stream of new jets, a large number of its legacy jets have been given modern cabins and more are being retrofitted, heavy investments have been made in technology and other key areas, and hiring for key operational roles is being done on a continuous basis. Air India has also expanded collaboration with its shareholder Singapore Airlines, and has entered into or deepened partnerships with various other global airlines. Wilson noted that while significant progress had been made, the task is not yet complete. “The transformation will continue, and Air India’s best days are still ahead. I want to assure you I will remain Air India’s biggest cheerleader from the sidelines…Tewolde is a proven airline leader with deep industry experience, and I know he will take Air India forward with great success,” Wilson told employees. https://indianexpress.com/article/business/air-india-new-ceo-tewolde-gebremariam-safety-chandrasekaran-10866936/ IATA identifies five recurring aviation safety culture trends IATA has identified five recurring trends across its Aviation Safety Culture Survey (I-ASC) assessments, highlighting gaps between safety intentions and employees’ operational experience. The findings point to challenges around leadership consistency, operational pressure, trust in reporting systems, safety communication and training. IATA said safety culture is strongest when actively monitored and enhanced, while frontline involvement and practical, scenario-based training can help address gaps. The International Air Transport Association (IATA) has identified five recurring trends across its Aviation Safety Culture Survey (I-ASC) assessments, highlighting gaps between how organisations intend safety policies to work and how they are experienced by employees. “Since its launch in 2015, IATA has conducted over 65 aviation safety culture assessments across airlines and aviation service providers worldwide through its IATA Aviation Safety Culture Survey (I-ASC). This tool is designed to capture how safety efforts are perceived and experienced across aviation organizations. When analysed collectively, the findings reveal a consistent pattern across all airlines. They do not point to a lack of commitment. Instead, they highlight subtle gaps where airlines need to maintain their focus,” said in a post. According to IATA, the findings show that safety culture is strongest when it is actively monitored, discussed and enhanced, but is most at risk when it is simply assumed. “These patterns are observed even in organisations with well-established safety programs and strong compliance performance,” IATA added. Leadership commitment IATA’s analysis found leadership commitment to be consistently one of the strongest drivers of overall safety culture. However, perceptions of safety culture are often less positive among frontline employees than among senior management, revealing a gap between leadership intentions and employees’ day-to-day experience. While leadership intent is typically strong, employees may observe trade-offs in operational or commercial decisions. IATA said these moments can shape perceptions more strongly than formal messaging or stated priorities. “Safety culture is defined less by formal statements and more by visible actions and consistent behaviours,” IATA said. Inconsistencies can weaken trust and create uncertainty among employees over what is genuinely prioritised. Operational pressures The assessments also point to fatigue, workload, resource constraints and time pressure as recurring factors affecting safety culture. Employees reported tension between maintaining operational performance and managing safety risks effectively, particularly in high-pressure environments. IATA said these challenges are not confined to particular roles, business units or regions but reflect broader conditions influencing behaviour across an organisation. As operational pressure increases, decision-making becomes more constrained, trade-offs become more frequent and the likelihood of error increases, according to the presentation. Trust in safety reporting Employees generally understand how to report safety concerns and recognise the importance of doing so, IATA found. However, confidence in how those reports are handled is less consistent. The assessments identified uncertainty over how errors are treated in practice, alongside perceptions of inconsistent application, fear of negative consequences and limited visibility over outcomes. “In many cases, the gap is not in awareness, but in trust,” IATA said. The association said reporting systems only deliver value when employees trust them. Low confidence can lead to selective reporting, leaving important information and insights unshared and reducing an organisation’s ability to identify risks early. Communication gaps IATA also found that employees consistently value safety communication but identify shortcomings in its relevance, clarity and timing. Recurring themes include demand for more role-specific communication, clearer explanations behind decisions and faster sharing of lessons learned. Employees also seek more opportunities for dialogue on safety issues, including across operational areas. “In many cases, information is available, but it is not always perceived as relevant or actionable,” the presentation said. IATA warned that when communication feels generic or one-directional, engagement can decline and key messages can lose impact. Training versus operational reality Policies, processes and training programmes are generally well established and positively perceived, according to the I-ASC assessments. Challenges can emerge, however, when employees apply them under real operational conditions. IATA identified process complexity and limited involvement of frontline teams in developing and updating procedures as recurring themes. Employees value training but show a preference for more practical, scenario-based learning reflecting real situations. The gaps become more visible under time pressure or in complex operational environments. IATA said that when procedures are not fully aligned with operational reality, employees may make informal adjustments to complete their work, potentially introducing “practical drift” and increasing risk over time. The association also warned that without practical, scenario-based learning grounded in operational situations, training risks remaining theoretical and limiting employees’ ability to respond effectively and proactively to real-world challenges and known hazards. Identifying unseen risks IATA said internal assessments can provide useful information, but without a standardised framework, industry benchmarks and independent analysis, organisations may struggle to determine whether problems are isolated or part of a broader systemic pattern. It also highlighted the importance of employees being able to respond openly and honestly to safety assessments, noting this is not always guaranteed in internal surveys. https://aircargoweek.com/iata-identifies-five-recurring-aviation-safety-culture-trends/ Disruptive passenger duct-taped to first-class seat as plane makes emergency landing An unruly passenger was restrained with duct tape on an American Airlines flight on Thursday evening. A disruptive passenger was restrained with flexible handcuffs and duct-taped to a seat as his flight was diverted to make an emergency landing in Baltimore Thursday night, photos and video from other passengers showed. Richard Olenick and Juan Mejia were more than halfway through the flight when a man two rows behind them in the first-class section started to become belligerent, Olenick said. American Airlines Flight 618 was traveling from Dallas Fort Worth International Airport to Newark when the crew reported the passenger disturbance, the Federal Aviation Administration said in a statement. A flight attendant tried to control the situation but the man got increasingly agitated, started to hit the passenger next to him and then hit a woman who tried to intervene, Olenick said. Upon seeing things turn physical, Mejia, who is a retired New Jersey police officer, got up and Olenick followed. “He was starting to become abusive and started using profanity,” Olenick said. The man also used “racial and homophobic slurs,” according to both Olenick and Mejia. A flight attendant gave Olenick, Mejia and a third person a ziptie, which they used to restrain the man’s wrists as he told them to “Get off me.” The man then bit Mejia and attempted to bite Olenick, which prompted the three men to start using duct tape from a flight attendant to restrain him, both men said. Following Mejia’s advice, Olenick said they made sure not to put tape over the man’s mouth so he wouldn’t have issues breathing. “Physically it lessened his ability to move for sure, but it did not solve the issue. He was still pushing and resisting and trying to get up,” Olenick said. “The safety and security of our customers and team members is our top priority and we do not tolerate violence,” American Airlines said in a statement. “We thank our team members for their professionalism and our customers for their understanding.” For the next 15 minutes, Olenick sat on the restrained passenger’s lap until the plane made its emergency landing in Maryland. Olenick attempted to sit back in his seat at one point, but he had to quickly return “because the man started acting up again,” Olenick said. The 25th anniversary of the September 11 terrorist attacks next week was already on both of their minds, Olenick said, making the situation even more concerning. “Juan being a being a cop, he lost people. I was probably three miles from it when it happened, so it’s a very sensitive time and then this guy starts, you know, pulling this stuff,” Olenick said. The unruly passenger was restrained until the flight landed and law enforcement officers were able to board the plane and remove him. The unruly passenger was restrained until the flight landed and law enforcement officers were able to board the plane and remove him. Courtesy Richard Olenick The Maryland Transportation Authority Police met the plane after it safely landed at Baltimore/Washington International Thurgood Marshall Airport and arrested one man on state charges, an FBI statement said. Officials did not name the man. After the passenger was removed, the flight continued on its way to Newark, Olenick said. “We don’t know exactly what happened, what triggered it,” Olenick added. “But whatever it was, it was pretty intense.” Duct tape and flexible handcuffs are found on many commercial planes for use in restraining violent or disruptive passengers. In 2024, a passenger who tried to force open a door and injured a flight attendant while flying from Milwaukee to Dallas was duct-taped to his seat. There have been more than 1,160 unruly passenger incidents reported so far this year, according to the FAA. Besides criminal penalties, the agency can pursue fines of more than $43,000 against any passenger who “assaults, threatens, intimidates, or interferes with airline crew members.” https://www.cnn.com/2026/09/04/us/disruptive-passenger-duct-tape CALENDAR OF EVENTS . ALPA's 70th Air Safety Forum -September 14-17, 2026; Washington, DC . ICAO/EASA Third Global RSOO/RAIO Forum for Aviation Safety — September 29–30, 2026, in Georgetown, Guyana., https://www.icao.int/events : NATA Ground Handling Safety Symposium - September 15-16, 2026 Dallas/Fort Worth, TX www.nata.aero/ghss : Aircraft Cabin Air International Conference - 22-23 September 2026 . ISASI - BOSTON 2026 - September 28, 2026 – October 2, 2026 . Global Aviation Conference Frankfurt- 29-30SEP2026 - Frankfurt, Germany . Defence Aviation Safety Conference 2026 — October 5–6, 2026, United Kingdom. . European Aviation Training Summit 3 – 5 November 2026 • Estoril Congress Centre, Cascais, Portugal . 79TH ANNUAL INTERNATIONAL AVIATION SAFETY SUMMIT MONTREAL | NOVEMBER 10-12, 2026. . Airlines 2026 conference - November 11, 2026 (London) . 2026 NBAA Business Aviation Convention & Exhibition (NBAA-BACE) Oct. 20-22, 2026 | Las Vegas, NV . Gulf Flight Safety Association (GFSA)conference Riyadh, Saudi Arabia on the 28th and 29th of October 2026 . Bombardier Safety Standdown (November 10–12, 2026 in Wichita, KS) . Aircraft Fire Hazards, Protection, and Investigation17 to 19 November 2026, Woburn MA . 2027 ACSF Safety Symposium - April 6-8, 2027 - ERAU Daytona Beach, FL Curt Lewis