Landing Damaged Planes on the USS Enterprise: Naval Strategy and Challenges

The USS Enterprise, a legendary aircraft carrier of the U.S. Navy, faced numerous challenges during its missions, particularly during combat operations. One of the most critical aspects of carrier operations is landing planes on the deck, especially when the aircraft is damaged. This article delves into the strategies and procedures the crew of the USS Enterprise used to land damaged planes during such situations, focusing on the USS Enterprise during World War II.

The Normal Landing Procedure

Under normal circumstances, landing a plane on the flight deck of an aircraft carrier like the USS Enterprise involved specific steps. The flight deck, an essential component of the carrier, is designed to handle the landing of aircraft. The rear third of the deck is dedicated to the landing strip, where planes with a tailhook attempt to catch one of the arresting cables on the deck. If successful, the plane is slowed and eventually comes to a stop, often with the assistance of the barrier, which is positioned alongside the island containing the bridge.

Operation of the Arrestor Gear

Two crucial elements in the landing process are the arrestor gear and the barrier. As a plane approaches, the barrier is raised, and the arrestor cables are matched with the point of best engagement. If the plane catches the cable, the barrier is lowered to prevent the plane from stopping on the barrier instead of on the deck. The plane is then pushed forward and the barrier raised behind it. The process of bringing planes into the hanger one by one via the forward elevator is critical for maintenance, refueling, and readiness for the next mission.

Damage and Dealing with a Damaged Elevator

The Battle of Santa Cruz marked a significant turning point for the USS Enterprise, where her forward elevator was severely damaged and taken out of commission. This incident crippled the ship's operations, as launching a full wave became nearly impossible. However, landing planes presented a different set of challenges. Given the layout of the flight deck, landing planes in the rear part of the ship was essential. With the primary elevator inoperative, crew members had to drag planes back to the waist or rear elevator, putting them in the wrong part of the hanger.

To manage this, the crew had to land planes slowly and in a specific order to place them where they were needed. This process was fraught with difficulties, especially during the Guadalcanal campaign. Due to the constraints, planes often had to spend the night at Henderson Field, readying for a comeback launch the following day. This scenario required a meticulous coordination of efforts between the flight deck and the air wing to ensure efficient operations despite the limitations.

Repair and Reconstruction

Though the USS Enterprise had wooden decks, capable of withstanding significant damage, complete reconstruction was within their capabilities. The ship's carpenters could repair the deck within a few hours, as long as fires were extinguished. However, the elevator, arrestor gear, and the catapult from 1944 onwards, were the three major components requiring extensive attention.

Decisions and Consensus

Decisions on landing damaged planes depend on various factors, including the aircraft's tailhook functionality, the pilot's condition, and the current conditions of the flight deck. A tailhook that works is a positive sign, reducing the complexity of the landing. The pilot's condition is crucial, and sometimes it might be safer for the pilot to eject near the carrier and be picked up by a helicopter, an option only available during and after the Korean War.

Considering weather, sea conditions, the status of the flight deck, and the most favorable route, decisions are made in consultation with the ship's skipper and the air wing commander. Ensuring the safety of the crew and the aircraft, while minimizing downtime, is paramount. The possession of multi-billion-dollar aircraft and the carrier itself demands swift and decisive action when making operational decisions.