Transcript Lee - Flight Safety Foundation

SAFETY MANAGEMENT WITH THE YOUNG DRAGONS
PRESENTED TO CASS 2012
Roger Lee
Director of Corporate Safety and Quality
18 April 2012
INTRODUCTION
The Company
Growth of the business aviation dragons in Asia
The safety challenges and the opportunities
How is Metrojet managing these challenges?
Looking forward
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ABOUT METROJET
Established in 1995. Part of the Kadoorie Group and a sister company of The
Peninsula Hotels
Leading operator and maintenance provider of business jets in Asia and
pioneered business aviation services in Hong Kong.
Awarded an Air Operator’s Certificate by Hong Kong Civil Aviation Department
in June 1997 for public transport operations.
Provides a complete range of business aviation services: aircraft charter,
aircraft management, aircraft maintenance service, aircraft co-ownership
programs and aircraft acquisition and sales.
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ABOUT METROJET
Workforce of 300+
Over 100 maintenance professionals
70+ pilots
40+ flight attendants
Flies to any destination in the world at the time required by the client throughout
the year
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WHAT DOES A MATURED BUSINESS AVIATION MODEL LOOK LIKE?
Business aviation contributes US$150
billion annually to US economy
Over 1.2 million people employed
9,635 aircraft currently, 11,300 expected
in 2019
Slow growth rate of 2% per annum
Over 5,000 public-use airports
Home to 68% of the worldwide business
jet fleet
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THE BUSINESS AVIATION MODEL IN ASIA IS YOUNG
870 aircraft currently, 2,845 expected by 2019
High growth rate of 20% per annum in China
Home to 6% of the worldwide business jet fleet
China - around 150 jets registered , 1000
business jets anticipated to arrive in the next 10
years
Fewer than 200 civil airports in China and many
of them are not available to private aircrafts.
Private jets in Asia are more for personal use
rather than corporate
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KEY RISKS IN BUSINESS AVIATION - ASIA
Sourcing and retaining competent and experienced pilots, engineers and
support staff
Lack of regulatory understanding of business aviation
Nature of business aviation – discrete and private – how can an open and
transparent safety culture compliment this unique nature?
Customers are not educated in the safety and security risks with regards to
running a business jet
Culture
Peer-effect is key – “My friend owns a private jet so I better own one too.”
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OUR JOURNEY IN ESTABLISHING A SMS
2007 – started the building blocks of SMS
Amalgamating the Operations Manual suite with various SMS elements
2009 January – Metrojet’s SMS was fully certified by HKCAD
2011 – Certified with International Standard for Business Aircraft
Operations (IS-BAO)
ICAO DOC 9859 and other documents as “guides” only – our aim is to
make these documents “live” in Asia
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WHAT IS SAFETY MANAGEMENT TO METROJET?
FATAL
ACCIDENT (1)
MINOR INCIDENTS (29)
POTENTIAL HAZARDS
(300)
SAFETY POLICY – OUR STARTING POINT
Excellence
Highest Standard
Best Practice
Culture
Consistent
Communicated
CEO
Every employee
Senior
Management
Commitment
Continuous Improvement
Non-punitive
Front line staff supported
by managers
Independent CSQD
Just
All staff’s duty to safety report
Willful misconduct
unacceptable
Reviewed every 2 years 10
THE 4 PILLARS OF METROJET’S SMS
LEADING BUSINESS AVIATION
COMPANY IN ASIA
1
Customer
2
Product
Safety Policy
and Objectives
3
People
4
Operations
Safety
promotion
Safety
Assurance
5
Finance
Safety Risk
Management
Best People ◦ Highest Standards ◦ Operational & Service Excellence
1
2
3
We offer Best in Class Services
We deliver a 6 Star Product
We are the Employer of choice
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5
Our operation is safe, professional and consistent like a Swiss watch
We are profitable and offer sustainable growth
PILLAR 1 - SAFETY POLICY AND OBJECTIVES
COMPANY SAFETY POLICY
Management Commitment and responsibility
Safety accountability of managers
Appointment of key safety personnel
Coordination of Emergency Response Planning
Documentation
OUTPUTS:
• Safety Review Board, Safety Action Groups
• Role of Safety Officers and CSQD team
• SMS Manual and related documentation
• Cooperative responsibility
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PILLAR 2 – SAFETY ASSURANCE
Performance
monitoring and
measurement - KPIs
Audits and Surveys
Management of
change/ deviation
GOAL: Continuous Improvement…………
PILLAR 3- SAFETY PROMOTION
Communicate Safety
Train and educate
Building our safety culture
To provide you with a SMS framework and basic principles that you can
customise to meet the needs of your department
Whose responsibilities in these promotion/training?
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PILLAR 4- RISK ASSESSMENTS CRITERIA
Meaning in relation to People/life costs
Meaning in relation to financial/Property costs
Meaning in relation to image costs
Meaning in relation to Liability Cost
Meaning in relation to Environmental Cost
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SMS ORGANISATIONAL STRUCTURE
Our clients and partners : CEO, Senior Management, Department Heads, staff,
customers
CSQD Core Team – the machine
MSO
FSO
CSO
FDM Flt Ops
“gatekeeper”
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WHAT DOES SAFETY MEAN TO US?
Flight operations safety
(HK(AN)O, CAD360,
CAD 371, CAD382 etc)
Airworthiness safety
(HK(AN)O HKAR-1,
HKAR-145 etc)
Occupational Health
and Safety (Labour
laws)
SUMMARY
With growth comes risks – which must be managed in a systematic and
structured manner
Trend identification is a key part to any Safety Management system
A solid safety culture led by the top is critical for any facet of safety
Even there are no regulation or direct governance on your facet of safety,
do what is right
Take our responsibility as the pioneer in the region and work with others
to set the realistic and implementable benchmarks in business aviation for
the region
You learn everyday
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THANK YOU
Questions and Answers
[email protected]
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