SAFETY MANAGEMENT WITH THE YOUNG DRAGONSPRESENTED TO CASS 2012
Roger LeeDirector 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
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Workforce of 300+ Over 100 maintenance professionals70+ pilots40+ flight attendantsFlies to any destination in the world at the time required by the client throughout the year
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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POTENTIAL HAZARDS (300)
MINOR INCIDENTS (29)
WHAT IS SAFETY MANAGEMENT TO METROJET?
FATAL ACCIDENT (1)
SAFETY POLICY – OUR STARTING POINT
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Excellence Best Practice
CultureHighest Standard
Consistent Communicated
CEO
Senior Management Commitment
Every employee
Continuous Improvement
Front line staff supported by managersNon-punitive
Independent CSQD Just
All staff’s duty to safety reportWillful misconduct
unacceptable Reviewed every 2
years
LEADING BUSINESS AVIATION LEADING BUSINESS AVIATION COMPANY IN ASIACOMPANY IN ASIA
Safety Policy Safety Policy and Objectivesand Objectives Safety Safety
AssuranceAssurance
Safety Safety promotionpromotion Safety Risk Safety Risk
ManagementManagement
Best People Best People ◦ ◦ Highest Standards Highest Standards ◦ ◦ Operational & Service Excellence Operational & Service Excellence
1 Customer
2 Product
3 People
4 Operations
5 Finance
1 We offer Best in Class Services
2 We deliver a 6 Star Product
3 We are the Employer of choice
4 Our operation is safe, professional and consistent like a Swiss watch
5 We are profitable and offer sustainable growth
THE 4 PILLARS OF METROJET’S SMS
PILLAR 1 - SAFETY POLICY AND OBJECTIVES
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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
PILLAR 2 – SAFETY ASSURANCE
Performance monitoring and
measurement - KPIs
Audits and Surveys
Management of change/ deviation
GOAL: Continuous Improvement…………
PILLAR 3- SAFETY PROMOTION
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Communicate SafetyTrain and educateBuilding our safety cultureTo provide you with a SMS framework and basic principles that you can customise to meet the needs of your departmentWhose responsibilities in these promotion/training?
PILLAR 4- RISK ASSESSMENTS CRITERIA
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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
SMS ORGANISATIONAL STRUCTURE
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CSQD Core Team – the machine
MSO FSO CSO FDM Flt Ops “gatekeeper”
Our clients and partners : CEO, Senior Management, Department Heads, staff, customers
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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