Current AW Activity Includes. PBR (Next Steps) Sector & Total Industry Risks. Deep Dives. Cranfield University Safety Assurance Review

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2 Current AW Activity Includes Governance & Audit Finding Classification PBR (Next Steps) Better Accountable Manager Conversations SAGs & Reliability Meetings Sector & Total Industry Risks Relative Approved Organisation Performance Unannounced Audits Deep Dives Root Cause Collaboration (A31 ) Technical Malfunction Cranfield University Safety Assurance Review Supply Chain Brexit 2

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4 Airworthiness Workload Airworthiness manages approximately 1300 approvals located not only within the UK, but also all around the world. This includes 125 overseas approvals on behalf of EASA in such locations as Singapore, Australia and China and 130 approvals on behalf of the UK Military. Airworthiness also manages 260 approvals due to the recently created Bilateral agreements with the United States (FAA) and Canada (TCCA) and the soon to be completed agreement with Brazil. Beyond just approval oversight AW carries out over 1,000 SAFA inspections, 250 ACAMs, 200 CofAs &permits, Certification/design, MOR and training/consultation Approvals (Overview) UK Pt 145 Maintenance 360 UK Pt MG Continuing Airworthiness 250 UK Pt 21G production 140 UK Pt 147 Training Organisations 50 Overseas Approvals (CAAi) 100 Military (CAAi) 100 UK BCAR 100 FAA and TCCA 200 Pt MG 4045 Q-Pulse Inspections/Reviews UK Pt 145 Maintenance 2000 UK Pt MG Continuing Airworthiness 1000 UK Pt 21G production 400 UK Pt 147 Training Organisations 400 Overseas Approvals (CAAI) 500 Military 300 UK BCAR 200 FAA and TCCA Aircraft Audit 400 4

5 Airworthiness Workload Average 138Hrs/Approval Average 48 Hrs/Approval Average 35 Hrs/Approval 23Hrs/Approval This diagram demonstrates that the average base-line hours (Combination of Complexity/Performance) as planned for each approval, allocates our Resource proportionally. 5

6 Airworthiness Workload Corp Av Approvals FAR RBAC TCCA CAR UK Part UK Part M SpG 65 Complexity/Approval Status Approved 2 AW / Green 1 audit in 24 Months 48 AW / Orange 2 audits in 24 Months 76 AW / Red >2 audits in 24 Months 4 Pending 6

7 Findings Analysis /02/

8 All Airworthiness Findings Yearly Comparison 8

9 Corporate Aviation Findings Yearly Comparison CAMO Survey 9

10 Corporate Aviation Finding Levels CAMO Survey 10

11 Corp Aviation Findings Safety Severity A - High B - Moderate C - Low CAMO Survey 11

12 Corp Aviation Findings Closure Performance Finding\1st Response Accepted 80 Finding\1st Response Late & Accepted Finding\1st Response Rejected CAMO Survey 12

13 Corp AV Findings Response Root Cause Documentation\Incomplete Personnel\Competence or Capability Process\Not Defined Process\Procedure Not Followed

14 Corp AV Findings Part AW\Findings\Part 145\145.A.30 Personnel requirements AW\Findings\Part 145\145.A.30 Personnel requirements\145.a.30(e) Personnel Requirements AW\Findings\Part 145\145.A.40 Tools & material AW\Findings\Part 145\145.A.40 Tools & material\145.a.40(b) Equipment, Tools & Material 6 AW\Findings\Part 145\145.A.42 Component acceptance 4 2 AW\Findings\Part 145\145.A.65 Procedures & Quality\145.A.65(c) Procedures & Quality AW\Findings\Part 145\145.A.70 MOE\145.A.70(b) MOE

15 Corp AV Findings CAMO AW\Findings\Part M\M.A.302 Maintenance Programme 15 AW\Findings\Part M\M.A.704 CAME AW\Findings\Part M\M.A.704 CAME\M.A.704(a) Continuing airworthiness management exposition AW\Findings\Part M\M.A.712 Quality System 5 AW\Findings\Part M\M.A.712 Quality System\M.A.712(b) Quality system CAMO 15

16 Corp AV Findings Survey AW\Audit Scope\Part MG\M.A.710 Airworthiness review 5 AW\Findings\Aircraft Survey\B.1 Aircraft Documents\M.A.801 Aircraft Certificate of Release to Service AW\Findings\Aircraft Survey\B.2 Flight Manual\M.A.710(a)2 Applicable Flight Manual AW\Findings\Aircraft Survey\B.4 Markings & Placards\M.A.710(c) Required Markings & Placards AW\Findings\Aircraft Survey\B.6 Defect Management AW\Findings\Aircraft Survey\C.4 Records AW\Findings\Aircraft Survey\C.4 Records\M.A.305 Aircraft Continuing Airworthiness Record System Survey 16

17 Top 3 Findings All Approvals Part 145 Part M Survey Quality System CAME Defect Management Tools & Materials Maintenance Programme Flight Manual Personnel Quality System Records 17

18 Corporate Aviation - MOR Total of 32,000 MOR received by CAA in Only approximately 300 from corporate aviation in Why such a limited amount of Reporting? 18

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20 Where it Began CAP1145 Safety review of offshore public transport helicopter operations in support of the exploitation of oil and gas. Published February UK CAA reviewed 25 UK incidents & accidents between 1992 and Actions & Recommendations: 32 addressed to UK CAA, 16 addressed to the Industry, 14 addressed to EASA.

21 Where it Began Civil Aviation Authority Safety review of offshore public transport helicopter operations in support of the exploration of oil and gas CAP 1145 Action 31: The CAA will form an Offshore Maintenance Standards Improvement Team with the offshore helicopter operators with the objective of reviewing the findings at Annex F to the CAA Strategic Review of the Safety of Offshore Helicopter Operations and making proposals to achieve a step change in maintenance standards.

22 Initial Activities Initial Meeting held at British Airways with major organisations from both Fixed and Rotary Wing sectors. Consensus was there was many common issues which could be progressed with industry involvement. A31 Working groups (Industry & CAA) created to look at specific topics and provide potential solutions: Improving Supervision & Production Planning (Ensuring Sufficient Maintenance Resources). Implementing a Safety Culture & Ensuring Engineer Responsibility. Improving the Effectiveness & Adoption of Procedures / Processes & Task Cards. Improving Competency Assessment, Training & Induction. Output of working groups has been drafted into a report which will be shared with the new teams.

23 The New A31 Groups: Engineering Performance CAA / Industry AW Sector A31 Teams Initial Airworthiness Continuing Airworthiness Production / Manufacturing Fixed Wing Rotary Wing Prime / OEMs (Tier 1/2) Part M Maintenance Offshore SMEs (Supply Chain) Corporate Aviation Part 147 Training On Shore

24 Implementing a Safety Culture & Ensuring Engineer Responsibility total Issue raised Context of discussion Commercial pressure from owners Part 145 driving Part M pressures to release the aircraft early from defect rectification or maintenance. Part 145 telling the Part M what maintenance the aircraft needs to have Tooling more pressure if the work covers many aircraft types. Basic license should contain some supervisory training Human Factors influence Supplementary Data, STC,s bespoke aircraft Cost and availability of tooling General agreement from within the group that a module introducing supervision should be part of the Licence training. Most corporate jets have STC interiors. The maintenance data pertaining to these fits is quite often not available on commencement of maintenance. 24

25 Improving the Effectiveness & Adoption of Procedures / Processes & Task Cards Total Issue raised Context of discussion Multiple Task Cards Part 145 are constantly faced with different operators work cards and procedures. These differences can lead to mistakes by the engineer Circulation of procedures. Not used Procedures fitting the diversity of the organisation. Maintenance data CD ROM does not follow online updates. Procedures not keeping up with the changes of the organisation. If the TC holder post out CD ROM AMM or IPC, this can be weeks behind the change published on the web site. 25

26 Improving Competency Assessment, Training & Induction Total Issue raised Context of discussion Part 147 and practical training Time frames for type rating training Lot of discussion on the differences between 147 training organisations and the standard of training they offer. Practical training especially. Elongated times to get an engineer through a 147 course and complete his practical. Can this process be speeded up Does the cost of training drive towards less competent people and increased maintenance errors Is the cost of training prohibitive in the generation of new engineers. Are mechanics now being used more commonly with less engineers to supervise. 26

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30 Practical Training Where did Practical Training originate from? Annex III (Part 66) Commission Regulation 1321/

31 Practical Training Practical training is not to be confused or substituted with the practical element of the theory training, i.e. the aircraft visit. Practical training is a structured training event which consolidates the knowledge gained during the theoretical phase of type training and as such, may be performed after or integrated within the theory training. However, it must not be performed before theoretical training (AMC to section 1 of Appendix III of Part-66 refers). 31

32 Practical Training OJT - On the Job Training On the Job Training (OJT) shall be approved by the competent authority who has issued the licence. : It shall be conducted at and under the control of a maintenance organisation appropriately approved in their MOE in Section 3.15 for the maintenance of the particular aircraft type and shall be assessed by designated assessors appropriately qualified OJT is only required for the first aircraft rating in the licence category or Sub Category 32

33 Practical Training Length of Type Courses Length of courses is defined in Appendix III to Part 66 and it denotes the minimum requirement for each course subject to the trade i.e B1, B2 C and also the size (weight of aircraft). Paragraph D Justification of Course Duration details what organisations must do when looking to reduce or combine course elements. * It must be noted that the fact an engineer holds a number of other types does not meet the justification for reducing course duration. 33

34 Practical Training Practical training exam effectiveness: How is it best examine an engineer in Practical skills? By using practical assessments in as close to the real environment as possible. Written exams cannot demonstrate the appropriate skills required and are only a means of testing knowledge. 34

35 Practical Training Open Course Calendar via CAA Website One recent suggestion regarding Part 147 exams was to create a central course calendar. The CAA cannot accommodate this via our website, however there is nothing preventing industry looking at collectively working together and keeping a site up to date, should they choose too. 35

36 Practical Training Poor Practical Training Poor practical training may often lead to the following examples: Under confident Engineers Poor decision making Lack of familiarity with systems Poor use documentation systems i.e AMM, IPC and use of MEL for dispatch 36

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38 CAMP History Started in 1967 by Daniel J. Ryan and three co-workers who left Grumman aerospace while they were working on a computerized maintenance program for the Gulfstream II to found CAMP. Today, CAMP has grown to become the world s leading Aircraft Maintenance Tracking Solutions provider. CAMP s product suite includes Maintenance Management, Inventory Management, Flight Scheduling and Engine Health Monitoring. CAMP Maintenance is used worldwide today to track over 20,000 aircraft and more than 190 models and 30,000 Engines. CAMP also covers over 1300 Maintenance facilities globally. 38

39 CAMP services Maintenance Management Engine health monitoring Inventory management Flight Scheduling Aircraft sales Aircraft Spares 39

40 CAMP Exclusive Service Provider 40

41 CAMP SUPPORT OFFICE LOCATIONS New York Wichita Savannah Montreal Paris Hyderabad 41

42 CAMP Structure / Philosophy Maintenance Organisation CAMO 42

43 Part M M.A.711(a)(3) SUBCONTRACTING OF CONTINUING AIRWORTHINESS TASKS The CAMO may subcontract certain continuing airworthiness management tasks to qualified persons or organisations. The subcontracted person or organisation performs the continuing airworthiness management tasks as an integral part of the CAMO s continuing airworthiness management system. In order to fulfil this responsibility, the CAMO should be satisfied that the actions taken by the subcontracted person or organisation meet the standards required by Subpart G. Contracts should not authorise the subcontracted organisation to subcontract to other organisations elements of the continuing airworthiness management tasks. 43

44 CAMP Analysts 6 offices around the world Average of 27 Analysts per office = 160 Analysts worldwide 20,000 aircraft Average of 125 Aircraft per Analyst. 44

45 CAMP Analysts Initial Training Ongoing Training / Refresher Training Competency evaluation prior to achieving Analyst status Quality evaluation of CAMP as a sub-contracted activity 45

46 Corporate Aviation Seminar 2018 Aircraft Management Solutions

47 CAMP Overview Introduction

48 Who We Are For 50 years, CAMP has been the leading provider of aircraft health management services to the business aviation industry The key compliance tool used by the operators of over 20,000 aircraft (Maintenance), 31,000 engines (engine health) and 1,300 maintenance facilities worldwide Exclusive provider of Engine Health Monitoring services for Pratt & Whitney Canada and Honeywell engines CAMP is the factory recommended maintenance tracking provider for: Airbus ACJ, Beechcraft, Bell Helicopter, Boeing BBJ, Bombardier, Cessna, Daher, Dassault Falcon, Embraer, Gulfstream, HondaJet, Piaggio, Pilatus, Quest, Viking Worldwide service and support organization Over 830 employees across 12 worldwide offices

49 What We Do CAMP Aircraft Health Management provides you the airworthiness status of your aircraft and the health status of your engine One convenient location 360 visibility into the safety and performance of your aircraft Service Oriented Model: CAMP Analysts are experts in your aircraft and engine model, partner with you to ensure your aircraft is airworthy CAMP is accessible virtually anywhere whether it be on your desktop, tablet or mobile phone via our icamp application Offers compliance with latest manufacturer MTX manuals and regulatory directives Manages your aircraft maintenance program per manufacturer and regulatory authority requirements to ensure safe operation Tracks non-scheduled items (squawks, discrepancies, etc.) to ensure no safety issues fall through the cracks

50 Who do we serve? Owner Operator Aircraft owners/operators Management companies CAMOs Service Centers OEMs OEM Mgmt CAMO Service Center

51 The CAMP Suite CAMP offers a vast suite of products to solve your business aviation health management needs Harnessing the power of the CAMP suite can streamline your workflow and save you countless hours of manual work From CAMP s flagship Maintenance product to solutions for your Component MRO, CAMP covers all of your business aviation management needs

52 The CAMP Advantage Customer Resources

53 CAMP Analysts CAMP provides a dedicated aircraft analyst for each and every customer Powered by analysts, CAMP provides you with experts in your aircraft and engine models Consider your analyst an extension of your maintenance department Analysts are highly experienced aviation maintenance professionals with years of hands-on experience CAMP houses the largest number of analysts of any aviation management service provider on the market

54 CAMP Analysts CAMP Analysts provide the following services: Accurate Maintenance Program Ensure operator is following the correct maintenance schedule/program Ensure aircraft configuration is accurately on-boarded Accurate Compliance Management Ensure operator has clear visibility into upcoming maintenance Ensure all maintenance performed is accurately recorded Ensure maintenance documentation is properly archived Analysts training: Camp Europe analysts are trained on : EASA Part M regulation by approved training center Human Factors Our goal is to always deliver the highest quality service

55 CAMP Europe QMS Mandatory procedures from standard ISO 9001 mandatory procedures: Control of documents Control of records Internal Audit Control of nonconforming Product Corrective action Preventive Action Risk based thinking

56 The CAMP Advantage Technology

57 We Invest in Our Technology CAMP continuously invests in system infrastructure to meet customer expectations of system security, speed and reliability Our flagship product, CAMP Maintenance (MTX) is the Maintenance Tracking Industry s most technologically advanced software available today CAMP MTX is available on your smartphone or tablet via the icamp application With CAMP s redundant Data Centers, you are assured speed and security for your data Our products continue to evolve and adapt to your needs CAMP invests more in product management and development than the rest of the industry combined

58 Secure Data Centers CAMP Systems uses two geographically dispersed state of the art data centers to run all applications and services. The Primary data center is located in Austin, Texas and the DR data center is located in Ronkonkoma, New York. CAMP uses industry best practices to minimize disruption to CAMP s service and protect

59 icamp icamp is our mobile application designed to allow access to your CAMP data on the go icamp is a full product line with dedicated development teams icamp Enables you to: Airworthiness and Engine Health Status Update Aircraft Times or create Flight Log entries RAMP Check View View detailed Due List and Task Status Add and update Squawks on the fly Execute and esign work orders Execute checklists as part of the daily workflow How to access icamp For ios users search icamp in the itunes App Store For Android users visit

60 Improving CAMO Support CAMO Portal

61 CAMO Portal Online Workflow, Reporting and Controls eworkorder & Customized Reporting AD/SB Management Review Paperless Workflow for Compliance Documentation, Return to Service and Digital Signatures Customized Reporting Online Review, Management and Application of Ads and SBs Compliance Management Review Online Review, Approval and Management of Compliance Updates Revision Management Review Online Review, Approval and Management of Maintenance Program Revisions

62 FAQ Is CAMP subcontractor of airworthiness task?

63 AMC M.A.711(a)(3) Privileges of the organization 4. In order to retain ultimate responsibility, the CAMO should limit subcontracted tasks to the activities specified below: (a) airworthiness directive analysis and planning; (b) service bulletin analysis; (c) planning of maintenance; (d) reliability monitoring, engine health monitoring; (e) maintenance programme development and amendments; (f) any other activities, which do not limit the CAMO responsibilities, as agreed by the competent authority.

64 Airworthiness directive analysis and planning M.A Continuing airworthiness tasks M.A.303 Airworthiness directives M.A.708 Continuing airworthiness management - AD information : The PCA is responsible to check airworthiness directives periodically and to include them if appropriate into the maintenance planning according AMP. - AD Decision : The PCA analyses the airworthiness directive information and checks if the airworthiness directive is applicable or not. A detailed documentation of all airworthiness directives relevant for the managed aircraft type shall be administrated containing the information why the concerned airworthiness directive is applicable or not. - AD Control : The PCA must ensure that a current status list of all AD s performed for each managed aircraft is administrated. Actions above normally declared in your CAME. CAMP is the tool to record your AD assessment

65 Service bulletin analysis M.A Continuing airworthiness tasks M.A.708 Continuing airworthiness management - SB information :Service Bulletins and all other necessary technical publications are directly received on the basis of subscriptions from the official dealers. - SB decision : All manufacturer's Service Bulletins applicable to the aircraft will be reviewed in the first instance by the PCA for applicability - SB control : Incorporation of all modifications, whether introduced through Service Bulletins or approved Minor/Major modifications, is to be recorded in the aircraft airworthiness records. Actions above normally declared in your CAME. CAMP is the tool to record your SB assessment

66 Planning of maintenance M.A.708 Continuing airworthiness management The requirement means that the operator is responsible for determining what maintenance is required, when it has to be performed and by whom and to what standard, in order to ensure the continued airworthiness of the aircraft being operated. CAMP is the tool for planning and work order preparation

67 THANK YOU Aircraft Health Management Solutions

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69 Recent Activities (1) Rulemaking ICAO Annex 8 Checklist Update ICAO Global Acceptance of Maintenance Orgs State Letter ICAO Cross Border Transfer of Aircraft EASA Rulemaking cool down Part 66 B2L and L delays BCAR A - Update Safety EC 225 Return to Service HATA Part 66 Licence Suspension/Revocation SkyWise Implementation Part 147 Orgs overseas exams 69

70 Recent Activities (2) Policy Implementation Principle Place of Business Employee Status in Approved Organisations Maintenance Data in Part 145 Orgs Part 147 OJT clarification and overseas orgs provisions Tooling Availability Scope of Work Leasing - Review BCAR Licensing Brexit Gathering Industry Views Replacement Bilateral Agreements USA Brazil Canada Contingency Arrangements Drafting National Regulations Internal/External Stakeholder Engagement 70

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72 TOTAL AVIATION SERVICES a promise not made lightly PRESENTATION TO UK CAA CORPORATE SEMINAR RELIABILITY January 24 th 2018 By Steve Hughes, CAMO General Manager, Luxaviation Central Operations Support

73 AGENDA Agenda Introduction Regulatory Requirements Luxaviation Reliability Business Aviation Luxaviation Aircraft Types Reliability Reporting Reliability Examples Summary

74 INTRODUCTION Luxaviation Group 1,700 employees 250+ business aircraft under management 145+ aircraft available for charter 14 AOC s 25 FBO s 15 MRO facilities 42 locations Centralised Services based in Cambridge, including CAMO and Reliability

75 REGULATORY REQUIREMENTS Reliability Basic Regulations Luxaviation group manages aircraft under different authorities around the world - the Reliability program has been tailored to satisfy the requirements prescribed by the following Authorities: European Aviation Safety Agency (EASA) Federal Aviation Administration (FAA) Transport Canada Civil Aviation (TCCA) Part M Subpart C M.A. 302 Reliability Program FAA 14 CFR Part Continuing Analysis and Surveillance TCCA Airworthiness Manual /1 Reliability Monitoring Programs

76 REGULATORY REQUIREMENTS Maintenance Program Drives Reliability The current fleet is composed of Aircraft with a Maintenance Programme developed with mixed philosophies. 33% Non-MSG 3 67% MSG 3

77 REGULATORY REQUIREMENTS Maintenance Program Effectiveness and Reliability Continuous monitoring of the effectiveness of the Maintenance Program assures an improvement of performance and a reduction of the maintenance cost during the complete aircraft life cycle operation. A Maintenance Steering Group 3 (MSG-3) based Maintenance Program has pushed these requisites to a higher level, so that a Reliability Program is integral, and indispensable, part of the Maintenance Program. Regulatory Authorities mandate the Reliability program for an MSG-3 Maintenance Program, while it is only recommended for MSG-1/MSG-2 and non MSG aircraft.

78 LUXAVIATION - RELIABILITY Road Map to our Reliability Program The Luxaviation Group recognised the importance of safety, performance and cost reduction in Business Jet operations, and elected to develop its proper customised Reliability Program in 2016, whereas prior to that, it was only based on OEM data Sep Reliability Control Program Manual 2017 Refined Policies for Analysis: - Alert Based - Event Oriented based Aug Sep Oct Jan Feb Mar Meetings Initial Investigation System integrity Check and development of Standards CAMO Training First Reliability Meeting Performance and Company Targets Set

79 LUXAVIATION RELIABILITY Reliability Control Program Manual is the core of Luxaviation Reliability Outline policy and company procedures related to the Reliability Program. Defines duties and responsibilities. Establishes Reliability Control Board members. Explains data collection and analysis. Corrective action program. Company target Meeting schedule Forms used

80 BUSINESS AVIATION Business Aviation vs. Commercial Today, Reliability is not fully realised within the Business Aviation community Business Aviation is driven by the customer s requirements and his preference and thereby, drives additional complications: Insufficient aircraft numbers in fleets, or single operators Massive multitude of types Within this multitude of types are a multitude of different outfitted optional equipment This also changes with Service Bulletins (SB) and Supplemental Type Certificate (STC) options Reliability data is only as good as the data entered into the respective Computerised Maintenance Tracking Systems (CMTS), and its reportability

81 LX AIRCRAFT TYPES Luxaviation Group 134 A/C EJ Mid East EJ Malaysia EJ LX UK LX Lux LX Portugal 13 A/C 7 A/C Swiss - 11 A/C 18 A/C 15 A/C 11 A/C 33 Different Types Learjet 60 CL350 Piper PA-31T Mustang Phenom 100 Learjet 75 Falcon 2000 Small Global 5000Mid Piper PA-31T Super Mid Citation II Large Phenom 300 Heavy Legacy 600 Falcon 900 Global 5000 Piper PA-31T Citation II Phenom 300 Falcon 2000 Piper PA-31T Learjet 75 CL850 Lineage Falcon 900 Global 5000 Citation XL C560XL A320 CJ1 Falcon 2000 Challenger Pilatus 605 PC-12 Global Hawker CJ2+ Falcon 2000/EX/LX Citation XL GLEX XRS C560XLS MD-87 Falcon 900 Challenger 605 Global 6000 Citation XLS C560XLS Falcon 900 Mustang Falcon 50 Hawker 400F900/LX Global 5000/6000 GLEX G650 Phenom 300 CL300 Falcon 7X CL605 CJ1/2/2+/3 Falcon 200 Falcon 7X G IVSP / G450 Global Different Types Legacy 600 CL605 Falcon 7X Falcon 900 Global 5000 Legacy 600 CL605 Global 6000 Citation II CL300 EJ Falcon 7XLegacy 600 GV / G550 Global 5000 Legacy 600 Legacy 600 Global 6000 Citation II OTAR - 14 A/C CL604 G550 G650 Global 5000 Legacy 600 Legacy 600 A320 CJ1 G650 Citation XL / XLS CL605 Global 5000 Legacy 600 Falcon 8X 7 Different Types F200 8 Different Types Lineage Phenom 100 Global XRS LX Germany Falcon 7XCL350 Legacy 650 EJ Global A/C 6 Different Phenom Types 300 CL604 Legacy 650 Denmark - 10 A/C G650 Mustang EJ CL605 CL604 Premier 1 Pilatus PC-12 8 Different Types CJ2 UK - 4 A/C CL605 CL350 Pilatus PC-12 CJ3 Falcon 2000 LX Belgium Legacy Hawker GLEX XRS CL300 Premier 1 Falcon A/C Falcon Learjet 7X 60 GLEX CL850 Learjet 75 CL604 GLEX XRS Global Different Types CL850 Phenom 300 F2000LX F900LX G IVSP CL850 LX France Phenom 300 F900LX 4 Different Types G550 8 A/C Phenom 300 Falcon 7X F900EX G550 CJ3 G450 Falcon 7X F900LX G650 CJ3 G450 GLEX XRS F7X MD-87 Hawker 800 G-V GLEX F7X 9 Different Types Falcon 50 G550 Global 5000 F7X G550 Global 6000 Falcon 50 F8X 8 Different Types 6 Different Types Falcon Different Types Falcon 7X Falcon 7X 5 Different Types

82 RELIABILITY REPORTING Reliability Reports are produced annually and typically include the following: Availability / Reliability o o o o o Flight Hours / Cycles Delays / cancellations Airframe, Engine APU, Avionics, Interior Fleet consistency / comparisons Utilisation (Flight Hours vs Flight Cycles vs Aircraft Maintenance Program) Technical Dispatch Reliability vs. OEM data (aircraft specific) Down Times o Inspection, Un-scheduled, AOG, Insurance Repetitive Failures Pireps & Mareps MEL usage / application / effectiveness ECTM

83 Number of Delays/Canx Jul-16 Aug-16 Sep-16 Oct-16 Nov-16 Dec-16 Jan-17 Feb-17 Mar-17 Apr-17 May-17 Jun-17 Flight Hours/ Flight Cycles RELIABILITY REPORTING Fleet Performance 100 Aircraft Utilisation Flight Hours Flight Cycles ATA Chapters Delays & Cancellations ATA Chapters

84 RELIABILITY REPORTING Fleet Performance Business Jet Operations require high standard of performances achievable only with continuous focus on aircraft efficiency. Minimising the aircraft defects, or exposure to a potential failure, is the main objective for the Luxaviation Engineering Department. Luxaviation performance is measured with Industry TDR, as provided by NBAA: Fleet NBAA TDR Target Luxaviation Performance Gulfstream G % % Gulfstream G450/G % 99.9 % Gulfstream G-IV 99.8 % 99.8 % Dassault Falcon 7X % 99.3 % Dassault Falcon % 99 % Bombardier Challenger 300/ % % Bombardier Global 5000/ % % NOTE: Based on the last 12 month period.

85 ATA Chapters RELIABILITY REPORTING Systems Performance Pilot Reports Rate per ATA PIREPs Rate 2015/2016 PIREPs Rate 2016/ PIREP Rate

86 RELIABILITY REPORTING Systems Performance Trend Analysis Fleet size drives the method of analysis: Small fleet (less then 6 A/C of same type) Event Oriented Big fleet (more then 6 A/C of same type*) Statistical Analysis An event-based program monitors and develops recommendations to specific operational events Identifies deviations from a previously defined standard of performance. The alert level is set so an alert is driven by a major increase in failure rate or scheduled findings but not by normal variation. NOTE: EASA Appendix I of M.A. 302 Par (b), Par and Par. 6.6, rules the pool of data between CAMO organisations to achieve the Statistical Sample of data.

87 Jul-16 Aug-16 Sep-16 Oct-16 Nov-16 Dec-16 Jan-17 Feb-17 Mar-17 Apr-17 May-17 Jun-17 MEL Usage RELIABILITY REPORTING System Performance MEL Usage 100% 90% MEL B MEL C MEL D 80% 70% 60% 50% 40% 30% 20% 10% 0% C 21 events D 8 events Average closure time 71 % Average closure time 15 %

88 RELIABILITY REPORTING Engine Condition Trend Monitoring (ECTM)

89 RELIABILITY REPORTING Component Reliability PART NUMBER DESCRIPTION ATA AIRCRAFT REASON FOR REMOVAL U/S REMOVAL U/S REMOVAL PREVIOUS YEAR RELIABILITY TREND OEM TOP HIGH REMOVALS RANK F-XX LH WINDSHIELD HAS DELAMINATION ALONG OUTER LH WINDSHIELD HAS DELAMINATION ALONG OUTER EDGE, WITHIN LIMITS, TO BE REPLACED AT NEXT MAINTENANCE GC WINDSHIELD 56 G-XX NXX CREW REPORTED L/H WINDSHIELD CRACKED. REMOVED LH WINDSHIELD IAW AMM RH WINDSHIELD SHOWS BUBBLING. REPLACED. 5 2 Not Listed OY-XX Crew reported LH Windshield heat fail - Fault traced to LH. Windshield. LH Windshield replaced IAW OY-XX LH OUTER PANE CRACKED IN MULTIPLE PLACES. Replaced Windshield. CS-XX NOTICED L/H EFB SCREEN IS INOP (BLANK). REPLACED L/H EFB N01A EFB DISPLAY 31 M-XX M-XX VP-XX Both cockpit EFB INOP.- Both EFBs found with battery swollen and not able to boot up. Both EFB Replaced. Both cockpit EFB INOP.- Both EFBs found with battery swollen and not able to boot up. Both EFB Replaced. EFB #1 FAIL. Electronic Flight Bag #1 replaced and tested satisfactory 4 3 L3 Service Bulletin SB013 provides improvement of the EFB battery

90 RELIABILITY Reliability programmes can drive and influence: MEL Enhancements NFF o Warranties and on cost implications Component changes o Dead on Arrival (DOA) Parts o Shipment Delays (what company is best to ship from what country) MRO Performance MOR / SMS full follow through and proper closure Reliability programs can drive campaign programs, at greater cost savings Enhance training program EO development SB development Engine Alerts

91 RELIABILITY - EXAMPLES Luxaviation Reliability Project Improvements Cessna Bravo & Excel MLG down lock switch: collected reliability data over 3 years and proved a systemic failure of the switch, which lead to no 3 greens on gear extension. The problem could not be replicated during ground testing, and further investigation in icing conditions revealed moisture ingress and freezing of the switch in flight. Switch design improved saved approx. one ERP event per month. Embraer 600 Reliability identified an increased use of the aircraft and a requirement to move from a low utilisation to high utilisation inspection program. Multiple aircraft MEL s revised to adapt to the operations, due to repetitive faults occurring and feeding data to the OEM to support changes (using NTO s etc.).

92 RELIABILITY - EXAMPLES Example of Corrective Actions LX Fleet - Unreliable Component Applicable to all aircraft Main rotating pressure sensor assy p/n J (previous alert MJ-AN-16-14) P/N J had 16 x U/S removals during 2016, and affected all Luxaviation aircraft. IAW Dassault FSA , the unit goes faulty mainly due to water trapped in the Printed Card Board area water caused corrosion that lead to an incorrect pressure signal transmission. Recommendation to replace p/n J with an improved interchangeable p/n J

93 RELIABILITY - EXAMPLES Example of Corrective Actions 7X Smart Probe Air Data Sensor Smart Probe and its four different PN s available (LH/RH side) had 7 unscheduled removals in For Falcon 7X, it leads to 2 x AOG s and three replacements in Sep/Oct/Nov Some of these replacements included the new smart probe design 2015G2H2BR-4. Dassault issued FSA R03-A, SB 7X-285 and has been released to install the latest ADS Smart Probe design. Although this SB is recommended to be complied during the next 4A Inspection, current logistics now allows supporting an earlier compliance. Dassault is still continuing to investigate the high rate of failures and NFF among these ADS Smart Probes, and an action plan is in progress to avoid any unnecessary removals. Smart Probe P/N 2015G2H2BR-4 has been replaced on all Falcons in the Luxaviation fleet with improved performance.

94 SUMMARY Reliability is a completely understated function within Corporate / Business Aviation Bringing smaller companies together would massively enhance the reliability reporting allowing more accurate trending, providing: Greater fleet numbers More Flight Hours and Cycles More noticeable Reliability trends is, after all, engineering in its most practical form Data spread across different platforms James R. Schlesinger Safety Review Board (SRB) advisories Ultimate cost savings Some Business Aircraft OEM s are producing reliability data, but this does not always align with your operation There are huge advantages to be gained for your operation from actively participating in a good Reliability Program.

95 JUST FLY. WE LOOK AFTER THE DETAILS. Worldwide. Thank You

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97 MEL Pilot Threats & Errors Lack of currency with the document Lack of guidance Paperwork Interpretation of the wording Environment at the time Operational/Client Pressure Multiple Inoperative Items Rectification Interval Extension 97

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99 Why is it on the agenda? No change in statistics Update of CAA HF strategy/action plan Review completed by end of 2017 Focus on our internal capabilities Collaboration with industry Performance Based Oversight Risk picture 99

100 HF, SMS and Root Cause 100

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102 Airworthiness HF Strategy Review of HF programmes Root cause analysis HF/SMS integration 102

103 In-depth HF Audits 376/2014 Occurrence reporting Just culture Competence Assessment Manpower Planning Training Quality System 103

104 Root cause analysis Developing surveyor training First to run on 31 st Jan 1 st Feb 2018 Guidance to be published Root cause seminar late

105 HF/SMS Integration Key to PBO SMS assessment Frist completed in Nov 2017 Four further SMS assessments in 2018 EASA Part CAMO SMS requirement late 2019 Surveyor SMS training in 2019 HF/SMS seminar mid 2019 Pt 145 & Pt 21 SMS integration 105

106 In-depth HF Audit Organisational change Too many projects Not using the change process as part of SMS HF not considered during day-to-day activities High staff turnover at all levels Newly promoted staff without supervisory experience Occurrence reporting and Just culture Engineers knew how to report but did not trust the organisation 106

107 In-depth HF Audit Good competence assessment but not linked to Manpower Planning Good continuation training but engineers thought it was always the same Quality System Compliance and safety disconnected No capability for trending/identification of repeat findings Root cause analysis inadequate 107

108 SMS assessment AOC with Pt M and Pt 145 approvals SMS well established Most principles operating Effective hazard identification Clear management commitment to safety Evidence of self-reporting of maintenance errors Unclear safety objectives Disconnect between Safety and compliance Management of change not working Just culture - perception of shop floor staff does not match the organisational behaviour 108

109 109

110 Channels Many ways we communicate / share information - including: Website Publications Social media Alerting systems notifications Specialist media Stakeholder owned channels e.g. forums 110

111 Website Dec 2015 moved to new system that allows more flexibility Much of content was updated / rationalised at that time Aim was to make information available by industry sector rather than CAA department Trying to ensure each area of the CAA is now much more responsible in updating its information 111

112 Skywise alert system 112

113 Why change Stakeholders Views 2014 stakeholder research told us that people would like improvements to the current system (Information Notices etc) They wanted information to be more targeted And they wanted the information to be clearer and better presented Plus they want us to make best use of available technology 113

114 So what did we do? 114

115 Information Alerting System Skywise is accessible via the web or a free mobile app for ios or Android phone or tablet plus tailored s Stakeholders can subscribe to receive updates about specific areas Has now replaced information notices and publication alerts Airworthiness Directives and Safety Notices will remain unchanged for now 115

116 Information Alerting System Available to more stakeholders e.g. tour operators, public event organisers Helps ensure that people have the current guidance for their area Users can subscribe to one or more categories Alerts provide a summary and link to our site or elsewhere for more information 116

117 Website Web system holds all alerts no need to subscribe if you don t want to Or subscribe through website to get alerts Replaces subscriptions system on CAA website 117

118 App Free download from App stores Personalised to user: Logon Choose categories Priority alerts 118

119 Graphical HTML from industry standard mailchimp system Auto generated at same time as alert Uses same subscriptions Stakeholder can choose app or s or both 119

120 Process For use when stakeholders need to be notified immediately Desire to send out far more alerts than previous IN system Need to be targeted we need to know exactly who the audience is Alerts are around 100 words max and can contain links to websites / PDFs Idea is to drive people back to website for full info Plus info then still on website for those not subscribed to system 120

121 Skywise Future We will monitor the use of the categories and the uptake of alerts That way we can modify the system to users needs Feedback welcome on what changes you want to see or areas you want alerts on 121

122 Overall future improvements Continue to work to develop channels and investigate new solutions New project to look at how publications are produced / made available Other internal work to improve coordination over stakeholder management Long-term work internally to address how we communicate to suit various audiences Feedback welcome either via your normal CAA contacts or to content@caa.co.uk 122

123 123

124 Shared Service Centre (SSC) and Why? The Shared Service Centre is our customer focused 'one stop shop', providing a single point of contact for customers requiring multiple services from us. We provide them with an enhanced and timely experience, whilst delivering efficiencies for our business with a more robust approach to quality and data management. To meet a key strategic aim ensuring the CAA is an efficient and effective organisation which meets better regulation principles and gives value for money. To improve stakeholder value by adopting a Customer/Stakeholder focussed service model. To modernise our processes so we are easier and more efficient to work with. To move to a SSC covering both stakeholder facing front office services and back office capabilities to release expert resource to achieve greater operational efficiency. To move to our preferred channel for delivery of transactional services being online to improve customer service experience and reduce the cost of the CAA to industry. To meet the financial needs of CAA to support the funding for the over arching transformation programme and ongoing demands of the pension scheme. Enhanced and wider skills for the colleagues working in the SSC, where Service Excellence is core to the working principles and services they deliver. 124

125 SSC story so far 125

126 Successes & Improvements What has gone well Stabilised and control of processes, better understanding and visibility of the end to end processing time Newly formed management team, that has momentum and desire to deliver service excellence Team members engaged with visual management and daily huddles to discuss workload, priorities etc Reducing single points of failure through cross training ongoing process Starting to see a service culture ethos Proactive internal placement of SSC resources promoted to other parts of the CAA What needs improving Processes and controls immature, embedding the right measures and behaviours takes time Standardisation, improved training and documentation to improve quality and reduce inconsistent information provided Turnaround Times, joining up both SSC and wider SARG activity to ensure service expectations met Forecasting we need to build better relationships with our Stakeholders to engage them about proposed volumes for the next 1-2 years to enable the SSC to be prepared Stakeholder Management regular contact with Stakeholders to gauge service provision, future requirements, points of contact and escalation etc Next Steps Continue to develop our approach through measuring the correct things, improving transparency, and involving staff in improving and documenting their processes Continue recruiting the right calibre of resource, ensuring both capability and cultural fit with the CAA values 126

127 SSC Team Functions Overview Shared Service Centre Richard Hallett Technical Governance & Support Martine Freeman Scheduling & Business Services (Interim) Richard Hallett Aviation Services Germaine Faulkner Business Intelligence Martin Ross Account Management Amy Agent 127

128 Team Functions Overview 128

129 Team Functions Overview 129

130 Team Functions Overview 130

131 Organisational Development 131

132 Count Certificate of Airworthiness Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec C of A Fast Track SLA within 15 days for SSC to process maintained. We are in the process of training new Technical Standards Surveyors that joined in Fast tracks are still high and impact on TAT times as we prioritise 132

133 Count Export Certificate of Airworthiness Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Export C of A Fast Track 133

134 Count EASA Temporary Permits to Fly Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec EASA Temp Fast Track Temporary Permits to Fly SLA 5 days Where there are no issues with the application permits are issued within 5 days 134

135 Engineer Licences Initial Issues 2017 UK 40 UK - Initials Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec UK Volumes of UK Initial Issues for Engineering. 135

136 Engineer Licences Renewals 2017 UK 300 UK - Renew/Reval Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec UK UK applications for renewals 136

137 Apps Reviewed by Surveyors UK Accepted Rejected % 49% % 39% 25% 18% 13% 7% 11% 5% 32% 29% 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Applications requiring technical assessment by SSC Technical Standards Surveyors Rejections are reducing as we continue to host SSC visits & share knowledge 137

138 TOP Rejection Reasons UK Error Descriptions: B003 The applicant has not provided sufficient supporting evidence as required for licence issue, a number of ATA chapters require additional information or are missing in content. 66.A.30(c) B008 Insufficient supporting evidence supplied demonstrating on-aircraft skills as indicated below. B012 Troubleshooting and fault diagnosis in the chapters applicable to the license. B011 Composite structure /skin damage assessment and repair. B010 Metal structure /skin damage assessment and repair B003 B008 B012 B011 B010 Top 5 reasons for UK rejections 138