Part 147 Oversight

Mark Panton
Airworthiness Manager
8th December 2016
Airworthiness Overview

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 Performance Based
Oversight / Regulation

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Our Vision

To transform the CAA into a Performance

Based Regulator, working with industry to
evidently reduce safety risk across the
aviation industry.

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What is Performance Based Regulation
& Risk Based Oversight?
Some EASA definitions ;-

Performance-Based Regulation (PBR): A regulatory approach that

focuses on desired, measurable outcomes. (not just on compliance and not
just performance based - it’s a blend).

Risk-based Oversight (RBO): A way of performing oversight where planning

is driven by the risk profile as well as ensuring compliance, and focuses on
the management of .. risks.
Performance-Based Environment (PBE): An environment based on safety
performance indicators (SPIs) on which safety assurance as well as performance
based regulation and performance based oversight can be built.

Prescriptive Regulation (CBO) A regulation that specifies requirements

for mandatory methods of compliance.
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Airworthiness Overview

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Performance Based Regulation

INTELLIGENCE RISK OUTCOME ACTION CHECK FEEDBACK

Intelligence & data CAA view

Compliance
Our Actions and
Whistleblowers Performance CAA Risk register
Agree Desired (CAA SRB & SAG)
variations & Outcomes Leading
Agree
concessions & Indicators
Risk Internal & External
List Identify Assessment review meetings
Planned & Actions The KPI’s
unplanned changes
Entity Feedback to the
Actions organisation / entity
Incidents & Actions Delivered &
Entity
Accidents view Measured

Findings &
MOR’s

Feedback (Sharing knowledge and lessons learnt – Internally & Externally)

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The key benefits of PBR

• Improved understanding of the risks and clearer identification

of the required mitigations.

• More tailored oversight activities that focus activities on the

areas of greater concern.

• Efficiency through a better targeting of CAA resources.

• Our new approach and relationship should add value and

improve safety performance.

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PBO Process
2. On top of an entity’s
complexity, we use a 3. Based on all this, we
1. We assess variety of data and ‘risk choose the right type
how complex an pictures’ to assess the and number of
entity is (how risks associated with it interventions required to 4. We then use the Q-
big, how varied ensure sufficient Pulse system to develop
oversight a plan for oversight of
Sector risk
Highly picture the entity
comple
x
Incidents,
Other
accidents and
Quite sources
Internal
issues

complex review
meeting

Less complex Entity

performance CAA risk
data picture
(from EPT)

Overall
risk
picture
for
entity 5. Learnings from
oversight captured on
Q-Pulse and used to
inform our risk
pictures

At every stage, data and documents are shared and developed on SharePoint

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 Complexity Triangle – Part 147 Organisations

British Airways Plc

(UK.147.0001)
H LRTT Ltd (UK.147.0046)

Advanced Aircraft Training Limited (UK.147.0072)

Glennair Training Centre Ltd (UK.147.0034)

Air Service Training (Engineering) Ltd [Scotland] (UK.147.0002)

Advanced Aircraft Training Limited (UK.147.0072), KLM UK Engineering Limited (UK.147.0012)

Monarch Aircraft Engineering Ltd (UK.147.0018), City of Bristol College [Bristol] (UK.147.0007)
Rolls Royce plc (UK.147.0010), Virgin Atlantic Airways Limited (UK.147.0017)
Airline Maintenance and Engineering Training Limited (UK.147.0091),
Airline Training Academy UK Ltd (UK.147.0100), Civil Aviation Technical Training Solutions Ltd (UK.147.0077),
Aircraft Engineering Consultancy and Training Ltd (UK.147.0095), Airline Maintenance Training Ltd (UK.147.0025),
M Flybe Aviation Services Limited (UK.147.0004), Aircraft Engineering Training Solutions Limited (UK.147.0081),
Prestwick Aero Ltd t/a Ryanair Engineering Training (UK.147.0087), Thomas Cook Aircraft Engineering (UK.147.0069),
Thomson Airways Ltd (UK.147.0013),Altitude Global Limited (UK.147.0090), Command Pilot Training Limited (UK.147.0110)
Academy Aerotechnical Ltd (UK.147.0101), British International Helicopter Services Limited (UK.147.0079)
DHL Air Limited (UK.147.0092), Storm Aviation Limited (UK.147.0057), Angel Training Systems Limited (UK.147.0076),
Cardiff and Vale College (UK.147.0020), A2B Aero Ltd (UK.147.0103), Bostonair Technical Training Limited (UK.147.0085)
Bristow Helicopters Ltd (UK.147.0003), FB Heliservices Limited t/a Cobham Aviation Services, Helicopter Services (UK.147.0096),
Marshall of Cambridge Aerospace Limited (UK.147.0022), University Of South Wales (UK.147.0111)

Loganair Limited (UK.147.0037), Newcastle College (UK.147.0073), Prospects Training Solutions t/a Prospects College Aviation Academy (UK.147.0094)
A1 Aviation Training Solutions Limited (UK.147.0108), Airbus Helicopters UK Limited (UK.147.0041), Bond Offshore Helicopters Limited (UK.147.0112)
FR Aviation Limited t/a Cobham Aviation Services (UK.147.0033),H & S Aviation Limited (UK.147.0059),REH Aviation Ltd (UK.147.0093),
L Skywards Aviation Consultants (UK.147.0099), Marshall Aviation Services (UK.147.0088),Specialist Aviation Services Ltd (UK.147.0062),
Heli Air Limited (UK.147.0089), Mornington Sandford aviation (Training) Limited (UK.147.0074), Northbrook College (UK.147.0058),
Thales Training & Simulation Ltd (UK.147.0104)

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Findings Analysis

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All Airworthiness Findings

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Top 3 findings (all approval types)

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Part 147 Findings

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Part 147 Findings yearly comparison

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Part 147

The most common root cause groups were Process and Documentation.

The top four root causes were:

 Process ambiguous (4)

 Documentation incomplete (3)

 Documentation incorrect (3)

 Personnel - human error (3)

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Thank You

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Questions?

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