Cathay Pacific Airways Ltd.

(Cadet Pilot) -
2nd Stage Interview Preparation
Workshops
 Outline
► Cathay Pacific Airways Ltd
 Corporate Background
 Aircraft Fleet & Destinations
 Cadet Pilot Programme
► Selection Process of Cadet Pilot Programme
 Flow
 Past Questions
► General Guidelines
 Presentation
 Interview
Page 2 of 75
 Selection Process
Start ► Application
► Stage 1
 (Day 1) English Test, Aptitude Test,
Reasoning & Presentation
 (Day 2) Panel Interview
► Stage 2
 Whole Day Assessment Centre
► Stage 3
 Management Interview
► Stage 4
 Flight Grading in Adelaide, Australia
► Offer
End
Page 3 of 75
Cathay Pacific Airways Ltd
► Corporate Background

► Aircraft Fleet & Destinations

► Cadet Pilot Programme

 Vision
► Vision : to make Cathay Pacific the most admired
airline in the world
 Ensuring safety comes first
 Providing Service Straight From the Heart
 Encouraging product leadership
 Delivering superior financial returns
 Providing rewarding career opportunities

http://www.cathaypacific.com
Page 5 of 75
 Background
► International Airline, founded in 1946 (60th
anniversary in 2006)
 Registered and based in Hong Kong
►Corporate headquarters at HK International Airport
 Scheduled cargo and passenger services
 102 destinations worldwide;
► >20 in China (through subsidiary - Dragonair)
► Global network with oneworld partners( > 570 destinations)
 CX and its subsidiaries employ 18,800 people in HK
►over 25,100 people worldwide
Page 6 of 75
 Fleet operated
Aircraft operated by CX 102
Boeing 777-300 12
Boeing 777-200 5
Boeing 747-400 22
Boeing 747-400 BCF 5
Boeing 747-400 freighters 6
Boeing 747-200 freighters 7
Airbus A340-300 15
Airbus A330-300 27
Airbus A340-600 3
Average age of passenger aircraft in service 7.0 years
Page 7 of 75
 Aircraft
 Be sure you are very familiar with different
types of aircraft! (inside, outside, key
features) Refer to
►http://www.cathaypacific.com/cpa/en_INTL/aboutus/
cxbackground/fleetlandingpage
for details

Page 8 of 75
 Cadet Pilot
► Cadet Pilot Programme Started in 1988
 230 CX trained local pilots

► Job Nature
 Ultra long-haul flights (B747-400 / A340)
 Act as a Cruise Relief Pilot
 Occupy a pilot’s seat during cruise

► On Job Training & Annual Examinations

 Simulator practice / check (every 6 months)
 Annual Medical Examination
Page 9 of 75
 Selection Criteria
► Motivation & Aspiration
 Interview Screening
► Social Relations & Personality
 Group Discussion performance
► Leadership & Team Spirit
 Group Discussion performance
► Communications (Written / Oral)
 Very clear spoken English, very acute listening abilities
► Judgment & Problem Solving
 Flight Planning
► Technical Aptitude
 Interview and written Test
 Australia Training & BAE Flight System Test
Page 10 of 75
Cadet Pilot Programme - Training
► Flying Training in Flight Training
Adelaide
 60 weeks : Training + Testing
(80% + pass?)
 Content :
► Ground school
► Flying
► simulator
(Note : All expenses paid)
Page 11 of 75
What a Cadet Pilot have to learn :
► Flight Planning ► Air Law
► Instruments ► Human Performance &
Limitations
► Meteorology
► Airframe Systems
► Navigation
► Engines
► Radio Navigation
► Loading
► Performance
► Principles of Flight
► Aerodynamics
► Electrics & Automatic
Flights
► Aircraft Type BE76
Page 12 of 75
 Flying Training

Grob G115 Duchess BE-76

ab initio training multi-engine IFR training

Socata TB-10 Tobago

basic & intermediate VFR
navigation training Mudry CAP 10
specialist aerobatic aircraft
Selection Processes
► Flow
► Past Questions
 Flow of Stage 2
Start
► Personality Test 45mins
► Numeracy Test 30mins
► Job Knowledge Test (based on the book given) 45mins
► Group Exercise 60mins
► Flight Planning Exercise 90mins
► Panel Interview 60mins
 General - by HR Manager

 Technical - by Captain
End
Page 15 of 75
 Personality Test
► PH16 Personality Questionnaire Test (Oxford)
► 45 minutes
► 168 Questions
► At the end of day interview, part of results will be
used for interview question to validate your
answers
 Questions will be in the form of behavioural /
situational questions on leadership, teamwork or
others they found doubt (too high, too low)
Page 16 of 75
 Numeracy Test
► 30 minutes
► 33 Questions
e.g. If James earn £5000 per annum, Phil earn
£8000 and Peter earn £1300, how much
does Peter earn more than James?

► Mustbe fast. Number of questions more

than time allowed

Page 17 of 75
 Job Knowledge Test
► Based on the book “Aviation Knowledge”
► 45 minutes
► 50 multiple choice
 7-8 questions: out of the scope of the
book
 ~ 5 questions: about Cathay Pacific
(To prepare, read company website & news:
http://www.cathaypacific.com)
Page 18 of 75
 Group Exercise
► 4 ~ 6 candidates in a Group, 3 Observers/Assessors
► Each one would get information slightly different from
others
► 1st phase of discussion would be more on building up a
complete picture of the case
 So be sensitive to the information of others. Ask questions to
ensure others understand what you say and your
information provided.
 No need to compete for leading the group at this stage.
Show a balanced participation.
► 2nd phase : Development of solution/recommendation.
 Need consensus and conclusion.
Page 19 of 75
 Case in April 2006
► 60 minutes (preparation + discussion), 4 candidates, Language: English
► A case of selecting 4 astronauts from 9 candidates for a new space
mission.
 1st phase of discussion: Getting information from the others to build up a
complete picture of the case and the criteria to be an astronaut, such as
weight, height, physical ability, psychological & emotional stability, military
background etc.
 2nd phase : Based on the criteria to be an astronaut, discuss and select 4
astronauts from 9 c.v..
► After the discussion, present the result (The group will decide which
candidate to present)
 Remarks: the result could be
► A. No consensus
► B. Consensus
 If no consensus, individual candidate to present and give comment on their
choice.

Page 20 of 75
 Suggested method for
managing the discussion
1. Establish a common ground of selection criteria
 Suggest to go through the selection criteria to ensure
everyone has the same set of criteria with the same
description or importance attached to it.
 If there are differences, first find out the common ones,
then identify the differences. Agree on the differences on
what to take as more important. Then overall rank the
importances of the common ones and those later agreed on.
 If no difference, then overall rank in terms of importance.
2. Valuation/Assessment of each of the 9 candidates
 Use the CV of each candidate to identify suitable factors and
put in assessment matrix.

Page 21 of 75
Suggested method for managing the discussion …
(Cont’d)

Matrix Example :
Factors (rating 1 – 10) Total

Candidates Physical Emotional Remarks

Health Stability
1 - 10 1 - 10
1
2

Page 22 of 75
 Suggested method for
managing the discussion … (Cont’d)
3. Allow 10 minutes to conclude to a
common consensus and prepare for
presentation.

4. Agree on division of presentation

work. Try if each one get an equal
share of time to present one part.

5. Good quality to demonstrate : Able to

lead, and organize if required and
follow group process if required.
Page 23 of 75
 GAPAN/EPST
RANK APTITUDES & PERSONAL
CHARACTERISTICS
1. Team Working Skills
2. Aircraft Handling
3. Leadership
4. Personality
5. Customer Awareness
6. Technical Knowledge
7. Education
8. Presentation & Appearance
9. Previous Employment
10. Family Background Page 24 of 75
 Case in Previous Years: 2005 & 2004
► 60 minutes
► A case of finding a General Manager for a
newly acquired/develop hotel resort in
South Pacific.
 Case nature is like developing the job
requirements and candidate specifications.

Page 25 of 75
 Suggested Answer
► Job Requirement
 Define/formulate hotel resort business positioning,
strategic direction business plan
 Define marketing, sales, promotion plan and
execution strategies
 Set up operation guideline and plans :
► For operation (e.g. F&B, front desk, room service,
marketing, promotion, purchasing, finance &
accounting, customer relations, quality control
system, and HR systems)
► Develop business plans and financial (P/L)
projections & etc.
Page 26 of 75
 General Manager
(Candidate) Specification
► (Example)
 Seasoned hotel manager with 15 - 20 years of experience with
at least 5 years at GM level fully responsible for the operation,
P/L and growth a sizable 5 star hotel (or groups) with (e.g.
1000+) rooms or US$ (annual turnover).
 With formal education in hotel management or business
management preferably at post graduate level from reputable
schools.
 Well versed in hotel business program execution control and
quality up keeping to attain required P/L & growth targets.
 Strong interpersonal and communication skill in motivating and
leading the hotel team for success.
 Internationally mobile.
Page 27 of 75
 Flight Planning Exercise
► (In pairs of 2) Your role as glider pilot.
 Fly from point A  B before sunset.
 Take off time: between 0800 & 0900
 Information on distance, weather, wind and other data given.
 Your role is to plan the route.
 While you plan and give answer, information and data given will change and
you have to respond to change in giving new answers.
 Exercise continues for about 90 minutes.
 You need to calculate accurately and react fast while discussing and working
with your partner.
 Fast pace, keep calm and clear mind.

For general guideline, please visit:

http://en.wikipedia.org/wiki/Flight_planning.

Page 28 of 75
 Panel Interview
► A panel of 2 (1 HR, 1 Pilot)
► General and Technical Question
 Technical questions related to flying, aeroplane
and aviation

► The pilot interview will ask more and more in-

depth question until you don’t know.
 Just say so, if it is beyond your knowledge.

 Be honest, no need to be sorry.

Page 29 of 75
 General Questions
► Self-introduction
► What is your most/least favourite subject?
► Why do you think you are capable (to be a
pilot)
► Who is your best friend?
► What is your major decision in your life?
► Extra-curricular Activities
Page 30 of 75
General Questions … (Cont’d)
► Tell me about your family.
► Why you performed worse in A-level then
O-level?
► Why did you have an idea of becoming a
pilot?
► Can you tell me what you are doing
recently?

Page 31 of 75
 Technical Questions
► What is the weather today (Fog/Mist etc)
► How much do you know about control interface?
 What will the control interface when a plane is
climbing and turning right?

► What is the difference between Boeing and Airbus?

► What is the model of the plane parking outside CX
city/ (aeroplane model) on the desk? Explain
► What is weather radar system?
Page 32 of 75
Technical Questions … (Cont’d)
► What happens in the cockpit during a
flight?
► What are the 3 principles of aircraft?
► What is the aircraft model on the desk? …
Why do you think it's A330 and not B777?
► What should a tired pilot do during a long
haul flight?

Page 33 of 75
Advice from Previous Candidates
► Prepare the question well and be concise when
answering the questions.
► Technical questions asked are much more difficult,
more than the given information in the book.
► They look for candidate who could demonstrate
leadership skills and lead the group in the right
direction.
► The flight planning exercise test the candidates’
situational awareness ability, candidates should
maintain accuracy, never deliver an answer unless you
are 100% sure it is correct.
Page 34 of 75
Guidelines

Group Discussion
 Criteria and Assessment Framework
Adopted by Assessors
(from Actual Hiring Group Discussion Assessment
Criteria)

 What you said during the discussion will be written

down and evaluated by the assessor.

► Contributions

 Make sure whatever you say has delivered a “valid”

message/opinion or reached a target (e.g. invite
other candidates to join the discussion)
Page 36 of 75
 Assessors … (Cont’d)
► Organization of the Discussion
► Looks for signs of activities being directed towards the task:
 Structuring, as in suggesting how to tackle the problem or organizing the
discussion.
 Setting priorities for tasks to be completed
 Delegating certain tasks to individuals
 Suggesting changes from brief
 Moving the discussion forward
 Bringing the discussion back to the point
 Attempting to act as leader
 Using time management to adjust the schedule of activity
► Overall, the assessor decides how influential or ineffectual was the candidate in
influencing the form and outcome of the discussion.

Page 37 of 75
 Assessors … (Cont’d)
► Team Membership Behaviour

Evaluate candidate’s behaviour towards the other participants:

► showing tact, sensitivity and consideration and being treated as

an acceptable member of the group in return

► referring to what others say, understanding their points of view

► drawing others into the discussion and asking their point of

view

► praising others for their ideas and asking for their opinions

► smiling,
joking, eye contact and other non-verbal
communication indicating sensitivity

Page 38 of 75
 Assessors … (Cont’d)
► Quality

- How well did you grasp the essentials of the problem:

► identifying key issues for consideration
► suggesting a sequence of events that will work
► giving accurate information / data to the group
► understanding the implications of other people’s arguments

- offering positive / constructive suggestions to deal with issues

- producing original ideas, fluency, logic and insight.

► Candidates who do not contribute to the discussion will not receive any
points. Overall, the assessor decides if the contributions were put
forward sensitively enough to be acceptable to others and did the
candidate seem to be a popular Page
member
39 of 75
of the group?
 Group Discussion
Skills Assessed and Evaluated
Group Discussion Skills (Details refer to handouts)

► Planning
 Objective data and figures build up, fast construction
of overall view

 Quick assessment of different mixes and outcome

 Define problem, objective and solution expected

 Structure the discussion

 Control time Page 40 of 75

 Note :
► This is important especially for social topic
discussion. Without a plan, the discussion
could end up with no direction.
► You can demonstrate your planning skill &
leadership by suggesting framework &
direction

Page 41 of 75
 Group Discussion … (Cont’d)
► Leadership
 Encourage participation

 Able to steer in the planned direction

 Contribute and accept ideas

 Resolve conflict

Page 42 of 75
 Group Discussion … (Cont’d)
► Communication
 Express clearly

 Summarise correctly

 Listen carefully

 Tact and sensitive to underlying meaning

(able to dig it out)

Page 43 of 75
 Group Discussion … (Cont’d)
► Decision
 Reaction under pressure

 Quick assimilation of facts and data

 Draw on constructive ideas

 Merge ideas to formulate direction / decision

 Build up consensus

 Show confidence

Page 44 of 75
 Group Discussion … (Cont’d)
► Motivation

 Show enthusiasm; contribute

ideas and actively participate in
discussions

 Willing to provide leadership

Page 45 of 75
 DOs … (Cont’d)
► The DOs

 Step in and redirect the discussion when

necessary

 Be sensitive to the feelings of others

 Manage time

 Summarise at appropriate intervals and

move the discussion forward
Page 46 of 75
 More Resources for Your Preparation
1. Video tape "Two Whole Days" - a guide to what happens
during a two-day selection procedure at an Assessment
Centre. The video covers: social behaviour, written tests,
practical exercises, role-playing, giving presentations and
panel interviews.  Available at the Careers Library of our
Centre.

2. Business case studies - try on-line interactive cases at

http://www.mercermc.com/Join/Interview/ichome.asp

3. Presentation - more information can be found at the English

Centre's website at http://ec.hku.hk/epc/presentation

4. Book: "How to succeed at an Assessment Centre“ (Author:

Harry Tolley & Robert Wood) (available at the Careers Library
and Main Library)
Page 47 of 75
 Guidelines
► General Advice for Interview
 General Preparation Advices
► Go over your CV and application form before attending the
interview.
► Have enough rest and be prepared for a fast and intense
interaction, though a short one
► Take note of your time (at the start or at the end of the
day)
► Be yourself, keep natural eye contact
► Avoid undue gesture
► Support your answers by concrete examples
► Keep yourself abreast of business/current affairs
Page 49 of 75
 General Preparation Advices. . . (cont’d)
► Stay calm and relaxed

► Avoid giving standard answers

► Show your enthusiasm with clear voice, loud

enough for a one to one interview conversation,
steady pace and good structure of presentation.

► Prepare questions to ask at the end

► Get interview practice!

Page 50 of 75
General Preparation Advices. . . (cont’d)
► Listen carefully to the questions, and understand the real
concern,
► avoid answering merely “yes” or “no”,
► answer the question briefly but to the point,
► always match what you have to offer with the needs of the
job,
► answer the hidden questions,
► don’t pretend to know something that you are ignorant of,
and
► ask the interviewer to repeat the question if you do not
understand it - Paraphrasing

Page 51 of 75
Before interview, make sure you:
► Know yourself & organise good small 2-3
minutes answer on:
 Career goals, accomplishments, strengths,
weaknesses etc.
 Why should you be hired?
 Go over your CV and application form
before attending the interview.

Questions are primarily based on your past

job experience, ECAs and university life
Page 52 of 75
 Before interview, make sure you: … (Cont’d)
► Keep yourself abreast of business / current affairs
 (Listen to Audio replay
新城財經台－才俊群英會　 21st Jan, 06)
http://www.metroradio.com.hk/real-
radio/archive_media.php3?/popup/finance/best/20060121a.
wma ( 第一部份 )
http://www.metroradio.com.hk/real-
radio/archive_media.php3?/popup/finance/best/20060121b.
wma ( 第二部份 )
► CEO Interview: Mr. Hui, Dragonair
► Get his view on airline operation challenges & solution
► Prepare questions to ask at the end
Page 53 of 75
 Dress and Grooming
► Dress and groom like those who are already in
the job.

► No casual wear. (for students)

► Be conservative, including your hair style.

► For men working in an office, a conservative

business suit, white shirt and conservative tie
are always acceptable. For women, a simple
tailored skirt, matching jacket and blouse are a
safe choice.
Page 54 of 75
 Dress and Grooming . . .
(cont’d)
► For men, do you have a good looking light
colour tie, and a good looking, good quality
leather belt?
► For women, keep make-up simple, avoid
jewellery and perfume. For men, get a
simple hair style and shave.
► Keep nails clean.
► Be careful with bad breath and body odour
Page 55 of 75
 When you answer questions
► Listen carefully to the questions,

► understand the real concern, e.g.

 Question : what is your study

programme (or 2nd or final year
project) about?

Don’t just describe. Add elements of why :

your interest, what do you want to develop
(career) out of this.
Page 56 of 75
 When you answer questions . . . (cont’d)
► support your answers by concrete examples,
action and behavioural words – these are critical
for behavioural and situational questions,

► avoid answering merely “yes” or “no”,

► always match what you have to offer with the

needs of the job,

► Average time span for each answer: 2-3 minutes.

Page 57 of 75
 When you answer questions . . .
(cont’d)
► present a clear, precise picture to the interviewer (see
FORMULAs)
► answer the hidden questions, e.g.
A. Do you have any great disaster in your life?
OR
How did you manage a major change in life?
► The hidden question is :
How did you manage & recover?
How this changed your life?
Did you come out stronger?
Page 58 of 75
When you answer questions . . . (cont’d)
B. How did you deal with situation with diverse opinion?
► The real questions are :
What is your negotiation compromising skill?
How do you manage conflict?
A test on your skill when to push ahead and when to
pull back and how to coordinate to smooth out
differences.
► Another question example :
What makes a successful business development
trainee?
Page 59 of 75
 Develop your own questions

Page 60 of 75
 Typical Question & Answer Template
Question :

 Team work is critical to our project success.

What evidence do you have to prove that you
are a good team player?

 Or, Please quote / describe one of your

successful team experiences.

Page 61 of 75
 Typical Question & Answer Template . . . (cont’d)
Answer 2 : (Template for reference)

The team work project was the 2005 Feb HKU students Background

participation in the Chinese Lunar New Year Fair at the when

Victoria Park. what

The Chinese Lunar New Year Fair was the largest of this
type in Hong Kong somewhat like the mix of farmers
(flowers) and flea markets of the west lasting for about 1
week before the Chinese New Year. (You can skip this part
if the interviewer is a local HK born and educated manager.)
It is a market for both traditional Chinese New Year festival Market
items such as fresh flowers, modern and traditional Environment
decorative/entertainment items. The decorative items
section is a very good testing ground for new
entrepreneurial ideas. Page 62 of 75
 Typical Question & Answer Template . . . (cont’d)

Answer 2 : (Template for reference) … (Cont’d)

Set up
Coordinated by HKU Business Society, Students (society paid the
Arrangement
rent, participating student purchase their stock for sale and
manage the entire process bearing all the P/L with 15% and
profit to be paid to the Society) could form team and submit their
business plan for screening and selection (in 2 stages, a concept
plan first and more detailed business plan second). Show
objective &
Taking this opportunity I initiated to invite and form a group of
leadership
six students, mostly my good friends to test out some
merchandising ideas and to gain some actual business operation
experience. What
product &
I did the first initial concept plan of selling traditional Chinese why
festival decorative items of Chinese string knots ( 中國結 ) which
I have seen it being very popular in China (especially in Shanghai
and Beijing) in 2004 & 2005. Page 63 of 75
Typical Question & Answer Template . . . (cont’d)

Answer 2 : (Template for reference) … (Cont’d)

The concept was passed the first screening. To work on the detailed plan,
I needed to coordinate all members to meet and discuss. Problem began
to emerge at this stage. They included :

► Team members were too busy with their own work and it
was hard to get all together at the same time to meet. Problems

► Team members had different opinions on what items to

buy and sell because we had to bear the financial, risk of
P/L. Some agreed with the new concept of Chinese string
knot and some strongly preferred the safe items such as
wind wheels which were popular in the last two years in
HK. Page 64 of 75
 Typical Question & Answer Template . . . (cont’d)

Answer 2 : (Template for reference) … (Cont’d) How problem

To overcome these problems, I spent extra effort to was handled
initiate, coordinate and remind each number of all the via team
meetings. process
I had to handle questions and queries from members with
positive attitude, emphasising the learning experience on top of
the fun and potential financial gain.
Secondly, I had researched the China New Year consumer
purchase preference for last years and bought 3 samples first
Actual work
from a local boutique gift shop to show them to our team
in team to
member in order to demonstrate the appeal and potential of
get task
this new concept. Finally, 80% of our team member accepted
done
the idea and we arranged a team of 3 including myself to go
directly to the Guangzhou gift wholesale market for the bulk
purchase.
The execution part of the plan also posed many challenges to
us from pricing, promotion, store design, manning schedule,
cash collection, accounting record to preparation
Page 65 of 75 of statements.
Typical Question & Answer Template . . . (cont’d)
Answer 2 : (Template for reference) … (Cont’d)
We sorted these out by regular meetings and duties allocation on Further
a voluntary basis according to best fit of abilities. Without a formal team
process
leader, we worked more by consensus though I was given most
of the work on coordination and defining the problem we had to
tackle and get things done. Learning
In the end we learned a lot on
► how to sort out differences by open and honest discussion with clear definition
on problems to be solved.
► how to evaluate the pros and cons of a business idea and tested it in the real
market with real money involved.
► Consumer product sourcing in China.
► there is no star in a team and it will work better for team cooperation.
► Gain : We recovered all the costs (except man hour) and made HK$8,000
(assume) net profit. Page 66 of 75
 Typical Question & Answer Template . . . (cont’d)

Note:
 Quote from actual experience. Don’t
create.

 Experienced managers can trace and

sense make up stories.

 They have substantial real life experiences

and common sense to gauge your missing
parts if you create.
Page 67 of 75
 The Sandhogs Press
Conference Decision Tree

Page 68 of 75
 The Sandhogs Press Conference Decision Tree

A. Call off conference & hold construction B. Continue with press conference
Yes and Arrangement
Risk Analysis and Impact Options
Risks Impact
location in tunnel
► Corporate Immediate where
Impact on
Image & Real conference held
Causes of Risk Disaster (Gusher)
Damage
Immediate Low up stream flow
► Dirty Joint
& Real monitor (e.g. 60
► PR Risk Low
► Tightening of bolt miles upstream)
Immediate in different torques
► Huge Financial & Real re-adjust bolts
Cost $1m1Day ► Not enough bolts to Low with optimal
hold TML torque

Benefit ► TML too thin flex Low others??

too much
► Avoid risk High
on life & ► Spring Run
offset all Risk Matrix
risks
above. Spring Leak Gusher
Run

Last Year H H Yes

Decision
?
March

Last Year — H Yes

June

This Year H/M H/M ?

March

Page 69 of 75
 The Sandhogs Press
Conference Decision Tree

A. Call off conference B. Continue with press

& hold construction conference

Page 70 of 75
A. Call off conference & hold construction

Risks Impact

1. Corporate Image Damage Immediate & Real

2. PR Risk Immediate & Real

3. Huge Financial Cost Immediate & Real

$1m1Day
Benefit

1. Avoid risk on life & offset

all risks above.

Page 71 of 75
B. Continue with press conference
Risk Analysis and Impact
Causes of Risk Impact on Disaster (Gusher)
1. Dirty Joint Low
2. Tightening of bolt in different torques Low
3. Not enough bolts to hold TML Low
4. TML too thin flex too much Low

5. Spring Run High

Risk Matrix

Page 72 of 75
 Causes of Risk … Cont’d Impact on Disaster
(Gusher) … Cont’d
5. Spring Run … Cont’d High

Risk Matrix

Spring Leak Gusher

Run
Last Year H H Yes Decision?
March
Last Year — H Yes

June
This Year H/M H/M ?

March
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B. Continue with Press conference
Yes and Arrangement Options
Risk Analysis and Impact
location in tunnel
where conference
held
up stream flow
monitor (e.g. 60
miles upstream)
re-adjust bolts with
optimal torque
others??

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