The idea of safety is not to paralyze, slow down or make difficult the activities surrounding the aviation industry. Safety measures, on the contrary, will improve efficiency, reliability, reduce fatalities and booster confidence in both the pilots and the passengers on board for a happier, more fulfilling and profitable aviation business.
This book report seeks to highlight some key areas that have to do with safety operations and safety management system, analyze some of the safety gaps in the BCC aviation line and offer plausible and economical medium and long term solutions to the challenges for a better and improved BCC operations.
The terms of contract for pilots do not seem spelled out especially where matters of flight hours allowed per pilot per period of time and the chronology of those man hours. In addition, holidays and sick leave days as part of work processes are not entrenched in the terms of contract and are therefore unenforceable as even Nick himself admits that “I can’t get these guys and gals to go home even when they are sick!”
There are instances where new pilots are given flight operations that are unchecked or unsupervised and procedurally speaking new pilots would require some level of orientation and supervised work operations for their own safety and the safety of others. Work processes and procedure stipulate how things are done, when they get done, who does them and where they are to be done. Processes and procedures bind people to acceptable safety mechanisms that not only keep them and others safe but also ensure stability and efficiency of work.
b) Flight operations safety procedures
The company lacks a clear training policy for its pilots. The selection criteria and vetting mechanism is also lacking and is largely dependent on what Nick considers as fit for training. “Except for causal once a year check rides there isn’t much training unless a pilot has an incident that comes to Nick’s attention.”
The helicopters are sometimes overloaded and that is an outright safety flop that could prove catastrophic at any time of the journey.
The helicopters’ state of repair is also unconvincing with such issues as lose doors and dangling cargo belts and unused safety belts while on a flight.
The company seems to have overlooked other safety operation procedures such as precautions for over-the-water flights where passengers are given simple life vests instead of opting for the more efficient and safer “pop-out” floats installed on the helicopters.
c) Support system for pilots and staffing
There seems to be a disconnect between the actual flight operations and the management support mechanisms for coordinating the company.
The company does not seem to have clear communication lines for important information.
The company also lacks a specific and specialized support staff that can coordinate important support functions such as: keeping a closer look at the weather constantly, radar for direct communication with pilots who are en-route, routine check on fueling stations, flights booked and up-to-date safety and travel information for pilots, passengers and mechanics.
Information flow is not only lacking but that even when the information is available very few staff pay attention to it.
The assertion that “Nick doesn’t have enough time to deal with flight operations” speaks of a lack of enough support staff to help coordinate the ‘detail’ duties that could keep the company operating smoothly. This is also confirmed when...