Roger Lee
Director of Corporate Safety and Quality
18 April 2012

The Company
Growth of the business aviation dragons in Asia
The safety challenges and the opportunities
How is Metrojet managing these challenges?
Looking forward
I NTRODUCTION
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A BOUT M ETROJET
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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A BOUT M ETROJET
Workforce of 300+
Over 100 maintenance professionals
70+ pilots
40+ flight attendants
Flies to any destination in the world at the time required by the client throughout the year
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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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K EY R ISKS IN BUSINESS AVIATION - A SIA
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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O UR 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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W HAT IS SAFETY MANAGEMENT TO M ETROJET ?
FATAL
ACCIDENT (1)
MINOR INCIDENTS (29)
POTENTIAL HAZARDS
(300)

Excellence
Highest Standard
Consistent
CEO
Senior
Management
Commitment
Non-punitive
Independent CSQD
All staff’s duty to safety report
SAFETY POLICY – O UR STARTING POINT
Best Practice
Culture
Communicated
Every employee
Continuous Improvement
Front line staff supported by managers
Just
Willful misconduct unacceptable
Reviewed every 2 years 10

T HE 4 PILLARS OF M ETROJET ’ S SMS
1
Customer
Safety Policy and Objectives
2
Product
LEADING BUSINESS AVIATION
COMPANY IN ASIA
3
People
4
Operations
Safety
Assurance
Safety promotion
5
Finance
Safety Risk
Management
Best People ◦ Highest Standards ◦ Operational & Service Excellence
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

P ILLAR 1 - S AFETY P OLICY AND O BJECTIVES
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
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Performance monitoring and measurement - KPIs
Audits and Surveys
Management of change/ deviation
GOAL: Continuous Improvement…………
P ILLAR 2 – S AFETY A SSURANCE

P ILLAR 3- S AFETY P ROMOTION
Communicate Safety
Train and educate
Building our safety culture
To provide you with a SMS framework and basic principles that you can customise to meet the needs of your department
Whose responsibilities in these promotion/training?
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P ILLAR 4- R ISK ASSESSMENTS CRITERIA
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
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SMS ORGANISATIONAL S TRUCTURE
Our clients and partners : CEO, Senior Management, Department Heads, staff, customers
MSO
CSQD Core Team – the machine
FSO CSO FDM Flt Ops
“gatekeeper”
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W HAT DOES S AFETY MEAN TO US ?
Flight operations safety
(HK(AN)O, CAD360,
CAD 371, CAD382 etc)
Airworthiness safety
(HK(AN)O HKAR-1,
HKAR-145 etc)
Occupational Health and Safety (Labour laws)

S UMMARY
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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T HANK Y OU
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