QUALITY ASSURANCE IN AVIATION FUELLING

1. QUALITY ASSURANCE IN AVIATION FUELLING A Majeed Al Gassab Operations Manager BAFCO PO Box 50500 Kingdom of Bahrain amgbafco@batelco.com.bh Tel: 00973329420 Fax: 00973336464

2. INTRODUCTION • Assurance Philosophy and Benefits • Types of Inspections • The Value of International Networking • Benefits of a Quality Assurance Programme

3. ASSURANCE: PHILOSOPHY AND BENEFITS • What are the risks and potential consequences? • Fuel quality problem leading to engine failure and aircraft crash • Human error leading to wrong grade of fuel or wet/dirty fuel • Equipment failure leading to loss of containment and major fire

8. MISFUELLING RISK Which Aircraft takes Avgas?

9. ASSURANCE: BENEFITS A strong assurance programme is essential to achieve the following goals • We need to eliminate incidents • The key to eliminating the catastrophic incidents is to eliminate all incidents and near misses • It is vital that the fuel meets the specifications to ensure it performs properly in the aircraft

10. QUALITY ASSURANCE This is “how we do it” at BAFCO • Self verification via internal audit programme with independent external verification • Technical Service Agreement with a major international aviation fuel supply company • Highly trained and professional staff

12. LEADERSHIP AND ACCOUNTABILITY • Systems in place to ensure integrity of design, construction and operational activities • Managers must be able to demonstrate their leadership and commitment by setting goals and objectives, ensuring adequate resources, designating accountabilities and involving the workforce through effective communications

14. RISK ASSESMENT • Need to ensure that a regular process of hazard identification takes place and that • Appropriate plans are developed and acted upon to prevent, or reduce the impact of potential incidents or accidents

15. FACILITIES DESIGN AND CONSTRUCTION • Continually enhance the inherent safety and security of our plant and equipment. • Minimise environmental and health risks • Ensure there are sound standards, procedures and management systems for the design, procurement, construction, start up and operation of our facilities

17. OPERATIONS AND MAINTENANCE • To ensure management of operations within established parameters delivering world class HSSE performance • That procedures are in place to control risks, especially those associated with non-routine operations • Environment impact is monitored and minimised • Redundant facilities are responsibly decommissioned with due care for safety and the environment

18. MANAGEMENT OF CHANGE • Ensure there is a system in place to effectively manage changes to processes, equipment, organisations and people • To ensure HSSE risks are at an acceptable level and operational efficiency is enhanced • Ensure that all changes are made on the basis of strong technical evidence and wisdom • Ensure all changes to legislation are taken into account

19. RETENTION OF INFORMATION • Ensure up to date and accurate records are kept of design, modification and operation of: • Processes • Facilities • Materials and products handled • Potential HSSE hazards and regulatory requirements • Ensure this information is readily available to those who need to refer to it

20. PERSONNEL AND TRAINING • Ensure that only carefully selected and trained personnel are employed • Ensure there are effective processes in place to regularly assess their performance and provide coaching guidance and corrective action where necessary • Ensure personnel have a strongly positive attitude to HSSE, operational integrity and customer focus

21. CONTRACTORS • There should be processes in place to assess the capability of contractors employed in the operations • That they are working to adequate and agreed standards • That they adopt the same attitude to HSSE

22. INCIDENT INVESTIGATION AND ANALYSIS • That all incidents and near misses are reported, effectively investigated to identify their root causes and that appropriate action is taken and followed up • That lessons are learned and shared to help prevent recurrence

23. EMERGENCY PREPAREDNESS • Emergency Plans are essential together with appropriate equipment, facilities and trained personnel • Should consider potential incidents involving security or safety and all necessary actions for protection of personnel, public, the environment and assets • Ensure that plans are practiced and reviewed regularly

24. SAFETY MANAGEMENT • Regular monitoring of HSSE performance with targets set for continuous improvement • Ensure adequate management processes are in place and working • Involvement of external expert parties where they can add value

26. PRODUCT STEWARDSHIP • Operations staff should be aware of the health safety and environmental hazards associated with all products handled for the complete life cycle of the product • Incidents should be investigated and corrective action taken • A system for recall of unsafe products should be in place

27. INSPECTIONS: TYPES • International Inspections • Airline and Defense Force Inspections • Local Inspections • International Quality Assurance Audits • Local Internal Quality Assurance Audits • Management Site Safety Tours • Planned Maintenance • Pre-use Inspections

28. INSPECTIONS: WHY? • To have a piece of paper on file? • Yes – it is important to have evidence that inspections have been performed • But this is not the main reason • To ensure standards are maintained? • Yes to correct deviations • Therefore to avoid incidents

29. INSPECTIONS: PURPOSE • To ensure the staff understand as much as possible about • What they are doing • Why they should be doing it • Demonstrates the commitment of the Inspecting Body to ensuring the maintenance of high standards

30. INSPECTIONS: FOCUS • Assist people as much as possible in understanding their activities • Should trust them to follow the agreed approach as far as is possible • Assist them in overcoming obstacles to progress • If there is a major problem may close the operation

31. INSPECTIONS TECHNIQUES • Open questions and active listening • Avoid being judgmental • Let people have their say and listen carefully – after all they know more about their operation • Ask “what if” questions to help people understand why things should be done in a particular way • Make use of inspector’s broader perspective and experience • Gain commitment to recommendations before leaving • Opportunity to comment performance

32. LOCAL INSPECTIONS • Good practice to implement local inspections • Follow similar technique as for International Inspections • Aim to highlight and correct any issues on an ongoing basis

33. MANAGEMENT SITE SAFETY TOURS • Demonstrates Management Commitment to safety • Management should lead by example and not expect others to do what they are not prepared to do themselves • Used to identify • Unsafe Acts, Unsafe Conditions, Equipment Deficiencies, Impact of Change, Imperfect Solutions to Previous Problems

34. PLANNED MAINTENANCE • Pro-active, pre-planned work performed without knowledge of defect • Examples: lubrication routines, filter cleaning, painting, valve maintenance • Requires a clear definition of work to be done, frequency and record keeping

35. CRITICAL PARTS INSPECTIONS • Identify Critical Parts via a structured survey of all equipment • Identify items where failure could lead to major problems or loss • Assign inspection frequency according to probability and severity of failure and manufacturer recommendations • Designate inspection responsibility • Develop inspection check list and record card

36. PRE-USE INSPECTIONS • Applies to: • Replacement of critical parts • Checking of equipment where proper operation is vital to safety e.g. cranes, fork lifts, fuelling vehicles, atmosphere testers • Develop check lists of essential items eg, brakes, lights, tyres • Report and follow up

37. INTERNATIONAL NETWORKING • A key to success in BAFCO • Networking means that lessons only need to be learned once in the world • BAFCO can benefit from the global reach of its partner which due to its scale can employ many true “global experts” who lead and shape the industry • Helping ensure BAFCO remains a LEADING WORLD CLASS OPERATION

38. INTERNATIONAL QUALTITY ASSURANCE PROGRAMMES BAFCO has recently completed transition to ISO 9001 – 2000 (there are alternatives) • Management commitment • Customer Focus • Continuous Improvement • Control and assurance • Adds rigueur to all management processes

39. QA: MANAGEMENT COMMITMENT Ensures Top Management are committed to quality assurance by • Communicating to the organisation the importance of meeting customer requirements, company and legal standards • Establishing and living the Quality Policy • Ensuring Quality Objectives are established and met • Conducting regular Management Reviews • Ensuring the availability of resources

40. QA: CUSTOMER FOCUS • Ensures Customer Requirements are determined and met with the aim of enhancing Customer Satisfaction • Must also include consideration of those aspects of customer service that are essential for effective delivery but not necessarily stated by the customer • Statutory and regulatory requirements

41. CONTINUOUS IMPROVEMENT • Documented process • All suggestions evaluated and tracked • Close out • Audited under QA System

42. QA: CONTROL AND ASSURANCE • Ensures that procedures are in place for all tasks • That controls exist to ensure all documentation is current • Internal Auditing to check performance and recommend improvement • External Auditing to ensure the system is applied correctly and consistently and recommend improvements based on broad experience of other and varied organisations

43. SUMMARY There are significant hazards in this industry and we must have a highly effective system to assure ourselves that all the risks are identified, measures are in place to manage them and that these measures are working