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The Simplicity of Aviation Safety Management Putting Practical Ideas Into Practice - Airline Risk Management Bringing Risk and Assurance Together. Rob Kella - Chief Risk Officer. The Group - “Sum of the Parts”. Qantas Engineering. People. Qantas Airlines. Jetstar. Services (Airports and

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rob kella chief risk officer

The Simplicity of Aviation Safety Management Putting Practical Ideas Into Practice - Airline Risk ManagementBringing Risk and Assurance Together

Rob Kella - Chief Risk Officer

slide2

The Group - “Sum of the Parts”

Qantas

Engineering

People

Qantas Airlines

Jetstar

Services

(Airports and

Catering)

Finance

& Strategy

Loyalty

Qantas

Freight Enterprises

Risk and

Assurance

slide3

Board of Directors

Board Audit Committee

Board Safety, Environment and Security Committee

“Scope to Reach Across the Group”

Safety and Risk Leadership Committee (Exco)

Financial

Strategic

Risk Review Group

Safety and

Environment

Mgmt Committee

Risk and Assurance

Executive General Manager

Segment Risk and Assurance Personnel

Segment Risk/Safety Committees

Ongoing Management of Safety and Risks

Segment

Operations

Group Governance andRisk Management Model

slide4

Risk and Assurance

Chief Risk Officer

Aviation Medical Services

Occupational

Health and

Safety

Safety

Environment

and Fuel

Conservation

Risk

Internal Audit

Security

  • Aviation and occupational medical services
  • Medical advice (employees and passengers)
  • Occupational safety compliance and risk mgmt
  • People safety improvement program
  • Aviation safety compliance and risk management
  • Oversight of Group aviation safety standards
  • Environmental compliance and risk management
  • Environmental improvement programs (inclusive of fuel and non-fuel initiatives)
  • Risk management advice, consulting and reporting
  • Risk and assurance improvement program
  • Internal compliance and control
  • Corporate governance
  • Security compliance and risk mgmt
  • Group security services
  • Business resilience

Established in March 2006

Logical synergies across Risk and Assurance

slide5

Why?

  • Increasing complexity of external risk environment
  • Continuous pressure to change - related impact on the risks of doing business
  • Management demand for more timely risk information
  • Increasing/changing demands from regulators; further compliance requirements
  • Re-alignment of governance models within Group
  • Leveraging safety and risk management expertise across Group
slide6

Objectives and Supporting Activities

Improve visibility and awareness of risk

Sponsor/manage risk and assurance improvement initiatives across business

through:

Oversighting operations

Supporting Segments in complying with regulations and managing regulatory relationships

Providing timely risk analysis/reporting/advisory and assurance services

slide7

Supporting Safety Management - Flight Ops

Board Safety Committee

Risk and Assurance Representation

Qantas Airlines Safety Committee

Management Safety Review Committee (Flight Operations)

Escalate Risks & Trends

Type Committees (Each Fleet)

Common Information Source (AQD)

Case Study 1

slide8

Measuring Safety Management Performance

Process

Output

Outcome

Input

Measure overall riskiness of operating environment

Measure quality and effectiveness of safety management systems

Measure safety activity

Measure safety outcomes

Case Study 1

slide10

Ongoing Transformation Challenge

From

Decision Support

Percentage Effort

To

Protect/Create Value

Value for Money

50

Fieldwork and Reporting

50

2008/09

2005/06

Case Study 2

slide11

Current Improvement Initiatives

  • Align/re-engineer R&A activities (risk assessments, investigations, audits, etc)
  • Work with Segments to re-align/re-engineer their related activities
  • Roll out information system strategy
  • Further redesign advisory services by leveraging risk information
  • Utilise integrated risk information to work with regulators (increase awareness of risk management system); minimise potential for unnecessary regulation

Case Study 2

slide12

Business Behaviours,

Business Processes and Infrastructure

Data

Capture

Escalation

Management Review

Level of Detail

Monitoring and Analysis

KRI Scorecard

(Lead/Lag)

Where?

Integrated Management System (Control Framework)

Why?

Review Processes

Integrated Management System - Overall Design

Business

Performance

Incidents

Risk Assessments

Policy/

Regulations

Investigations

Audits

Case Study 2

slide13
Management review embedded in AOCs

Safety performance indicators developed

Mature safety information systems (eg, AQD)

Safety systems audit and safety investigation methodology and skills

Embedded operational risk assessment process

Expand scope to other operational areas across Group

Migrate to a broader risk control framework

Expand to provide interim/prototype solutions (eg, action tracking)

Develop common audit and investigation models

Integrate with a broader, common risk assessment model

Leveraging SMS Successes

Established SMS Process Elements

IMS Process Elements

Case Study 2

slide14

Ongoing Success Factors

Continued support/advocacy from the top

Organisational positioning

Culture that empowers safety and risk ownership

  • Organisation that embraces change
  • Culture that empowers sharing

Structured/disciplined processes