Seacor Holdings Incorporated

B u i l d i n g V a l u e – N a s d a q: S B L K

1ERA. SETTING STANDARDS IN OFFSHORE AVIATION. 1Seacor Holdings Incorporated

Prepared for:

Aviation Human Factors and SMS Conference: Real-World Flight

Operations and Research ProgressMarch 31-April 1, 2009


2ERA. SETTING STANDARDS IN OFFSHORE AVIATION. 2

Overview

Brief overview Era Helicopter's History

Safety Management System

Safety Case (Risk Management)

Fundamental necessities for a successful SMS

Questions



Era’s History 1948: Founded in Alaska for federal land surveying

1970s: First civil operator approved for instrument flight in Alaska

1972: First Era flight in Gulf of Mexico

1978: Lake Charles division and Alaska airline open

1992: First American helicopter operator to work in Russia

2005: SEACOR buys Era

2006: Seacor/Era Leads the Industry in Fleet Modernization

2007: 1st Commercial Helicopter Operator with FAA approved FOQA Program (Flight Operations Quality Assurance).

2008: Era introduces EC-225 to Gulf of Mexico Operations.



Safety is a core business and personal value

Safety is a source of our competitive advantage

We will strengthen our business by making safety excellence an integral part of all flight and ground activities

We believe that all accidents and incidents are preventable

All levels of management are accountable for our safety performance, starting with the President

Fundamental beliefs at Era are:



Safety Management SystemOverview



SMS Model(typical Quality Management System Model)



PurposeTo systematically defines & manages:

Policies Responsibilities Standards Resources Procedures Processes Controls Ensures Continual Improvement

Insures risks inherent to operations are managed to As low as economically and operationally

reasonable



Era’s Safety Management System

Adapted to be compliant with OHSAS 18001 & ANSI-Z10

The Era Helicopters SMS is founded upon established quality principles that are generic to the aviation industry and to complex industries outside of aviation.

These principles are contained in the following “Safety Management System Elements”:



SMS Elements

Management Leadership & Commitment

Policy & Objectives

Organization & Responsibilities

Hazards & Effects Management, includes Management of Change (Risk)

Planning & Procedures

Implementation & Monitoring

Audits

Reviews



Goals To safely operate fully airworthy aircraft

To create a positive safety culture and working relations within Era and its clients

Increase customer confidence with Era Helicopters to provide safe and efficient air transportation

To set the organization, it’s teams, and individuals up for success and minimize failures

To prove that safety is being managed as a critical business function and that the organization is showing “due care” countering the potential for loss of life or damage to property or reputation



Communication Employee Safety Meetings

Monthly Safety Review Meetings Minutes

Quarterly Audit Review Committee Meetings Minutes

Safety Council Minutes

Safety Newsletter (The Standard Approach)

Era e-Reports a Web based Safety Information System (AQD)

Informal gatherings (staff meetings, etc)



Audits

Comprehensive Internal Evaluation Program Findings tracked to completion Monitored by the Audit Review Committee

Two Tiers of Internal Audits Company Auditors Base & Area Managers

Customer Audits

Government Audits

Third Party Audits (upon request)

Findings tracked via robust database allowing for in-depth trending (AQD)



Era Helicopters, LLC

Safety Cases“Risk Management”



Safety Case

Risk Management is documented

Covers specific operational activities to include documenting hazards and effects and demonstrating ALARP.

Safety Cases are done for specific locations and / or activities to minimize associated risks.



Structure of Era Helicopters’ Safety Case

Management Summary and Introduction

SMS Elements Pertaining to the Safety Case

Safety-Critical Activities covered in the Case

Description of the operations covered by the Case

Hazard Analysis and Hazard Register

Remedial Action Plans to improve shortcomings

Conclusions and Statement of Fitness

Local specific information and actions



Bow Tie




“Executive commitment”

Committed to provide the necessary funds to implement goals and strategic objectives

Informed involved in the management of the processes.

Holds Senior Management accountable for their responsibilities within the Management System

Insists on maintaining a Just & Learning culture throughout the organization




“Management involvement”

Mentors direct reports to insure transparent reporting and investigation processes are maintained

Insures processes within their sphere of responsibility are completed

Holds direct deports accountable for their responsibilities within the Management System processes

Always uses the concept of the Just & Learning Culture when dealing with employees




“Supervisor and Employee ownership”

Must be made to feel that the programs & processes are theirs

Feels comfortable reporting concerns or hazards to supervision or management

Kept informed of their concerns

Kept informed regarding system processes



YourSafety Management System

Keep it simple

Sophistication of your SMS will depend upon the size and complexity of your organization

Must include all elements of the SMS

Everything must be documented (simple is better)

Tough in the beginning but worth the effort in the long run



JUST CULTURE DIAGRAM

Was the job understood? Knowingly violated procedures?

Was the action as intended?

Were the results as intended?

Are the procedures clear?

Pass substitution test?

Defective training or selection experience?

History of violating procedures?

Sabotage or Malevolent Act

Reckless Violation Repeated Incident With Similar Root CauseNegligent Error

No Blame Error

Yes*Yes

Yes

Yes

Yes

Yes

Yes*

Yes*

No*

No*

No

NoNo*

No

No

Start

Documented for the purpose of accident prevention awareness and training will suffice.

First written warning;

Coaching / Increased Supervision until behavior is corrected.

Final warning and negative performance appraisal

Severe Sanctions

Increasing Individual Culpability / Diminishing Individual Culpability

* Indicates a ‘System’ induced error. Manager/supervisor must evaluate what part of the system failed and what corrective and preventative action is required. Corrective and preventative action shall be documented for management review.

No



Safety Management System

• First and foremost an SMS is a system

• If one part is broken, the system is broken



QUESTIONS?

Documents

Seacor Holdings Incorporated