CHC HS
No person selected
|
Report No.
|
1724 |
|
Type of audit
|
External Audits |
|
Auditee/Customer
|
CHC HS |
|
Date
|
2017/12/04 |
|
Findings
|
0 |
|
Status
|
Closed |
JIA Verification Report 2017 CHC Helikopter Service AS
Summary
The organisation has faced large challenges over the last year with a significant reduction in staff and
operations, and relocating the Operations Control Centre (OCC) from Bergen to Stavanger. The
number of employees has been decreased by some 40% and counts 272 people by the end of
November 2017. The fleet counts 15 helicopters (Sikorsky S-92 and Eurocopter AS332L/L1 Super
Puma for SAR), distributed on six bases; Brønnøysund, Kristiansund, Sola, Heidrun,
Statfjord/Oseberg and Vallhall.
The verification team has experienced high standard on the ability to manage challenging periods,
with a dedicated management and engaged employees implementing high-standard operations.
Improvements have been observed on:
• level of housekeeping
• active management within Part 145
• utilization of data applications
• approach to risk assessment/management and management of change
The verification team has not revealed any indication of increased risk or significant threats to flight
safety.
As mentioned above, CHC have been through a challenging period and extensive organizational
changes. In such a period the ability to manage changes is put on trial. CHC has implemented a
comprehensive management of change process in the safety management system (SM and CMM).
However, there is a lack of systematic and documented management of change processes (MoC) in
the organization. There is an expectation that MoC processes are proactively driven forward in the
organization according to MoC process outlined in the safety management system.
This report contains 10 non-conformances and 10 observations for improvement.
operations, and relocating the Operations Control Centre (OCC) from Bergen to Stavanger. The
number of employees has been decreased by some 40% and counts 272 people by the end of
November 2017. The fleet counts 15 helicopters (Sikorsky S-92 and Eurocopter AS332L/L1 Super
Puma for SAR), distributed on six bases; Brønnøysund, Kristiansund, Sola, Heidrun,
Statfjord/Oseberg and Vallhall.
The verification team has experienced high standard on the ability to manage challenging periods,
with a dedicated management and engaged employees implementing high-standard operations.
Improvements have been observed on:
• level of housekeeping
• active management within Part 145
• utilization of data applications
• approach to risk assessment/management and management of change
The verification team has not revealed any indication of increased risk or significant threats to flight
safety.
As mentioned above, CHC have been through a challenging period and extensive organizational
changes. In such a period the ability to manage changes is put on trial. CHC has implemented a
comprehensive management of change process in the safety management system (SM and CMM).
However, there is a lack of systematic and documented management of change processes (MoC) in
the organization. There is an expectation that MoC processes are proactively driven forward in the
organization according to MoC process outlined in the safety management system.
This report contains 10 non-conformances and 10 observations for improvement.
Additional Documentation
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CHC HS
No person selected
|
Report No.
|
1724 |
|
Type of audit
|
External Audits |
|
Auditee/Customer
|
CHC HS |
|
Date
|
2017/12/04 |
|
Findings
|
0 |
|
Status
|
Closed |
JIA Verification Report 2017 CHC Helikopter Service AS
Summary
The organisation has faced large challenges over the last year with a significant reduction in staff and
operations, and relocating the Operations Control Centre (OCC) from Bergen to Stavanger. The
number of employees has been decreased by some 40% and counts 272 people by the end of
November 2017. The fleet counts 15 helicopters (Sikorsky S-92 and Eurocopter AS332L/L1 Super
Puma for SAR), distributed on six bases; Brønnøysund, Kristiansund, Sola, Heidrun,
Statfjord/Oseberg and Vallhall.
The verification team has experienced high standard on the ability to manage challenging periods,
with a dedicated management and engaged employees implementing high-standard operations.
Improvements have been observed on:
• level of housekeeping
• active management within Part 145
• utilization of data applications
• approach to risk assessment/management and management of change
The verification team has not revealed any indication of increased risk or significant threats to flight
safety.
As mentioned above, CHC have been through a challenging period and extensive organizational
changes. In such a period the ability to manage changes is put on trial. CHC has implemented a
comprehensive management of change process in the safety management system (SM and CMM).
However, there is a lack of systematic and documented management of change processes (MoC) in
the organization. There is an expectation that MoC processes are proactively driven forward in the
organization according to MoC process outlined in the safety management system.
This report contains 10 non-conformances and 10 observations for improvement.
operations, and relocating the Operations Control Centre (OCC) from Bergen to Stavanger. The
number of employees has been decreased by some 40% and counts 272 people by the end of
November 2017. The fleet counts 15 helicopters (Sikorsky S-92 and Eurocopter AS332L/L1 Super
Puma for SAR), distributed on six bases; Brønnøysund, Kristiansund, Sola, Heidrun,
Statfjord/Oseberg and Vallhall.
The verification team has experienced high standard on the ability to manage challenging periods,
with a dedicated management and engaged employees implementing high-standard operations.
Improvements have been observed on:
• level of housekeeping
• active management within Part 145
• utilization of data applications
• approach to risk assessment/management and management of change
The verification team has not revealed any indication of increased risk or significant threats to flight
safety.
As mentioned above, CHC have been through a challenging period and extensive organizational
changes. In such a period the ability to manage changes is put on trial. CHC has implemented a
comprehensive management of change process in the safety management system (SM and CMM).
However, there is a lack of systematic and documented management of change processes (MoC) in
the organization. There is an expectation that MoC processes are proactively driven forward in the
organization according to MoC process outlined in the safety management system.
This report contains 10 non-conformances and 10 observations for improvement.
Additional Documentation
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