Cathay Pacific LOSA 2005

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Cathay Pacific LOSA2005
Training for Safety Aiming for Excellence
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Captain Henry Craig Manager Training
Standards Captain Peter Willison Human Factors
Manager LOSA 2005 Program Manager
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"Without data you're just another person with an
opinion"
We've got data
lots of it!
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Data Sources

• FOQA/QAR
• a mature program capturing 90 of flights
• (part of our change management system)

• Reporting Culture
• Air Safety Reports
• Confidential Reports
• Training Check Reports
• (8 per pilot per year 16,000 reports)

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How do we make sense of all the data?
Is it valid? Is it relevant? Does it reveal
trends? (or conceal them!) How can we make the
data smarter?
1. In Cathay Pacific, LOSA pointed us to where
we should focus our efforts.
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• LOSA - is not Reactive
• (to an incident / accident)
• LOSA - is not Guesswork
• (he who shouts the loudest will be heard)
• LOSA - is a day in the life of CPA

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• LOSA 2001 was used to validate and verify data
  from other sources.
• LOSA 2001, together with the other data, has
  driven some changes in Cathay Pacific
• New stabilised approach criteria.
• New SOP for Flap and Gear selection.
• New take-off and approach briefings.
  
• New standardised approach and landing callouts.

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Biggest single shift in Cathay as a result of
LOSA 2001
Threat Error Management program

• Every pilot has completed a TEM course
• Built modules to emphasise TEM into annual
  recurrent training
• Named "threats" in all departure arrival
  briefings
• Got Check Training pilot buy-in

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We Knew Changes Had Occurred In Our Airline.
Obvious

• Analogue to glass
• 3-man to 2-man cockpits
• Demographics - multi-cultural crew

• Analogue to glass
• 3-man to 2-man cockpits
• Experience levels dropping (hours not
  experience!)
• Demographics - multi-cultural crew

Subtle

• Experience levels dropping (Hours ? Experience)
• Automation complacency (Magenta / green line
  pilots)
• High threat environment (ATC, Weather, ADDs, etc)

2. LOSA helped us to understand these changes.
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3. LOSA is underpinned by TEM Principles.
Monitor / x-check has become a common phrase
among Cathay pilots (LOSA had told us that we
were average at monitoring!) We encourage a
culture of healthy skepticism on our
flightdecks Error Management can actually be
commended (Criticism and blame are
not the only responses!) Threat anticipation is
a key ingredient of our briefings
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Moving On
In Cathay we took the positives from LOSA

• What have we been doing right?
• What are our strengths?

(dont lose these)

• What are our weaker areas?

(lets focus our attention here)
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Where Do We Start?
LOSA can point to which stave needs fixing first.
But the safety culture (water level) can only
reach the height of the weakest performance mark
(lowest stave).
Everybody likes to hear what we are doing
well (Captains leadership, Communication
environment)
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SUMMARY

• LOSA is underpinned by TEM
• LOSA helped us to understand the changes in our
  airline
• LOSA pointed us to where we should focus our
  efforts

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LOSA what now!
CRM has lost the Plot!
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CULTURAL / ORGANIZATIONAL

• HF Expectation
• Sterile Cockpit Policy
• Port Page Design
• NOTAM Presentation
• CTWO
• Stabilised Approach Criteria

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Knowledge Based Learning

• TEM
• Updated Induction CRM
• Updated Cabin CRM
• HF Competencies
• RT prerequisite learning
• ISM FDAT
• Advertising

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Behavioural Based Learning

• TEM for trainers
• TEM training in RT / PC
• CST

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Thank you
Training for Safety Aiming for Excellence