Latest news with #ISO-accredited
Business Upturn
2 days ago
- Business
- Business Upturn
Global Aerospace's SM4 Aviation Safety Program on Leadership Traits that Foster Safety, Trust and Compliance in Aviation
Morris Plains, NJ, June 26, 2025 (GLOBE NEWSWIRE) — Aviation operations, and by default, safety, are based on the idea that regulatory requirements are fundamental to establishing a framework to achieve safe operations. Advertisement However, regulations do not guarantee safety! That is why voluntary standards and best practices continue to emerge as aviation operations become more complex and intertwined with other operators and environments. The fundamental reason we investigate accidents, incidents, quality escapes and near-misses is to determine the root cause so that corrective action and mitigations can be developed, implemented and validated to ensure the 'event' or 'quality escape' does not occur again. There is a symbiotic relationship between events and best practices, as history has proven the former begets the latter. Recent Failures and the Focus on Leadership Within aviation, there have been numerous recent events where quality, quality assurance and safety have been tested and, in many cases, failed. Like other industries where failure is not an option, the words oversight, quality system oversight (formal auditing enhanced by ongoing surveillance) and internal audit (internal evaluation program or IEP) have taken on an entirely new meaning among enlightened managers, forward-thinking operational professionals and the public at large. When the people begin questioning our ability to self-regulate quality and ensure safety, faith in our systems and, dare I say it, leadership comes to the forefront. We look to leadership to lead and management to manage, which, as active verbs, should inspire action. Regrettably, leadership can be shortsighted and unaware of the formidable tools available to identify hazards, resultant risks and compliance or conformance issues that may impact performance and quality assurance. Additionally, leadership may not have the training, proper experience or awareness to lead and manage effectively. Often, they are entirely unaware of the tools at their fingertips and their full value if used effectively. QM and SM: Delivering Critical Benefits Organizations that have embraced quality management (QM) and safety management (SM) systems benefit from these most effective diagnostic tools applicable to all of aviation, from air carriers to airports, ground handlers/FBOs to airframe (OEM) and component manufacturers and repair facilities (MROs). If your company is ISO-accredited, an IS-BAO/BAH-registered operator or IOSA-registered, the terms quality management and safety management are well known. For this article, we are focusing on leadership and its ability to manage as a means to evaluate compliance and conformance to its stated regulatory and company operational goals, objectives and standards, respectively. The word 'standards' will encompass company policy and procedures as well as regulatory standards you are required to comply with. Quality Systems and Oversight Defined So, what are quality systems and quality system oversight? For the best description, we turn to the European Commission's civil aviation regulations, commonly known as EU-OPS 1 (formally JAR–OPS). EU-OPS 1.035 states that a quality system shall be established by an operator 'to monitor compliance with, and adequacy of, procedures required to ensure safe operational practices and airworthy aeroplanes. Compliance monitoring must include a feed-back system to the accountable manager (see also OPS 1.175 (h)) to ensure corrective action as necessary.' 'The quality system must include a quality assurance programme that contains procedures designed to verify that all operations are being conducted in accordance with all applicable requirements, standards, and procedures.' For those operators with a quality system in place, such as the one outlined in EU OPS 1.035, you could assume that the operator oversees the technical functions that support flight or maintenance operations. Going one step further, OPS 1.175(h) states, 'The operator must have nominated an accountable manager acceptable to the Authority who has corporate authority for ensuring that all operations and maintenance activities can be financed and carried out to the standard required by the Authority.' This statement predicates that the accountable manager has the responsibility and accountability to ensure that everything can be financed and carried out to the standard required by the authority. These tools become the most effective means to determine an operator's level of compliance when applied to the regulations it operates to and conformance to company-mandated policies, procedures or processes it has developed. But leaders and managers must understand, embrace, finance and mandate by policy that these tools are to be fully implemented. Then and only then do they become a leader's most effective insight into the health of the organization's safety and quality performance. Leaders must demonstrate accountability by providing clarity of the task at hand, commitment to providing the necessary resources to meet the objective and, most importantly, courage to lead and direct to meet stated goals, objectives, and expectations. Leadership Engagement Is Essential Today's operating environment demands engaged leaders to resource and direct quality/safety programs with well-thought-out policies, procedures, accountabilities and responsibilities. These are often memorialized in an organization's safety and quality policies, goals, objectives and even mission statements. If you think your programs are comprehensive, you may wish to test them via a two-pronged approach: A safety/quality all-employee survey An independent safety/quality system evaluation The results of these inquiries will be enlightening. The benefits derived from effective leadership and management of the organization's safety and quality oversight programs will be extremely valuable to your customers, employees and shareholders. It may also keep you out of the news! Quality system oversight is the most effective tool enabling executive leadership to determine the operation's health in real time. For systems like quality (QMS) and safety (SMS) management to perform as intended, leaders must lead, and management must actively manage these programs. Without active, engaged management, you have to ask yourself this question: Are we that good or just that lucky? About Global Aerospace SM4 Aviation Safety Program The Global Aerospace SM4 Safety Program has revolutionized the way insurance specialists help their clients achieve higher levels of operational safety. SM4 was built on the concept of integrating four critical safety components: planning, prevention, response and recovery. Its mission is to help organizations manage risk, enrich training efforts, strengthen safety culture and improve safety management systems. Global Aerospace SM4 Aviation Safety Program Media Contact Suzanne Keneally Vice President, Group Head of Communications +1 973-490-8588 Disclaimer: The above press release comes to you under an arrangement with GlobeNewswire. Business Upturn takes no editorial responsibility for the same.
Daily News Egypt
07-05-2025
- Business
- Daily News Egypt
Egypt steps up export reforms with focus on quality standards, market insights, and global expansion
In a strategic move to enhance the competitiveness of Egyptian exports, senior officials from key government agencies announced a wide-ranging set of initiatives at the second edition of the Egypt Export – Reality and Ambition conference. The event, organized by Expo Consultants Global in partnership with DMG Events, showcased growing collaboration between Egypt's public and private sectors to drive export growth. Khaled Sofy, Chairperson of the Egyptian Organization for Standardization and Quality (EOS), emphasized Egypt's expanding role within the International Organization for Standardization (ISO). He announced that EOS is issuing ISO 17065-accredited certificates at minimal cost, giving Egyptian products easier access to global markets. Sofy also highlighted coordination with over 500 industrial partners to develop a unified national quality framework that supports export competitiveness. Osama Basha, Minister Plenipotentiary and Head of the Arab Countries Department at the Egyptian Commercial Service, stressed the agency's role in safeguarding exporters by conducting in-depth assessments of potential foreign partners. He noted that the agency is intensifying communication efforts and raising awareness among Egyptian exporters about the support services available to them. Ahmed Abdel Maksoud, Director General of Exhibitor Affairs at the General Organization for Exhibitions and Conferences, underscored the importance of increasing Egypt's participation in international trade exhibitions. These platforms, he said, enable Egyptian producers to benchmark globally, attract new customers, and unlock fresh market opportunities. Abdel Maksoud also revealed that new export support regulations are in development, with a focus on locally manufactured goods to boost value addition. Dalia Shahab, Head of the Central Department for Industrial and Non-Industrial Imports at the General Organization for Export and Import Control (GOEIC), introduced a multilingual digital platform offering around-the-clock support to exporters. She also highlighted efforts to expedite customs clearance through flexible solutions and ISO-accredited inspection services provided by certified labs at ports. Additionally, GOEIC operates a quality center offering training and consulting to help exporters meet international standards more efficiently. Kamal El Dessouky, Board Member of the Federation of Egyptian Industries, affirmed the government's commitment to supporting exporters through the Ministries of Industry, Foreign Trade, and Investment. He called for stronger public-private collaboration to address systemic challenges and achieve the targets outlined in Egypt's Vision 2030. El Dessouky stressed that effective export support extends beyond financial incentives to include improvements in product quality, streamlined customs processes, and access to actionable market intelligence. He emphasized the private sector's untapped potential, contingent on greater legislative flexibility, better access to finance, and enhanced technical and training support. To ensure lasting progress, he advocated for continuous dialogue between policymakers and business leaders to develop export strategies grounded in practical experience and aligned with global best practices.
