For complete write-ups please visit
www.avm-mag.com Henningsen Continued from p 21 (2) The recent FAA Reauthorization is a
relief to European aviation industry since it does not require Drug and Alcohol Prevention programs of the “US-style” outside USA if not in compliance with national legislation. Furthermore it strengthens the meaning of the BASA in accepting the concept mutual oversight (not requiring one or two FAA audits on non US based FAA Repair Stations). Canada: The recent completion of the Canada-EU Bilateral (BASA) in respect of maintenance implementation allows LHT - even more easily compared to the US-BASA – to extend the Canadian TCAA approval to all of our EU based Group Companies. • Upcoming changes in regulation: —Europe: We are waiting for the change in the EU regulation allowing “non-operator’s” CAMOs to perform the Continuing Airworthiness Management by “independent” CAMOs, like LHT’s one (today only possible for non-commercial operation). This rulemaking task is a bit lingering within EASA since some National Authority are “not in favor” of this commercially meaningful and—as we and others see it—safe option. What are the biggest challenges your business faces in the next three to five years?
Besides capacity and capability build up in certain regions we expect that the industry consolidation continues. We are rather sure that the situation in the MRO market will become more challenging by an unbroken cost pressure, the need for investments in new technologies and overcapacity. The new aircraft and engine types entering the market within the next years will only generate a considerable market volume after 2017. Until then the mature technology produces the major part of the MRO spending. For the new technology products we see this period as a ramp up phase where suppliers need to do necessary upfront investment at rather little MRO input. This requires financial strength and a rather long breath. What changes are you making to your business to adapt to the times? We know that further efforts in terms of implementation of new technologies, new products, optimized processes and cost reduction are required and expected to remain competitive. Thus, we are permanently tracking our internal structure, our product portfolio and the needs of the market. Fortunately we have done a lot of activities already in the past years, too. We know that one thing will not change: The need for further change.
Terner Continued from p 21
business side. The competition rules should address the stance of some of the OEMs who wish to appear as sole providers on the MRO market.
What will be the biggest challenges your business will face in the next three to five years?
Of course, AFI KLM E&M will be continuously contributing to AFI KLM group economy plans. The OEMs and OAMs restrictions on new generation products are a concern not only for MROs like AFI KLM E&M but more for the airlines community regarding potential maintenance costs increase. What changes are you making to your business to adapt to the times? Adaptiveness is our guideline! This means that we are proposing products that our customers need. It is what we’ve done with very big engines such as GE90. And we are doing the same with 787 and others new aircraft platforms. This also means developing our network footprint for our customers, who will benefit from proximity of local providers and the scale of a first class MRO.
Keenan Continued from p22
scope since the beginning of air transport. Amazingly, while aviation contributes seven percent or so to U. S. GDP, airlines are taxed more heavily than most industry, including so-called “sin” industries like alcohol and tobacco. This is illogical and needs to change. What will be the biggest challenges your business will face in the next three to five years?
At United, we will continue to focus on successfully integrating our systems, processes and people following our merger with Continental. Getting this right is critical to our ability to weather external challenges such as continued fuel spikes. What changes are you making to your business to adapt to the times? Our number one focus will always be safety. But we must achieve safety, along with airworthiness and operational reliability, within an efficient cost structure. The industry focus is changing from market share-driven to profitability-driven. We are proud to be an industry leader in areas such as capacity restraint and partnering with our maintenance providers to facilitate this transformation. At United Technical Operations, we are leveraging our magnificent route network as the basis for our maintenance footprint. We continue to challenge the quality of our supplier relationships to make sure they are win-win.
52 Aviation Maintenance |
avm-mag.com | April / May 2012
Quirós Continued from p22
associated changes on engine technology and therefore on MRO processes, but also recycling of scrap material, treatment of chemicals (painting, airframe and parts cleaning, etc.), airplane tear down are forcing the Industry to redefine way of doing things.
What will be the biggest challenges your business will face in the next three to five years?
The “manpower paradigm” in Europe is today a subject of discussion. In the mid- and long-term, will we have enough maintenance technicians in the region with the adequate level of training? It is obvious that both the growth of the European fleets—even considering reduced maintenance needs—together with technological evolution of the airplanes will push MROs to adapt themselves to the new needs. How will Europe, in the present economic scenario, face the continuous competition of the emerging, if not already emerged, economies for this new environment in our region? The transfer of labor intensive activities to the Far East several decades ago is now being continued by strong industrial developments in the Middle East and sooner or later in the North of Africa, taking care of the aforementioned new needs in Europe. What changes are you making to your business to adapt to the times? Traditionally, the European response has been to differentiate by putting the focus of the strategy on the product itself, with specialization in added value activities such as large airplane modifications with strong engineering support, maintenance services for “special configured airplanes” (VIP), etc. It might make sense to consider another step, based on the resources rather than only the product. If the manpower paradigm is based on the quantity of the available resources to support the European development of the MRO industry, it might be convenient to take a look at the scope of the training and level of knowledge. Changes in those would allow the future technicians to execute tasks with higher level of complexity, reducing even more today’s specialization. It shall be absorbed in the DNA on the future mechanics that they should be capable to do whatever is needed, and do it right the first time. It means polyvalence and quality. All this would increase the efficiency of the human resources to compensate the higher labor rates: the “value-adding maintenance technician” or the “talented mechanic.”
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