"... It is an understatement to say that the relationship between IAS and TBS is strong and exceeds the purely institutional and operational scope..." Read his full interview...
"... It is an understatement to say that the relationship between IAS and TBS is strong and exceeds the purely institutional and operational scope..." Read his full interview...
"... The partnership between IAS and Star Engineering has strengthened over the past years through the contribution of our experts, thus reinforcing the success of the French aerospace industry worldwide" Read his full interview...
ENAC (Ecole Nationale de l’Aviation Civile) has been ensuring for decades the global outreach of the French aeronautic training. It delivers a large range of.." Read his full interview...
"AirBusiness Academy is a training center which designs and delivers "learning solutions" to customers from the aerospace sector. In this respect, the need for a close cooperation with IAS is obvious." Read her full interview...
"The IAS is one of my most valuable partners and I look forward to further collaborative projects in the months and years to come both in the Middle East as well as further afield." Read his full interview...
"The mission of a Supply Chain and Lean expert is to coordinate the flows to provide the required level of customer service while making the best use of resources." Read his full interview...
"... Each cooperation project is unique and requires a strong adaptability to the specificities of countries, institutional stakeholders and local industries. Training and skill development are preliminary requirements to technology transfer..." Read his full interview...
"...Thanks to a close cooperation with IAS, already well known in Malaysia, SEMIA recently had the pleasure and honor to train on its site at Cergy-Pontoise (West of Paris) a Malaysian team composed of three Engineers of the Malaysian Air Force (MAF) plus two civilian Engineers." Read his full interview...
"I have been collaborating with IAS since 2009 with the double role of industrial and academic expert in the areas of strategy and innovation management. My contribution to IAS’s international remit..." Read his full interview...
"Airbus Defence and Space, formerly Astrium, is the global leader for earth observation systems export outside of Europe, having established cooperation with more than 9 countries worldwide - in Africa, Asia, Central Europe, Latin America, Middle-East, etc. - for almost 15 years." Read his full interview...
"Developing the organization through developing people’s Knowledge, Know-how and Competencies are at the heart of Competence Managers’ practices all around the world. Some may be more advanced than others, but a new era is definitely dawning." Read her full interview...
The IAS is nationally and internationally recognized for the quality of its aerospace training programs, and always listening to its customers in order to better meet their needs." Read his full interview...
"I benefited from the IAS 3-month scientific and technical preparation before attending an Aerospace Technology advanced master at ISAE SUPAERO in 1996." Read his full interview...
"A dedicated team from IAS, Toulouse, France, collaboratively worked with HAL to develop a customized training module designed for the company’s senior executives." Read his full interview...
"With a Master’s degree obtained in 2004 through participation on the FASIA program managed by IAS, I have overseen rapid growth in the company's activities and business in aviation markets globally." Read his full interview...
"My stay in France was extremely enriching as it has helped me greatly in my career development.
The on-going support from IAS since graduation is also commendable." Read his full interview...
"At IAS I explored the whole dimension of the aviation and aerospace industry, I understood the complexity of aircraft production and the challenges related to international cooperation to succeed in the aerospace industry." Read his full interview...
IAS: As a “competence manager”, can you explain us briefly what are the main contents of a fruitful Strategic workforce planning policy?
Delphine Paillon: In our organization, the Workforce Planning policy is considered more tactical than strategic. It is the result of the analysis of the workload estimate done by the business and the hypothesis we build from the “as is” situation when we consider the natural attrition, the trends in the internal and external labor market, etc… In our agreed model of governance, in order for this analyses and workforce plan to be successful (or fruitful if I use your very own term), we expect from the business to first issue its strategy at short, mid and long-term prior to analyze the potential impacts we will observe on our existing competencies. This results into a Competence Strategy which will drive all the action plans devoted to, in the end, allow our managers to implement their workforce plan in line with the priorities given by our Executive Committee.
IAS: This GPEC necessity is coming more and more famous abroad, do you have any feedback or ideas of GPEC implementation abroad?
DP: “GPEC” is indeed a very French legal aspect imposed onto medium to large size companies, however the very principles of Competence Management are vastly implemented in a rather natural manner by managers and HR specialists all around the planet. We are an international, integrated company with collaborators located all around the world and our Competence Management processes are harmonized with the view to providing all our employees with an equal treatment in terms of individual and collective development. We have conducted many benchmarks with other large international companies, within and without our industry, and Competence Management is becoming more and more part of the daily management practices, which is a really positive sign. As Peter Drucker used to say, "The basic economic resource - the means of production - is no longer capital, nor natural resources, nor labour. It is and will be knowledge." I will add to that also know-how and competencies. Developing the organisation through developing people’s Knowledge, Know-how and Competencies are at the heart of Competence Managers’ practices all around the world. Some may be more advanced than others, but a new era is definitely dawning. This is the feedback we get from these benchmarking activities.
IAS: What would you recommend to a Human resources manager in order to deal with such issue?
DP: I am not sure that I am wise enough to recommend anything to anyone, though...
However, would I have anything to say, I would advocate for HR people to work hand in hand with operational people and managers. I would in fact urge them to read an excellent book written in the 1990’s by Peter Senge: “the 5th discipline”, digging there some inspiration. The author explains how we could all be part of what he calls a “learning organization”. Human Resources should not be the only people involved in Competence Management inside a company. They could be the “guardians of the temple” and make sure the CM processes, activities, deliverables and guidelines are clear and available, yet they should adopt change agents techniques and instill Competence Management practices into daily management ones. Therefore, after a (little) while, instead of pushing for CM to happen, they would be pulled by managers and employees to support them even more in this direction.
This is what happened in our organization. It took us circa 3 years to put the whole network together and to establish a trustful relationship with managers, getting to the “pull” point. The HR Experts exported their practices into the business, creating a Competence Manager’s network which fully supported them to diffuse CM practices into the various managerial layers.
IAS: Mr. Osorio, you have followed IAS programs, how would you define your training experience benefits according to your professional point of view now?
Nicolas Osorio: I will not lie if I said that it has changed my life forever in a very positive way.
Before being at IAS I was mostly focused in the legal aspects of aviation industry. At IAS I explored the whole dimension of the aviation and aerospace industry, I understood the complexity of aircraft production and the challenges related to international cooperation to succeed in the aerospace industry. Furthermore, thanks to the support of IAS I studied at Toulouse Business School where I have learnt how to manage all that complexity and challenges that were taught at IAS.
Once I finished my trainings at IAS, I performed projects as a consultant for customers in Spain, Peru, Russia, France and Germany. My missions had taken me to several countries like United States, Brazil, Argentina, Chile, Mexico, Salvador, Colombia, Costa Rica and soon to Saudi Arabia.
Nowadays I’m in charge of a team of 10 consultants working in Aircraft Configuration Management for Airbus. Five of my consultants are based in Toulouse and the other five based in Hamburg. Four of them are French, four are Germans, one is from Tunisia, the last one is from Poland and finally me from Colombia; it’s a very exciting task every day. I enjoy a lot the challenges of intercultural communication in my professional and personal live.
IAS: Considering your double culture and trainings in Colombia and In France, as well as your expertise in Air Transport Management, what can you tell us about Air Transport Management evolutions in Europe and in Latin America?
NO: Europe is more opened than Latin America to the idea of market liberalization, even if 15 years have passed between the liberalization in US in 1978 and the liberalization in Europe in 1993. Latin America still remains today as a Continent where liberalization has not fully arrived yet.
Thanks to the liberalization today in Europe we can talk about the “democratization of air transport” while in Latin America due to the regulations the fares are so expensive that Air Transport is a luxury rather than a right of people.
In the coming years this trend should change, Latin American Airlines are not weak anymore and therefore they don’t need the protection of regulation to be able to compete with the North American and European Airlines.
IAS: Finally, what are, on your mind, Air Transport priorities in the global environment?
NO: In the global environment the priority should remains in THE ENVIROMENT.
The years of denying Air Transport responsibility on Global Warming are over. However we should explore unified approaches. Unilateral decisions as what European Union proposes with the ETS should not be the way. I agree with the voices of airlines, industrial associations and governments saying that ICAO is the right forum to face the aviation challenges related to Global Warming.
Even though what I really like from Europe’s position is that it has forced the industry to talk about the topic.
"I have been at the helm of Denel Aviation for the past 4.5 years. With a Master’s degree in Aeronautical Maintenance and Production from ENSICA, obtained in 2004 through participation on the FASIA program managed by IAS, I have overseen rapid growth in the company’s activities and business in aviation markets globally.
Denel Aviation is Africa’s leading provider of aircraft maintenance, repair and overhaul, engineering design, upgrades and systems integration. The company is the original equipment manufacturer of the Rooivalk combat support helicopter. The company enjoys good relationships with the French aerospace industry through various agreements with companies such as Airbus Helicopters, Safran Turbomeca and Messier, Airbus Defence and Space Optronics (formerly Cassidian Optronics), Thales etc.
With a background in mechanical engineering, I started my career as an aircraft engineer, maintenance planning and reliability specialist. In addition to my engineering qualifications from ENSICA, Air UK Technical College and City and Guilds of London, I also completed the Executive Leadership Programme at the University of South Africa’s Graduate School of Business Leadership.
Denel Aviation is a division of Denel SOC, South Africa’s state-owned company responsible for the development and manufacturing of aerospace, defence and security-related products and technology. IAS, ENSICA and ENAC are also the alma mater of Mr Shalan CHETTY, Managing Executive, Engineering and Flight Test and Mr Dean KHUMALO, Managing Executive, Aircraft maintenance, repair and overhaul operations, two other members of the Denel Aviation Executive Management team.
Having both obtained their Master’s degrees in Aviation Safety & Aircraft Airworthiness at ENAC, Toulouse, in 2004 and 2001 respectively, Mr Shalan CHETTY and Mr Dean KHUMALO were also selected by IAS to participate in the FASIA program including aerospace summer preparation program, contact with the French aerospace industry and continuous support during their stay and training in France."
IAS: Mr. Revenu, your are a supply chain & lean management expert. How could you define this activity?
Guillaume Revenu: Supply chain and Lean Management deal with flows management. Supply Chain management focuses on anticipation, collaboration and load / capacity balance. Lean management focuses on speeding up the flows.
There are three types of flows in a supply chain: material flow, information flow and financial flow. And of course they interact with one another. Well managed information and material flows have a positive impact on a company’s revenue, profit and working capital.
These flows usually run through a very complex network. One given company may manage hundreds and sometimes thousands of suppliers. This is the physical supply. Then the company has to control its internal production or service activities thanks to a manufacturing and planning control system. And finally the products have to be delivered to the customers.
The mission of a Supply Chain and Lean expert is to coordinate the flows to provide the required level of customer service while making the best use of resources.
IAS: How a Supply Chain manager is integrating sustainable development issues in his/her strategy?
GR: Sustainability has three dimensions: economical, social and environmental.
The journey towards sustainable development requires that business takes actions such as changing consumption and production behaviours, seting policies and changing practices. Businesses have to find innovative ways to be profitable and at the same time improve the environmental performance of production processes and products. In the business community, the term “triple bottom line” was coined to explain the importance of achieving sustainability. Supply Chain management is obviously a major stakeholder to come up with new systems that cover the complete product life cycle: extraction of raw material, product design and production, packaging and distribution, use and maintenance, recycling and reuse.
Example or “RE approach”
- RE-think the product and its functions to use it more efficiently
- RE-place harmful substances with safer alternatives
- RE-duce energy consumption by innovative logistic system
For example, the A380 has been designed in order to optimise environmental performance at each stage of the aircraft life cycle. In particular, the use of new light weight materials has decreased the energy consumption per passenger dramatically. The A380 uses less than 3 litres of fuel per 100 passenger-kilometers.
IAS: What do you forecast for 2012 considering Supply chain management main challenges? What are the main trends in aeronautics industry?
GR: Designing next generation supply chains requires attention to dimensions such as configuring the right logistics network, engaging the right alliances and partnerships, developing contingency plans against uncertainties and selecting appropriate production, inventory and distribution strategies.
Main challenge in aeronautics industry is to improve the value all along the chain. Some examples:
- collaborate on New Product Introduction processes and share data on market demand;
- manage working capital;
- manage supplier performances (monitor ans share Key Performance Indicators, assess industrial maturity, define securisation processes, organize performance meeting);
- analyse and mitigate risks secure ramp up”.
"I was awarded the French Aeronautics and Space Industry Awards (FASIA) in 2002, and I had the privilege to complete my post-graduate degree course at the prestigious École Nationale Supérieure de l'Aéronautique et de l'Espace (SUPAERO).
Currently, I am Vice President of Business Development at Singapore Technologies Aerospace Ltd (ST Aerospace), a global company headquartered in Singapore. ST Aerospace is a leading independent and third party aviation Maintenance, Repair and Overhaul (MRO) service provider. Being with this company for 14 years now, I was exposed to many interesting projects. Some of them include the execution of aircraft leasing and trading, acquisition of aerospace MRO companies as well as setting up new MRO capabilities for ST Aerospace. Besides Business Development, I am also concurrently Vice President at WingStar Pte Ltd, a newly formed aircraft leasing Joint Venture Company in Singapore.
"I take Global Leaders to their next levels of Success in my work as one of Asia and the Gulf regions’ leading executive coaches and leadership facilitators. I coach and train leaders to optimise and to enhance their leadership effectiveness, to take on and succeed in more senior roles, to succeed with the new stakeholders, role complexity and expectations and also to work through a range of leadership transitions, including into new geographies and new cultures.
Educated at Cambridge University and a qualified accountant, executive coach and trainer, I have worked with an array of senior leaders from Fortune 500 and other global organisations including the World Bank Group, Standard Chartered Bank, Google, Bureau Veritas, Dubai Government, the UAE’s Al-Futtaim Group and Saudi Arabia’s largest bank, NCB. Previously I had been a regional Finance Director and Managing Director with European multinationals and was based all over the world including in China and Eastern Europe.
I had the great pleasure of working with IAS on a transformation project being run within Saudi Airlines’ finance department and led by a great team from IAS under the leadership on the ground in Jeddah of Ms. Monia Zaki. I created and facilitated a series of key trainings to the Saudi Arabian national carrier’s senior finance professionals and through these workshops I helped them to understand various best practices around how finance departments are organized, aligned and run in today’s global leading airlines. The participants found the workshops very transformational and helpful.
I really value my relationship as a partner of the IAS and my varied experiences combine well with the incredible expertise possessed by the team at IAS. The IAS is one of my most valuable partners and I look forward to further collaborative projects in the months and years to come both in the Middle East as well as further afield."