Blog posts tagged in Organisational

Sofema Online (SOL) considers best practices together with the biggest challenges concerning effective communication of organisational business change.


Effective communication is a critical component of successful change management in the workplace. It is important to develop a clear communication plan which outlines the key messages, channels, and timing of your communication. The communication should be focused and aimed specifically at the target audience.

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Sofema Online (SOL) considers the key aspects related to the need to manage organisational change.

Managing organisational change in aviation requires careful planning, communication, and involvement of employees and stakeholders. Safety, regulatory compliance, and competency aspects must also be considered when implementing any change.


In the aviation industry, managing organizational change is particularly important due to the constantly evolving landscape of the industry, driven by factors such as advances in technology, changes in regulations, and shifts in consumer demand. Managing change can be challenging due to the complexity of the industry, regulations, safety concerns, and the need for high competence levels.

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What do we mean by Safety Culture within an Organisation?

Safety Culture is the way safety is perceived, valued and prioritized within an organisation.

Safety Culture reflects the true commitment to safety at all levels in the organisation.

James Reason described it as "how an organisation behaves when no one is watching".

Safety Culture is a combination of a range of drivers including organisational norms, national cultural beliefs and professional attitudes. It reflects people attitude and believe towards the importance of safety.

How important is Safety Culture?

A Positive Safety Culture Matters because it provides a focus on how the organisation approaches incident recording, incident analysis, staff training and the integration of maintenance safety and operational safety priorities.

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With the exception of EASA Part 21 Subpart J "Design Organisation Approval" which as will be aware is managed directly by EASA the process for all other approvals (Air Carrier – Part 145 / Part M / Part 147 / Part 21 Subpart G POE / ATO) essentially works as follows

Achieving Regulatory Approval (Simplified)

1/ The organisation demonstrates to the Competent Authority (CA) that they satisfy the pre-requisites to be granted the requested approval

Documentation / Facilities / Manpower / Competence / Finance / Oversight

2/ The Accountable Manager of the Approved Organisation signs a statement to confirm his or her responsibility related to ensure sufficient finance is available to maintain full compliance

3/ The Organisation must set up a process (Independent Quality Assurance) to ensure continuous compliance

4/ The CA periodically assess the organisation for continuous compliance and raises findings for any non – compliance (Level 1 or 2 as appropriate)

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Considering the primary “Role” delivered by the Production Planning within the 145 Organisation.

Production Planning typically reports through the Base, Line or Workshop Managers to the Maintenance Director or Post Holder. The Production Planning Control process plays a pivotal role as a service provider to the various front line and support functions within the organisation, the essential goal for Production Planning is to ensure an on-time re-delivery of aircraft, job profitability and the accurate completion and compliance of required documentation.

Typical duties include developing production schedules and work programs to include oversight of the facility requirements, manpower requirements, parts and material lists, tooling lists, third party services and specialized resources to ensure all organisational objectives are met in a timely manner.

Detailed preparation of the work scope including analysis of special jobs (AD’s, SB’s) and management of the check time line to remain on schedule. The preparation of tooling equipment and the required material, managing man hours allocation, in support of the works program.

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