AFA - Aerospace Forum Asia

SPEAKER'S CORNER
HK AVIATION EXPERTISE - AN ASSET TO PROMOTE
By Mr. John Bent, MD, GE Capital Aviation Training

Prior to the Asian financial crisis of the 90s, Hong Kong experienced five decades of almost continuous growth and prosperity. Low taxes, the rule of law, and a laisse-fare business environment helped to make this possible. Rapid development was the norm; new buildings rose rapidly into the skyline, and people flooded into Hong Kong, eager to be part of the opportunities presented by this growth. Business thrived in an atmosphere of free enterprise, fuelled by a highly motivated workforce. Uncertainty regarding Hong Kong’s future added a certain edge, limiting complacency, encouraging agility, and driving business towards more focused and profitable goals. Hard work, new ideas, and flexibility, became the hallmarks of Hong Kong entrepreneurs.

It was against this background that post-WW2 aviation in Hong Kong was able to develop and flourish. Through high standards of service, equipment, and reliability, Cathay Pacific Airways thrived, and eventually joined the small elite club of the world's most profitable airlines. Once the route network of Cathay Pacific Airways extended worldwide, the airline became a “de-facto” global marketing agent for Hong Kong, encouraging ever-increasing numbers of tourists to visit the territory. Dragonair eventually joined forces in this process.

Significant aviation development occurred in China during the early decades of flight (the Beijing aviation museum impressively attests to this), but following WW2 this growth slowed. Hong Kong experienced almost continuous commercial aviation development, and Cathay Pacific Airways enjoyed profitable operations for the majority of its 57-year history. The airline was willing and able to deploy resources towards continuous improvements in safety, training, and quality processes. Reaching out to global best practice, the most appropriate policies were adopted. Today, leading–edge training and safety practices are a strong feature of Cathay Pacific Airways operations. In parallel, the airline benefited from the influx of some of the most experienced international flight crew, some from training or operational management roles in previous companies and careers. This diverse injection of expertise, combined with an existing culture of excellence, added value to the existing bank of training and operational expertise. In short, airline operational expertise is a Hong Kong aviation asset, which could perhaps be deployed to support mainland airlines as they merge and modernise at speed.

While many airlines in Asia are in early phases of development, they all aspire to be safe. Strong airline growth drives an added need for best practice as a protective safety coating. Cathay Pacific Airways maintains annual crew exposure to simulator training in excess of the international norm, and applies this training with focus and relevance. In mainland China, the CAAC recently mandated approximately 30% additional annual pilot simulator training. This enlightened step raised annual simulator training exposure for mainland pilots to 24 hours per crew per year, significantly exceeding that mandated by most Western regulatory authorities (16 hours being the general standard).

Some States in Asia were quick to grasp the opportunity to commercially promote high technologies such as aviation. Singapore for example offers diverse aviation training programmes to external customers, from those available at the Singapore Aviation Academy, to basic Flight Training and an Aviation degree. Hong Kong has none of these services at present, as the need was not identified or filled by the private sector in the past. Understandably, the usually business-friendly “laisse-fare” governance in Hong Kong did not proactively encourage a government-sponsored initiative. However a group of interested aviation enthusiasts, from a broad range of aviation disciplines, recently formed the Provisional Hong Kong Aviation Development Council, which is launching Hong Kong's first Aviation Masters degree this year, followed by a BSc Av. in 2004. This effort has been assisted by an increasingly supportive Government, more intent to play an active role in the further development of 'Hong Kong Inc'. Private efforts have been underway for some time to establish an Aviation Academy in Hong Kong, and significant interest remains in the provision of a comprehensive facility for basic flight training. If Hong Kong wishes to become a significant player in this field, time is short, as other regional centres declare the intent to supply such services. Without comprehensive local aviation training services, it will be necessary for such training to continue to go to overseas suppliers.

Hong Kong's superb location must be attractive to mainland aviation interests, especially when compared with distant overseas providers. Hong Kong has “expertise” and “location” for sale. Experience is here, and location, because 50% of the world’s population live within 5 hours flight time of Hong Kong.

Established Government policies and processes may be too slow to meet the challenges of change in the fast-moving aviation industry. For 'Hong Kong Aviation Inc' to happen in time, Government must recognise the urgency of the opportunity, and help to champion the cause. A number of barriers must be lowered to expedite the unrestricted use of Hong Kong aviation training services, particularly by mainland aviation interests. As part of this effort, Government support could be applied to help suppliers to continue in their efforts to convince mainland authorities of the presence and value of these services to China. It should also be made easier to facilitate improved Hong Kong entry visa processes for professional groups seeking such training.

Hong Kong needs to rebuild rapidly, following the effects of 911, the War in Iraq, and SARS. Hong Kong needs to find a fresh, vibrant, and confident new identity; a new framework in which the famous entrepreneurial spirit can re-grow. Aviation Training is one of many assets in Hong Kong which could be marshalled and marketed to mainland China and the region.

Hong Kong has a population similar in size to Denmark and Switzerland. Both countries boast numerous Flying Clubs, as well as Academies and Universities offering aviation-specific degrees. More focussed Government support for the fast-track development of these services in Hong Kong will permit the generation of additional opportunities for youth; and capitalize on a long aviation history which has produced an impressive bank of resident expertise.

In this centenary year of manned flight, we should remember the "Spirit of Shatin", the first aircraft to fly in Hong Kong, 92 years ago, in 1911. Since then, Hong Kong aviation has become a vital component of Hong Kong and China's trade with the world. By using the expertise and experience available here, Hong Kong should quickly seize the opportunity to become a regional leader in the field of Aviation Training.

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John Bent was a pilot for 37 years, in the RAF and in three airlines. During the latter part of this career he was responsible for flight training policy in Cathay Pacific Airways. He also managed an international flying club in Germany while in the RAF, and was the founding Chairman of the Board of Governors of an International School in Hong Kong in the early 80s. For the past three years, having retired from flying, John has launched GE Capital Aviation Training [GECAT] Asia, a new simulator training business in Hong Kong, which has served 24 customer airlines from the region; five from mainland China. John has written the following Speaker’s Corner article as a personal perspective, which he stresses is not necessarily representative of the view of any Company.