BRISTOW WORLD

KPI data keeps company on course to Client PromiseBristow’s Client Promise – to provide unmatched safety and uptimeperformance and hassle-free service – is the single largest initiative interms of securing the company’s success. The rollout of consistent keyperformance indicators (KPIs) across every business unit is providing themeasurement to validate the promise.“The goal of measuring our KPI performance and putting iton prominent public display is to prove we’re doing better than ourcompetitors in these important areas,” says Mark Duncan, senior vicepresident, Commercial. “When clients realize the additional value Bristowprovides through superior performance, we’ll separate ourselves from thecompetition and win more business.”The most important factor in using KPIs to drive improvement andachieve success is accurate reporting – even if that reporting indicatesless-than-stellar performance, Duncan says. “We don’t want to bury a lownumber. If we’re at 80 percent, let’s take that result and make the changesnecessary to get us to 95 percent and higher.”Success storiesWhile existing KPI data is only just allowing us to establish performancetrends, we are using them to positive effect. “Are they a factor in helping uswin new business and improve client relationships? Absolutely,” says StuartWalker, director, Commercial. Some examples include:• Comparing one client’s low KPI scores with top performers and offeringthe client contract modifications to help achieve greater performance andefficiency.• When KPIs for one client indicated a low score for on-time departures,Bristow discovered that most of the delays originated with the client andworked with the client to fix the problem.• Providing aircraft for a North Sea client’s drilling project in Newfoundlandafter their local provider had no extra capacity. Avoiding downtime on theproject may have saved the client as much as $90 million.Opportunities aheadWhile other helicopter operators track their performance, Bristow closelyassociates its KPIs with what clients say they value most: safety, uptimeand customer service. The company’s branded Target Zero Safety, TargetZero Downtime and Target Zero Complaints efforts reinforce that Bristowunderstands what really matters to clients.“The KPIs for these goals reflect real operations data, and that’s going toallow us to sell real performance and service,” says Walker. “We believe weare already way in front of our competitors. Some clients are now switchingout their KPIs, preferring the measures in use at Bristow. This ultimately willlead to industry-wide acceptance and recognition.”“We’ll win by being safe, reliable and hassle-free,” Duncan says. “Butwe’ll need everyone’s help to get there.”KPI Scorecard Month YTD GoalTotal Recordable Incident Rate (TRIR) 0.00 0.21 0.22Air Accident Rate (AAR) 0.00 1.19 -All On Time Departure (OTD) 93.8% 94.1% 97%Bristow On Time Departure (BOT) 98.5% 98.6% 97%Service Availability (SAV) 98.5% 99.0% 95%Total Flights Delayed (TFD) 1,496 8,712 7,317Total Lost Minutes by Bristow (TLM) 19,823 127,523 109,760Recognition (TRR) 5.95 4.80 1.00Complaints (TCR) 1.03 0.56 0.50Sharing BVA best practicesBristow teams from all parts of global operations came together in Houstonin February to share Bristow Value Added (BVA) best practices.Every Bristow business unit was represented. George Bruce, financedirector, Global Operations and organizer of the BVA program, reports theoutcome of the meeting was very positive.“It was very heartening to see the extent to which BVA is being culturallyembraced in our organization so shortly after its launch,” he said. “Therewas a very real recognition that whether you fly a helicopter, talk to ourclients, maintain our equipment or provide support services, everyone hasa role to play and can contribute to building the value of Bristow.”From left to right: Bukunola Lawrence-Ohei, Derek Diedericks, Olawale Ajibola,Mayowa Babatunde, Bill Chiles, Jonathan Baliff and Clement Falayi.Bristow World 2008 / Issue 9II9