This Master Class is designed to provide a basic knowledge of Continuing Airworthiness Management and how, as EASA Part-M Subpart-G, it forms an integral part of an EU-OPS-1 Airline operation and interfaces with a Part-145 approved MRO. It is also designed to explain the role of the mandatory CAM documentation and how these are compiled and written.

Benefits of Attending

The Master Class is devised for Licensed Engineers who wish to learn more about Continuing Airworthiness Management, though it would be equally as useful to MRO support staff such as planning engineers, technical records personnel and line management.

Upon completion of this Master Class, and through a process of theoretical and practical sessions you will:

  • Be fully up-to-date with the principles of the Continuing Airworthiness Management process
  • Understand the roles of the CAME, Aircraft Maintenance Program and Minimum Equipment List
  • Apply the knowledge gained in order to introduce the building-blocks of Continuing Airworthiness Management into your particular working environment

In association with

Founded in 1988, the IBA Group has become one of the leading aviation consultancies in the world, focusing on commercial and technical issues in the global aerospace community. Headquartered in the United Kingdom, near Gatwick Airport, IBA is an independent organisation which provides impartial opinions and recommendations to its broad portfolio of clients, without any conflict of interest.

IBA advises commercial and business aviation clients, aircraft and engine manufacturers, owners and operators. Services include asset valuations, consulting and commercial services, technical and engine management, services for corporate aircraft and owners, industry and sector research and analysis, training and regulatory services. www.ibagroup.com

About your Master Class Leader

Alan Miles, Director, Regulatory Services and Training, IBA Group

Alan Miles started his aviation career in 1970 as an apprentice technician with Rolls-Royce. During his twenty-three year career with the Company, he progressed from manufacturing and aircraft maintenance planning through to project management, to become Business Manager of their third-party maintenance organisation.

In 1994, Alan joined European Aviation Air Charter (EAAC) where he set-up and quickly established the airline EAAC, Alan was promoted to the role of Engineering Director following his successful management of the organisation’s expansion plans which saw them become a major operator and maintainer of BAC 1-11 and B737 aircraft.with its sister organisation, a JAR-145 approved maintenance company. During his eight-year period with

After leaving EAAC, Alan worked in various senior management positions within the aviation industry and as a freelance consultant, working on creating new opportunities relating to the leasing and operation of aircraft. This was in addition to running his own aviation supply company in East Africa.

In 2006, Alan joined the IBA Group as Director, Asset Management before recently being appointed as Director, Regulatory Services and Training. Now heading up IBA’s training division, Alan is fully conversant with all relevant regulations and ‘best practice’, including the current EU-OPS-1 and Part-145 legislation as applied to maintenance issue and Part-M requirements for Continuing Airworthiness Management.

Masterclass agenda



Registration & Coffee



Role of the Continuing Airworthiness Management Organisation (CAMO)

  • The Continuing Airworthiness Management Exposition (CAME)
  • Nominated Post-Holders - qualifications and selection
  • Role of the Accountable Manager
  • Role of the Continuing Airworthiness Manager (CAM)
  • Role of the Quality Manager
  • clock


    Morning Coffee



    Quality Assurance System and Audit Plans



    Technical Records Management






    Use of the Manufacturer’s Planning Data (MPD) and the Aircraft Maintenance Program (AMP)



    Use of the Master Minimum Equipment List (MMEL) and the Minimum Equipment List (MEL)



    Afternoon Tea



    Interactive Practical Session (subject to be advised on the day)



    Question and Answer Session



    End of Master Class

    Crowne Plaza Hotel - St James

    Buckingham Gate 45/51
    London SW1E 6AF
    United Kingdom

    Crowne Plaza Hotel - St James



    speaker image






    CPD stands for Continuing Professional Development’. It is essentially a philosophy, which maintains that in order to be effective, learning should be organised and structured. The most common definition is:

    ‘A commitment to structured skills and knowledge enhancement for Personal or Professional competence’

    CPD is a common requirement of individual membership with professional bodies and Institutes. Increasingly, employers also expect their staff to undertake regular CPD activities.

    Undertaken over a period of time, CPD ensures that educational qualifications do not become obsolete, and allows for best practice and professional standards to be upheld.

    CPD can be undertaken through a variety of learning activities including instructor led training courses, seminars and conferences, e:learning modules or structured reading.


    There are approximately 470 institutes in the UK across all industry sectors, with a collective membership of circa 4 million professionals, and they all expect their members to undertake CPD.

    For some institutes undertaking CPD is mandatory e.g. accountancy and law, and linked to a licence to practice, for others it’s obligatory. By ensuring that their members undertake CPD, the professional bodies seek to ensure that professional standards, legislative awareness and ethical practices are maintained.

    CPD Schemes often run over the period of a year and the institutes generally provide online tools for their members to record and reflect on their CPD activities.


    Professional bodies and Institutes CPD schemes are either structured as ‘Input’ or ‘Output’ based.

    ‘Input’ based schemes list a precise number of CPD hours that individuals must achieve within a given time period. These schemes can also use different ‘currencies’ such as points, merits, units or credits, where an individual must accumulate the number required. These currencies are usually based on time i.e. 1 CPD point = 1 hour of learning.

    ‘Output’ based schemes are learner centred. They require individuals to set learning goals that align to professional competencies, or personal development objectives. These schemes also list different ways to achieve the learning goals e.g. training courses, seminars or e:learning, which enables an individual to complete their CPD through their preferred mode of learning.

    The majority of Input and Output based schemes actively encourage individuals to seek appropriate CPD activities independently.

    As a formal provider of CPD certified activities, SAE Media Group can provide an indication of the learning benefit gained and the typical completion. However, it is ultimately the responsibility of the delegate to evaluate their learning, and record it correctly in line with their professional body’s or employers requirements.


    Increasingly, international and emerging markets are ‘professionalising’ their workforces and looking to the UK to benchmark educational standards. The undertaking of CPD is now increasingly expected of any individual employed within today’s global marketplace.

    CPD Certificates

    We can provide a certificate for all our accredited events. To request a CPD certificate for a conference , workshop, master classes you have attended please email events@saemediagroup.com

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