I'd like to say through our people, Qatar Airways prides itself in an employee group comprising of over 150 different nationalities.

Our diversity brings out-of-the-box thinking in our problem solving, and we harness expertise from around the world.

Our safety objectives are agreed upon annually with the various leadership structures across the business.

These objectives are then broken down into measurable safety performance indicators and regularly monitored.

Our safety reporting culture has been nurtured throughout the years, and I've personally seen how the quality of reporting has improved and matured over the years.

For me, this is indicative of the level of confidence that our people have in the system.

Qatar Airways has a long-standing relationship with the IOSA program.

We were the first airline globally to have undergone the IOSA in 2003, when the program was launched, and have successfully fulfilled this requirement with 100% conformity every two years ever since.

As a member of the IATA Operations Committee and the Safety and Operations Advisory Council, I remained close to the developments of IOSA over the years.

In the past few years, it was evident that IOSA in its previous avatar had lived its life and we had to move towards something more meaningful in the current industry context.

And that is how the risk-based IOSA program was born.

When the opportunity came to join the pilot program for RBI for this year's renewal, there was clearly some apprehension with the fact that RBI is in its infancy, the fear of the unknown, and resistance to change.

We, however, also saw this as an opportunity to meaningfully improve our management systems and identify areas requiring enhancement.

Fortunately for me, the Accountable Executive and the other nominated persons also saw this as a value-add, and we decided to go for it.

The RBI not only highlighted areas requiring improvement, but it also brought into spotlight areas that were working well, areas that often fell in the shadows and were in much need of the spotlight.

Although I was brief about what to expect, I was pleasantly surprised at the level of engagement during the audit.

I've been involved with the IOSA for many years, but I've never engaged as much during the audit as I did on this occasion.

The remote review of documentation allowed more time for the auditors on-site to check the consistency and implementation of standards through larger sampling. additional flights, as well as cabin and simulator observations.

Also, the prioritization of standards led to a reduction in the number of standards being reviewed on-site, allowing more time for the auditors to have robust and engaging conversations.

We were stretched, but positively so.

RBI allowed our teams to have meaningful discussions with the auditors, which led to the exchange of ideas, best practices, and some key recommendations being made by the audit team.

In addition, as one of the early adopters of the RBI, I have shared some constructive feedback with the IATA team to help enhance the program further as it matures.

In summary, RBI not only met, but exceeded our expectations.

And I wish the risk-based IOSA program more success for the future.

To answer that question, I'll use a cricket analogy.

We should take this on the front foot and embrace the change.

Thank you.