Post on 05-Oct-2020
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The challenges and changes faced by industry
Simon Roberts SMS Programme Lead
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Regulatory Changes
Impact of Brexit on Aviation Industry
EU Reporting Regulations and Just Culture
International Civil Aviation Organisation SMS changes
Integrated risk management
Integrated management systems
Interface management
Promotion of a positive safety culture
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Why do we need a Just Culture?
Safety Culture
Informed
Learning
FlexibleJust
Reporting
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Not entirely
a new idea
A fault revealed voluntarily will be
treated leniently but a fault concealed may
lead to serious consequences for the
workman, not to mention the pilot
Hurricane production
1940
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‘Just Culture’ in EC376/2014
Definition of Just Culture introduced into the EU Regulation,
Art 2(12)
A culture in which front-line operators or other
persons are not punished for actions, omissions or
decisions taken by them that are commensurate with
their experience and training, but in which gross
negligence, wilful violations and destructive acts are
not tolerated
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‘Just Culture’ must be guaranteed!
Organisations must implement a just culture,
Art 16(11):-
Each organisation established in a Member State
shall, after consulting its staff representatives, adopt
internal rules describing how ‘just culture’ principles
are guaranteed and implemented within that
organisation.
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Where does it go wrong?
There is a just culture policy but there are no supporting processes
Human Resources Department is not involved
We act before we have fully investigated the event
We have not considered all of the contributing factors
We have not considered the unintended consequences of management actions / decisions
Individuals are treated unfairly even when punitive action is not taken
We don’t always share our successes
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Failure to report
I don’t have time
I’ve fixed it
I don’t want to get someone else into trouble
Nothing ever happens so what’s the point
I’ve already reported it
I didn’t know I was supposed to report that
The reporting form / system is too complicated
I’ll be seen as a trouble maker
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Integrated risk management
Should consider the overall risk
The challenges:
Everyone wants their own risk
addressed
How to measure a safety risk
against a security risk
Need to have all the right
stakeholders around the table
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Integrated Management Systems
EASA
Management System
Safety Management
Compliance Monitoring
(Quality)
Resource Management
Marketing and Commercial
Security
Contractor Management
Finance & Budget
Conflicting demands Risk Transfer
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SMS Interfaces
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Managing your interface
There are many risks at the organisational interfaces
These can be internal or external
There may be contracts in place but not always
Interfaces:
between people
between departments, sites and bases
between systems
between organisations
Some interfaces are about information exchange
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Managing your interfaces
Identifying the interfaces
Assessing the criticality of the interface
Identifying the risks
Managing and monitoring the risks
Agreement on
Who is going to take action?
Who is going to monitor them?
What Information needs to be exchanged and how
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Management of external organisations
External organisations may generate risks to your organisation
You need to know who they are
You need to know what those risks are
Have a look at their risk register
What is their reporting culture like?
They also protect you
Are they applying the risk mitigations you want them to?
How are you assessing the effectiveness?
Contracted organisation assurance
Compliance and Safety Risk Assurance
Needs greater communication and information exchange with external organisations.
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How can I manage a risk I don’t control?
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SMS Challenges
Proactive risk management
Emerging risks
Near misses
External events
Analysing and making sense of your data
Do you have the right data
Applying expert judgement to the data
Developing safety objectives and meaningful SPIs
Clearly defined safety objectives
SPIs linked to safety objectives
Measure what is important to you
Managing changes
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Establishing SPIs
What is it you want to measure?
What data is available?
Operational SPIs
Organisational SPIs
Remember they are just ‘indicators’
Recognise your data limitations
Number of Safety ReportsClosure rates on safety reportsNumber of safety committee meetingsNumber of Safety audits
Number of MORsNumber of unstable approachesNumber of unreported aircraft damage eventsNumber of bird strikesNumber of aircraft crossing stop bars
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Safety Performance Targets
Can generate the wrong behaviours
Chasing the numbers rather than the desired outcome
What if I fail to achieve the target?
Annual improvements?
It may cap innovation and safety improvements
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Practical drift and its consequences
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In conclusion
SMS continues to evolve
Safety Management needs to be integrated at all levels of the
Aviation System
Risk management needs to consider the impact on all the
business functions.
Effective Safety Management requires;
Collaboration and Partnerships
Integrated risk management
Communication
Sharing of safety Information
A positive Safety Culture
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Any Questions?