safety management in europe
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Safety Management in Europe. ICAO Runway Safety and ATS Safety Management Seminar Moscow, 14 September 2005. Dr. Erik Merckx EUROCONTROL Directorate ATM Programmes Head of Business Division Safety Enhancement. European Organisation for the Safety of Air Navigation. EUROCONTROL Airspace. - PowerPoint PPT PresentationTRANSCRIPT
Safety Management in EuropeSafety Management in Europe
European Organisation for the Safety of Air Navigation
Dr. Erik MerckxEUROCONTROLDirectorate ATM ProgrammesHead of Business Division Safety Enhancement
ICAO Runway Safety and ATS Safety Management Seminar
Moscow, 14 September 2005
EUROCONTROL Airspace
41 ECAC States41 ECAC States
Traffic doubles by 2020
11.1 million flights 2010 2020
200019977.0 million flights 8.0 million flights
Traffic tripled over 25 years
16.0 million flights
Traffic is back and picking up fast
27796
16000
18000
20000
22000
24000
26000
28000
30000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Ave
rag
e
Da
ily F
ligh
ts
1997
1998
1999
2000
2001
2002
2003
2004
2005
Global accident rates
IATA: 1995-2004 Western-Built Jet Hull Loss rate
1,321,27
1,341,27
1,111,05
0,940,87
1,20
0,65
0,78
0,40
0,60
0,80
1,00
1,20
1,40
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
HL/
M S
Ect
ors
Hull Losses / Million Sectors
10 Year Average
Do we need to be worried
Überlingen, 1 July 2002
Linate, 8 October 2001
Can the CEO or DG sleep at night ?
How does the CEO or DG of a ANSP know that :
The risk of an accident is as low as he wants it to be ( even if there has not been an accident for the last 25 years ) ?
The risk of a serious incident is as low as he wants it to be ? He is being given the correct information about how safe his
organisation is ? His organisation is getting better or worse in terms of Safety ? His organisation is performing well on Safety on the European scene ?
Can the CEO or DG sleep at night ?
How does the CEO or DG of a ANSP know that :
The Services given to the Airlines are safe The Board and the Government are satisfied with the safety levels of
his organisation The Regulator is satisfied with the safety levels of his organisation
A CEO or DG of a ANSP therefore needs :
A reliable information system on safety, the standards of which being as high as an accounting system
A system that covers all the work in his organisation that has an impact on safety
A system that he can fully trust A system that allows him to make correct decisions for the future of
safety in his organisation
Can the CEO or DG sleep at night ?
What is a Safety Management System
A structured and systematic way of working on safety, knowledge based, and with measurable outcome
Risk based : knowing, controlling and minimising risk Needs an appropriate organisational structure with an independent
safety management function Requires commitment from the top, commitment from all operational and
technical people, and a good safety culture
What is aWhat is aSafety Safety ManagementManagement System ?System ?
What is aWhat is aSafety Safety ManagementManagement System ?System ? Safety Culture
Leadership Commitment to resources Balanced decisions People Management Willingness to learn Willingness to share expertise
What is aWhat is aSafety Management Safety Management System System
What is aWhat is aSafety Management Safety Management System System
Methodology Documentation Regulatory Compliance Traceability Performance Indicators Measuring Progress Reviewing Processes ……….
Examples of processes with safety impact as part of a Safety Management System
Risk Assessment New Systems
Recruitment/Selection
Training
CompetencyChecks
Refresher/Advanced Training
Procedures Operational Processes
Interfaces ATS and CNS
CNS Maintenance Procedures
Emergency Procedures
Risk Assessment New ATC
Procedures
Risk Assessment Airspace Changes
Risk Assessment Software Changes
Incident Reporting
Incident Investigation
Lessons Learnt
Safety Surveys
and Follow-up
All elements of the SMS described in policies, well documented, communicated, updated, data recorded
Covered in the EUROCONTROL Safety Regulatory Requirements (ESARRs) Covered in new legislation of the European Union Covered by ICAO
Co-ordination with neighbouring ACCs Co-ordination with neighbouring countries Suppliers of telecommunication, power, buildings, services, etc Suppliers of equipment Suppliers of software Airports Airlines Military ……
External elements to and link with an SMS
0
10
20
30
40
50
60
70
80
90
100
1 2 3 4 5 6 7 8 9 10 11 12 13 1415 16 17 18 19 20 21 22 2324 25 26 27 28 29 30 31 3233 34 35 36 37
Mat
urity
Sco
re %
2002
2004 70% Target
Maturity of Formal Safety Framework in ECAC: ANSPs
Maturity of Formal Safety Framework in ECAC: ANSPs
0
10
20
30
40
50
60
70
80
90
100
1 2 3 4 5 6 7 8 9 10 11 12 13 1415 16 17 18 19 20 21 22 2324 25 26 27 28 29 30 31 3233 34 35 36 37
Mat
urity
Sco
re %
2002
2004 70% Target
Maturity of Formal Safety Framework in ECAC: REGs
70% Target
0
10
20
30
40
50
60
70
80
90
100
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33
Mat
urity
Sco
re %
2002
2004
Maturity of Formal Safety Framework in ECAC: REGs
70% Target
0
10
20
30
40
50
60
70
80
90
100
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33
Mat
urity
Sco
re %
2002
2004
What had to be improved
Fundamental elements of a national ATM safety framework not in place for a number of States :
Functional separation between Service Provider and Regulator not in place National ATM Rule making and Regulatory Safety Oversight not in place Major elements of a Safety Management System not in place:
Independent Safety Manager at the highest organisational level Well agreed, understood and communicated Safety Policy Well functional incident reporting system and dissemination of lessons learnt Well functioning risk assessment of systems and system changes A well documented and auditable set of procedures and practices Others ….
What had to be improved
Major inhibitors for progress were identified as :
Leadership Resources
What has helped to improve
1. The pressure from a European Strategic Safety Action Plan :
With buy in from stakeholders from the start onwards, through thorough consultation
Awareness campaigns Monitored State by State and action
by action Follow up and progress results
frequently presented Highly visible as a result of ongoing
publicity
What has helped to improve
2. Customised hands-on support to ANSPs at all levels :
Reduced effort in written guidance material but increased coaching, workshops and on the job training
Gap analysis and corresponding support State by State
Selling Safety from top to bottom in each organisation : from CEO’s to ATCO’s
Building confidence in the value of SMS Effort is 95% on developing safety culture, 5%
on methodology
What has helped to improve
3. Training for safety experts
Identification of training needs and corresponding development of new training packages for ANSP and Regulator
Local training as well as centralised training
Increased resources on training in the EUROCONTROL Agency
Selection of the right training tools (classroom, e-learning, … )
What has helped to improve
4. Pressure from and integration with European Single Sky legislation :
ESARRs covered in the SES Certification for ANSPs based on
“Common Requirements for ANSPs “ The interest of EUROCONTROL member
states to become EU members The EU as a strong regulatory body
Conclusions
1. The key to good Safety Management is about the genuine will, culture and intelligence of everyone in an organisation to continue to behave safely in all circumstances…,
… it is less about rules
Conclusions
2. The way to think about Safety Management is about asking oneself and the others time after time the same questions :
What is the risk ? Can I take the risk ? What are the
consequences ?
Conclusions
3. The ultimate question, in case an accident happens is, is one about conscience and personal liability :
Have I done everything I could have done to avoid this accident ?