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

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60

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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

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10

20

30

40

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60

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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

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20

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60

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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

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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 ?