Donny Tan Dongneng

Changi Airside Safety Culture Toolkit

28 March 2017

Background

• Changi Airport is experiencing high growth, in both air traffic

and also in airport facilities with the construction of Terminal

4 and the future Terminal 5.

• At Changi airside, many organisations work together in

close coordination to support aircraft turn-around

operations. It is imperative that they work safely and

efficiently.

• Many organisations have safety culture enhancement

programmes and actively cultivate a safe culture among

their employees. However, these programmes are limited to

within each organization.

2

Background

• CAAS recognised that more could be done at the community level.

• CAAS engaged UK NATS in 2015 to enhance safety culture for the Changi airside community

Phase 1 - to undertake a safety culture study

Phase 2 - to develop a toolkit

3

4

Phase 1 – Safety Culture Study

Methodology of Study

• The Changi Airside Safety Culture Study uses the EurocontrolSafety Culture Assessment Model.

• Developed by London School of Economics and Eurocontrol, this model has been validated by 10 years of empirical research, and is recognised by CANSO, ICAO and EASA.

• UK NATS has used this model to perform 12 safety culture enhancement programmes for Air Navigation Service Providers across Europe.

• This is the first time a safety culture study has been carried out across an entire airside community. Previous UK NATS’ studies focused on individual organisations and not a community.

5

EUROCONTROL Safety Culture Model

EUROCONTROL Safety Culture Model

Management Commitment &

Leadership

Responsibility

Involvement

Reporting & Just Culture

Risk Awareness

Team Working

Communication

Resourcing

Milestones of Safety Culture Assessment & Toolkit Development

7

Jul 15

• Launch

Aug 15

• Implement survey

Sep 15

• Analyse survey

Oct 15

• Validation Workshops & Interviews

Jan 16

• Identify areas of improv’t

Apr 16

• Develop Toolkit

Jul 16

• Implement Toolkit

Phase 2:Development of Toolkit

Phase 1:Safety Culture Study

Assessment through Surveys and Workshops

• The Eurocontrol tool employs a 48 item questionnaire to gather initial data on attitudes and perceptions within the target airside community.

• This is supplemented with face to face workshops aimed at understanding the survey data.

• 852 staff from the ground handling agencies and the airport operator participated in the survey.

• This constitutes about 25% of the airside community.

8

Summary of Strengths

• Staff commitment to safety – majority of staff participated honestly and enthusiastically.

• Individuals trust their supervisors and team leaders and are prepared to speak to them if unsafe situations develop.

• Supervisors and Team leaders are recognised as a positive force for safety.

• Teamwork is strong within teams.

9

Summary of Gaps

• The time pressure caused by On Time Departures is a major reason that staff take risks.

• Temporary staff do not always appreciate or accept company policy and inadvertently take risks.

• Staff are not aware of the principles of just culture and confused ‘just culture’ with ‘no blame culture’.

• Staff do not benefit from any sharing of lesson learning between companies.

10

Prioritise Gaps

11

Priority GAP

Priority 1 • Risk Perception & Awareness• Management Commitment• Learning Lessons and Just Culture

Priority 2 • Involvement & Decision Making• Teamwork (between organisations)• Communication

Monitoring • Resourcing• Teamwork (within organisations)• Responsibility

Sharing of Phase 1 Outcomes with Airside Community

12

• Validation workshops conducted for each organisation

• Detailed survey results provided to each organisation

• Presentations to senior management at the Joint Committee of Airside Safety

• Safety Champions identified for each organisation for Phase 2 of the project

13

Phase 2 - Development of Toolkit

Structure of the Safety Culture Toolkit

14

1. Making an Improvement

Plan

1.1 Introduction to the Toolkit

1.2 Understanding Safety Culture

1.3 Understanding the Gaps at

Changi

1.4 Communicating

with Stakeholders

1.5 Develop an Improvement Plan

2. Building Commitment

to Safety Culture

2.1 What does a committed

manager look like

2.2 What are our individual

obligations?

2.3 How do we all influence Safety

Culture?

2.4 Make sure it sticks

3. Risk Awareness

3.1 What is Risk Taking?

3.2 Why do People take Risks?

3.3 Human Decision Making

3.4 Limiting Risk Taking

3.5 Managing Decisions on Risk

4. Teams and Teamwork

4.1 Defining the Team

4.2 Communicating within and between

Teams

4.3 Sharing the Common Picture

4.4 Collaborative Decision Making

4.5 Dealing with difficulties and mis-understandings in

and between teams

5. Just Culture and Lesson

Learning

5.1 The Just Culture process

5.2 Why Humans Make Mistakes

5.3 Investigating Adverse Events

5.4 Supporting the individuals and

teams when things go wrong

5.5 Lesson Learning

Mapping Safety Culture Gaps to Toolkit Modules

Risk Perception and Awareness

Observed Gap Module Objective

Staff are not aware of the principles of just culture and confused ‘just culture’ with ‘no blame culture’

4.1 The Just Culture process

Delegates have a full understanding of the meaning and nature of Just Culture and the role that everyone [especially senior leaders] play in establishing and reinforcing this element in the Organisational Culture

Example:

What does the toolkit contain?

• Presentations

• Techniques

• Workshop agendas

• Toolbox talks

• Draft documents

• Draft policies

• Draft posters and communication leaflets

16

What is the role of the Safety Culture Champion?

• Lead the Safety Culture improvement Plan

• Deliver the toolkit into their own organisations

• Ensure appropriate action is taken to affect change that will improve safety culture within the organisation and address risk taking behaviours

17

Conclusion

1. The toolkit provides the roadmap and milestones to addressing the areas

of improvement as a community

2. Members of the Changi Airside Community are best placed to generate

powerful, effective and long lasting change within their own

organisations.

3. Culture Change is a long term activity within any organisation.

4. Change must start at the top of the organisation with leaders providing

the right environment for cultural changes to germinate and grow

5. CAAS will continue to lead efforts and commitment to enhancing safety

culture at airside

18

19

Thank you.