Introducing One In A Complex Environment

1. Quick look at the airport

2. Introduction to SMS2. Introduction to SMS

3. Why a Safety Management System at YHZ?

4 Obstacles we anticipated4. Obstacles we anticipated

5. Hazard and Incident Reporting

6. Key roles in SMS

7. Goals and Objectives of SMS

8. Training on SMS

Nuclear and Chemical industries paved the way

International Civil Aviation Organization (ICAO) mandated member states to adopt by 2009mandated member states to adopt by 2009

Transport Canada phased the Canadian Aviation Regulations to require (first) airlines, (secondly) manufacturers and maintenance organizations and (finally) airports and air traffic control(finally) airports and air traffic control organizations to develop one before 2009

Safety Management Plan, Safety Oversight, Document Management and Training are the key elementsManagement and Training are the key elements

Safety Plan to include:Safety policyNon-punitive safety reporting policyp y p g p yRoles, responsibilities and employee involvementCommunicationsSafety planningPerformance measurementManagement review

Document management and retention processesSafety oversight

Reactive and proactive reporting processesIncident investigation (including human and organizational f )factors)Risk management

Quality AssuranceT i i d tTraining, awareness and competence

Airport Safety increased attention

Average airport is a community ofAverage airport is a community of relationships

Every person working airside must continually pay attention to detailcontinually pay attention to detail

Intended to improve aviation safety

Not a Occupational Safety/Health system

Airside-wide scope

Airside

OHS OHSATB SMSSMS

Groundside

We need to keep our certification as an airport ☺

We want to keep our processes in tune with the SMSs of our airlines handlers and ATC to moveSMSs of our airlines, handlers and ATC to move forward in efforts to reduce risks and occurrences.

Lack of SMS wastes money

We are stewards for what our publics haveWe are stewards for what our publics have entrusted us with....

Don’t know about it

Afraid of repercussions

Lack of feedback

Apathy

Don’t know about itDon t know about it

Afraid of repercussionsAfraid of repercussions

Lack of feedbackLack of feedback

Apathyp y

Safety policy covers all of the components of our management system:

Safety is a core value …and we are committed to implementation of a SMSy p

Improving safety through pro-active compliance with regulatory requirements

HIAA ill t th it b i b ki f t i t l t f th itHIAA will strengthen its business by making safety an integral part of the way it conducts its business

It believes all accidents and incidents are preventable,.

HIAA expects everyone involved in aviation activities to share its safety values and policies, and to promote them to anyone who performs activities which may impact aviation safetyaviation safety

Technology, persistence and innovationff150 HIAA staff

5,000 airport workersFor Staff:IntranetRegular emails linking to new information on the ‘netSMS subject in every employee gatheringSMS subject in every employee gathering

For others:Special events (FOD walk, “Road”eos)P t i f ti tPosters, information centersSafety Councils and meeting with OSH Committees

Don’t know about it

Afraid of repercussionsp

Lack of feedbackLack of feedback

Apathyp y

In keeping with the principles and objective of SMS:

HIAA will not discipline any employee who reports an aviation-related hazard, incident or accident

’ f• except where the employee’s act or omission is criminal, willful or grossly negligent

HIAA will develop and maintain its SMS reporting system in such a manner that de e op a d a ta ts S S epo t g syste suc a a e t atassures confidentiality of the person reporting

Employees ManagersFollow established safe working practicesImmediately deal with unsafe

Continually improve safetyPromote and teach safe work

Immediately deal with unsafe conditions as practicalReport all hazards, accidents and incidents observed in a

practicesInform employee of safety matters

and incidents observed in a timely mannerParticipate in developing and

i t i i f k

Actively support development of SMS

maintaining safe work practices designed to reduce risk

Don’t know about it

Afraid of repercussions

Lack of feedback

ApathyApathy

SMS 101 Awareness trainingSMS 101 Awareness training

Any hazard to aviation f (i l di !)

Construction Issuesafety (including yours!)Damage to AircraftDamage to Building

Field Inspection ConcernFOD-Article(s)Damage to Building

Injury to staffAircraft Incident

FOD-Article(s)FOD-PavementFuel Spill

Airfield Lighting SystemAVOP InfractionBi d St ik /Wildlif

IncursionNear-miss Vehicle/AircraftBird Strike/Wildlife

ActivityVehicle/AircraftSafety Issue-GeneralSNIC IssuesSNIC Issues

Thru your managementsafety@hiaa.caHazard FormsSMS Center BoxesAviation Safety policyNon-punitive reportingPolicy“Wh ’ N ?”“What’s New?”Report forms

You will be contacted (if we know your name) with a acknowledgement of receipt of your report and givenacknowledgement of receipt of your report, and given an incident number

You may email safety@hiaa any time to get an update on the investigation/corrective actions being taken

No one but the SMS team will know your name if you request confidentiality (as per Policy)

You will be advised of the final outcome and asked if you are satisfied with the outcomeyou are satisfied with the outcome

Report will be reviewed and if necessary immediate action will be started

safety@hiaa.ca and SMS Center boxes are not the best way to report an incident or hazard that requiresbest way to report an incident or hazard that requires immediate action!

R d f ll i hReport to your management, and follow-up with an email or form so that you can be kept advised

Investigation and Root CauseInvestigation and Root Cause Analysis

N

Source of report (e.g. ADM log book, CADOR, safety@hiaa.ca, etc.)

Report (OIRS)

Does it affect airside safety

NoProcess through standard

administrative procedures

Yes

Undesirable trend

Concern or situation that

presents a hazardAirside Near-miss Airside Accident/

Incident

N

Yes

Fix, file and trend

No

Risk assessment (i.e. determine

risks associated with the hazard)

Does it need formalized risk

assessment

Root causeDefine corrective

Risk analysis/evaluation (using risk matrix) and

prioritization

Root cause analysis

Define corrective action plan(s)

Monitor corrective action(s)

No

Corrective action(s) effective

End, file and trend

Yes

Lack of Resources

Fatigue

Lack of Resources

at gueDistraction

Lack of KnowledgeLack of Communication

ComplacencyPressure

NormsS

Lack of Teamwork

StressLack of Awareness

Lack of AssertivenessLack of Assertiveness

Characteristics of an organization that can interfere with f t fsafety performance

Examples of organizational factors include:p gWork ProceduresPersonnel TrainingOperations System (Supervision)Operations System (Supervision)Safety Culture

Both Human Factors and Organizational Factors influence your ability to perform tasks safely. The goal is to make you aware of these dangers.g

H d R tiHazard Reporting

A Ri k A t i i l l ki tA Risk Assessment is simply looking at a hazard to determine:

1 h t ld1. what could go wrong; 2. risk level as compared to other

h dhazards;3. determining what you can do to

li i t d iteliminate or reduce it.

Corrective ActionCorrective Action

Operational Incident Recording SystemCompiles reportsCompiles reportsManages Investigations and Corrective ActionsManages follow-ups with Reporterg p pAnalyses trendsMaintains records of hazards and incidents for review by Transport Canada during “validations”

FOD

Accident

Injury

Incident

Fuel /

Fluid Spil

New thismonth

Bird and Wildlife Activity2008 20 0 ( d )

121416

2008-2010 (to date)

2468

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05/23 2 1 18 49 4 2 6 2 4 214/32 5 23 1 1 1 1 2Airfield Lighting 27Airside Non‐Specific 1 1 2 1 18 4 1 5 1 13 2Apron 1 1 2 7 3 6 4 5 2 17 1 2 4 29 6Both Runways 1yBridge 10‐18 1 4 5 1 4 1 1 5 1 2 1 16 1Bridge 20‐24 2 2 2 1 3 1 1 6 9 8 2Bridge 26‐28 3 1 1 1 1 4 2 1 9Inbound Baggage Hall ‐ Domestic 1Intersection 1Other ATB 1 5South Hammerhead Ground Load 

2 2 9 2 7 1Gates

2 2 9 2 7 1

Taxi A 2 2 1 2 1 25 6 2 12 1 1 1 3 1Taxi B 3 1Taxi C 2 1Taxi D 1 3 16 1 12 1 2 1Taxi GEF 7 2 2 4 1Taxi H 1 3 2USPC Ground Load gates 1 1 6 2 4 1

2009 12 6 5 12 16 58 18 153 24 13 89 2 23 4 7 103 21 5662008 0 7 5 6 27 29 5 81 10 3 26 7 12 2 7 16 19 262Ratio: 0.86 1 2 0.59 2 3.6 1.89 2.4 4.33 3.42 0.29 1.92 2 1 6.44 1.11 Overall Ratio 2.160305

Ratio: The number of reports in 2009 divided by the number of reports in 2008. Where the individualratios are in excess of the overall ratio, the ratio is printed in red.This indicates classifications that grew in excess of the overall number of reportsThis indicates classifications that grew in excess of the overall number of reports.

The Accountable Executive:The President and Chief Executive Officer (CEO) Tom Ruth is appointed as the A bl E i (AE) f h SMSAccountable Executive (AE) for the SMS

Th P R ibl f I l t tiThe Person Responsible for Implementation of the SMS

The Director Operations is delegated theThe Director Operations is delegated the responsibility for the implementation of the SMSSMS

The Person Responsible to manage the SMS

The Manager, Safety and the Environment is ibl f h f h S fresponsible for the management of the Safety

Management System, as required under CAR 302 505 (1) (5)302.505 (1) – (5).

The Health and Safety CoordinatorThe Health and Safety Coordinator

This committee meets twice a month to review reports and decisions

It provides subject matter expertise into the development and implementation of HSIA’s SMS

The team participates in the planning and implementation of changes that may affect current Safety Management practices.

It ensure HSIA’s SMS corresponds to the size, nature and complexity of the Airport’s operations, activities, hazards and risksrisks.

Minutes are published on the Intranet

The President (in his role as Accountable Executive) and Vice-Presidents/Directors will meet monthly to receive reports, review them and di t t ff SMS l t d ttdirect staff on SMS-related matters.

They conduct an Annual Review of the SafetyThey conduct an Annual Review of the Safety Management System.

Minutes of meetings are published on the Intranet

Goals and Objectives are reviewed and new ones established every 12 months, and targetsones established every 12 months, and targets are set by our executive.

For 2009 our goals were:For 2009, our goals were:

1 OIRS will address reports of hazards and1. OIRS will address reports of hazards and incidents in a timely manner.

2. Reduce the number of total confirmed and suspected bird and wildlife strikes.p

3. Reduce the number of FOD reports due to surface deterioration.

4. Reduce the number of reported Thorguard or CityWatch failures.

These are measured and reported in the Monthly Reports to Executive Steering GroupMonthly Reports to Executive Steering Group, located on the Intranet.

As of 31 December, 2009

87% of all OIRS are closed within 15 days87% of all OIRS are closed within 15 days(target was 90%)

Total confirmed and suspected bird strikes: 25

Bird Strikes*(source: CADORS)

Total confirmed and suspected bird strikes:2008: 192009: 21 Target: 17 (15% less than ‘08) 0

5

10

15

20

Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec

2008 Cumulative

2009 Cumulative

target

* confirmed + suspected

Pavement FOD reports:2008: 62009: 3 Target; 3 (50% of ‘08) 0.5

1.0

1.5

2.0

2.5

3.0

3.5

Bird Strike Rateper 10,000 itinerant movements

2008 Cumulative

2009 Cumulative

target2009: 3 Target; 3 (50% of 08)

Thorguard Issues/ activationYTD 2009: 5 Target 0

0.0

Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec

target

Rate = Number of strikes YTD / YTD Aircraft Movements

g

We continue to establish goals to reduce wildlife ik FOD d R i S fstrikes, FOD and Reporting System performance

We have established leading indicators, rather than lagging indicators:agg g d cato s

Leading indicators measure preventative actions we take(Lagging indicators measure the number of incidents that has happened)has happened)

We will measure, starting in April, the number of hours per month logged in wildlife patrols and FOD i tiinspections.

Targets of a minimum of 300 hours/month each have been established

SMS Training includes initial training (SMS 101)

Refresher training is necessary every 2 years

Updated training when circumstances warrant (for example new positions with safety roles new(for example, new positions with safety roles, new facilities or equipment)

Course Type Course Name SMS - Staff SMS 101 – Introduction to SMS ISMS - Staff SMS 101 – Introduction to SMS I

SMS 102 – Introduction to SMS II (on-the-job safety training)

SMS - Leadership SMS 201 – SMS in Management SMS 202 – SMS for Executives

SMS Advanced SMS 301 SMS theorySMS - Advanced SMS 301 – SMS theory SMS 401 – Hazard identification and risk

management SMS 402 – Investigation and analysisSMS 402 Investigation and analysis SMS 403 – Self-assessment (2011) SMS 404 – Performance monitoring (2011)

Remember, SMS is a Safety MANAGEMENT Systeml h h h d f llSetting goals, how to achieve them and following up on

targets is a key stepPlanning how you will approach the problem, establishing

d i i h ff d ffprocesses and communicating them to affected staffPlan. Do. Check. Act. SMS is a Management system just like a financial management system, or an environmental management s stem etcmanagement system, etc.

So, where do you start?

Step 1: Determine to what standard:CSA Z1000-06; OHSAS/ISO180001BS 8800; CARS 107

Step 2: Secure top management commitment

Step 3: Establish organizations current practicesStep 3: Establish organizations current practices vis-à-vis the standard (“Gap Analysis”)

Step 4: Clearly assign roles, responsibilities and authorities

Step 5: Plan logical flow of implementation of i id ifi d i h G A l iitems identified in the Gap Analysis

Policy first, communications next, reporting system (to get hazard reports), investigation and risk assessment process, etc. etc.

Step 6: Document control and retention processesStep 6: Document control and retention processes

Step 7: Begin implementation

Step 8: Internal reviews – there’s no finish line.