Safety Management Systems. The Company WestJet Culture Safety Management Plan Policies Organization...

Safety Management Systems



The Company

WestJet Culture

Safety Management Plan

Policies

Organization

Processes

Training

Communication

SMS Benefits ($$$)

Conclusion


• Ten years in operation

• More than 43 million guests flown since 1996

• (average of 851,043 guests/month in Q4 2005)

• Eight year average revenue growth of 54%

• Nine year average growth: 50.0% (RPM) / 47.8% (ASM)

• Fleet of 54 Boeing 737 NG aircraft (63 aircraft in 2006)

• Over 5,000 WestJet employees

WestJet Snapshot


0.6 0.9 1.21.9

3.0

4.7

6.9

9.0

10.7

12.2*

0

2

4

6

8

10

12

14

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

Available Seat Miles (Annual - billions)


37.377.3

125.9205.2

335.0

481.2

683.1

863.6

1,058.0

1,395.0

$0

$200

$400

$600

$800

$1,000

$1,200

$1,400

'96 '97 '98 '99 '00 '01 '02 '03 '04 '05

Revenue (Annual - billions)


• “Turn employees into capitalists so they think and behave like owners”

• Employee Share Purchase Plan

• Dollar for dollar matching of employee contributions

• 86% participation with average of 12% of base salary

• Profit sharing - $73.9 million distributed over nine years

• Share options

• 86.6% outstanding held by pilots

• 3.7 million new grants to pilots in 2004

Culture – Aligning Interests


• Culture of ownership, caring, empowerment, teamwork

• WestJet vocabulary: Guests, WestJetters, Teams, Big Shots, Beanland, WestJettitude

• PACT – Pro-Active Communication Team• employee association• no unions

• PACT and Management seek mutually beneficial solutions for:

• the Company and its shareholders

• the Employees

• the Guests

Culture – Aligning Interests


Transport Canada regulations apply to:

• Aircraft Maintenance Organization Certificate • Air Operator Certificate

WestJet has made SMS a company-wide initiative

• Maintenance• Flight Operations• Inflight • Airports• Occupational Safety & Health• Environment• Corporate Divisions

Implementing the Regulations


WestJet differs from many airlines (perhaps your own)

• Business model

• Growth

• Equipment type(s)

• Route structure

• Employee relations

• CULTURE

Airlines will also differ in Safety Management Systems

• common elements and components

• different programs, processes and infrastructures


Safety Management Plan

Guiding document for implementation and operation of SMS

• Policies

• Safety Organization

• Roles and Responsibilities

• Processes

• Audit

• Training

• Communication

• Emergency Response


Policies – Fundamental Assumption of Risk Causation

Human Error

Caused by system design

To be expected

TEM ModelSystem Review

At-Risk Behaviour

Caused by • complacency• time pressures• condoned behaviour • other human factors

Must be actively measured and managed

Individual Coaching

Reckless Behaviour

Willful non-compliance

Cannot be tolerated

Discipline


CEOAccountable Executive

Exec. VP Culture & Airports

VP Flight Operations

VP Airports

Director Inflight Trng & Stds

Administrator

Database Coordinator

FDM Analyst

Maintenance Safety Officer

Flight Safety Manager

Inflight Safety Rep

Airports Safety Rep

Safety Advisors

OSHE Group

Director Flight Trng & Stds

VP Operational Development

VP Technical Services

Director Safety Services

Director Airport Operations

Safety Representatives

Operational Safety Organization

Safety Action Committee

Safety Services


Safety Department Mission Statement

To support effective safety programs and

proactive risk management by

promoting safety as an inherent value

of WestJet’s culture


Accountable Executive

Safety Management Committee(meets monthly*)

Safety Action Committee(meets weekly*)

Accountable ExecutiveVP Technical Services VP Op. DevelopmentEVP PeopleCFOEVP Culture & Airports EVP Marketing & SalesDirector, Safety

Director, Safety Maint. Safety OfficerManager, Flight Safety Airports Safety Advisor Inflight Safety AdvisorSST AdvisorsSMEs

Safety Organization


Roles and Responsibilities

• Accountable Executive

• Senior Managers

• Executive Vice Presidents, Vice Presidents, Directors

• Managers and Supervisors

• Front-line Employees

• Safety Department

• Safety Representatives

• Safety Committees

• Safety Action Committee, Safety Management Committee

• Lead Investigator

• Safety Review Teams


Safety Processes

• Reactive and Proactive Processes

• Hazard / Root Cause Analysis

• Risk Assessment

• Risk Mitigation

• SMS Database

• Safety Planning & Performance

• Change Management

• SMS Quality Assurance

Basic Risk Management Process

Safety Management Systems Risk assessment

Safety survey

LOSA

Job safety analysis

Flight incident report

Ground incident report

Injury report

FDM statistics


FDM Report

LOSA Report LOSA Report

Organizational Error Profile (XX Airlines and LOSA Archive Comparison Airlines)

Sam p le = X X L OSA F l ig h tsE rror P revalence Index

(P ercentage of flights w ith one or m ore errors ) Misma n a g e dErro r /

Erro r Co u n t

E rror M ism anagem ent Index (P ercentage of errors that led to additional error or a UA S )

Error T y pes1 0 % 2 0 % 3 0 % 4 0 % 5 0 % 6 0 % 7 0 % 8 0 % 9 0 % 1 0 0 % 1 0 % 2 0 % 3 0 % 4 0 % 5 0 % 6 0 % 7 0 % 8 0 % 9 0 % 1 0 0 %

All Errors 258 / 832

Sy s tem / Ins trum ent/R adio

57 / 125

M anual Handling/F lightC ontrol

82 / 101

Autom ation 37 / 83

Ground N av igation 0 / 3

C hec k lis t 27 / 167

Other Proc edural Error 31 / 80

Briefing 3 / 92

SOP C ros s -Verific ation 8 / 51

C allout 3 / 28

Doc um entation 4 / 12

C rew -Ex ternal 4 / 77

Pilot-to-P ilot 2 / 13

Airc

raft

Hand

ling

Erro

rsPr

oced

ural

Erro

rsO

vera

llC

omm

Erro

rs

74% 31%

1%

17%

F ew er than 20 errors - % not c alc ulated

5%


20%

3%

18%

3%

27%

19%

11%

6%

46%

81%

45%

16%

39%

3%

11%

26%

17%

16%



Risk Management Matrix

Risk Class Lead Investigative Responsibility

Level of Investigation

(Typical)

CAP Development Timeline

CAP Implementation Timeline

Initial CAP Evaluation Timeline

Close-out Authority

Level 1 Department Safety Rep

Single investigator using local resources

Within 6 weeks of initial risk classification

Within 3 months of initial risk classification

Within 6 months of CAP implementation

Responsible Manager

Level 2 Department Safety Rep or Chair, Safety Review Team

Single investigator using corporate resources. HF analysis optional.

Within 1 month of initial risk classification

Within 2 months of initial risk classification

Within 6 months of CAP implementation

Responsible Manager

Level 3 Chair, Safety Review Team

Single investigator or investigative team using corporate resources and external resources as required. HF analysis mandatory.

Short term CAP within 1 week of initial risk classificationLong term CAP within 2 months of initial risk classification

Short term CAP within 3 weeks of initial risk classificationLong term CAP within 4 months of initial risk classification

Short term CAP within 6 weeks of implementationLong term CAP within 6 months of implementation

Safety Management Committee

Level 4 Chair, Safety Review Team

Investigative team using internal and external resources. HF analysis mandatory.

Short term CAP within 48 hours of initial risk classificationLong term CAP within 2 months of initial risk classification

Short term CAP within 1 week of initial risk classificationLong term CAP within 4 months of initial risk classification

Short term CAP within 4 weeks of implementationLong term CAP within 6 months of implementation

Safety Management Committee

CAP – Corrective Action Plan HF – Human Factors

Risk Management Matrix


Database Findings / Causes / Actions Page


Training

Safety Management Plan specifies initial and recurrent training standards for

• Safety Department• Senior Managers• Managers & Supervisors• Front line Employees

“…as appropriate to the individual’s responsibilities in the safety management system.”

WestJet Safety Management Plan Section 9

Training must ensure:

“… that personnel are trained and competent to perform their [safety management] duties…”

Canadian Aviation Regulations 107.03(d)


Training

Initial, update and recurrent training covers (as required):

Organization structure Human factors analysis

Roles and responsibilities Risk classification system

SMS principles Corrective action plans

Company safety management plan Emergency response

Regulatory requirements Occupational safety and health

Documentation processes Corporate safety database

Safety reporting systems Safety communication plans

Investigation techniques Changes to SMS regulations

Proactive risk assessment Annual safety performance reports


Communication

Safety Newsletter

Corporate communications

Executive presentations

WestNet (company intranet)

Base visits

Indoctrination training

Department meetings

SAC, SMC meetings

Jetsmarts (e-learning)

Managers conference

Job descriptions

Performance appraisals


SMS VIDEO


Communication

• Easy to understand for ALL employees

• Dynamic introduction to SMS fundamentals

• focuses on proactive risk management

• Features many employee groups:

• Dispatch, Maintenance, Flight Crew, Scheduling

Ramp Agents, CSAs, Training, FOQA

You have many elements of SMS in place NOW


Fuselage Ice Occurrence (Reactive Risk Assessment)

Repairs & Downtime: $30,000 $30,000 / yr.

Single Agent De-icing (Proactive Risk Assessment)

Each Occurrence:$50,000 $50,000 / yr

Workers Compensation Premiums (Integrated Risk Management)

Forecast Annual Savings: $100,000 - $500,000 / yr

Category A or B Occurrence $$$$$$

Examples of SMS Savings


Summary

• Formalize and document many current safety processes

• Introduce new and improved safety programs

• Force greater consistency and rigor in operational risk management

• Bring new challenges

• Evolve with new regulations, your company and the industry

• Change corporate culture

Safety Management Systems will:

Safety Management Systems. The Company WestJet Culture Safety Management Plan Policies Organization...

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