1 / 30

Safety Intelligence

Safety Intelligence. Barry Kirwan Eurocontrol. Safety Intelligence. What the CEO understands and thinks about Safety matters to the safety and safety culture of the organisation What they ask, what they don’t ask about safety, also matters

tiara
Télécharger la présentation

Safety Intelligence

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Safety Intelligence Barry Kirwan Eurocontrol

  2. Safety Intelligence What the CEO understands and thinks about Safety matters to the safety and safety culture of the organisation What they ask, what they don’t ask about safety, also matters How they Balance Safety against other KPIs matters a great deal Safety Culture in European ATM

  3. Questions Facing CEOs Safety first – but safety is a cost? How do you determine safety expenditure in a cost-conscious industry? How do you balance safety with other market drivers: cost-reduction, expansion, capacity, environment … ? How is your ANSP performing? What are the lagging and leading Safety Key Performance Indicators for your organisation? If your organisation suffers an accident tomorrow, and you find yourself on the news, what are you going to say?

  4. Safety Intelligence is having the right understanding of safety at the top of the ANSP • The CEO’s attitude to safety affects others’ attitudes and behaviours with respect to safety (Safety Leadership & Culture) • It is knowing the right questions to ask, and what you can ask your safety director / manager (Tactical Safety Intelligence) • It is knowing how to balance safety with other KPIs, including political pressures (Strategic Safety Intelligence) • It is knowing that should an accident happen, you’ll know what to say and do, and have the evidence ready that safety was prioritised appropriately (Being Prepared) Safety Culture in European ATM

  5. What do CEO’s ask about Safety? How many incidents do we have? Are they under control? Keep me in the picture – no surprises Is all ok? Are we safe? How is our Safety Maturity? Why is there no safety case? Have you shown this to the regulator? How much will it cost? Is this really necessary? Safety Culture in European ATM

  6. Figures & Statistics – hard data Visual imagery Comparisons with other ANSPs Always come with solutions as well as problems Involve Ops beforehand Argue from the Safety Strategy, Safety Case, SMS Safety as a Business Imperative Scare tactics Adding cost Looking like a safety clerk Ethical arguments only No prior networking Safety as its own justification Breaking trust or blaming other Board Members Not explaining well Winning & Losing Arguments at Board Level Safety Culture in European ATM

  7. ‘Authentic’ leadership matters ‘Lip service’ will not work, and will lead to distrust Better to ‘play it straight’ If a CEO has uncertainties about safety, work with the Safety Director to resolve them But… Not everyone is a Safety SupermanAnd People are not naïve Small touches on the steering wheel can have large impacts Safety Culture in European ATM

  8. What are the top five risks for your ANSP? What are the actions ongoing to tackle them? A state prosecutor decides to prosecute one of your controllers for an incident. What do you do? Under what contingency conditions should you shut down your airspace? One of your safety cases says a new operation is unsafe, but Ops disagrees – how do you query its results?

  9. Tactical Safety Intelligence • Following a serious near-miss due to controller workload and poor coordination, a restriction has been in place for 5 months which has reduced capacity, and stopped incidents. The CEO of an affected airline asks you when you will remove the restriction. • You are moving from two old ACCs to a single new ACC. Staff and unions have expressed concerns about safety impacts

  10. Improvement Route Design 1 FAB 2 ANSPs Each ANSP with 3 ACC sectors 1 Route from A to B to be shortened New Route however increases sector demand A B ‘Strategic’ Safety Intelligence:Balancing safety against other KPIs – achieving the ‘win-win’ Environment Cost Capacity Unions Profits How do I make the trade-offs and still remain safe? Safety Government interests Safety Culture in European ATM

  11. 11

  12. LEGAL Legal Responsibilities Regulatory Considerations SAFETY PROCESSES SMS & Safety Policy Just culture policy Safety Case Process What ‘the numbers’ mean Incident investigation process SAFETY PERFORMANCE Safety Maturity Score Safety Culture profile Unit Safety Case results Safety investment projects ANSP Top (safety) risks Risk-Reduction Performance Safety trends UNDERSTANDING SAFETY Why incidents happen Human Factors & Safety Management contribution to risk (accident case studies) European (safety) risks & future Safety Issues (FABs, SESAR, etc.) A CEO Safety Knowledge Checklist

  13. Summary: Where Safety Intelligence ‘Fits’ Tactical & Strategic – making key safety-informed decisions SI Processes & Procedures – the ANSP’s safety competence SMS The ANSP’s commitment To safety, at all levels Safety Culture

  14. European ATM Safety Conference“Keeping Safety First: is that still achievable?” 27-28 October 2010 Hosted by SMATSA, Hotel Hyatt Regency Beograd, Serbia EUROCONTROL

  15. Safety Culture - Leading From the Top Sverre Quale President of the Avinor group

  16. Safety Culture in Everyday Work • Safety an integral part of the business • Genuine interest in safety -> good role model • Building competence – influencing behaviour • Communication • Active dialog with owner and authorities • Cultivate dialogue with staff • Public exposure • Building reporting culture/trust • Sharing lessons learned -> good leadership behaviour.

  17. What does Safety Culture Give You? • More competent organisation • Understanding the overall system • Improved reporting • Best possible risk-picture • Improved decision making • Safer operations • A good Safety Culture often influence a good overall business culture.

  18. Occurence Reports vs Serious Incidents * * New classification scheme in 2005

  19. Safety Improvement Process Management & Regulatory oversight Operational Safety Improvement Procedures Vs Practices Analysis (HERA & Trend) Causal Factors Risk Areas Statistics MOR eSystem Report Just Culture

  20. No Need to be a Safety Superman • Walk the talk • Communicate on all levels • Involve Be visible.

  21. Seven practical tips from Safety Directors • Put safety first on the weekly meeting agenda • CEO needs have a direct report from safety • Know your top five risks and what is being done about them • Involve safety at the start of projects • Ask how your other directors are doing on the SMS • Ensure Safety / Ops / Eng work well together, with support from HR & other directorates • Understand your safety culture strengths and weaknesses

  22. Safety Intelligence Exercise • We want CEOs to be smarter about safety • But are we smart about it ourselves? • We want them to ask the right questions • But do we know the answers?

  23. Human Factors ‘Intelligence’ Scenario • A new Centre is getting close to operation. The team of operators/controllers testing it have identified a number of HF inadequacies: legibility issues, colour coding inconsistencies, non-intuitive displays and controls. Retrofit will cause a six month delay and add 20 million SEK to the project. Unions have got involved and say their members won’t operate the system. There is political pressure to get it operational, and money is tight. The new centre will give the company a competitive advantage. • What do you do/ask/propose? • As CEO? As HF Manager? • What are the winning / losing arguments?

  24. WORKSHOP – 45 mins • Small Groups – 4 groups plus one non-HF group (with Barry) – temporary promotion to the ‘Board’ • Discuss what should be done • Consider how to present it to the CEO • What are the best arguments/messages? • What should a CEO know about Human Factors? • Elect a spokesperson to present it to the ‘Board’

  25. Showtime… ?

  26. Winning arguments…?

  27. Challenges • What is your proof that this is going to be a real problem? Controllers can adapt. • Is this a ‘comfort factor’ or a real safety threat? • Would you prefer we lose our competitive advantage and risk having to reduce staff in 12 months time? • Why didn’t you sort this out earlier? • Denmark are implementing the same system, they’re not delaying theirs… • Do you have the capability (staff) to do these changes? How long will it take?

  28. Rabbit punches… • (Dir. Ops) The supplier conforms with EU Regs on Ergonomics • We asked an independent consultant and he said the system wasn’t great but was okay. • I spoke with the leader of the unions. For certain changes in terms and conditions (overtime payments and allowances), they will accept the new system

  29. Remember – the CEO will decide How you accept defeat can determine your chances of success next time

  30. Why bother with Safety Culture? Find your real risks, stay open for business Find out what people really think about safety Some think of it as a manager’s insurance policy

More Related