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Safety Management Systems/ISBAO Dan Brunskole, President Jim Zawrotny, TBAG Consultant The Brunskole Aviation Group, TBAG.

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Presentation on theme: "Safety Management Systems/ISBAO Dan Brunskole, President Jim Zawrotny, TBAG Consultant The Brunskole Aviation Group, TBAG."— Presentation transcript:

1 Safety Management Systems/ISBAO Dan Brunskole, President Jim Zawrotny, TBAG Consultant The Brunskole Aviation Group, TBAG

2 1 Who is IBAC? International Non-Government, Non-profit, Council representing 14 member Associations (NBAA largest) Conduct safety studies/provide statistics Represent business aviation at ICAO Manage the IS-BAO Program

3 2 What is IS-BAO? Professional code of practice World-wide industry standard Developed by the industry for the industry Based on ISO 9000 principles, tailored for aviation Provides tools for risk analysis and self-directed risk management Fits all sizes & missions, aircraft types Foundation is a Safety Management System (SMS)

4 3 What is a SMS? Proactive management of safety risks Systematic process Comprehensive process Integrates operations, maintenance, finance and human resources

5 4 SMS is Evolutionary Development of Safety 1950s-70s: High accident rate- Solution Technology – Jet engines – Weather radar 70s-80s: Declining accident rate- Quality Management and Human factors – Simulator training – CRM NowFlat accident rate - Recognition that accidents are organizational- – Safety Culture/ Safety Management Systems

6 5 What Causes Accidents? Most accidents are organizational in nature: Latent conditions Combine with or cause active failures – Errors or violations committed by the systems operators And produce an accident

7 6 Precursors to an Accident:

8 7 Defenses against an Accident: Accident Defences Unsafe Acts Preconditions Line Management Decision Makers Window of Opportunity Unsafe Acts and Latent Unsafe Conditions - James Reasons MODEL

9 8 Accident

10 9 Terms: Hazard-The condition or circumstance that can lead to physical injury or damage Risk-The consequence of a hazard measured in terms of likelihood and severity Mitigation-The measures taken to- – Eliminate a hazard – Reduce the likelihood – Reduce the severity of a risk

11 10 Hazards, Risks, Mitigations

12 11 Safety Management System A process to manage the hazards and associated safety- risks inherent in an individual operation

13 12 SMS Formula Identify hazards to YOUR operation Assess and measure YOUR safety risks Mitigate to eliminate hazards or reduce risks Track mitigations to ensure they are APPROPRIATE AND EFFECTIVE Modify mitigations as required

14 13 IS-BAO/SMS provides a framework and structure MRM JAR Training Ran Safety Drills Checklist Maint Schedule Security Policy Worksheets Alcohol & Drugs Policy HSE Policy Ops Manual ERPs CAA Reqs. Insurance Policy No Structure Policy Process Task Structure

15 14 Why do a SMS? Safety and Security Teamwork Loss Prevention/ Accident Prevention Insurance and aircraft financing Stakeholder and customer confidence Due diligence Regulator confidence and regulatory compliance

16 15 Safety Analysis Studied 297 total and serious business aircraft accidents Conclusions: – IS-BAO could have certainly or probably prevented % ACCIDENT ANALYSIS, JET AND TURBOPROP BUSINESS AIRCRAFT , POTENTIAL IMPACT OF IS-BAO - Robert Woodhouse, MRAeS, May 2006

17 16 Business Case: Cost of an Accident Direct LossesIndirect Losses physical damage to the aircraft property damage personal injury loss of life legal claims loss of business damage to reputation / good will loss of key personnel / staff increased insurance premiums / future insurability in question / loss exceeds insurance limits loss of productivity (actions for defense) environmental impact loss of use of equipment (partially insured) punitive damages / fines / regulatory action costs of replacement equipment or supplemental lift additional personnel costs, such as employee counselling recruitment and training Goal: Loss prevention since an accident may incur significant losses!

18 17 Business Case: Cost of Minor Incident Hangar rash on a Gulfstream IV… Direct (40 day repair period) – Physical Damage: $313,800 Indirect – Loss of Use: $635,595 charters – Lost Productivity: $17,300 for over 48 hours – Outside Advisors*: $13,000 – Repair Oversight: $15,000 travel expenses Total Cost: $994,695 Insurance Paid: $470,700 or 47%


20 19 Business Case: Cost of Staff Injury Co-workers and supervisors lose time / productivity tending to injured Distracted staff discuss injury during break times If serious, temporary staff needs training and / or overtime necessary Lost time is not insured

21 20 Regulatory Compliance – SMS PLUS COMPREHENSIVE STANDARDS: New ICAO Annex 6 Part II requirements for non commercial operators of turbojet airplanes, large airplanes, and corporate operators (compliance date November 18, 2010) IS-BAO meets ICAO requirements – SMS ONLY--ICAO requirement for SMS (Annex 6 Part 1) for commercial operators (January 1, 2009 deadline) Many States do not have rules in place Enforcement? FAA filed difference

22 21 Why do a SMS? Some thoughts…. Risk ID through insurance – Least effective as not all risks are insurable – Too narrow an approach – May not leverage firms culture, strengths Waiting for hazards to be identified through accidents? – Do landings with no bent metal prove ops are safe? – Tombstone mentality – Accidents are few- lessons do not apply across the board

23 22 More thoughts… Is your operation as efficient and effective as it can be? – Defining processes/ linking to risks makes operation more effective and efficient Do you know you have… – Trust of your passengers? – What is value of CEO or key personnel? – Trust of regulators? – Do you meet regulatory requirements?

24 23 New ICAO SMS Elements: Safety Policy and Objectives Safety Risk Management Safety Assurance Safety Promotion

25 24 Safety Policy and Objectives Management commitment and responsibility Safety accountabilities Appointment of key safety personnel Coordination of emergency response planning SMS documentation

26 25 Safety Risk Management Hazard identification Safety risk assessment and mitigation

27 26 Safety Assurance Safety performance monitoring and measurement The management of change Continuous improvement of the SMS

28 27 Safety Promotion Training and education Safety communication

29 28 Getting Started: 12 Steps to a SMS 1. Study the SMS concept 2. Obtain senior management commitment 3. Establish SMS team 4. Determine what you have and what you need 5. Conduct initial hazard identification and risk assessment, and develop safety risk profile 6. Develop safety management strategy

30 29 Implementation, cont. 7. Identify safety accountabilities 8. Develop ongoing hazard identification and tracking system and risk assessment procedures 9. Develop emergency preparedness plan 10. Amend programs, procedures and documents as required 11. Conduct staff training and education 12. Track and evaluate safety management activities

31 30 Summary SMS is new way of thinking about safety – What is my risk? – Is it acceptable? – If not, how do I mitigate the risk? – How do I communicate/ implement these mitigations? Goal- Reduce risks ALARP and build a Just Culture / Positive Safety Culture It works!!

32 For more information: Jim Zawrotny, TBAG Consultant Dan Brunskole, President Member Associations see or your Association

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