Safety Management – A Compromise Between Production and Protection Captain Dan Maurino Flight Safety and Human Factors – ICAO Worldwide Symposium on Performance of the Air Navigation System Montreal 26 – 30 March 2007 1 1 1

The First Ultra-Safe Industrial System Fragile system (1920’s -1970’s) Individual risk management & intensive training Accident investigation 10-3 Safe system (1970’s – mid 1990’s) Technology & regulations Incident investigation 10-5 Ultra-safe system (mid 1990’s onwards) Business management approach to safety (SMS) Routine collection and analysis of operational data 10-7 Less than one catastrophic breakdown per million production cycles

Truth or Falsehood? In this airport safety is first In this unit safety is the first priority In this airline, safety comes first Declaración de la política de seguridad operacional de la compañía Se dice muy a menudo que “la seguridad tiene un sentido económico”. A menos que una compañía experimente una pérdida importante o evalúa criticamente los costos directos e indirectos de un suceso, es a menudo muy dificultoso aseverar el sentido de la mencionada declaración: “la seguridad tiene un sentido económico”. Los costos directos, usualmente pueden ser fácilmente identificados e incluyen los daños sufridos por la aeronave, las compensaciones por las lesiones a terceros y los daños a la propiedad, los que son usualmente compensados por los reclamos hechos ante las compañías aseguradoras.

To achieve specific production goals Truth What is the fundamental purpose of a business organization? To achieve specific production goals

The Business Management Perspective To achieve specific production goals, service providers must manage core business processes Managing safety is one such business process Safety management is a core business function just as financial management, HR management, etc.

A Balanced Compromise Production Protection Resources

The Dilemma Resources Resources Production Bankruptcy Protection

The Dilemma Resources Resources Protection Production Catastrophe

Building Safety Resilience… Risk High Low System’s Production Objective(s) Regulations Technology Safety Space Training System output Maximum Minimum

…Upon Business Management Practices Safety issues are a byproduct of activities related to production/services delivery. Managing safety – An analysis of an organization's resources and goals leading to Balanced and realistic allocation of resources between protection and production goals Support of the needs of the organization

Production, Protection & ICAO SARPs States shall establish a safety programme, in order to achieve an acceptable level of safety in: The operation of aircraft The maintenance of aircraft The provision of air traffic services Aerodrome operations

Production, Protection & ICAO SARPs States shall require, as part of their safety programme, that a [service provider] implements a safety management system accepted by the State that, as a minimum: Identifies safety hazards Ensures that remedial action necessary to maintain an acceptable level of safety is implemented Provides for continuous monitoring and regular assessment of the safety level achieved Aims to make continuous improvement to the overall level of safety

Enter Acceptable Level of Safety The acceptable level of safety to be achieved shall be established by the State(s) concerned Minimum safety performance that service providers should achieve while conducting their core business functions Each agreed acceptable level of safety should be commensurate to Complexity of individual service provider specific operational contexts Availability of service provider resources to address safety concerns

In Search of the Balanced Compromise Production Protection Resources Protection State safety programme Objective: Public safety Oversight Production Acceptance Oversight Organization’s safety management system (SMS) Organization’s production processes Objective: Achieve commercial goals and customer satisfaction Objective: Control safety risk Safety assurance

Safety Management – Excuses and Fear Denial: ritualistic rejection of change Repair: cover-up, cosmetic adaptation denying progress Reform: engaging the will to change