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Safety Management Systems/ISBAO

Safety Management Systems/ISBAO. Dan Brunskole, President Jim Zawrotny, TBAG Consultant The Brunskole Aviation Group, TBAG. Who is IBAC?. International Non-Government, Non-profit, Council representing 14 member Associations (NBAA largest) Conduct safety studies/provide statistics

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Safety Management Systems/ISBAO

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

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

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

  6. What Causes Accidents? Most accidents are “organizational” in nature: • Latent conditions • Combine with or cause active failures • Errors or violations committed by the system’s operators • And produce an accident

  7. Precursors to an Accident:

  8. Accident Defences UnsafeActs Preconditions Window of Opportunity Line Management Decision Makers Unsafe Acts and Latent Unsafe Conditions - James Reason’s MODEL Defenses against an Accident:

  9. Accident

  10. 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. Hazards, Risks, Mitigations

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

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

  15. 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. Safety Analysis • Studied 297 total and serious business aircraft accidents • Conclusions: • IS-BAO could have certainly or probably prevented 35 - 55% ACCIDENT ANALYSIS, JET AND TURBOPROP BUSINESS AIRCRAFT 1998-2003, POTENTIAL IMPACT OF IS-BAO - Robert Woodhouse, MRAeS, May 2006

  17. Business Case: Cost of an Accident Goal: Loss prevention since an accident may incur significant losses!

  18. 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%

  19. “Teterboro Challenger 600 Crash Spawns Claims” ~AINonline CREW INJURY BODILY INJURY (LIABILITY-3rd PARTY) PROPERTY DAMAGE (LIABILITY-3rd PARTY) CFR EXPENSE HULL DAMAGE PASSENGER BODILY INJURY CONSEQUENTIAL LOSSES Business Case: “Cost” of Major Accident

  20. 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. 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. Risk ID through insurance Least effective as not all risks are insurable Too narrow an approach May not leverage firm’s 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 Why do a SMS? Some thoughts….

  23. 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? More thoughts…

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

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

  26. Safety Risk Management • Hazard identification • Safety risk assessment and mitigation

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

  28. Safety Promotion • Training and education • Safety communication

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

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

  31. 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 Jim.Zawrotny@ brunskoleaviationgroup.com Dan Brunskole, President Dan.Brunskole@brunskoleaviationgroup.com Member Associations see www.ibac.org or your Association website

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