Dr Hamdi Chaouk Cyprus – Jan 2014. Safety Culture Safety Culture is the set of enduring values and attitudes regarding safety issues, shared by every.

Flightsafety Foundation Mediterranean

Joint meeting of the Advisory Committee and the Executive Board

Dr Hamdi ChaoukCyprus – Jan 2014

Safety CultureSafety Culture is the set of enduring values and attitudes regarding safety issues, shared by every member of every level of an organization. Safety Culture refers to the extent to which every individual and every group of the organization is aware of the risks and unknown hazards induced by its activities; is continuously behaving so as to preserve and enhance safety; is willing and able to adapt itself when facing safety issues; is willing to communicate safety issues; and consistently evaluates safety related behavior.

However

Lack of Safety - ReasonsPolitical interferencesCorruptionMismanagement and luck of vision and strategyNon autonomous civil aviationLack of private sector participationLack of proper budget and fundingLack of efficient human resourcesUnethical well connected and powerful OperatorsInefficient aviation infrastructure

Civil Aviation AuthoritiesSome Authorities are:

Still non compliance with ICAO’s directivesSubject to political interference in corruptive waysNon autonomous or independent (i.e. not capable regulators)Weak in enforcing aviation regulationsNot capable of recruiting capable personnelReluctant to change

AIRLINEsIATA has made commendable achievements in the aviation industry through:

Supporting and implementing ICAO guidance and recommendations IOSA certificationAviation trainingEncouraging privatization and liberalizationContinuous improvement of airlines operational standards

However, not all airlines are IATA members which means that lots of work is still required to bond the gap and enhance safety

AIRPORTsACI is still basically new compared to IATA and airports are different to Airlines :

States still consider airports as national assets especially for the facts that some airports (capital ones) are somehow profitable

No international certification of airport operational qualityAirports are of wide classifications in term of size, purpose, and

complexity of operational types.A lots of work are still needed in the area of airports to enhance

safety. The gap is too wide between airline development and airport development

5%

33%

3%26%

5%

24%

4%

incidents/accidents causes

lighting and marking

runways and taxiways

information

external hazards

Apron

ATC ops/procedures

Aerodromes

Regional Problems

Africa high accident rate – labor problems – infrastructureproblems - liberalization and privatization difficulties.

Middle East Lack of growth management – Inefficiency – poorvision for the planned US$68 billions investment.

Europe

Lack of delivery – micro-management – congestion.

Regional Problems

Russia and CIS

Safety concerns – business practice not in line with Globalstandards

United StatesAdverse effects due to domestic politics – Weak leadership.

Asia Pacific Lack of harmonization – Lack of regional aviation

organization. Lack of managing huge growth .

“ The organizational causes of this accident are rooted in the Space Shuttle Program’s history and culture….

…Cultural traits and organizational practices detrimental to safety were allowed to develop, including:

• reliance on past success as a substitute for sound engineering

• organizational barriers that prevented effective communication of critical safety information and stifled professional differences of opinion …”

Culture is a basic issue in all these accidents

• Our culture determines what we regard as important

• Our culture determines what we see as normal and acceptable

• Culture acts as a multiplier on all safety elements– Plant - equipment– Process – People

Safety CultureThe Added Ingredient

• Safety Management Systems and Safety Cases provide a systematic approach to safety

• Safety Management systems are still driven by paper• Minimum standards can be defined but this is not the

best way to obtain the extra benefits• A good safety culture fills in the gaps

• “Sound systems, practices and procedures are not adequate if merely practised mechanically. They require an effective safety culture to flourish.”

• So you need Safety Management Systems AND a Safety Culture

Safety Culture Organizational Commitment

Safety Values

Safety fundamentals

Going beyond Compliance

Safety Values (SV): Attitudes and values expressed in words and actions by leadership related to safety. Safety performance should be actively managed and monitored with the same systematic oversight effort and attention given to exceeding goals. Such as company finances

Safety Fundamentals (SF): Compliance with regulated aspects of safety such as training requirements, manuals and procedures, equipment maintenance, and the coordination of activity within and between teams/units. The organization should encourage safe practices as a way of doing business and provide a solid framework for the organization, its managers and line employees, to meet those safety requirements.

Going Beyond Compliance (GBC): Priority given to safety in the allocation of company resources even though they are not required by regulations. This may be reflected in areas such as employee rostering, scheduling of shiftwork and rest time, providing advanced technology when essential, fatigue management programs and other scientifically based risk management systems.

Time

Num

bers

of

Inci

dents

Technology

Systems

• Engineering• Equipment• Safety • Compliance

• Integrating HSE

• Certification

• Competence

• Risk Assessment

Improvements in Safety Performance

Culture

• Behaviours• Leadership • Accountabilit

y• Attitudes• HSE as a

profit centre

Technology may Fail

Status of Aviation in the Middle East

MENA aviation status

• Strong Airports Development Process• Lack of Human resources in Airports• Miss-management of financial resources• Unwillingness to Privatize airports • Deteriorating Political & security stability• Large aircraft purchase orders (mainly Gulf states)• Imbalance in MENA aviation resources

management• Inefficient aviation regulators

MENA airlines ownership

MENA airports ownership

MENA Airports Projects ($68 Billions)

THE END

Thank you