Introducing One In A Complex Environment
1. Quick look at the airport
2. Introduction to SMS2. Introduction to SMS
3. Why a Safety Management System at YHZ?
4 Obstacles we anticipated4. Obstacles we anticipated
5. Hazard and Incident Reporting
6. Key roles in SMS
7. Goals and Objectives of SMS
8. Training on SMS
Nuclear and Chemical industries paved the way
International Civil Aviation Organization (ICAO) mandated member states to adopt by 2009mandated member states to adopt by 2009
Transport Canada phased the Canadian Aviation Regulations to require (first) airlines, (secondly) manufacturers and maintenance organizations and (finally) airports and air traffic control(finally) airports and air traffic control organizations to develop one before 2009
Safety Management Plan, Safety Oversight, Document Management and Training are the key elementsManagement and Training are the key elements
Safety Plan to include:Safety policyNon-punitive safety reporting policyp y p g p yRoles, responsibilities and employee involvementCommunicationsSafety planningPerformance measurementManagement review
Document management and retention processesSafety oversight
Reactive and proactive reporting processesIncident investigation (including human and organizational f )factors)Risk management
Quality AssuranceT i i d tTraining, awareness and competence
Airport Safety increased attention
Average airport is a community ofAverage airport is a community of relationships
Every person working airside must continually pay attention to detailcontinually pay attention to detail
Intended to improve aviation safety
Not a Occupational Safety/Health system
Airside-wide scope
Airside
OHS OHSATB SMSSMS
Groundside
We need to keep our certification as an airport ☺
We want to keep our processes in tune with the SMSs of our airlines handlers and ATC to moveSMSs of our airlines, handlers and ATC to move forward in efforts to reduce risks and occurrences.
Lack of SMS wastes money
We are stewards for what our publics haveWe are stewards for what our publics have entrusted us with....
Don’t know about it
Afraid of repercussions
Lack of feedback
Apathy
Don’t know about itDon t know about it
Afraid of repercussionsAfraid of repercussions
Lack of feedbackLack of feedback
Apathyp y
Safety policy covers all of the components of our management system:
Safety is a core value …and we are committed to implementation of a SMSy p
Improving safety through pro-active compliance with regulatory requirements
HIAA ill t th it b i b ki f t i t l t f th itHIAA will strengthen its business by making safety an integral part of the way it conducts its business
It believes all accidents and incidents are preventable,.
HIAA expects everyone involved in aviation activities to share its safety values and policies, and to promote them to anyone who performs activities which may impact aviation safetyaviation safety
Technology, persistence and innovationff150 HIAA staff
5,000 airport workersFor Staff:IntranetRegular emails linking to new information on the ‘netSMS subject in every employee gatheringSMS subject in every employee gathering
For others:Special events (FOD walk, “Road”eos)P t i f ti tPosters, information centersSafety Councils and meeting with OSH Committees
Don’t know about it
Afraid of repercussionsp
Lack of feedbackLack of feedback
Apathyp y
In keeping with the principles and objective of SMS:
HIAA will not discipline any employee who reports an aviation-related hazard, incident or accident
’ f• except where the employee’s act or omission is criminal, willful or grossly negligent
HIAA will develop and maintain its SMS reporting system in such a manner that de e op a d a ta ts S S epo t g syste suc a a e t atassures confidentiality of the person reporting
Employees ManagersFollow established safe working practicesImmediately deal with unsafe
Continually improve safetyPromote and teach safe work
Immediately deal with unsafe conditions as practicalReport all hazards, accidents and incidents observed in a
practicesInform employee of safety matters
and incidents observed in a timely mannerParticipate in developing and
i t i i f k
Actively support development of SMS
maintaining safe work practices designed to reduce risk
Don’t know about it
Afraid of repercussions
Lack of feedback
ApathyApathy
SMS 101 Awareness trainingSMS 101 Awareness training
Any hazard to aviation f (i l di !)
Construction Issuesafety (including yours!)Damage to AircraftDamage to Building
Field Inspection ConcernFOD-Article(s)Damage to Building
Injury to staffAircraft Incident
FOD-Article(s)FOD-PavementFuel Spill
Airfield Lighting SystemAVOP InfractionBi d St ik /Wildlif
IncursionNear-miss Vehicle/AircraftBird Strike/Wildlife
ActivityVehicle/AircraftSafety Issue-GeneralSNIC IssuesSNIC Issues
Thru your [email protected] FormsSMS Center BoxesAviation Safety policyNon-punitive reportingPolicy“Wh ’ N ?”“What’s New?”Report forms
You will be contacted (if we know your name) with a acknowledgement of receipt of your report and givenacknowledgement of receipt of your report, and given an incident number
You may email safety@hiaa any time to get an update on the investigation/corrective actions being taken
No one but the SMS team will know your name if you request confidentiality (as per Policy)
You will be advised of the final outcome and asked if you are satisfied with the outcomeyou are satisfied with the outcome
Report will be reviewed and if necessary immediate action will be started
[email protected] and SMS Center boxes are not the best way to report an incident or hazard that requiresbest way to report an incident or hazard that requires immediate action!
R d f ll i hReport to your management, and follow-up with an email or form so that you can be kept advised
Investigation and Root CauseInvestigation and Root Cause Analysis
N
Source of report (e.g. ADM log book, CADOR, [email protected], etc.)
Report (OIRS)
Does it affect airside safety
NoProcess through standard
administrative procedures
Yes
Undesirable trend
Concern or situation that
presents a hazardAirside Near-miss Airside Accident/
Incident
N
Yes
Fix, file and trend
No
Risk assessment (i.e. determine
risks associated with the hazard)
Does it need formalized risk
assessment
Root causeDefine corrective
Risk analysis/evaluation (using risk matrix) and
prioritization
Root cause analysis
Define corrective action plan(s)
Monitor corrective action(s)
No
Corrective action(s) effective
End, file and trend
Yes
Lack of Resources
Fatigue
Lack of Resources
at gueDistraction
Lack of KnowledgeLack of Communication
ComplacencyPressure
NormsS
Lack of Teamwork
StressLack of Awareness
Lack of AssertivenessLack of Assertiveness
Characteristics of an organization that can interfere with f t fsafety performance
Examples of organizational factors include:p gWork ProceduresPersonnel TrainingOperations System (Supervision)Operations System (Supervision)Safety Culture
Both Human Factors and Organizational Factors influence your ability to perform tasks safely. The goal is to make you aware of these dangers.g
H d R tiHazard Reporting
A Ri k A t i i l l ki tA Risk Assessment is simply looking at a hazard to determine:
1 h t ld1. what could go wrong; 2. risk level as compared to other
h dhazards;3. determining what you can do to
li i t d iteliminate or reduce it.
Corrective ActionCorrective Action
Operational Incident Recording SystemCompiles reportsCompiles reportsManages Investigations and Corrective ActionsManages follow-ups with Reporterg p pAnalyses trendsMaintains records of hazards and incidents for review by Transport Canada during “validations”
FOD
Accident
Injury
Incident
Fuel /
Fluid Spil
New thismonth
Bird and Wildlife Activity2008 20 0 ( d )
121416
2008-2010 (to date)
2468
10
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Wildlife Activity Bird Activity Bird Strikes
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Injur
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Aircr
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Airfi
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AVOP
Infra
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Conc
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FOD‐
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FOD‐
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SNIC
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A Ac Acc
Bird S N
05/23 2 1 18 49 4 2 6 2 4 214/32 5 23 1 1 1 1 2Airfield Lighting 27Airside Non‐Specific 1 1 2 1 18 4 1 5 1 13 2Apron 1 1 2 7 3 6 4 5 2 17 1 2 4 29 6Both Runways 1yBridge 10‐18 1 4 5 1 4 1 1 5 1 2 1 16 1Bridge 20‐24 2 2 2 1 3 1 1 6 9 8 2Bridge 26‐28 3 1 1 1 1 4 2 1 9Inbound Baggage Hall ‐ Domestic 1Intersection 1Other ATB 1 5South Hammerhead Ground Load
2 2 9 2 7 1Gates
2 2 9 2 7 1
Taxi A 2 2 1 2 1 25 6 2 12 1 1 1 3 1Taxi B 3 1Taxi C 2 1Taxi D 1 3 16 1 12 1 2 1Taxi GEF 7 2 2 4 1Taxi H 1 3 2USPC Ground Load gates 1 1 6 2 4 1
2009 12 6 5 12 16 58 18 153 24 13 89 2 23 4 7 103 21 5662008 0 7 5 6 27 29 5 81 10 3 26 7 12 2 7 16 19 262Ratio: 0.86 1 2 0.59 2 3.6 1.89 2.4 4.33 3.42 0.29 1.92 2 1 6.44 1.11 Overall Ratio 2.160305
Ratio: The number of reports in 2009 divided by the number of reports in 2008. Where the individualratios are in excess of the overall ratio, the ratio is printed in red.This indicates classifications that grew in excess of the overall number of reportsThis indicates classifications that grew in excess of the overall number of reports.
The Accountable Executive:The President and Chief Executive Officer (CEO) Tom Ruth is appointed as the A bl E i (AE) f h SMSAccountable Executive (AE) for the SMS
Th P R ibl f I l t tiThe Person Responsible for Implementation of the SMS
The Director Operations is delegated theThe Director Operations is delegated the responsibility for the implementation of the SMSSMS
The Person Responsible to manage the SMS
The Manager, Safety and the Environment is ibl f h f h S fresponsible for the management of the Safety
Management System, as required under CAR 302 505 (1) (5)302.505 (1) – (5).
The Health and Safety CoordinatorThe Health and Safety Coordinator
This committee meets twice a month to review reports and decisions
It provides subject matter expertise into the development and implementation of HSIA’s SMS
The team participates in the planning and implementation of changes that may affect current Safety Management practices.
It ensure HSIA’s SMS corresponds to the size, nature and complexity of the Airport’s operations, activities, hazards and risksrisks.
Minutes are published on the Intranet
The President (in his role as Accountable Executive) and Vice-Presidents/Directors will meet monthly to receive reports, review them and di t t ff SMS l t d ttdirect staff on SMS-related matters.
They conduct an Annual Review of the SafetyThey conduct an Annual Review of the Safety Management System.
Minutes of meetings are published on the Intranet
Goals and Objectives are reviewed and new ones established every 12 months, and targetsones established every 12 months, and targets are set by our executive.
For 2009 our goals were:For 2009, our goals were:
1 OIRS will address reports of hazards and1. OIRS will address reports of hazards and incidents in a timely manner.
2. Reduce the number of total confirmed and suspected bird and wildlife strikes.p
3. Reduce the number of FOD reports due to surface deterioration.
4. Reduce the number of reported Thorguard or CityWatch failures.
These are measured and reported in the Monthly Reports to Executive Steering GroupMonthly Reports to Executive Steering Group, located on the Intranet.
As of 31 December, 2009
87% of all OIRS are closed within 15 days87% of all OIRS are closed within 15 days(target was 90%)
Total confirmed and suspected bird strikes: 25
Bird Strikes*(source: CADORS)
Total confirmed and suspected bird strikes:2008: 192009: 21 Target: 17 (15% less than ‘08) 0
5
10
15
20
Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
2008 Cumulative
2009 Cumulative
target
* confirmed + suspected
Pavement FOD reports:2008: 62009: 3 Target; 3 (50% of ‘08) 0.5
1.0
1.5
2.0
2.5
3.0
3.5
Bird Strike Rateper 10,000 itinerant movements
2008 Cumulative
2009 Cumulative
target2009: 3 Target; 3 (50% of 08)
Thorguard Issues/ activationYTD 2009: 5 Target 0
0.0
Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
target
Rate = Number of strikes YTD / YTD Aircraft Movements
g
We continue to establish goals to reduce wildlife ik FOD d R i S fstrikes, FOD and Reporting System performance
We have established leading indicators, rather than lagging indicators:agg g d cato s
Leading indicators measure preventative actions we take(Lagging indicators measure the number of incidents that has happened)has happened)
We will measure, starting in April, the number of hours per month logged in wildlife patrols and FOD i tiinspections.
Targets of a minimum of 300 hours/month each have been established
SMS Training includes initial training (SMS 101)
Refresher training is necessary every 2 years
Updated training when circumstances warrant (for example new positions with safety roles new(for example, new positions with safety roles, new facilities or equipment)
Course Type Course Name SMS - Staff SMS 101 – Introduction to SMS ISMS - Staff SMS 101 – Introduction to SMS I
SMS 102 – Introduction to SMS II (on-the-job safety training)
SMS - Leadership SMS 201 – SMS in Management SMS 202 – SMS for Executives
SMS Advanced SMS 301 SMS theorySMS - Advanced SMS 301 – SMS theory SMS 401 – Hazard identification and risk
management SMS 402 – Investigation and analysisSMS 402 Investigation and analysis SMS 403 – Self-assessment (2011) SMS 404 – Performance monitoring (2011)
Remember, SMS is a Safety MANAGEMENT Systeml h h h d f llSetting goals, how to achieve them and following up on
targets is a key stepPlanning how you will approach the problem, establishing
d i i h ff d ffprocesses and communicating them to affected staffPlan. Do. Check. Act. SMS is a Management system just like a financial management system, or an environmental management s stem etcmanagement system, etc.
So, where do you start?
Step 1: Determine to what standard:CSA Z1000-06; OHSAS/ISO180001BS 8800; CARS 107
Step 2: Secure top management commitment
Step 3: Establish organizations current practicesStep 3: Establish organizations current practices vis-à-vis the standard (“Gap Analysis”)
Step 4: Clearly assign roles, responsibilities and authorities
Step 5: Plan logical flow of implementation of i id ifi d i h G A l iitems identified in the Gap Analysis
Policy first, communications next, reporting system (to get hazard reports), investigation and risk assessment process, etc. etc.
Step 6: Document control and retention processesStep 6: Document control and retention processes
Step 7: Begin implementation
Step 8: Internal reviews – there’s no finish line.