21 Steps to support a Healthy Safety Culture:
1/ The first comment is that it is a very slow (time wise) process to build trust in the workforce and it is very easy to lose this trust.
2/ The second comment is that we can in fact consider trust as a āStep by Stepā building project and like all projects it can be managed as a project
3/ To install a genuine safety culture requires that the organisation develop a specific competence to support the ongoing effectiveness of the required culture.
4/ Key elements in the success of the process are communication (two way) and trust
5/ We must work with all areas of our business and to ensure that we information share across the business Including Flight deck, Cabin crew, Maintenance, Ground staff and Subcontract service providers.
6/ We must strive at all times to be consistent, and ensure that we have ābuy inā from the key stakeholders in particular the accountable executive.
7/ Like any successful project it must have an āownerā or champion and the champion must be at a level high enough to be able to report directly to the accountable executive
8/ We must recognise there will be some discomfort on the way ā it will not be a simple journey but will be fraught with issues especially where we impact the management of change.
9/ We must learn not just from our own mistakes but from others ā providing for a constant stream of data and the opportunity to ask the question ā Could it happen here? Could it happen to us as described or in a similar way?
10/ We have to ensure that our SMS Culture is pitched at the correct level and works in the most proactive way that we are able to deliver.
11/ We must develop an effective hazard identification and risk management system that is effective in Identifying / Analysing and proposing effective mitigations, which will address both individual and systemic issues.
12/ We also need to create reporting systems which are robust and easy to use (not to create any barriers to reporting)
13/ We have to encourage all our employees and service providers to contribute to the SMS by developing a sense of responsibility regarding the obligation to report any and everything.
14/ We have to communicate with our employees in a visible and proactive way and ensure that wherever possible we provide the maximum amount of feedback regarding the status of reports.
15/ Once we accept that in the vast majority of cases it was not the intention to commit an error, we can start to look at the events in the context of the organisation and to step back from a āBlame Cultureā
16/ We must develop strong guidance regarding what is acceptable and unacceptable behaviour and ensure that all employees ābuy inā to the rationality which drives this.
17/ We should refrain from developing systems which are too structured and rigid, building flexibility into our system will provide a framework which will let us cope with the unexpected.
18/ We should also remember that an element of being accident free is connected with luck ā means that we are potentially only 1 or 2 unsafe events away from an incident or accident so should never let our guard down.
19/ We have to strive to ensure we never become complacent. The day we let our guard down is the day we have an accident!
20/ Employee competence is a key driver and this is supported in no small way by effective training.
21/ Develop the habit of ongoing awareness and continuous āRisk Assessmentā
Sofema Aviation Services offers a range of SMS Training courses, both as Open and In Company training.Ā For details of available training courses please seeĀ www.sassofia.comĀ or emailĀ office@sassofia.com
