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

1. 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

2. 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)

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

4. 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

5. 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

6. Precursors to an Accident:

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

8. Accident

9. 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

10. Hazards, Risks, Mitigations

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

12. 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

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

14. 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

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

16. Business Case: Cost of an Accident
Direct Losses
Indirect Losses
physical damage to the aircraft
property damage
personal injury
loss of life
legal claims
loss of business
damage to reputation / good will
loss of key personnel / staff
increased insurance premiums / future insurability in question / loss exceeds insurance limits
loss of productivity (“actions” for defense)
environmental impact
loss of use of equipment (partially insured)
punitive damages / fines / regulatory action
costs of replacement equipment or supplemental lift
additional personnel costs, such as
employee counselling
recruitment and training
Goal: Loss prevention since an accident may incur significant losses!

17. 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%
Move up front…

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

19. 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
Move up front…

20. 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

21. Why do a SMS? Some thoughts….
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
Move up front…

22. More thoughts…
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?

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

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

25. Safety Risk Management
Hazard identification
Safety risk assessment and mitigation

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

27. Safety Promotion
Training and education
Safety communication

28. 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

29. 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

30. 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!!

31. For more information:
Jim Zawrotny, TBAG Consultant brunskoleaviationgroup.com
Dan Brunskole, President
Member Associations see or your Association website