1. Safety Management - The Payback Presented by Jane Gothard Head of International Safety NATS Moscow – 15 th September 2005

2. History of NATS Safety Management System (SMS) 1989 CAA Safety Management Review Objective: To identify changes in organisational structure and safety management which are required to assure ATC safety in the present and future environment. Considered safety management in its widest context; Separation of safety regulation from NATS operations to be made obvious; Need for explicit commitment to safety; Recommendations based on best practice in other safety critical industries.

3. Zagreb Mid-Air Collision 1976 Tenerife air disaster 1977 Challenger Space Shuttle disaster 1986 Herald of Free Enterprise ferry disaster Zeebrugge1987 Clapham Junction Rail Disaster 1988 Piper Alfa Oil Platform disaster 1988 A Catalogue of Disaster

4. An organisation’s commitment to safety must be explicit - set a clear safety policy; Senior Management are responsible for way safety is managed - Responsibilities for safety need to be explicit; A top-down safety strategy should be established; Free flow of information and openness is essential to ensure that safety issues are acknowledged and communicated to the relevant parts of the organisation; Engineering systems need to be maintained in accordance with their design principles; A central focus on safety is useful; There is a need to audit procedures; Lessons from Accident Investigations

5. The 1989 CAA Safety Management Review identified the need for: a single document to provide a comprehensive description of NATS approach to safety management; a system-wide policy of safety management which: defines responsibilities and accountabilities; provides a formal basis for translating NATS Objectives relating to safety into detailed engineering and operational requirements. A dictionary of common definitions such as safety, reliability and integrity as they are understood in the NATS context. 1989 CAA Safety Management Review

6. SMS - The Drivers What do you need? To understand current performance; To identify weaknesses / deficiencies; To comply with regulatory requirements; To stay in business.

7. SMS - The Drivers What do you want? A means of achieving continuous improvement in safety performance; Improved safety performance; Minimal additional cost / cost control.

8. SMS Development Know where you are starting from - define a baseline Set the Scope - a realistic manageable level Set clear objectives - accept that you will not achieve everything right away. Obtain Senior Management buy-in - in both the philosophical and financial sense! Build in ‘Line’ ownership Engage expert support and identify internal resource Take the regulator along with you

9. Set Policy; Identify accountabilities; Define processes and procedures; Develop and implement a communication plan; Test achievement regularly - identify successes; Expand and improve. SMS Development - System Design

10. Safety has first priority within the core values that underline all NATS activities, and it is NATS safety objective to maintain and, where practicable, improve safety levels in all our activities. To achieve this, it is NATS policy that an explicit, pro-active approach to safety management is maintained to minimise NATS contribution to the risk of an aircraft accident as far as is reasonably practicable. NATS Safety Policy

11. Organisational Change System Safety Analysis System Acceptance Procedures Quantitative Safety Levels Documentation General Safety Management Principles

12. Incident Investigation Lesson Dissemination Safety Improvement Training Supervision Monitoring Performance Auditing Arrangements General Safety Management Principles

13. POLICY ACCOUNTABILITIES PRINCIPLES PROCEDURES How is it achieved Action What is required Who is responsible NATS Safety Management System

14.  To maintain an effective SMS;  To provide assurance that the SMS is being implemented effectively;  To provide specialist advice and assistance where required;  To provide specialist safety management training at all levels;  To act as a proactive focal point for all safety management issues. The Role of the Corporate Centre

15. The Reality of Achievement A Safety Management System will enable you to: Identify the risks; Determine the priorities - explicit risk management; Develop and execute a realistic plan; Improve safety performance and demonstrate that you have improved; Create a learning organisation.

16. An Example - Relative Risk of Events Data for illustration purposes only

17. An Example - Level Busts 12 month Rolling Total Data for illustration purposes only

18. Level Busts – By Cause Data for illustration purposes only

19. Level Busts – An Action Plan Raising awareness - Pilots & Controllers Engaging industry - Airlines & Chart Manufacturers Changing procedures - Phraseology Taking advantage of new technology - Developing controller tools 4 Important elements have been addressed:

20. An SMS makes good business sense : Maintain approval to operate - continue in business; Compete on equal terms with other ATSPs - Best practice; Reduce Insurance Premiums; Reduce burden of cost of remedial work and investigations; The Reality of Achievement

21. You will achieve a state of continual unease but, You will know what to worry about; You will be able to worry constructively; Big worries will become little worries; Your customers / stakeholders/ Regulators will worry you less; You will get more sleep! The Reality of Achievement

22. is You can always do more !