TS02 SMS Open Access Course Handouts - Baines Simmons

The safety managementchallengeSystematic and proactive data on current hazards?High-fidelity, data-intensive identification of hazards?Continuous collection and analysis of daily operational data?Powering RAF safety performance © 2011 Baines Simmons Limited 2

The challengeA strategic approach requires a clear model of good!Powering RAF safety performance © 2011 Baines Simmons Limited 4

The challengeDifficult to buy into something we don’t agree on or have amodel of?Powering RAF safety performance © 2011 Baines Simmons Limited 5

The challengeSo that everyone can buyinto the taskHaving a clear model ofwhat good looks likeor Point-BWe can’t start if we don'tknow where we are now –Point-AWe can provision for thetransition to Point-BWe can review progress atanytime – on course?Without this we won’tknow if we've made it?Powering RAF safety performance © 2011 Baines Simmons Limited 6

Navigating the SMS cloudPhase 5 - Predictive, world-classPhase 4 - Proactive, learning, towardsLearning cultureexcellencePoint AInformed culture Phase 3 - Informed, operationally soundPoint BGenerativeSafety is built into theway we work and think.It is how we do businessaround here.ProactiveAware that latentpathogens and errortraps exist in the system.Seeks to eliminate thembeforehand.Listens to sharp enders.CalculativeSystems in place tomanage safety, often inresponse to externalpressures. Data harvestedrather than used.Reporting cultureJust culturePoint APhase 2 - Build, emerging competenceReactiveSafety given attentionafter an event. Concernabout adverse publicity.Establishes an incidentreporting system.Point APhase 1 - Understanding, underdeveloped, initiatingPathologicalBlame, denial and blinkeredpursuit of financialExcellence; financialtargets prevail.Safety Management System MaturityPowering RAF safety performance © 2011 Baines Simmons Limited 7

So what might good look like?Leadership- StrategicSMS Safety Vision,Strategy, Policy,Objectives,Beliefs & PrinciplesCompliance- Regulations- Leading Practice- Enablers‘Active’ ... Safety Leadership‘Intelligent’ Regulatory ... Regulatory Adoption AdoptionSystemsResourceSMS ImplementationGoals & MaturityDevelopmentRoadmapSafety Roles,Accountabilities,Responsibilities andDelegationProcessesCompetenceSMS SafetyPerformance,Measurement &ReportingSafety Policy &ObjectivesSafety RiskManagementSafetyAssuranceSafetyPromotionCulture- Best Practice- Performance- Enablers‘Positive’ ... Safety CultureSafety LeadershipJust CultureHuman Factors & Fatigue Risk ManagementHuman Performance ManagementHazard & Risk ManagementSafety AssuranceSafety CompetenceError ManagementSafety EngagementSafety CommunicationReporting & InvestigationResilience & Emergency ResponsePowering RAF safety performance © 2011 Baines Simmons Limited 8

The essence of SMS for leadersYou need to make decisionsDecisionmakingPowering RAF safety performance © 2011 Baines Simmons Limited 9

The essence of SMS for leadersMaking decisions without knowledge creates risk in itselfRiskDecisionmakingYour role in this?Powering RAF safety performance © 2011 Baines Simmons Limited 10

The essence of SMS for leadersWith the correct culture we can become knowledgeableKnowledgeDecisionmakingRiskYour role in this?Powering RAF safety performance © 2011 Baines Simmons Limited 11

The essence of SMS for leadersFor the correct culture to flourish we need to be trustedCultureDecisionmakingKnowledgeRiskYour role in this?Powering RAF safety performance © 2011 Baines Simmons Limited 12

The essence of SMS for leadersWith this we can make risk-based decisionsJust cultureDecisionmakingCultureYour role in this?RiskKnowledgePowering RAF safety performance © 2011 Baines Simmons Limited 13

Is safety management cultural?Powering RAF safety performance © 2011 Baines Simmons Limited 14Powering RAF safety performance

The organisational culturalmotivator“I can only speak for myself but I wasshocked by the Texas City explosion.”“It seemed so out of character with what Ibelieved was BP’s prevailing safety culture.”“Please learn from our mistakes.”John Mogford - BP Senior Group VP Safety and OperationsPowering RAF safety performance © 2011 Baines Simmons Limited 15

“Human behaviour is the key toSMS success”.Simon Roberts - SMS Programme Manager at the UK Civil Aviation AuthorityPowering RAF safety performance © 2011 Baines Simmons Limited 16

Culture is a basic issue in allthese accidentsOur culture determines what we regard as importantOur culture determines what we see as normal andacceptableCulture acts as a multiplier on all safety elements Facility Process PeoplePowering RAF safety performance © 2011 Baines Simmons Limited 17

Safety Culture?Powering RAF safety performance© 2011 Baines Simmons Limited

Perceptionof riskSafetybehaviourAttitudePowering RAF safety performance© 2011 Baines Simmons Limited

Conclusions Whilst a systems approach is absolutely necessary - effective safetymanagement is largely cultural Proactive hazard identification (risk management) cannot happen withoutpeople engagement Possessing a consensus of what good safety management looks like is vital without this - where you are going, how you are doing, have youarrived? Hazard rather than event/occurrence centric Safety (hazard) reporting becomes part of the organisation’sDNA (Duty holder Nav. Aid)Powering RAF safety performance © 2011 Baines Simmons Limited 20