ICAO/ASPA Regional Seminar on Safety Management Systems (SMS)

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Safety Management Systems
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The Company WestJet Culture Safety Management
Plan Policies Organization Processes Training Com
munication SMS Benefits () Conclusion
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WestJet Snapshot

• Ten years in operation
• More than 43 million guests flown since 1996
• (average of 851,043 guests/month in Q4 2005)
• Eight year average revenue growth of 54
• Nine year average growth 50.0 (RPM) / 47.8
  (ASM)
• Fleet of 54 Boeing 737 NG aircraft (63 aircraft
  in 2006)
• Over 5,000 WestJet employees

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Available Seat Miles (Annual - billions)
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Revenue (Annual - billions)
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Culture Aligning Interests

• Turn employees into capitalists so they think
  and behave like owners
• Employee Share Purchase Plan
• Dollar for dollar matching of employee
  contributions
• 86 participation with average of 12 of base
  salary
• Profit sharing - 73.9 million distributed over
  nine years
• Share options
• 86.6 outstanding held by pilots
• 3.7 million new grants to pilots in 2004

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Culture Aligning Interests

• Culture of ownership, caring, empowerment,
  teamwork
• WestJet vocabulary Guests, WestJetters,
  Teams, Big Shots, Beanland, WestJettitude
• PACT Pro-Active Communication Team
• employee association
• no unions
• PACT and Management seek mutually beneficial
  solutions for
• the Company and its shareholders
• the Employees
• the Guests

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Implementing the Regulations

• Transport Canada regulations apply to
• Aircraft Maintenance Organization Certificate
• Air Operator Certificate
• WestJet has made SMS a company-wide initiative
• Maintenance
• Flight Operations
• Inflight
• Airports
• Occupational Safety Health
• Environment
• Corporate Divisions

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• WestJet differs from many airlines (perhaps your
  own)
• Business model
• Growth
• Equipment type(s)
• Route structure
• Employee relations
• CULTURE
• Airlines will also differ in Safety Management
  Systems
• common elements and components
• different programs, processes and
  infrastructures

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Safety Management Plan
Guiding document for implementation and operation
of SMS

• Policies
• Safety Organization
• Roles and Responsibilities
• Processes
• Audit
• Training
• Communication
• Emergency Response

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Policies Fundamental Assumption of Risk
Causation
Human Error Caused by system design To be
expected TEM Model System Review

• At-Risk Behaviour
• Caused by
• complacency
• time pressures
• condoned behaviour
• other human factors
• Must be actively measured and managed
• Individual Coaching

Reckless Behaviour Willful non-compliance Can
not be tolerated Discipline
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Operational Safety Organization
Safety Action Committee
Safety Representatives
Safety Services
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Safety Department Mission Statement
To support effective safety programs and
proactive risk management by promoting safety as
an inherent value of WestJets culture
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Safety Organization
Accountable Executive
Accountable Executive VP Technical Services VP
Op. Development EVP People CFO EVP Culture
Airports EVP Marketing Sales Director, Safety
Safety Management Committee (meets monthly)
Director, Safety Maint. Safety Officer Manager,
Flight Safety Airports Safety Advisor Inflight
Safety Advisor SST Advisors SMEs
Safety Action Committee (meets weekly)
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Roles and Responsibilities

• Accountable Executive
• Senior Managers
• Executive Vice Presidents, Vice Presidents,
  Directors
• Managers and Supervisors
• Front-line Employees
• Safety Department
• Safety Representatives
• Safety Committees
• Safety Action Committee, Safety Management
  Committee
• Lead Investigator
• Safety Review Teams

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Safety Processes

• Reactive and Proactive Processes
• Hazard / Root Cause Analysis
• Risk Assessment
• Risk Mitigation
• SMS Database
• Safety Planning Performance
• Change Management
• SMS Quality Assurance

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Risk assessment Safety survey LOSA Job safety
analysis
Flight incident report Ground incident report
Injury report FDM statistics
Safety Management Systems
Basic Risk Management Process
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FDM Report
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FDM Report
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Organizational Error Profile (XX Airlines and
LOSA Archive Comparison Airlines)
LOSA Report
LOSA Report
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Risk Management Matrix
Risk Management Matrix
Risk Class Lead Investigative Responsibility Level of Investigation (Typical) CAP Development Timeline CAP Implementation Timeline Initial CAP Evaluation Timeline Close-out Authority
Level 1 Department Safety Rep Single investigator using local resources Within 6 weeks of initial risk classification Within 3 months of initial risk classification Within 6 months of CAP implementation Responsible Manager
Level 2 Department Safety Rep or Chair, Safety Review Team Single investigator using corporate resources. HF analysis optional. Within 1 month of initial risk classification Within 2 months of initial risk classification Within 6 months of CAP implementation Responsible Manager
Level 3 Chair, Safety Review Team Single investigator or investigative team using corporate resources and external resources as required. HF analysis mandatory. Short term CAP within 1 week of initial risk classification Long term CAP within 2 months of initial risk classification Short term CAP within 3 weeks of initial risk classification Long term CAP within 4 months of initial risk classification Short term CAP within 6 weeks of implementation Long term CAP within 6 months of implementation Safety Management Committee
Level 4 Chair, Safety Review Team Investigative team using internal and external resources. HF analysis mandatory. Short term CAP within 48 hours of initial risk classification Long term CAP within 2 months of initial risk classification Short term CAP within 1 week of initial risk classification Long term CAP within 4 months of initial risk classification Short term CAP within 4 weeks of implementation Long term CAP within 6 months of implementation Safety Management Committee
CAP Corrective Action Plan HF Human Factors
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Database Findings / Causes / Actions Page
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Training
Training must ensure that personnel are
trained and competent to perform their safety
management duties Canadian Aviation
Regulations 107.03(d)

• Safety Management Plan specifies initial and
  recurrent training standards for
• Safety Department
• Senior Managers
• Managers Supervisors
• Front line Employees
• as appropriate to the individuals
  responsibilities in the safety management
  system.
• WestJet Safety Management Plan Section 9

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Training
Initial, update and recurrent training covers (as
required)
Organization structure Human factors analysis
Roles and responsibilities Risk classification system
SMS principles Corrective action plans
Company safety management plan Emergency response
Regulatory requirements Occupational safety and health
Documentation processes Corporate safety database
Safety reporting systems Safety communication plans
Investigation techniques Changes to SMS regulations
Proactive risk assessment Annual safety performance reports
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Communication
Safety Newsletter Corporate communications Executi
ve presentations WestNet (company intranet) Base
visits Indoctrination training Department
meetings SAC, SMC meetings Jetsmarts
(e-learning) Managers conference Job
descriptions Performance appraisals
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SMS VIDEO
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Communication

• Easy to understand for ALL employees
• Dynamic introduction to SMS fundamentals
• focuses on proactive risk management
• Features many employee groups
• Dispatch, Maintenance, Flight Crew, Scheduling
• Ramp Agents, CSAs, Training, FOQA

You have many elements of SMS in place NOW
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Examples of SMS Savings
Fuselage Ice Occurrence (Reactive Risk
Assessment) Repairs Downtime 30,000 30,000
/ yr. Single Agent De-icing (Proactive Risk
Assessment) Each Occurrence 50,000 50,000
/ yr Workers Compensation Premiums (Integrated
Risk Management) Forecast Annual Savings
100,000 - 500,000 / yr Category A or B
Occurrence



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Summary
Safety Management Systems will

• Formalize and document many current safety
  processes
• Introduce new and improved safety programs
• Force greater consistency and rigor in
  operational risk management
• Bring new challenges
• Evolve with new regulations, your company and
  the industry
• Change corporate culture

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Safety Management Systems