Measuring Safety Culture to Promote Aviation Safety Culture

2016 ◽  
Vol 35 (2) ◽  
pp. 111-123 ◽  
Author(s):  
Dae Ho Kim ◽  
Jeong Yeol Choi
Keyword(s):  
Safety Culture ◽  
Aviation Safety

scholarly journals AVIATION SAFETY REGULATION IN THE MULTI-STAKEHOLDER ENVIRONMENT OF AN AIRPORT

2017 ◽  
Vol 8 (2) ◽  
pp. 1-26 ◽  
Author(s):  
Gráinne Murphy ◽  
Marina Efthymiou
Keyword(s):  
Safety Culture ◽  
Airline Industry ◽  
Safety Management ◽  
Service Providers ◽  
Focal Point ◽  
Aviation Safety ◽  
Management Systems ◽  
Safety Management Systems ◽  
Multi Stakeholder ◽  
Primary Relationship

Safety is at the heart of the aviation system, accident rates are on a steady downward trend with 2.1 accidents per million departures in 2016, representing the lowest annual aviation accident rate. It is predicted that globally the airline industry will grow, expecting 7.2 billion passengers to travel in 2035 (IATA, 2016). The airport domain is a complex socio technical environment where an airline receives a range of services and is the focal point for the convergence of ground activities, part of its role is creating the ‘safety picture’ and a ‘safety space’ for its industry customers to provide these services to aircraft operators. All operators (excluding ground-handling service providers) at European Union (EU) airports are regulated by European Aviation Safety Agency (EASA) regulations and now all have Safety Management Systems in place. Using Dublin Airport as a case study, the paper explores safety culture and safety challenges amongst operators in the multi stakeholder context of Dublin airport’s airside operations. In particular, the paper argues that (i) the attitudes of airport stakeholders on the effectiveness of Safety Management Systems were positive with good indicators of an engaged safety culture, (ii) operators strive for safe airport operations as well as achieving compliance operations and (iii) attitudes towards multi stakeholder safety management depend on the primary relationship held by each party. Finally, the paper recommends strategies to be adopted to enhance and improve multi stakeholder safety culture at Dublin Airport.

Predictive Effect of Implicit Safety Attitudes on Safety Performance in Aviation Safety Culture

2015 ◽  
Vol 47 (1) ◽  
pp. 119 ◽  
Author(s):  
Bihua YAN ◽  
Ming JI ◽  
Xiaojun ZHAO ◽  
Jinlu TU ◽  
Xuqun YOU
Keyword(s):  
Safety Culture ◽  
Aviation Safety ◽  
Safety Performance ◽  
Safety Attitudes ◽  
Predictive Effect

Safety management systems: an opportunity and a challenge for military aviation organisations

2018 ◽  
Vol 91 (1) ◽  
pp. 190-196
Author(s):  
Anna V. Chatzi
Keyword(s):  
Safety Culture ◽  
Safety Management ◽  
Aviation Safety ◽  
Civil Aviation ◽  
Management Systems ◽  
Management Approach ◽  
Safety Management Systems ◽  
Content Type ◽  
Military Aviation ◽  
The Military

Purpose Most military aviation organisations today have not evolved their safety management approach towards harmonising with civil aviation. Safety culture is the base for any civil aviation organisation, enabling employees to communicate effectively and be fully aware and extrovert on safety. Just culture and reporting culture both are related to safety culture. Both are parts of the awareness process, enhancing safety promotion. These distinct elements and the safety management systems (SMS) can serve well the military aviation. This paper aims to present and discuss the SMS philosophy, structure and elements as a solution for military aviation organisations. Design/methodology/approach The feature of civil aviation SMSs are presented and discussed, with reference to the applicable frameworks and regulations governing the SMS operation. A discussion on the challenges faced within the military aviation organisations, with a brief examination of a European Union military aviation organisation, is presented. Findings The European Military Airworthiness Requirements, which are based on the European Aviation Safety Agency set of rules, can act the basis for establishing military aviation SMSs. A civil-based approach, blended, as necessary, with military culture is workable, as this is the case for many defence forces that have adopted such aviation safety systems. Originality/value This viewpoint paper discusses the opportunities and challenges associated with the adoption of SMS by military aviation organisations. This is the first time that this issue is openly discussed and presented to the wider aviation community, outside military aviation.

Budaya Keselamatan di Bengkel Perawatan Pesawat Udara pada Garuda Maintenance Facility (GMF AEROASIA)

WARTA ARDHIA ◽  
2011 ◽  
Vol 37 (4) ◽  
pp. 322-334
Author(s):  
Minda Mora
Keyword(s):  
Safety Culture ◽  
Measurement System ◽  
Aviation Safety ◽  
Aircraft Maintenance ◽  
Grid System ◽  
Safety Level ◽  
Important Thing ◽  
Data Result

Safety is the most important thing in aviation. Safety level has to improved in highest performance. One way to improve safety is to implement safety culture in organization. In case of aviation safety, safety is affected by many factors. Aircraft maintenance is of the factor. The goal of his research is to asess the aviation safety culture in maintenance facilities, case study: Garuda Maintenance Facilities (GMF) using Safety Culture Indicator Scale Measurement System (SCISMS). The Safety Culture Grid System is used to analize the data. Result shows that safety culture in Garuda Maintenance Facilities is COLLABORATIVE. In a Collaborative safety culture, safety is seen as a primary integrated concern throughout the organization.

Safety Culture and Safety-Relevant Behavior in Air Traffic Management

2015 ◽  
Vol 5 (1) ◽  
pp. 3-17 ◽  
Author(s):  
Michaela Schwarz ◽  
K. Wolfgang Kallus
Keyword(s):  
Safety Culture ◽  
Traffic Management ◽  
Service Providers ◽  
Five Factor Model ◽  
Principal Component ◽  
Air Traffic Management ◽  
Air Traffic ◽  
Psychometric Validation ◽  
Safety Attitudes ◽  
Culture Development

Since 2010, air navigation service providers have been mandated to implement a positive and proactive safety culture based on shared beliefs, assumptions, and values regarding safety. This mandate raised the need to develop and validate a concept and tools to assess the level of safety culture in organizations. An initial set of 40 safety culture questions based on eight themes underwent psychometric validation. Principal component analysis was applied to data from 282 air traffic management staff, producing a five-factor model of informed culture, reporting and learning culture, just culture, and flexible culture, as well as management’s safety attitudes. This five-factor solution was validated across two different occupational groups and assessment dates (construct validity). Criterion validity was partly achieved by predicting safety-relevant behavior on the job through three out of five safety culture scores. Results indicated a nonlinear relationship with safety culture scales. Overall the proposed concept proved reliable and valid with respect to safety culture development, providing a robust foundation for managers, safety experts, and operational and safety researchers to measure and further improve the level of safety culture within the air traffic management context.

Asiana Airlines Flight 214

2014 ◽  
Vol 4 (2) ◽  
pp. 113-121 ◽  
Author(s):  
Stephanie Chow ◽  
Stephen Yortsos ◽  
Najmedin Meshkati
Keyword(s):  
Human Factors ◽  
Aviation Safety ◽  
Cultural Factors ◽  
Vital Role ◽  
Cultural Issues ◽  
Flight Crew ◽  
Pilot Performance ◽  
Engineering Designs ◽  
Flight Deck

This article focuses on a major human factors–related issue that includes the undeniable role of cultural factors and cockpit automation and their serious impact on flight crew performance, communication, and aviation safety. The report concentrates on the flight crew performance of the Boeing 777–Asiana Airlines Flight 214 accident, by exploring issues concerning mode confusion and autothrottle systems. It also further reviews the vital role of cultural factors in aviation safety and provides a brief overview of past, related accidents. Automation progressions have been created in an attempt to design an error-free flight deck. However, to do that, the pilot must still thoroughly understand every component of the flight deck – most importantly, the automation. Otherwise, if pilots are not completely competent in terms of their automation, the slightest errors can lead to fatal accidents. As seen in the case of Asiana Flight 214, even though engineering designs and pilot training have greatly evolved over the years, there are many cultural, design, and communication factors that affect pilot performance. It is concluded that aviation systems designers, in cooperation with pilots and regulatory bodies, should lead the strategic effort of systematically addressing the serious issues of cockpit automation, human factors, and cultural issues, including their interactions, which will certainly lead to better solutions for safer flights.

Automation Surprise

2017 ◽  
Vol 7 (1) ◽  
pp. 28-41 ◽  
Author(s):  
Robert J. de Boer ◽  
Karel Hurts
Keyword(s):  
Flight Control ◽  
Representative Sample ◽  
Aviation Safety ◽  
Control Mode ◽  
Cognitive Errors ◽  
Laboratory Studies ◽  
Airline Pilots ◽  
Flight Operations ◽  
Widespread Phenomenon ◽  
Few Data

Abstract. Automation surprise (AS) has often been associated with aviation safety incidents. Although numerous laboratory studies have been conducted, few data are available from routine flight operations. A survey among a representative sample of 200 Dutch airline pilots was used to determine the prevalence of AS and the severity of its consequences, and to test some of the factors leading to AS. Results show that AS is a relatively widespread phenomenon that occurs three times per year per pilot on average but rarely has serious consequences. In less than 10% of the AS cases that were reviewed, an undesired aircraft state was induced. Reportable occurrences are estimated to occur only once every 1–3 years per pilot. Factors leading to a higher prevalence of AS include less flying experience, increasing complexity of the flight control mode, and flight duty periods of over 8 hr. It is concluded that AS is a manifestation of system and interface complexity rather than cognitive errors.

Got the Results, Now What Do You Do?

2012 ◽  
Vol 2 (1) ◽  
pp. 25-33 ◽  
Author(s):  
Michaela Heese
Keyword(s):  
Safety Culture ◽  
Success Factors ◽  
Service Providers ◽  
Transformation Process ◽  
Driving Safety ◽  
Critical Success ◽  
Culture Transformation ◽  
Survey Results ◽  
Air Navigation Services ◽  
Navigation Service

Members of the Civil Air Navigation Services Organisation have committed themselves to measure and improve safety culture within their organizations by 2013 ( CANSO, 2010 ). This paper attempts to offer support to air navigation service providers that have already implemented a standardized safety culture survey approach, in the process of transforming their safety culture based on existing survey results. First, an overview of the state of the art with respect to safety culture is presented. Then the application of the CANSO safety culture model from theory into practice is demonstrated based on four selected case studies. Finally, a summary of practical examples for driving safety culture change is provided, and critical success factors supporting the safety culture transformation process are discussed.

Sign in / Sign up

Export Citation Format

Share Document