The aim is clear. A safe, secure, sustainable and resilient aviation system. I’d add to that list an ambition to continuously improve.
And that’s in the face of the challenge that was recognised 30-years ago. With an aviation system that knows how to archives a high level of safety, even incremental improvement is challenging. Factor in a projected air traffic growth that’s resilient and unabating.
We know that continuously improving the global accident rate requires active interventions.
Since here I can only highlight the key priorities, I’ll choose three aspects of active intervention. Back to what I said earlier in my talk. Aviation is still climbing that maturity curve.
Digitisation has facilitated a growth in proactive work. Initiatives and plans identify actions aimed at solving known safety problems. But the next step remains some way off. It’s that ability to anticipate safety problems before they occur.
We have the notion of safety intelligence. There are Big Data projects that are gathering large quantities of aviation safety data. Today, what might be called prognostics continues to depend on expert judgement. That’s not negative. In fact, that augmented by safety intelligence is the route to the next step in maturity.
Here’s the three categories that must be addressed now and, in the future, – in my view.
- One is a foundation stone of aviation safety work. It’s the capability and will to react in a timely manner to events. Not just accidents and serious incidents but any event that elevates aviation safety risks above acceptable levels.
Top operational risk that are likely to need immediate actions are those concerning loss of control and those concerning runway incidents.
To take timely corrective action the results of investigation need to be readily available. As pointed out by the industry, across the globe, there’s much scope for improvement here.
- My next category is that of systemic risks. System wide safety risks. People, organisations, processes, procedures and the human factors and human performance issues.
Much is being done to ensure the effective implementation of safety management systems (SMS). The four pillars of SMS have proven to work – safety policy, risk management, safety assurance and safety promotion.
The mitigation of risks is not an act that begins on one day and stops on the next. Digitation can be a help but there’s always the dangers of the needle in a haystack or even a problem sitting there in plain sight.
What’s often weak is the communication of what’s discovered. Believable, understandable straightforward communication to decision makers.
- Thirdly, what’s ahead of us is an order of magnitude more complex than what’s gone before.
I’m calling this emerging aviation safety risks. The question arises; are we ready for advanced leaps in technology? Hydrogen, hybrid propulsion, machine learning, quantum computing, complex airspace network and robotics. Humans as executive manager whilst retaining control in emergencies.
It’s a famous quote; data is the new oil. We are ushering in extremely large and complex datasets that are essential to the workings of automated and autonomous systems. Could data be the new quicksand? This is a huge issue in densely used airspace where crewed and uncrewed aircraft must share the airspace.
Another emerging aviation safety risks, that industry and regulators are starting to address is the fact that safety and security become inseparable. In the past these two were addressed as silos. That’s no longer a viable approach.
Another emerging aviation safety risk is that of the workforce. Aviation has attracted dedicated professionals who acquire experience and train to a high level of competence. A safety culture is embedded. In this respect the fundamentals of safety remain the same.
The rapid growth of technology is a two-edged sword. Now, there are many opportunities for future generations, but aviation may not be at the top of the list. As it may have been in the past. There’s a serious aviation safety risk if investments are not made and people are not motivated and able to gain the competencies needed by this industry.
To sum up. Everything I’ve spoken of can only be addressed in partnerships. In the past, the aviation industry and its regulators have proven themselves to be resilient and forward looking.
The challenges ahead are, dare I say, even greater. Levels of integration, interdependency and rapid technology adoption are off the charts. Yet, I believe we can continually improve global aviation safety.