JUNE/JULY 2016 AviationPros.com 21
INTERNATIONAL
multiple layers of management then it might
be easier for line operators and management
to talk about safety issues," she says. "If
the raised safety issues are directly linked
with some responsibility of the top man-
agement then the situation might lead to
potential danger caused by hidden reports.
I think eventually things come down to
how employees communicate and convey
the message regarding safety issues."
Enabling Reporting
Ivar Busk, former head of airside safety
at SAS Scandinavian Airlines, says that,
despite cultural peculiarities, enabling the
reporting of safety hazards sits very high in
the agenda of the Civil Aviation Authority
of China (CAAC).
"In aviation the authorities are very
strict and actually perform audits regularly
as well as meetings to encourage reporting
and fact fnding," he says. "Service provid-
ers have internal systems for reporting at
different levels of management. The pen-
alty is severe if incidents or accidents are
not reported timely."
According to Maurizio Anichini, a
ground operations consultant based in
Southeast Asia, there is no "ideal" culture
for the open reporting of operational haz-
ards, risks and exposures.
"In any cultural environment it is not
necessarily easy for people to sponta-
neously report on their actions or omis-
sions, mistakes or violations, to use the
ICAO terminology," he says.
In his view the practice of safety haz-
ard reporting in the Southeast Asia region
demonstrates two main characteristics.
From the one end, he says, it is possible
to obtain open, spontaneous reporting of
hazards and exposures when fostering a
true and just safety culture, where people
are not systematically disciplined when
reporting or in the event an incident or
accident takes place. From the other end,
If the safety issues
raised are directly
linked with some
responsibility of the
top management
then the situation
might lead to potential
danger caused by
hidden reports.
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