Assessing and managing risks within the airport environment under the EASA Aerodrome regulations is a complex and ongoing process. The management of competence is crucial, focusing on continuous training, performance monitoring, and fostering a strong safety culture.
EASA mandates that aerodromes operating in adverse weather or low visibility conditions must adhere to strict requirements outlined in EASA Part-ADR (Aerodromes) and associated AMC (Acceptable Means of Compliance) and GM (Guidance Material). These requirements include:
Regulation (EU) No 139/2014 forms the core of the European Union’s framework governing aerodrome safety and operations. This regulation, established by the European Parliament and the Council, lays down requirements for the design, operation, and maintenance of aerodromes to ensure a high level of safety across the European aviation sector. The European Union Aviation Safety Agency (EASA) plays a pivotal role in managing and updating the regulatory framework to align with the latest safety requirements and technological advancements.
The evolution from traditional to modern safety thinking represents a significant paradigm shift in aviation ground operations.
• Today’s safety systems are focused on proactive risk management, systems thinking, and learning culture, moving beyond the blame-oriented, reactive approaches of the past.
Emotional intelligence significantly enhances aviation leadership by improving interpersonal and business communication skills. Leaders with high EI can build trust, resolve conflicts, motivate teams, and navigate complex relationships, all of which are essential for success in the highly regulated and dynamic aviation industry.
In EASA-compliant aerodromes, vehicle operations and airside driving are critical areas that require strict adherence to regulatory requirements, best practices, and effective competence management.
A question that could be asked is, “Do you train your workforce because you want to, or do you have to”? This is a question with a deeper meaning. It is a very valid and real question – because often, underperformance (including financial outcomes) within the MRO environment relates to competence issues.
Whether your goal is to secure an EASA Third Country Production Organisation Approval (Part 21G POA), Maintenance Organisation Approval (EASA Part 145 AMO), Continuing Airworthiness Management Organisation (CAMO) approval, or Design Organisation Approval (Part 21J DOA), our expert-driven courses and consultancy are here to support your journey.
The success of the SMS depends on recognizing the significant role of managers and supervisors in promoting safety behaviour and identifying hazards.
By understanding and addressing human factors, organizations can significantly reduce risks and enhance safety. This integration ensures that systems are designed with the user in mind, controls are practical and effective, and continuous improvement is based on real-world human performance data.
Role: The safety manager is the focal point for all SMS activities.
In today’s aviation landscape, Safety Management Systems (SMS) play a vital role within Part 21J Design Organizations, ensuring that safety considerations are integrated into all aspects of design and development.
• -Oversight, certification, and enforcement
Root cause analysis in aviation is not just about addressing the immediate issues that led to an incident. It’s about developing a culture of continuous improvement and safety throughout the organisation.
The effective introduction and implementation of an Aviation Safety Management System (SMS) is vital for enhancing safety and operational efficiency within aviation organizations.
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