The reporter has raised safety concerns in relation to a decline in safety culture across the company post-merger.
The concerns raised are the surmounting factors of the [Operator 1] merger combined with that of a long ingrained ‘poor’ [Operator 2] safety reporting and response culture company-wide. The reporter acknowledges there is a good reporting system which does work, however requires a large focus on positive promotion for the system to be effective and a far better response to those who raise legitimate concerns.
The reporter provided an example where under the previous management, an engineer was demoralised by their supervisor. The engineer has subsequently left the organisation and an internal investigation has not been conducted as a result. The reporter further states, there have been several engineers resign in recent months as they did not feel supported by management. This could have been easily prevented.
The reporter states there is now a shortage of qualified and experienced staff placing increased pressure on existing staff with a new contract involving [number] new aircraft. The reporter also states the training standard for staff is inadequate and rushed through to accommodate the increased workload and believes further consultation with the workforce in ways to achieve rollouts is essential.
The reporter states 'I believe if the company encouraged/supported ‘Stop Work’s’ in times of overloaded situations that all employees are subject to, these distractions can be reviewed and managed accordingly.'
The reporter advises the current decline in safety culture can be overturned through extensive positive promotion of the organisation's safety management system with a particular focus on safety reporting with subsequent support from management.
The reporter acknowledges that as a result of the merger, that new management became aware of the low reporting figures and consulted with the workforce and that ideas for improved feedback and reporting were planned to be implemented and rolled out this year.
The reporter advised the following points should be implemented to assist with the positive and proactive promotion for an improved safety culture:
1. Advising and updating the company about the rollout.
2. Crew Resource Management (CRM) training delivered to the engineering workforce to help individuals remain professional in times of increased pressure.
3. Consistent forecasted shift structuring (with flexibility) to aid in fatigue management giving engineers an adequate break between shifts.
The concerns raised are the surmounting factors of the [Operator 1] merger combined with that of a long ingrained ‘poor’ [Operator 2] safety reporting and response culture company-wide. The reporter acknowledges there is a good reporting system which does work however requires a large focus on positive promotion for the system to be effective and a far better response to those who raise legitimate concerns.
[Operator 2] response:
A review of [Operator 2] reports back to the beginning of [year] shows a steady number across all reporting fields that is difficult to correlate to the “long ingrained poor safety reporting and response culture”.
[Operator 2] saw a drop in report numbers directly after the introduction of the [Operator 1] [safety database] in [Month] [year]. This can generally be anticipated when introducing new software systems. [Operator 2] ran several face-to-face training sessions throughout the network to capture as many personnel as possible at the time and enrolled all personnel in specific [safety database] training for report submission.
Occurrence report numbers are being monitored through the monthly [management] meetings and show a steady increase in proactive hazard reports and reactive occurrence reports, including an increasing percentage of personnel who report.
The reporter provided an example where under the previous management, an engineer was demoralised by their supervisor. The engineer has subsequently left the organisation and an internal investigation has not been conducted as a result. The reporter further states there have been several engineers resign in recent months as they did not feel supported by management. This could have been easily prevented.
[Operator 2] response:
All allegations of bullying, harassment or other ethics-related issues are directly investigated through Human Resources policy when raised or identified. The specific details associated with the reporter's concerns can only be assumed as limited information is provided. Human Resources have conducted recent investigations into similar events which did not substantiate any claim of bullying or harassment.
As part of the off-boarding process, exit interviews are offered on a voluntary basis to all permanent employees. Many participate although some choose not to. Feedback provided from engineers who have left the organisation in the last nine months has been collected and reviewed. None of these have identified safety, safety culture, or management concerns as being a reason for leaving [Operator 2].
[Operator 2] will continue to collect and review all forms of feedback for any opportunities to improve its organisational culture.
The reporter states there is now a shortage of qualified and experienced staff placing increased pressure on existing staff with a new contract involving [number] new aircraft. The reporter also states the training standard for staff is inadequate and rushed through to accommodate the increased workload and believes further consultation with the workforce in ways to achieve rollouts is essential.
[Operator 2] response:
[Operator 2] has a large focus on talent management including acquisition, which involves various strategies such as recruitment, networking, and various other programs to introduce and engage top talent into the business. The [Operator 1] group, including [Operator 2], advertise all roles internally and externally to a targeted talent pool to build its work groups and always ensure the right levels of resources for our contracted commitments.
From [Month] [year] to date, [Operator 2] has had [number] permanent employees leave for various reasons, not including those employees with contracts coming to an end or no longer required.
From [Month] [year] to date, [Operator 2] has hired and on-boarded [number] engineers in a permanent capacity to support our operations and respond to this turnover. The business has identified a further [number] direct hire roles and are actively advertising to bring more talent into the business including apprentice engineer positions.
[Operator 2] is experiencing a period of growth with additional aircraft being brought into the fleet. This has resulted in an additional training burden for several current and new staff to both back-fill roles and fill new roles on the new aircraft type. This training is conducted through the Original Equipment Manufacturers (OEMs) under the CASA regulatory structure.
The planning, conduct and management of workforce to meet company and client needs is an ongoing and active part of the business function. Consultation with the workforce is carried out through the departmental leaders when required.
The reporter states 'I believe if the company encouraged/supported ‘Stop Work’s’ in times of overloaded situations that all employees are subject to, these distractions can be reviewed and managed accordingly.'
[Operator 2] response:
The [Operator 2] [Policy] signed by the [Position title 1] and contained in the [Manual 1], [Manual 2] and the [Operator 2] [Manual 3] has a statement under the responsibilities sections which indicates: “Workers at all levels are empowered to stop work if they genuinely believe that an unacceptable risk means that a task cannot be safely completed”.
Reference to the [Manual 1], [Manual 2 and [Manual 3] are provided to personnel on induction and during ongoing recurrent training. [Operator 2] has been conducting ad hoc Town Hall meetings where the [Position title 1] has reinforced this message verbally, along with regular [Position title 2] and [Position title 3] meetings where this is also verbally delivered.
The reporter advises the current poor safety culture can be overturned through extensive positive promotion of the organisations safety management system with a particular focus on safety reporting with subsequent support from management.
The reporter acknowledges as a result of the merger that new management became aware of the low reporting figures and consulted with the workforce, and that ideas for improved feedback and reporting were planned to be implemented and rolled out this year.
[Operator 2] response:
[Operator 2] and [Operator 1] recently conducted leadership training through two programs delivered to the [Operator 1] and [Operator 2] leadership team and key management personnel in [Month] [year]. These programs were delivered in [Location] over two days and based upon 'Human Performance' and 'Workplace Culture'. The programs were delivered by leading experts in the industry and have a follow-on component which is being developed for delivery to the wider workforce personnel.
[Operator 2] and [Operator 1] has in place a well-defined safety promotion program which includes alerts, memos, posters, investigation feedback notices, and safety report feedback as examples of where a continuous focus on safety and safety promotion is maintained.
The reporter advised the following points should be implemented to assist with the positive and proactive promotion for an improved safety culture.
1. Advising and updating the company about the rollout.
2. Crew Resource Management (CRM) training delivered to the engineering workforce to help individuals remain professional in times of increased pressure.
3. Consistent forecasted shift structuring (with flexibility) will aid in fatigue management giving engineers an adequate break between shifts.
[Operator 2] response:
As the Human Performance and Workplace Culture programs develop the greater workforce will be advised and engaged.
Dedicated Human Factors Training is currently undertaken for all [Operator 2] engineers, and the training is regularly reviewed for improvement opportunities.
[Operator 2] personnel rostering has moved from [Rostering program 1] to [Rostering program 2] in recent months. This transition has not been without challenge. Changes, revisions, and enhancements have been progressively undertaken to allow rosters to be built and forecast out for longer and more sustainable periods. This remains an ongoing part of the [Operations Centre] and Engineering management team.
After reviewing the reporter's concerns (that are general in nature), along with the organisation’s responses (that appear reasonable), there is nothing that stands out as a safety concern.
Perhaps aspects of this can be considered during a review of their SMS at the next audit unless anything further or more substantive arises in the meantime. Although not finalised this can be included during scoping of the 2024/2025 audit plan for the [Operator 2] CAR 30 authorisation. There is further surveillance activity planned for October/November 2024.