CORPORATE SAFETY REPORT

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1 CORPORATE SAFETY REPORT NOVEMBER 2015

2

3 Table of Contents CORPORATE SAFETY REPORT CEO Introduction... ii Safety Performance... 1 Completed Activities i

4 CEO Introduction CORPORATE SAFETY REPORT It is my pleasure to introduce the Corporate Safety Report, which documents the progress of groups throughout the Company, in completing their tasks in support of Corporate Safety Plan goals and objectives. Through the efforts of our employees, our safety policies, practices and procedures continue to improve and become more effective, with each passing year. The result is something in which you should all take great pride: a consistently strong record in safety that ranks us among the very best in the global air navigation system. Safety Benchmark In evaluating the effectiveness of our safety initiatives, we benchmark our safety data against air navigation service providers (ANSPs) around the world, as well as against our own past performance. The key benchmark for safety performance among ANSPs is the rate of IFR-to-IFR losses of separation. As of 31, 2015, NAV CANADA remains in the top decile of major ANSPs worldwide. The Company has a five-year moving average of per 100,000 air traffic movements and a current year rate of per 100,000 movements. Safety Information System One of our safety goals is to support the integration of safety data into NAV CANADA s Safety Management System (SMS). A core team with representation from Information Management and Service Delivery s Safety Management and Human Factors is leading this multi-year project, assisted by an extended business team representing various NAV CANADA groups. The solution will enhance our ability to access and analyze accurate and timely SMS data, in order to better share information, gain new insights, and apply lessons learned. Now that the project has been approved, development of the new incident reporting and basic investigation capabilities begins. A pilot of this first phase is planned for the summer of ii

5 Mandatory Briefing Application This year, we streamlined and improved the efficiency of the mandatory briefing process, by introducing an online application for the many mandatory briefings that air traffic controllers and other operational employees are required to review. The app, known as isign, allows air traffic services personnel to simply sign in to the network-wide system to receive all relevant briefing documents for the current situation in their area of responsibility. They can focus on briefing content without distractions, with a mobile interface that is easy to use, and available anywhere. Moreover, managers and supervisors can monitor and confirm, at a glance, compliance of regulatory briefing requirements by staff currently seated in control or other operational positions. To date, isign has been rolled out at all Area Control Centres and the Toronto, Vancouver, Calgary, Edmonton, Montreal, Québec and Ottawa Towers. The plan is to introduce it at all Operations units, beginning with the remaining Towers and Flight Information Centres, in the upcoming fiscal year. Safety Pillar Program Every specialty and unit in Operations now has a Safety Pillar Representative for this national program, who works with local management and their unit to: follow up with air operators on SMS assessments and changes; review PETE (Person/Equipment/Task/Environment) factors associated with published mitigations of ATS Operational Irregularities (OIs); provide recommendations for mitigating ATS OI PETE factors and other safety issues; and identify their unit s top safety issues and develop action plans, as part of the Safety Map process. As of this year, Pillar Reps are using a SharePoint site to facilitate information sharing and collaboration across units. iii

6 Sharing Safety Information Operational safety in the aviation industry has never been stronger, and that is at least partly explained by a new emphasis on the sharing of safety information among ANSPs, airlines, airports, regulators and other industry partners. At NAV CANADA, it has become one of our most important safety practices, working with both national and international partners. The Company continues to facilitate the Canadian Aviation Safety Officers Partnership (CASOP), which was formed with the goal of sharing best practices and proactively managing safety risks in the industry. CASOP held its 10 th biannual forum in Winnipeg in May of this year. There were more than 50 representatives from 24 organizations, including airlines, airports, Transport Canada, the Department of National Defence (DND), the Federal Aviation Administration and NAV CANADA. Among the topics discussed were laser strikes, runway incursions and the operation of unmanned aerial vehicles in civilian airspace. Recognized for our mature and robust SMS, NAV CANADA has teamed up with the Canadian Business Aviation Association (CBAA) and the Bombardier Business Aircraft Group, in a project that delivers valuable safety information to the business aviation community on a continuous basis. The CBAA Partners-in-Safety program incorporates key elements needed by business aviation operators to implement and operate a comprehensive SMS, including regulatory-compliant templates and guidance material, a national database on aviation hazard and risk information, and flight data analysis. iv

7 In addition, NAV CANADA hosted an Aeronautical Information Management (AIM) meeting in March 2015, with the goal of increasing the understanding of functions, processes and regulatory mandate of the NAV CANADA AIM department and of the global ICAO initiative to transform from Aeronautical Information Services (AIS) to AIM. The session included participants from the Air Transport Association of Canada (ATAC), Air Canada, WestJet, the Canadian Owners and Pilots Association (COPA), the CBAA, the Airline Pilots Association (ALPA) and the Royal Canadian Air Force (RCAF). NAV CANADA also continues to work with industry partners and organizations to improve safety within the global ANS. For the last decade, NAV CANADA has been a strong proponent of international reporting for the purpose of safety benchmarking, through the Civil Air Navigation Services Organization (CANSO). Participation in this CANSO initiative has more than doubled in the last decade, with over 40 countries contributing safety data in ANSPs had previously reported their safety data anonymously, but last year s report offered to identify their responses for the first time. Over half the participating ANSPs agreed to identify their performance, including NAV CANADA. This again demonstrates a high degree of trust and cooperation to improve worldwide aviation safety in an already ultra-safe industry. Human Factors With the proliferation of new and better air traffic management technologies, and ATM becoming more complex and interconnected across ANSPs, NAV CANADA recognizes the need for ANSPs worldwide to focus more on human performance. Given its importance to the safe and efficient provision of air navigation services, NAV CANADA has spearheaded an effort to develop a CANSO Human Performance Standard of Excellence (HP SoE). Eight of the world s most advanced ANSPs are part of this working group, which NAV CANADA is co-chairing, together with NATS of the U.K. The HP SoE will lay out the key elements an ANSP should consider as part of its human performance management strategy, and serve as a standard against which to perform self-assessments. This effort is happening in concert with one of the objectives of our Corporate Safety Plan: to incorporate Human Performance requirements earlier in the design of new technology. v

8 Highlights Inside this Corporate Safety Report is a complete list of the tasks and activities undertaken by NAV CANADA employees during the past fiscal year, in order to advance our safety goals and complete last year s objectives. As well, there are many additional activities conducted at NAV CANADA to enhance safety, beyond the goals and objectives. Among the highlights of our safety accomplishments during fiscal 2015, we: conducted SMS assessments in the Gander, Moncton and Winnipeg Flight Information Regions; completed our first annual SMS review of the Flight Inspection group against both CARs 604 and NAV CANADA s Corporate Safety Policies; collaborated with the Calgary Airport Authority to mitigate taxiway incursions, with the result that there was an approximate 50 per cent reduction in all tower-reported taxiway deviations, at that airport, since January 2015; strengthened the security of NAV CANADA s mission-critical Operational Data Network and the NAV CANADA Intranet, to guard against the increased volume and sophistication of cyber security threats; continued to move forward with a number of programs to enhance the reliability and performance of our power systems, such as construction of a new dual redundant power system for the Toronto ACC; finalized an Aeronautical Information Management Level of Service policy, which provides clarity on where NAV CANADA will support instrument procedure design and maintenance; achieved ISO 9001: 2008 certification across all Engineering teams and responsibilities, capping a six-year process; installed six new Wide Area Multilateration (WAM) sensors at Fredericton Airport to provide additional surveillance coverage; and added the Limited Weather Information System (LWIS) feature to the existing Human Weather Observation System (HWOS), which automatically collects and provides wind, temperature, dew point and altimeter data, whenever a weather observer is not available. vi

9 Conclusion These examples, and many more at every site across the country, are what lie behind NAV CANADA s excellent record in safety performance. I am proud of the safety culture and performance we have built together, and I wish to express my thanks and deep respect to the people at the heart of it all the employees of NAV CANADA. John Crichton President and CEO vii

10 Opinion The Office of Safety and Quality is responsible for providing internal corporate oversight of the management of ANS-related operational risk. In support of this role, the Office oversees the development and implementation of activities necessary to achieve the goals outlined in the Corporate Safety Plan. Of the tasks comprising the Corporate Safety Plan, 97% of them were completed. In the opinion of the Office of Safety and Quality, the NAV CANADA Corporate Safety Report accurately reflects the achievements of the Company with respect to the safety goals and objectives during fiscal year John David Vice President, Safety and Quality NAV CANADA viii

11 Safety Performance One key indication of a strong safety culture and an effective Safety Management System is an excellent safety record. As of 2015, our rate of IFR-to-IFR losses of separation the benchmark for ANS safety was per 100,000 air traffic movements, which represented a decline from about 1.0 per 100,000 movements in Our benchmark rate used as a measure for our Corporate Safety Objective maintaining a safety record in the top decile of major ANSPs worldwide is less than 1.0. On the international front, the benchmark for safety is IFR-to-IFR losses of separation per million flight hours. In this measure, NAV CANADA has declined from 32 losses of separation per million flight hours in 2004 to as of Our benchmark rate for this measure is less than 39. NAV CANADA s primary Corporate Safety Objective is to maintain a safety record in the top decile of major ANS providers worldwide. These benchmark rates are set to support the achievement of this Objective. Beyond these rates, each loss of separation is classified based on how close the involved aircraft came to one another. NAV CANADA has not had an IFR-to-IFR loss of separation classified as an A1 Critical since Severity A1 Critical Criteria are applied to aircraft where the tracks are converging. IFR-to-IFR Loss of Separation in Radar Airspace Aircraft operated with less than or equal to 200 feet vertical spacing and less than or equal to 500 feet lateral spacing. IFR-to-IFR Loss of Separation in Non-Radar Airspace A report of a TCAS/RA or evasive action is received. A2C Serious Criteria are applied to aircraft where the tracks are converging. Aircraft operated with greater than 200 feet and less than 500 feet vertical spacing and less than 50% of the required radar standard. Aircraft operated with less than 500 feet vertical spacing and less than 25% planned lateral/ longitudinal separation standard, excluding A1. A2M Moderate Criteria are applied to aircraft where the tracks are not converging. Aircraft operated with less than 500 feet vertical spacing and less than 50% radar standard. Aircraft operated with less than 500 feet vertical spacing and less than 25% planned lateral/ longitudinal separation standard. A2T Aircraft operated with greater than or equal to: 500 feet vertical spacing; or 50% of the required radar separation standard. Aircraft operated with greater than or equal to: 500 feet vertical spacing; or 25% planned lateral/longitudinal separation standard. 1

12 Losses of Separation by Risk Category IFR-IFR Losses of Separation per 100,000 Movements IFR-IFR Loss of Separation Rate per 100,000 movements A1 A2C A2M A2T Annual Rate 5-Year Rate Top Decile Corporate Benchmark IFR-IFR Losses of Separation per Million IFR Flight Hours Losses of Separation by Risk Category IFR-IFR Loss of Separation Rate per million IFR flight hours A1 A2C A2M A2T Annual Rate 5-Year Rate Top Decile Corporate Benchmark 2

13 Completed Activities Goal 1: Support the integration of safety data into NAV CANADA s SMS. Objective 1: Continue the implementation of the SIS program. Completed the software and system integrator agreement. Supported by: Information Management While the actual development of the application did not begin in FY15 as planned significant work was completed in support of this task including a standard data taxonomy, initial state process flows and functional requirements. Supported by: Engineering, Information Management, Office of Safety and Quality, Operations, Technical Operations Reviewed FAA, Eurocontrol and ICAO safety taxonomies and provided recommendations with respect to improving internal safety taxonomies alignment with international partners. Supported by: Engineering, Operations, Technical Operations Updated OSQ SMS processes as necessary to align with the harmonized approaches as established during the requirements phase of the SIS program. Updated the Service Delivery audit, evaluation and investigation processes to align with the harmonized approaches as established during the requirements phase of the SIS program. Supported by: Engineering, Operations, Technical Operations 3

14 Goal 2: Streamline the operational risk management activities associated with change. Objective 2: Develop national criteria for the conduct of alternate safety analysis methods to address the varying needs of technology deployment and maintenance. Reviewed and provided recommendations with respect to the integration of the CANSO Common Safety Method on Risk Evaluation and Assessment, and CANSO Safety Related Design Requirements for ANSPs Systems. Supported by: Engineering, Operations, Technical Operations Defined and documented alternative safety analysis methodologies to the HIRA, and provided guidance on when those methodologies may be applied during technology deployment and maintenance. Supported by: Engineering, Office of Safety and Quality, Operations, Technical Operations Reviewed and updated the life cycle Safety Management Plans to implement the SMP guidance, including alternative safety analysis methodologies. Supported by: Engineering, Operations, Technical Operations 4

15 Objective 3: Develop guidance regarding the consideration of the operational safety impact of a change. Led a multi-disciplinary group to develop guidance for the application of the policy SQ-SP-005: Change Management, for groups outside Service Delivery. Supported by: Communications, Customer and Commercial Services, Information Management, Internal Audit, Finance, Human Resources, Legal and Corporate Services Updated the policy SQ-SP-005: Change Management to provide better clarity on its application. Supported by: All Groups Developed a plan to address any identified gaps in existing resources (people, tools, procedures, and training) to meet the revised policy. Supported by: All Groups Objective 4: Develop criteria to provide quality assurance in Service Delivery of the HIRA program and alternate safety analysis methods. Enhanced the SMS Assessment process to monitor the understanding and application of the policy SQ-SP-005: Change Management. 5

16 Defined criteria for the Group-specific audits and evaluations to audit safety analysis activities. Supported by: Engineering, Operations, Technical Operations Goal 3: Enhance the response to safety management activities through a standardized actions taken process. Objective 5: Identify and compile the SMS-related actions-taken processes currently being used within and outside NAV CANADA. Conducted an industry review to identify best practices as they relate to the SMS-related actions-taken processes. Identified the internal SMS-related processes that may benefit from a standardized actions-taken process. Supported by: Engineering, Office of Safety and Quality, Operations, Technical Operations 6

17 Objective 6: Analyze and determine the criteria for developing a standardized actions-taken process for SMS-related investigations and quality assurance activities. Led a multi-disciplinary group to determine the key criteria to incorporate into standardized actions-taken processes for the SMS-related activities identified in Objective 5. Supported by: Engineering, Office of Safety and Quality, Operations, Technical Operations Goal 4: Enhance organizational learning from safety activities and events. Objective 7: Identify opportunities to improve the capture of operational safety-related successful practices and lessons learned within the SMS. Provided recommendations on how NAV CANADA can better identify and internalize successful SMS practices from international forums. Reviewed the requirements and provided recommendations on incorporating a Safety II approach in NAV CANADA s SMS. Supported by: Engineering, Operations, Technical Operations Developed and trialed assessment processes that include Safety II elements. Supported by: Engineering, Operations, Technical Operations 7

18 Defined a successful practice and lesson learned within the SMS; the processes from which they may be captured; and how the information should be captured. Supported by: Engineering, Human Resources, Operations, Technical Operations Objective 8: Establish a communications strategy for the distribution of safety-related successful practices and lessons learned to appropriate audiences. Mapped audiences to the different lessons learned and successful practice information identified in Objective 7. Supported by: Engineering, Office of Safety and Quality, Operations, Technical Operations Identified internal forums and technology platforms that can be used to communicate lessons learned and successful practices to the appropriate audiences. Supported by: Engineering, Office of Safety and Quality, Operations, Technical Operations 8

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