unaware of 96% of workplace hazards, a figure cited in a 1989 study by manufactur- ing consultant Sidney Yoshida. These lead- ers occupy the “iceberg of ignorance,” as Yoshida called it, shutting down voluntary reporting programs and suppressing the discovery and correction of killer norms, near misses, and unsafe acts that influence the next preventable and costly accident or incident. The practice of routinely sharing valu-


able safety data isn’t limited to large air carriers or well-financed operators, though we’d do well to model some of their safety practices. Many VTOL operators understand that rock-solid just and report- ing cultures serve as the catalysts for other key safety program elements. Open, anonymous reporting programs that obsessively focus on finding and fix- ing safety issues is a crucial first step in this process.


Self-Assessments and Surveys A simple self-assessment or survey can help us identify gaps in our safety culture and then create a plan to close those gaps. Below are two helpful resources from SKYbrary, an electronic repository of aviation safety knowledge from various organizations, that can help you plan


safety surveys and culture assessments. ■ Safety surveys. SKYbrary’s comprehen- sive explanation of safety surveys includes best practices for conducting them as well as the results you can expect and how to manage them. Visit skybrary.aero/articles/safety-surveys for more information.


■ Industry Safety Culture Evaluation Tool and Guidance. This tool helps facilitate self-assessment activities and is avail- able in an editable, downloadable ver- sion that enables operators to tailor their own surveys to their organization’s needs. Visit skybrary.aero for more details.


Confronting Hard Realities Whether you conduct a safety survey or a safety management system (SMS)


MARCH 2022 ROTOR 67


self-assessment, some of the first ques- tions you’ll likely see in either will focus on your organization’s commitment to safety. The answers to these questions could vary widely between managers and frontline employees. Management may discover some hard truths from the surveys and audits; how they choose to respond will reveal their commitment to safety and the value they place on employee feedback. Employees, in turn, must demonstrate a


personal commitment to safety when man- agement makes it clear that safety is a core value. But what happens if you work for a manager who doesn’t get it? Perhaps you’ve already considered leav- ing a bad culture, or maybe you even have one foot out the door. That can be a risky career move. But we can’t ignore the risk that comes with remaining with an opera- tor that doesn’t value your personal safety. Continued on page 70


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76