Risk Management in Aviation

What are the terms of Risk Management in Aviation?

There are a few words that are frequently misused or used synonymously when they should really be used to denote distinct concepts:

A hazard is an event or object that might endanger someone.

Risk is the likelihood that harm will result from exposure to the risk;

Risk control is taking steps to reduce risks to an acceptable level of safety (ALS)

Risk management is the process of locating, evaluating, and reducing risks associated with hazards.

General

The main component and objective of contemporary aviation safety management systems is aviation risk management.

Growing an aviation SMS program to maturity is equivalent to developing more advanced, precise, and proactive risk management tactics.

In terms of managing aviation risk, the phrase “responsibility” might be confusing. The structure and history of aviation SMS programs are portrayed as top-down.

In terms of “who has responsibility for risk management,” management is the clear answer.

However, in actuality, risk management system duties are symbiotic, which is another way of stating that they are spread.

Identifying, addressing, and reporting safety hazards are the duty of frontline staff;

Aviation safety management is responsible for analyzing reported difficulties, keeping an eye on the SMS, and making adjustments as needed, while executives are in charge of providing the funds, backing, and accountability for the overall program.

In reality, none of these sections can carry out their duties without the assistance of the other two. Executives won’t be able to be held accountable (i.e. liable) for their program if they don’t offer enough resources, which will prevent management from successfully monitoring the SMS and frontline staff from being able to identify and address problems.

Safety risk management is created by combining the responsibilities of each department in the process of risk management.

Process of Risk Management in Aviation

The aviation industry’s risk management procedure is cyclical and symbiotic, just like its obligations. Employees, management, and executives all collaborate to construct the risk management process.  Process seems as follows:

1. Employees report safety concerns, identification and categorizing safety issues;
2. Assessment of safety issues
3. Definition and programming of safety actions ;
4. Management evaluates trends in safety and modifies the program;
5. Executives and oversight organizations evaluate the system’s performance;