GM3 ORGH.MGM.200(b)(2)(ii) General requirements for the management system

HUMAN FACTORS AND SAFETY HAZARDS

(a) Human factors can be addressed as part of a GH organisation’s SMS to optimise human performance within the system. This can be achieved by analysing tasks, the individuals involved and the organisation, and how each of these can affect safety behaviour.

(b) A task or job should be designed with ergonomic principles in mind, taking into account typical human performance limitations to ensure that workers are not overloaded and are able to carry out their tasks in all operational circumstances. The physical design of the workplace, the work environment and equipment, and the mental abilities of the person making decisions, as well as their perception of the task and risks, need to be considered.

(c) Individuals have varying strengths and weaknesses related to their attitudes, skills and personalities.

(d) An organisation’s culture and organisational attitudes can have a considerable influence on individual and group behaviour. A positive culture promotes employee involvement and commitment at all levels and highlights where deviations from safe working practices are not acceptable.

(e) The GH environment still relies heavily on people. However, as technical systems become more reliable, the remaining occurrences are largely related to human error.

(f) Human factors or operator errors have been identified by industry as being responsible for over 90 % of accidents involving damage to aircraft and infrastructure. Common causes of such accidents have been highlighted as poor training and supervision, failure to follow standard operational procedures, communication failure, distraction and work pressure. As part of its SMS, it is recommended that the GH organisation identify and target root causes related to human factors and take appropriate mitigating actions.

(g) There is a considerable amount of research and academic material on the subject of human factors. One commonly used concept is the ‘dirty dozen’. This term refers to 12 of the most common conditions for human error that can act as precursors to accidents or incidents. These 12 elements lead people to make mistakes. Since the introduction of this concept in aircraft maintenance in 1993, the dirty dozen has been a useful starting point in all areas of the aviation industry for discussions of human error within businesses, organisations and workplaces.

(h) While the dirty dozen have increased awareness of how humans can contribute to accidents and incidents, the aim of the concept is to focus attention and resources on reducing and containing human error. There are examples of typical countermeasures designed to reduce the possibility of any human error causing a problem related to each of the 12 elements. There are over 300 elements in the Human Factors Training Manual (ICAO Doc 9683), out of which the dirty dozen is listed below.

(i) It is recommended that the GH organisation conduct an analysis of the human factors in their operations and organisation. Using the dirty dozen is an efficient and simple way to conduct this analysis. The 12 elements are shown in the figure below (see also Appendix G to ICAO Doc 10121, Manual on Ground Handling).

(j) The GH organisation should be aware of the issues when employing temporary, including from a third party, and seasonal personnel. Some examples are:

(1) maintenance of competency through training;

(2) inexperienced personnel working unsupervised; and

(3) infrequent use of equipment and procedures.

(k) It is recommended that the GH organisation maintain an appropriate balance between temporary workers and full‑time employees within its operational teams to ensure sufficient levels of experience and competency.