Jetairfly is a young but profitable company. From a 3 aircraft start-up company in 2004, it evolved in a very short time to an organisation with 22 aircraft (summer 2015). Operations have become more complex with bases in France, Morocco and soon Brazzaville. Pilots are hired from all over the world. Increased productivity and complexity make it challenging to reconcile high workload with better safety levels. It will soon be facing new challenges at European level, with its integration into the “One Aviation” project, which aims to create synergies between the 5 TUI Airlines of the Group.

Aviation consists of several organisational and professional groups with sometimes conflicting interests. Their influence on legislation is not equal. In practice, their contribution is proportional to their (political) influence.

EASA’s position is clear: all stakeholders should be involved in Safety Management Systems. BeCA, the voice of pilots in Belgium is one of them. Its technical expertise on aviation matters is very important for us pilots.

The BCAA also plays a vital role, as it must properly oversee the airlines’ safety performance. This requires expertise, skills and adequate resources. BeCA has already made contacts with them in order to offer them our pilot perspective.

In parallel, each company’s management is defending their interests which are often different from the employees’ representatives’ demands. Dialogue between parties is essential and offers a more or less balanced compromise. It is even more important when  safety is at stake. At Jetairfly, we have been facing difficulties from management to accept a social dialogue with the unions and even with BeCA. However we are confident that this is evolving in a positive manner.

Safety must never be taken for granted. This is why SMS principles aim to continuously assess past and current procedures. Indeed, empirical success is no proof of safety. Past success does not guarantee future safety. Eroding safety little by little may go well for a while but we never know when we are going to hit the limits.

Although legislation might be appropriate when it relates to individual components (highly reliable technology, well trained personnel with high level standards, well defined responsibilities) accidents can still happen for a number of reasons: relationships, soft issues, such as organisational safety culture, safety data handling, reporting culture, fear of personnel, etc. In addition, legislation that has proven to be efficient in some companies may create threats in others.

In Europe we are stepping into SMS & FRMS: systems based on data collection. Proper reporting and a good Safety Culture are the keys to an efficient SMS and FRMS. The Safety Action Groups and Fatigue Safety Action Groups, that are being created in all Belgian airlines will have a great deal of responsibility in this process. Pilot groups must be represented in these groups.

Furthermore, we, as pilots, have a personal and individual responsibility to report all events, as insignificant as they may seem. Without proper reporting, the implementation of SMS will never have the expected positive results on safety.