Safety invisible asset

However, safety is also an organizational model for managing resources, a far-sighted look at the future, a corporate asset, an intangible value that can be perceived internally and communicated externally. It should not be seen as a bureaucratic task but as an opportunity for growth.

The evolution of the company organization from Taylorism to today has seen its vision change over the years: it started from technical factors (Taylor) to then evaluate the human ones (Mayo) and then move on to decision management (Anthony and Simon) and then to Total Quality Management (Toyota) and beyond. These are just some of the most important examples but many others could be cited even in more specific sectors.

Each step always includes all the previous ones, merging the principles in what is called the “organizational culture”. We in aviation have the great advantage that we have almost always been the precursors of these techniques that are innovative from time to time: of the technique in construction, of the human factor in personnel management, of organizational models with our tasks, roles and functions, always very “procedural” by our manuals.

Safety therefore starts here: evaluating every minimal aspect of aviation and creating a cultural basis to be able to grow and improve without hiding anything.

Culture passes through the 4 pillars: policy and objectives (I prepare), risk management (I evaluate), safety assurance (I monitor) and safety promotion (I train and communicate).

But how can safety also create value for the company beyond being a mandatory condition?

It depends on how it is managed and how it is communicated, it depends on the type of sustainability that the company wants to achieve. A company in the environmental sector will seek an evidently economic sustainability and then will try to make the earth a better place. An aeronautical company, on the other hand, after economic sustainability, will have to include in its vision the fact of making the skies a safer place.

Why did we put economic sustainability before safety if we said that safety is a conditio sine qua non? Because without the right economies I will not be able to invest in safety, that is, I will not be able to take home the minimum penalty required by law, but I will not be able to try to build a solid culture.

Companies that cut safety costs when they are in crisis are like those that cut advertising when they sell little. But we must not hide behind rhetorical phrases … without money nothing can be done and in aviation there is a lot of money circulating but little left … but we will talk about this in one of the next articles.

So, let’s get to the point, let’s identify the quantum leap: generating economies with which to invest in safety which serves as the driving force of operations and for the creation of a corporate image that brings in more customers and therefore generates more economy.

It’s all about communication and we at CBF know how important it is to communicate and we created this platform precisely to spread culture and give it value.