Human Factors in Aviation_Part#2

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By Asst.Prof.Dr.Wikanda Sridech
5. PHYSICAL ENVIRONMENT
Human Factors and Safety Management Systems

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PHYSICAL ENVIRONMENT
• “Working environment” can be divided into 3 main sections.
• Physical environments have their own specific features or factors that
may impact human performance.

• engineers are trained to perform

various tasks;
• successful task execution requires a
suitable physical environment;
• an unsuitable or unpleasant physical
environment is likely to be de-
motivating.

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PHYSICAL ENVIRONMENT
Noise
• Noise at the workplace can distract, disturb communication (if not make
it totally impossible), and camouflage warning sounds.
• Noise can cause stress, with all its negative effects on the human being.
• The brain can filter out much of the background noise. But this activity
leads to a reduction in concentration.

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PHYSICAL ENVIRONMENT
Noise
• Typical Noise Zones
• In aircraft maintenance we can expect noise levels  from 85 dB to 90 dB on the
apron and 70dB to 75 dB in the hangar.

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PHYSICAL ENVIRONMENT
Noise

There is a useful rule-of-thumb to answer the question…

“Do I need an ear protector?”

If you cannot understand a normal conversation within a radius of 2 m ,

you should protect yourself from the noise.

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PHYSICAL ENVIRONMENT
FUMES
• Some substances produce fumes in certain circumstances (e.g. overheated grease or
oils, smoldering insulation).
• You are only ”aware” of unpleasant fumes. They often smell nasty, and may irritate the
eyes.  “You have to get the job done as soon as possible.”
• Besides the health aspects, fumes lead to performance limitations.

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PHYSICAL ENVIRONMENT
ILLUMINATION
• Inappropriate or insufficient lighting can lead to mistakes in
work tasks or can increase the time required to do the work.
• Natural light is best for recognizing colors.
• The ratings for artificial light are: good for candescent light,
average for florescent tubes and poor for mercury vapor
lamps.
• When the focus is on light efficiency, the rating changes
completely. The mercury vapor lamps do best.

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Ref: https://www.faa.gov/documentLibrary/media/Advisory_Circular/43-204.pdf
PHYSICAL ENVIRONMENT
CLIMATE AND TEMPERATURE
• Environmental conditions can affect physical performance.
• Extreme environmental conditions may also be fatiguing, both physically and mentally.
eg. in the cold, gloves can be worn, but obviously the gloves themselves may interfere
with fine motor skills.
• We cannot change the weather - so work must be adjusted to suit the conditions.

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 PHYSICAL ENVIRONMENT
CLIMATE AND TEMPERATURE
The graph shows the connection between performance and climatic factors. Other
factors include: wind, sunlight and precipitation.
Optimum

18-25 Celsius
25-85%
Relative
Humidity

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*Ref: ICAO Doc 9824-Human Factors Guidelines for Aircraft Maintenance Manual, P. 3-E-2
PHYSICAL ENVIRONMENT
MOTION AND VIBRATION
• Vibrations and motions reduce performance and lead Vibration
to fatigue and distraction.
• Vibrations in maintenance system mainly from the use
Movement
of tools, such as rivet guns or grinding and polishing
machines.
Fatigue
• Vibration between 0.5 Hz to 20 Hz is most problematic,
as the human body absorbs most of the vibratory
energy in this range.
Distraction

It can take a long time for feeling to return to the hands. In the meantime,
precise work, such as making fine adjustments, is virtually impossible.
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PHYSICAL ENVIRONMENT

DANGEROUS SONIC WAVES

• Infra-Sonic Waves
• Some engines emit INFRA−SONIC WAVES, which you cannot
hear (<20Hz), but which can damage internal organs (e.g.
kidneys).

• Going near a running engine will not harm you as long as you
take the usual safety precautions.

• Ultra-Sonic Waves
• ULTRA−SONIC WAVES are above our hearing range (>20 kHz).
These sonic waves can damage nerve canals.
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PHYSICAL ENVIRONMENT
CONFINED SPACES
• Working in any confined space, especially with
limited means of entry or exit (e.g. fuel tanks) needs
to be managed carefully.
• Good illumination and ventilation within the confined
space will reduce any feelings of discomfort.
• In addition, appropriate safety equipment, such as
breathing apparatus or lines must be used when
required.

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6. TASKS
Human Factors and Safety Management Systems

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TASKS
• Planning, organizing, and good communication helps tasks to be
completed on time, to standards, and on price. But also reduces
workload and physiological stress on individuals.

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TASKS

• Planning These may include:

• Do I/we know exactly what the task is that has to be done.

• Are the resources available to do it effectively? Where resources include:

• personnel;

• equipment/spares;

• documentation, information and guidance;

• facilities such as hangar space, lighting, etc.

• Do I/we have the skills and proficiency necessary to complete the task?

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TASKS

• Planning

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TASKS
• Planning

MPD

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TASKS

• Physical Tasks

Missing a break in an effort to get a job done within a certain time frame can be
counterproductive, as fatigue diminishes motor skills, perception,
awareness and standards.
As a consequence, work may slow and mistakes may occur that need to be rectified.
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TASKS

• Repetitive Tasks
Repetitive tasks in aircraft maintenance engineering typically refer
to tasks that are performed several times during a shift, or a number of
times during a short time period, e.g. LOPA (Layout of passenger
accommodation) check on an aircraft during daily inspections.

Monotonous activities
กิจกรรมจำเจ

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TASKS

• Visual Inspection
Visual inspection can be described as the process of using the eye, alone or in
conjunction with various aids to examine and evaluate the condition of systems or
components of an aircraft.

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TASKS

• Visual Inspection
• A further aspect of visual inspections is assessment. Training, experience and common
sense are important here. Those topics are also called ”situation awareness”.

Situation awareness can be divided into three stages:

• The 1st stage is Perception − for example loose bolts
and missing parts. This stage may involve listening
attentively.
• The 2nd stage of Situation Awareness is
understanding: Why is it so? Is it the way it should be?
• The 3rd stage is Prediction: How will it develop? What
effects can it have?

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TASKS

• Complex Systems
• When dealing with complex systems the aircraft technician must be familiar with
the purpose of the system at least.
• Configuration and function are usually quite difficult to understand completely.
• In order to maintain such systems you need a specific training.  Here it is important
to observe a balance of detailed technical knowledge and analytic proceeding during
trouble shooting.

When working with complex systems, it is important that

the aircraft maintenance engineer makes reference to
appropriate guidance material.
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TASKS

• Complex Systems
Example

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7. COMMUNICATION
Human Factors and Safety Management Systems

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COMMUNICATION
• Definitions of Communication
• Skill of passing information from on person to another.
• Transfer of information from one place to another.
• The dynamic and irreversible process by which we make contact and
interpret messages within a given situation or context.

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COMMUNICATION
Communication is the exchange of information
between two or more persons. Among the many
ways that humans communicate:
• Writing and Reading;
• Speaking and Listening;
• Facial Expressions;
• Leg, Arm, Eye, and Head movements; and
Body posture.

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COMMUNICATION
• Communication errors can take the form of
messages sent but not received (A) or
messages received but not sent (C).
• Effective communication is represented by
area B.

A model of communication
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COMMUNICATION

• a sender (speaker, author, artist)

• a receiver (listener, reader, spectator)
• In every day life we can usually tell from the
receiver’s reactions whether or not he or
she has understood correctly what we tried
to get across.
• But if we are dealing with information whose
correct comprehension is vital. We have to
give or demand feedback.
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COMMUNICATION

Oral Communication
Each verbal Communication process has three areas where you can
actively make improvements:
• Speaking (transmitting)
• Listening (receiving)
• Feedback (give and receive)

The 3-C represent the three main principles of every

communication: Clear - Correct and Complete. 30
COMMUNICATION
Mike: ”Hey, you over there, did you see
the cut in the propeller?”

• Was that clear?

• Was this correct?
• Was this complete?

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COMMUNICATION

Rules for Speaking

• Speak using the first person singular.
• This stresses that you take responsibility for what you say.
• Be self confident. Express your thoughts and feelings clearly.
• Speak for a purpose and make sure that everybody knows what your purpose is.
• Consider the knowledge of your listeners and adapt your speech to it.
• Use a positive body language. Address your listeners not only orally, but also with
your gestures.

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COMMUNICATION

Rules for Listening

• Turn to the speaker.
• Concentrate. What the speaker has to tell
you should be important enough for you to
listen to it closely.
• Don’t interrupt.
• Don’t wait for the “catchword” you always
use to make your point.
• Listen actively. Ask questions.
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COMMUNICATION

Receiving Feedback
• Clarify the facts. Ask, if anything remains
unclear.
• Listen to the end before you answer. Don’t
start preparing your answer before the other
person has finished speaking.
• Check if there is anything in the answers you
can learn from.
• Thanks the person who gives you feedback.

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COMMUNICATION
Giving Feedback
• Be precise. If you are vague you might not
be understood.
• Speak for yourself only, do not generalize.
• Be constructive. Try to make suggestions.
• Show respect.
• Check on your motivation. Do you intend to
help or to hurt?

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COMMUNICATION
Written communication
• In your work area the written word is as important as the spoken word.
• Job-cards, work plans, instructions for work procedures and log book entries are some
examples for a communication that’s based on writing and reading.
• When writing a message you should observe the following:
The text has to...
• be readable
• include all necessary information
• be formulated clearly
• be easily understandable
• be free of emotions (at least in business matters).

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COMMUNICATION
Communication within Teams
• before starting a task - to find out what
to do;
• during a task - to discuss work in
progress, ask colleagues questions,
confirm actions or intentions, or to
ensure that others are informed of the
maintenance state at any particular
time;
• at the end of a task - to report its
completion and highlight any problems.
Communication between Teams
This usually occurs at shift handover.
The information conveyed will include:
• tasks that have been completed;
• tasks in progress, their status, any
problems encountered, etc.;
• tasks to be carried out;
• general company and technical
information.
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COMMUNICATION

Shift Handover
• Shift handover errors can be particularly hazardous, as shown
by a 1991 accident involving a the Embraer 120 Brasilia aircraft
at Eagle Lake, Texas that resulted in 14 fatalities.

• The night before the accident, maintenance work had been

carried out which involved removing screws from the upper left
surface of the Brasilia's ‘T-tail’.

• However, the work was only partially completed when a shift

change occurred and no record had been made to show that
the task had been started. The maintenance technicians on the
incoming shift signed the aircraft back into service, unaware
that the crucial screws were missing from the aircraft's tail. The
leading edge of the left horizontal stabilizer separated from the
aircraft in flight.33 38
COMMUNICATION

• Type of Shift Handover

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COMMUNICATION

• Type of Shift Handover

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COMMUNICATION

• Communication Problems
There are two main ways in which communication can cause problems.
• Lack of communication:
• forgets to pass on pertinent information to a colleague
• written message is not forwarded properly
• Poor of communication:
• does not make it clear consequently receives inappropriate information
• written report in barely legible handwriting
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COMMUNICATION

• Effective shift handovers should be:

• conducted face-to-face
• two-way, with both participants taking responsibility for accurate
communication
• via verbal and written means
• based on analysis of information needs of incoming staff
• given as much time as is necessary for accurate communication

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COMMUNICATION

• Work Logging and Recording

• Technical Manual Evolution

Integrated Maintenance Information System (IMIS)

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COMMUNICATION
• Work Logging and Recording
• Integrated Maintenance Information System (IMIS)
• Improve maintenance capability

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COMMUNICATION

• Keeping Up-to-Date, Currency

Engineers are likely to keep up-to-date by:
• undertaking update courses;
• reading briefing material, memos and bulletins;
• studying maintenance manual amendments

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COMMUNICATION

• Dissemination of Information
Poor dissemination of information was judged to have been a contributory
factor to the Eastern Airlines Flight 855 accident in 1983. The NTSB accident report
stated: 7204 [master chip detector installation procedures, including the fitment of
O-ring seals]
Lockheed L-1011 TriStar

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COMMUNICATION

• Dissemination of Information
“On May 17, 1983, Eastern Air Lines issued a revised work card 7204 [master chip
detector installation procedures, including the fitment of O-ring seals].… the material
was posted and all mechanics were expected to comply with the guidance. However,
there was no supervisory follow-up to insure that mechanics and foremen were
incorporating the training material into the work requirements… Use of binders and
bulletin boards is not an effective means of controlling the dissemination of
important work procedures, especially when there is no accountability system in place
to enable supervisors to ensure that all mechanics had seen the applicable training and
procedural information.”

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8. Human Error
Human Factors and Safety Management Systems

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Human Error

• Design Vs Operator - Induced Errors

Errors may have been made before an aircraft ever leaves the ground by
aircraft designers. This may mean that, even if an aircraft is maintained and flown as
it is designed to be, a flaw in its original design may lead to operational safety being
compromised.

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Human Error
• Humans we make mistakes. No matter how we try, that will never
change!
• However, as aviation maintenance personnel you must take the proper
steps to minimize error.
• It is a matter of safety! It is also a matter of pride in your work and a
matter of cost control for your company.
• To minimize error, it is necessary to understand error.

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Human Error

• Variable Vs Constant Errors

Which one is easier to predict and to correct…

Variable versus Constant Errors

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Human Error

• Reversible Vs Irreversible Errors

For example, if a pilot miscalculates

the fuel he should carry, he may
have to divert to a closer airfield,
but if he accidentally dumps his fuel,
he may not have many options open
to him.

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Human Error

• Three Types of Error

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Human Error
• SLIP: An error in EXECUTING the steps of a task
• Example: The mechanic knows how to install a pump, but turns the wrench too hard and breaks a fitting.

• Also called an error of commission

• LAPSE: An error in RETRIEVING information about a task

• Example: A mechanic is called to help on a different task after torqing 3 of 5 bolts. When he comes back
to his original job he forgets that he had two bolts left to torque and moves on to the next task.

• Also called an error of omission

• MISTAKE: An error in PLANNING a task

• Example:“I do not need to do the fault isolation, because I have seen this problem before! I will replace
this box.”

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Human Error

• Skill-, Rule- and Knowledge-Based Behaviors

and Associated Errors
Skill-based
Three basic error types shows the three Slip & Lapse
categories of error linked to three human
performance levels:
Rule-based
- Skill-based (SB) Error Mistakes
- Rule-based (RB)
- Knowledge-based (KB) Knowledge-based
Mistakes

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Human Error
• Skill-, Rule- and Knowledge-Based Behaviors
and Associated Errors

Wrong part 8%

Incorrect installation 30% Other 6%

Omission 56%

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#Ref.: ICAO Human Factors Circular 12 -Human Factors in Aircraft Maintenance Digest
Human Error

• Reason’s Model of Accident Causation: “Swiss Cheese” model

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Human Error
• Reason’s Model of Accident Causation: “Swiss Cheese” model

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Human Error
• Reason’s Model of Accident Causation: “Swiss Cheese” model

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Human Error
• A concept of accident causation

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Avoiding and Managing Errors

• Three Common Mistakes in Aircraft Maintenance

• Misapply a good rule
• Apply a bad rule
• Fail to apply a good rule (violation)
• Situation violation
• Routine violation

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Avoiding and Managing Errors

• Misapplying good rules

• A ‘good rule or principle’ is one that has been generally useful in the
past.
• But sometimes the rule/principle is wrongly applied:
• Ex. Misapplication: BAC 1-11
• Engineer involved in 1-11 accident ignored storeman’s comment that the required
bolt was an 8D—a slightly longer bolt than the 7D that he was searching for.
• A general rule-of-thumb in maintenance is to replace like for like.

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Avoiding and Managing Errors

• Misapplying good rules

• Ex. Misapplication: B747 Incident
• During ‘C’ check, NDT inspector marked work
card steps covering replacement of secondary
fuse pin retainers as ‘N/A’ (not applicable).
• He did not believe that secondary retainers
were required on this aircraft and thus did not
realize that they had been removed.
• “Only 7” of airline’s fleet of “41” 747s required
secondary retainers.
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Avoiding and Managing Errors

• Applying bad rules

Bad rules can become established as part of our normal behavior
for a number of reasons:
• No one corrects us at the time.
• Applying the bad rule seems to get the job done.
• And most of the time, there are no bad consequences.

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Avoiding and Managing Errors

Applying bad rules

• Ex. Clapham Junction railway station
• British Rail technician had acquired the
habit of bending back old wire rather than
removing it when rewiring a signal box.
• Old wire made a false connection causing
signal to fail unsafe (green aspect).
Commuter train crashed into back of a
stationary train contributing to worst
British railway accident for 40 years
(Clapham Junction disaster, 1987).
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Iceberg Model
A chain of minor events caused accidents.
• Heinrich Ratio*:
• Fatal Accidents 1
• Non Fatal 10
• Reportable accidents 30
• Unsafe Acts (Not reported 600)
Safety Net:
• Look below the surface for minor mistakes and
never leave anything unreported.
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*Ref: Industrial Accident Prevention, A Scientific Approach,1931
The Dirty Dozen

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The Dirty Dozen
• Developed by Transport Canada (Gordon Dupont) in the early
1990’s
• List of 12 contributing factors to error
• Poster for each of the 12 factors
• Shows the contributing factor using a cartoon format
• Suggests ways of preventing the factor from contributing to error

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The Dirty Dozen

1. Lack of communication 7. Lack of resources

2. Complacency 8. Pressure
3. Lack of knowledge 9. Lack of assertiveness
4. Distraction 10. Stress
5. Lack of teamwork 11. Lack of awareness
6. Fatigue 12. Norms

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Lack of Communication
• Caption says "I guess day shift can finish
screwing on the panel." Lack of communication
is depicted as the worker is going to leave the
panel of an aircraft unfinished without
communicating this to the next worker in any
written or verbal form, assuming that the next
worker knows which part of the aircraft is left
unfinished.
• Use logbooks to communicate, to remove doubt.
• Discuss work to be done and what has been
completed to the one taking over from you.
• Never assume anything, always check. 70
Complacency
• Caption says "I've looked back there 1,000 times and
never found anything wrong." Complacency is depicted
whereby a maintenance personnel has finished signing an
inspection sheet whilst telling himself that he has checked
at the aircraft part a thousand times without ever finding
anything wrong; This is despite the fact that a component
of the aircraft has a spoilt cable. Hence, by performing a
routine task over and over again, overconfidence due to
increasing proficiency could lead to complacency setting in
and errors in judgment can appear.

• Train yourself to expect to find a fault and to consistently

look out for these faults or hazards.

• Never sign for anything you didn't do. Never assume

anything, always check.
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Lack of Knowledge
• Caption says "This is the third one to bend! What's going
on?" Lack of knowledge is depicted in which a maintenance
personnel cannot fathom how a helicopter part could be
bent for a third time even though he has kept working on it,
demonstrating that there is a possibility there is a lack of
certain type of knowledge in how he is remedying the
helicopter part. This could be also due the rapid pace at
which technology is evolving and hence increased knowledge
is needed when performing the task.

• Don't rely on memory and consult the relevant up to date

manuals.

• Always ask if you are in doubt.

• Get training on type.

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Distraction
• Caption says "Hey, Your wife is on the phone."
Distraction is depicted as the personnel is informed of
an urgent call from his wife, hence taking him away
from focusing on his job which could potentially lead
to errors later as his concentration has been affected.

• Always finish the job or unfasten the connection.

• Document and handover the uncompleted work.

• When you return to the job, re-inspect by another or

always go back three steps by yourself.

• Use a detailed check sheet.

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Lack of Teamwork
• Caption says "I thought you wanted him to turn left
right here!" Lack of teamwork in which two marshallers
are trying to guide an aircraft in opposite directions
shows a fundamental lack of cooperation and
communication which are essential in performing
certain difficult tasks especially when more people are
involved.

• Discuss what, who and how a job is to be done.

• Be sure that everyone understands and agrees

through good communications and co-ordination with
team members.

• Look out for one another.

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Fatigue
• Caption says "I'm glad this double shift is over." Fatigue is
depicted with a maintenance personnel blissfully unaware
that he is reaching the end of the horizontal stabilizer as he
has become fatigued after working a double shift.

• Be aware of the symptoms and look for them in yourself and

others.

• Plan to avoid complex tasks when you are physically

exhausted.

• Sleep and exercise regularly.

• Ask others to check your work.

• If you are fatigued, take a break.

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Lack of Resources
• Caption says "We have nil stock of left skids so I guess this will have to
do." Lack of resources is depicted with a maintenance personnel standing
in front of a helicopter with two different components; a float on the left
and a skid on the right; obviously one of the essential parts is insufficient
and he has fixed a totally different part on and still wants the helicopter to
continue to fly. Hence, there are times when there a lack of resources, a
decision must be made not to fly for safety’s sake.

• Check suspect areas at the beginning of the inspection.

• Order and stock anticipated parts before they are required.

• Know all available parts sources and arrange for pooling or loaning.

• Maintain a standard and if in doubt ground the aircraft.

• Preserve all equipment through proper maintenance.

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Pressure
• Caption says "Hurry up or we're going to be late
again!" Pressure is depicted with an aircraft captain
who is averse to being late, rushing a maintenance
personnel to finish closing up a panel and whilst doing
so, he misses seeing a component jutting out.

• Be sure the pressure isn't self-induced. Communicate

your concerns. Request for assistance. Just say No.

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Lack of Assertiveness
• Caption says "Listen, I own the aircraft and I say it's not a
bad leak!" Lack of assertiveness is shown with the
maintenance personnel being badgered by the owner of the
aircraft and not asserting himself and backing down by
telling him that the plane is indeed suffering from a bad oil
leak. Hence by allowing himself to be intimidated and not
speaking up, it could potentially lead to an accident.

• Be assertive and provide clear feedback when danger is

perceived.

• If it's not critical, record it in the journey log book and only
sign for what is serviceable.

• Refuse to compromise your standards.

• Allow team members to give their opinions and accept

criticisms positively 78
Stress
• Caption says "We lost our best aircraft! How are they going to pay my
wages? What if I'm sued?" Stress is depicted with a maintenance personnel
pulling his cart of tools towards the moving propeller and his overstressed at
having lost his best aircraft and the fact that he might be sued. Hence, the
stress build up has exceeded his limits and he can’t think rationally and
perform his task right.
• Be wary of the effects of stress on your performance.
• Stop and look rationally at the problem.
• Determine a rational course of action and follow it.
• Take time off or at least have a short break.
• Discuss it with someone.
• Ask fellow workers to monitor your work.
• Exercise your body.
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• Ensure sufficient rest at all times
Lack of Awareness
• Caption says "All the regulation said was, 'Install Where it is
Easily Accessible." Lack of awareness is depicted as an
aftermath in this incident whereby a passenger has hit his
head against a fire extinguisher during an emergency as the
maintenance personnel who had installed the fire extinguisher
there showed a lack of awareness by not using common sense
and vigilance by putting it at a place that though easily
accessible could potentially hurt someone.

• Think of what may occur in the event of an accident.

• Check to see if your work will conflict with an existing

modification or repair.

• Ask others if they can see any problem with the work done
by checking periodically to ensure correct work procedures.

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Norms
• Caption says "Never mind the Maintenance Manual. Its
quicker the way we do it here." Norms are depicted
with a forklift used to install a jet engine demonstrating
how this procedure was conducted at this maintenance
facility, that even though it is a flawed manner has
become a norm as the majority performs in this way.

• Always comply with defined work procedures.

• Be aware that "norms" don't make it right.

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SUMMARY

• No one is perfect, errors will occur.

• By understanding the root causes of human error we can reduce
them and limit their effects when they inevitably happen.

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9. Hazard in the Workplace
Human Factors and Safety Management Systems

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Hazard in the Workplace
Recognizing and Avoiding Hazards
• Potential Hazards in Aircraft Maintenance Engineering
• very bright lights (e.g. from welding);
• very loud sounds (Hangar, Apron, Power Plant Testcell);
• confined or enclosed areas (Fuel Tank);
• working at significant heights (Docks, Platforms, ’Cherry Picker’);
• harmful substances (liquids, fumes, etc.);
• excessive temperature (i.e. too cold or too hot);
• Taxiing and towing of aircrafts
• Propeller and Jet-wash
Chapter 5 “Physical Environment” 84
Hazard in the Workplace
Recognizing and Avoiding Hazards
These points are at the top of the accident statistics
at maintenance companies.
• The head tossed against the engine cowling...
• Tripping of a platform, ladder or dock...
• Various cuts in the hand palm (e.g. working
with sheet metal)...
• Hydraulic fluid irritates the eyes…

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Hazard in the Workplace
Responsibilities
Safety at work is the responsibility of two parties namely the employer and the
employee.
• The Employer
• The employer must recognize potential hazards. If possible, he must remove
them or limit them.
• In addition, he must inform the employees about them though suitable
instructions or notices, and provide the necessary aid and protection.
• The employee
• The employee must report hazards when he sees them, take note of safety
information and make use of the safety measures provided.
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Hazard in the Workplace
Warning Signs
To be effective warnings signs must:
• clearly identify the hazard(s);
• describe the danger (i.e. electric shock, radiation, etc);
• inform employees what to do or not to do.

In brief, a maintenance organization has a duty under health and

safety legislation to:
• identify hazards in the workplace;
• remove them where possible;
• mitigate the risks to employees.
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Hazard in the Workplace
Safety in the Working Environment Safety When Working On Aircraft

• clearance checks around moveable

surfaces (e.g. flying controls, landing
gear, flaps, etc.)
• deactivation procedures should be
followed (e.g. pull circuit breakers, isolate
valves, disconnect power, etc.).
• inform others of system status

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Hazard in the Workplace
Dealing with Emergencies
The basic actions in an emergency are to:
1) Stay calm and assess the situation
• Observe what has happened;
• Look for dangers to oneself and others;
• Never put oneself at risk.
2) Make the area safe
• Protect any casualties from further
danger;
• Remove the danger if it is safe to do so;
• Be aware of ones own limitations (e.g.
do not fight a fire unless it is practical to
do so).
3) Assess all casualties to the best of ones
abilities (especially if one is a qualified
first aider)
4) Call for help
• Call for local emergency equipment
(e.g. fire extinguisher);
• Call for emergency services
(ambulance or fire brigade, etc.).
5) Provide assistance as far as one feels
competent to.
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Hazard in the Workplace
Risk Assessment
How to assess the risks in your workplace just follow the five steps:
• Identify the hazards
• Decide who might be harmed and how
• Evaluate the risks and decide on precaution
• Record your findings and implement them
• Review your assessment and update if necessary

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Summary
• There are special physical hazards surrounding us all in the aviation world.
Most of these hazards are outside the experience of most people.
• Bringing them to attention and outlining their risks and protective
measures greatly reduces the probability of accidents.

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